Ever think that charities and those affiliated with them think your company's coffers are a never-ending well? The phone rings, the e-mail arrives or you open an envelope to find some charity asking for money either as a direct request, or perhaps as an invite to a golf tournament or gala. A few hours or days later, another request arrives. The inquiries never seem to end.

While all requests may be from nonprofit organizations doing worthwhile activities, a company cannot give to all requests and still succeed in business because that would create a lack of money and lack of time commitment from employees who are out playing in a golf tournament every week.

So how should a company handle its corporate philanthropy—from a dollars-and-cents as well as a time perspective?

"Do things thoughtfully and purposely," says Doris Rubenstein, the Minnesota-based author of "The Good Corporate Citizen: A Practical Guide."

"Every company is different," she says. "A small family retail store may have a very different objective to giving than a 600-employee service provider.

"But they all can have the same steps in deciding."

Ralph Stephens, tax director at Postlethwaite & Netterville, a Leading Edge Alliance firm, says most companies and employees get involved with a charity because they believe it's the right thing to do.

While individual altruism often is the initial reason, nonprofit involvement also boosts the community, making it a better place in which to live and operate a business, Stephen says. "As a community, we're only good as the weakest of us," he says.

Many companies believe getting involved with their money and/or time is important, but do not have rhyme or reason for saying yes to some requests and no to others.

"The marketing director says OK to his charities. The human resource director says OK to her charities," Rubenstein says, explaining the source of the request frequently is how the decision is made. "It's not the way to make a social investment."

Creating a plan for corporate philanthropy serves multiple purposes. "It's the framework on where to draw the line," Rubenstein says. Some companies even put their strategy into the business plan.

If a company takes the time to develop a strategy, the arbitrary yes or no is a thing of the past. "People don't like to say no," Rubenstein notes. She explains that a formal plan allows businesses to have a reason to say no to organizations that do not fit within that plan.

It's also important to realize that if the company is going to decline a charity's request, it should not prolong its decision. "Don't string along the charity," Rubenstein says. "The No. 1 reason people call me is that they want to say no but still feel good and that can happen."

At Postlethwaite & Netterville, the firm has a straight-forward strategy to philanthropy. "We want our employees to be involved in helping the community and we want to be involved in what our employees are involved in," Stephens says. "If you believe enough to invest in an organization, we'll match yours."

He explains one benefit from corporate philanthropy is that it asks employees to look outside themselves and make them even better people who embrace their heart and soul.

Stephens, who has been recognized by United Way as Volunteer Executive of the Year and presented "Doing Well by Doing Good" at the annual United Way convention, says he also got involved with the Big Buddy program after seeing an article in law school. For the last 25 years, he has taught a business law class at the local high school.

"As an added bonus, I've had a lot of business," he says, noting when people learn a business and its employees are involved in the community the company's reputation and integrity are improved.

Stephens also advises people to volunteer and donate to missions that relate to their interests. "Do what your passion is, not what is going to do you the best," he says. "Do it well and you'll do more good for the community."

Rubenstein says those non-monetary donations are an excellent way for smaller companies to have a corporate philanthropy program even if they cannot afford the cash. Even if dollars are not involved, a philanthropy plan can detail how, when and other circumstances that lead to the business being willing to give employees time to volunteer.

Other cost-free ideas include collecting food at the office and have employees deliver it monthly to a local shelter or allowing employees to sell items for charities and helping them get the word out.

But a corporate philanthropy plan is worthless if the top executive doesn't buy into it. "It won't work well," Rubenstein says. "He or she leads by example."" e