Corporate partnerships
Corporate partnerships.
- Posture
- Benefactor model
- Review
- 30-day written answer
- Disclosure
- Annual, in full
- Contact
- partnerships@elitesgen.org
The posture
Corporate money, under five commitments.
The Foundation accepts corporate funding. It does not accept it on the terms most nonprofits are asked to accept. These are the five commitments we make back, in writing, before any partnership begins. They are closer to Wikimedia’s benefactor model or Signal’s major-gift posture than to a typical nonprofit sponsorship prospectus.
No logo placement in the product.
Our app is not an ad surface. Partnerships happen in the open, on the .org, on the partner page, in the annual report.
No cohort targeting.
We will not slice our users into segments for a partner. Aggregated, anonymized outcome data only.
Co-branded programs, where missions align.
Health-system wellbeing pilots. School-district belonging programs. Public-health partnerships. Narrow, specific, named.
Full annual disclosure.
Every corporate partnership is listed publicly, with program scope and funding range, every year.
The right to decline.
We will turn down partnerships from companies whose practices contradict the mission, and say so without fuss.
The kinds we welcome
Partnerships that make the mission larger.
Partnerships the Foundation actively seeks are the ones where a corporate or institutional partner has a mission problem that our work addresses directly, where the program is specific, narrow, and named, and where both parties are willing to publish the outcomes.
Health-system wellbeing pilots.
Partnerships with hospital systems, integrated care networks, and specialty practices that want to measure the effect of community and connection infrastructure on patient outcomes. Grounded in the medicine, not the marketing.
School-district belonging programs.
K-12 and higher-education programs focused on belonging, peer connection, and early-intervention wellbeing. Safety-first, clinically-reviewed, with clear parental consent and school-counselor integration.
Public-health pilots.
Partnerships with public-health agencies, ministries, and academic research centers on loneliness, isolation, and the social determinants of wellbeing. Published research, not quiet studies.
Employer wellbeing programs.
Narrowly, and only where the employer is willing to meet the charter: no cohort targeting of individual employees, no manager-level dashboards tied to personal data, no behavioral reporting. The subsidiary runs the commercial contract; the Foundation keeps the trust.
Civic and community partnerships.
Libraries, municipalities, community foundations, and nonprofits doing adjacent work. These are often the smallest dollar amounts and the most aligned relationships.
The kinds we decline
The partnerships we say no to without fuss.
Stating the rules up front means being able to decline without making a scene when a conflicting opportunity shows up. These are the categories we will not partner with, and we are comfortable saying so on the record.
Behavioral ad networks.
Any company whose revenue depends on behavioral targeting, attention-market auctions, or the inference-and-resale of individual data. Our mission is to be the alternative to that industry.
Surveillance technology.
Consumer or workplace surveillance, monitoring products pitched at managers, parents, or governments that profile individuals without their knowledge.
Gambling and predatory fintech.
Sportsbook, casino, loot-box mechanics, payday lending, and any product whose business model depends on compulsion loops.
Anyone whose practice runs against the charter.
If the partner’s core business is structurally incompatible with our commitments on advertising, data, engagement, or dignity, we decline. We will say why, and we will not apologize for saying why.
How to propose a partnership
Short proposal. Thirty-day review. Written answer.
Most partnerships begin with an email. A short note introducing the organization, the problem it is trying to solve, the partnership it has in mind, and the budget range it is working with is enough to start. Pitch decks are welcome but not required.
We publish a short proposal template in the partner packet. It asks for the program scope, the audience, the funding range, the expected outcomes, and the partner’s position on the commitments above. Any proposal that answers those six questions honestly gets a thirty-day review window and a written answer, including a reason when we decline.
For health-system and research partnerships, the conversation begins with the Foundation’s research and safety advisory council before it reaches the leadership team. That is by design. It is also why our decision cycle is patient, not fast.
For employer programs
Commercial employer and enterprise wellbeing contracts are operated by the subsidiary, Elitesgen, Inc., under the charter’s rules for data and engagement. The Foundation does not run paid employer contracts directly; it reviews them for alignment. For those, the front door is the subsidiary’s B2B surface, once it exists. For mission-aligned partnerships at the Foundation level, continue with the process above.
What gets disclosed
Every corporate partner. Every year. Openly.
Every corporate partnership is listed in the Foundation’s annual report, with the program scope, funding range, and outcome summary. Funding ranges are disclosed in banded form, consistent with standard nonprofit practice, so partners can still negotiate gift agreements in private without their exact amount becoming public.
If a partnership ends, for any reason, the end date and the reason are disclosed in the following year’s report. Quiet separations are not a service we offer.
The right to end
When the alignment breaks, the partnership ends.
Organizations change. A partner that met the charter at the start of a program may pivot, be acquired, or adopt practices that no longer fit. When that happens, the Foundation keeps the right to end the partnership, return the unspent funds, and say openly why the relationship ended.
Every partnership agreement includes this clause, spelled out and signed. It is the only way the rest of the commitments on this page can actually mean anything.
Read the charter before you write the proposal.
The principles say what we will and will not do. If they fit your organization, we would like to hear from you. Contact Elites Generation Foundation at the partnership email below.