维多利亚青年商会 37 届祖父母节筹委会发起的「乐龄身心灵健康调查」，在 2025年12月至 2026年1月 期间发起问卷调查，探讨本地老人的心灵健康现况、困难及需求。调查得到428名受访者响应。结果显 示，香港长者正处于「社会价值感危机」，即使与家人同住，亦难逃「情感孤立」的困境。 主办机构于本日假 香港立法会总部举办新闻发布会，公布问卷调查结果，更邀得立法会议员 林振升议 员、钟声慈善社总干事 陈洁雯女士、精神科专科医生暨香港情绪健康学会创会会长 林美玲医生以及香 港长者护理协会副主席 陈孟升先生就问卷调查作出响应及分享，期望能够以新角度让大众审视长者现 时的心灵健康状况，并提倡相应的政策调整。 ● 与家人同住并不代表生活更有色彩 ○ 四分一受访长者认为生活沉闷；与家人或儿孙同住的长者比独居长者更觉得生活沉闷 ● 刚退休的长者更容易觉得生活沉闷 ○ 70岁以下长者生活沉闷评分较高： 70岁以下受访长者认为生活沉闷评分为3.8比起更年长嘅长者高出 16% ● 超过6成受访长者表示非常希望可以发掘一样自己喜欢的兴趣 ● 65-69年龄层较觉得自己对社会没有贡献 主要的关键发现： 问卷调查涵盖60岁以上长者，当 ...

Core Viewpoint - Climate change is increasingly recognized as a critical issue by public welfare organizations, emphasizing the need for community-level action and integration of climate perspectives into their operations [2][3]. Group 1: Climate Change Awareness and Action - A survey conducted by the Beijing Harmony Green Public Welfare Foundation revealed that 98.4% of the 241 surveyed organizations acknowledge climate change as a current reality, with 95% agreeing that global warming is occurring, showing an increase in consensus compared to 2024 [3]. - The report highlights the growing mainstream focus on climate issues within the social welfare sector, with many organizations actively engaging in climate change response efforts [3][4]. Group 2: Challenges Faced by Organizations - Many organizations face significant challenges, including a lack of funding and the need for deeper integration of climate issues into their business strategies, with 76.3% of organizations expressing this need [6]. - The majority of organizations working on climate issues at the grassroots level have annual fundraising scales below 100,000 yuan, indicating instability and a lack of professional capacity building [4]. Group 3: Community Engagement and Practical Solutions - The "You Feel, You Act" climate integration case collection presents practical methods for community engagement, showcasing 11 typical cases from various regions that demonstrate low-cost, easily replicable climate action strategies [8][9]. - The initiative aims to transform climate change from a limiting framework into a lens for observing community dynamics, integrating ecological agriculture and rural mutual aid [9]. Group 4: Future Directions and Support - The Vanke Public Welfare Foundation plans to continue promoting sustainable community development and support platforms like the "Star Partner Program" to empower social organizations and connect various stakeholders [10]. - The emphasis is on building local capacities and fostering community-based actions that are resilient to external fluctuations, ensuring long-term sustainability in addressing climate change [10].

Core Viewpoint - The announcement by Chen Xingjia, founder of Shenzhen Henghui Public Welfare Foundation, to stop receiving a salary after the handover process highlights the ongoing debate about compensation in the nonprofit sector, reflecting a clash of values in the modernization of public welfare [1][3]. Group 1: Salary and Compensation - Chen Xingjia's salary of 730,000 yuan for 2024 has faced public scrutiny, with critics questioning the appropriateness of high salaries in charitable organizations [1]. - The foundation has publicly disclosed Chen's salary and audit reports since 2018, with management expenses accounting for 5.03% of total expenditures in 2024, which includes personnel costs [1][2]. Group 2: Professionalization of Nonprofits - The role of nonprofit leaders involves complex functions such as strategic planning, project management, and team building, which require professional skills comparable to those in the corporate sector [3]. - The recent achievement of a 5A rating for the foundation underscores the importance of professional governance and operational standards in the nonprofit sector [3]. Group 3: Market Mechanisms in Charity - The article emphasizes the need for nonprofits to adopt market-oriented strategies to enhance operational efficiency and sustainability, advocating for a reasonable compensation system to attract and retain top talent [4]. - It argues that reliance on external funding is insufficient for sustainability; nonprofits should innovate to generate continuous resources and maximize the impact of their expenditures [4]. Group 4: Focus on Professional Value - The discussion around Chen's salary should shift towards the overall professionalization and marketization of the nonprofit sector, which is crucial for addressing social issues effectively [4]. - The article suggests that all roles within a nonprofit, from leadership to frontline workers, should receive fair compensation for their professional contributions to ensure the sector's sustainability and effectiveness [4].

Core Insights - The article emphasizes the importance of transitioning from a sentiment-driven approach to a more structured operational model in the nonprofit sector, as traditional methods may not suffice for complex organizational needs [2][3]. Group 1: A2E Project Overview - The McKinsey A2E (Ability to Execute) project aims to enhance the capabilities of nonprofit organizations by providing a structured training program based on nine foundational skills [3][11]. - The project is designed to address common issues in the nonprofit sector, such as inconsistent foundational capabilities, by fostering a unified work culture and language over a six-month learning journey [3][11]. Group 2: Empowerment Strategies - The A2E project includes a skill focused on prioritizing important tasks, which helps organizations identify and allocate resources to key strategic initiatives, thereby improving efficiency [4]. - The "Yes, and" tool encourages a more inclusive and innovative environment by promoting positive feedback and collaborative idea generation, leading to sustainable innovation [5]. Group 3: Focus on Energy Management - Energy management is highlighted as a critical skill for nonprofit professionals, allowing them to assess their energy levels and support each other, thus shifting from a state of burnout to more effective work practices [7][8]. - The introduction of energy management techniques has led to improved team dynamics and project efficiency, as individuals learn to balance their workloads better [7][8]. Group 4: Long-term Impact and Future Vision - The A2E project aims to embed its skills into the organizational culture and operational systems of participating nonprofits, ensuring lasting benefits beyond the initial training period [11][12]. - McKinsey envisions the A2E project as a means to empower nonprofit organizations to achieve greater social impact while maintaining their foundational mission [12].

Core Viewpoint - The development of public welfare and charity in China is steadily increasing, with a focus on the collaboration between CITIC Bank Beijing Branch and the China Football Development Foundation to enhance social responsibility and support public welfare initiatives [1] Group 1: Online Platform and Technological Empowerment - CITIC Bank has responded to the digital transformation needs of the Football Foundation by providing constructive suggestions on donation strategies and information technology, leading to the establishment of an online donation system [2] - The online donation system facilitates convenient donation channels and diverse methods, enhancing public engagement in football-related charity and supporting the Foundation's fundraising efforts [2] Group 2: Deepening Business Links and Innovation - CITIC Bank's brand proposition "Achieve Partners" aims to empower partners and create greater value, focusing on supporting the Football Foundation's digital transformation and online fundraising initiatives [3] - The bank is exploring the integration of donation projects into its mobile banking app, allowing customers to engage in various forms of donations, including one-time, monthly donations, and credit card point donations [3] Group 3: Expanding Industry Cooperation and Service Extension - The Football Foundation has established strong partnerships with educational and sports authorities, and CITIC Bank aims to act as a bridge between the Foundation and its banking clientele [4] - The bank plans to promote the Foundation's projects while expanding cooperation across the industry, innovating products and services to provide high-quality financial services and uphold the spirit of public welfare [4]

Core Viewpoint - The Guangdong Rural Revitalization Foundation has been recognized for its outstanding contributions to ecological construction in Guangdong, promoting a "Green Guangdong" initiative through community engagement and corporate partnerships [2][3][4]. Group 1: Foundation's Achievements - The foundation has collaborated with 385 enterprises and over 37,000 participants in various "Green Guangdong" activities, raising more than 120 million yuan in donations and planting over 1 million trees across 15 cities [5][6][7]. - The foundation has launched a provincial public service platform to enhance public participation in ecological construction, with 8 projects attracting donations totaling approximately 35.4 million yuan and involving 42,000 participants [17][18]. Group 2: Corporate Involvement - The foundation has mobilized corporate resources, raising approximately 69.4 million yuan from companies like Guangdong Energy Group and others to implement "Green Guangdong" support projects, improving the greening levels of over 100 villages [36][38]. - Notable projects include the creation of green landscape belts and eco-friendly recreational areas, which have enhanced local tourism and increased residents' incomes [40][41]. Group 3: Seedling and Resource Management - The foundation is establishing high-standard seedling reserves with a target of raising 20 million yuan by the end of 2023, aiming to cultivate 997,000 quality seedlings of 53 varieties for ecological projects [55][56][58]. - The innovative model of "government-led, public platform, and corporate participation" has been adopted for seedling reserve construction, ensuring a sustainable supply of quality seedlings for long-term greening efforts [61][63]. Group 4: Future Directions - The foundation aims to continue its commitment to public welfare and national strategies, exploring more pathways for social participation in ecological construction, ensuring that the "Green Guangdong" initiative remains a collective effort [69][70].

Core Viewpoint - The integration of public welfare and business is no longer optional but a necessity in the current era, emphasizing the importance of social value in corporate balance sheets and the need for sustainable business thinking in non-profit organizations [2][3]. Group 1: Challenges in Current Landscape - Many public welfare projects still rely on outdated fundraising methods despite the willingness of younger consumers to pay a "goodwill premium" [3]. - There is a significant increase in ESG budgets among Fortune 500 companies, yet social needs and business resources remain disconnected [3]. - A large percentage (72%) of charitable actions are trapped in a closed loop of "emotional endpoints," failing to leverage technology for efficiency [3]. Group 2: Role of Chuangyi Institute - Chuangyi Institute serves as a catalyst for change, providing a platform for the innovative integration of business and public welfare [4]. - The institute aims to create new social innovation models that allow public welfare projects to thrive in a commercial environment, enhancing both business vitality and social impact [4]. Group 3: Training and Development Opportunities - Participants will receive a systematic methodology for integrating business and public welfare, based on over a decade of innovation research and practical teaching experiences [5]. - The program includes collaborative creation of entrepreneurial strategies, helping participants refine their business plans and attract investor interest [6]. - Real-world study opportunities will be provided, allowing participants to gain market insights and teamwork skills through expert-led sessions and project presentations [7]. Group 4: Alumni Network and Resources - Graduates will join an alumni community that facilitates ongoing learning and resource sharing between business and public welfare sectors [8]. Group 5: Program Details - The training program is scheduled from March 16 to May 18, 2025, with applications closing on March 15, 2025, and will take place in Hangzhou [10]. - The program consists of multiple modules focusing on practical training, strategic planning, and long-term development of public welfare initiatives [11][12][13]. Group 6: Application and Fees - The program is open to founders and key team members of public welfare and business organizations, with a fee of 45,000 yuan per person, reduced to 10,000 yuan for eligible non-profit applicants [15][16].