Upload
501-commons
View
1.950
Download
1
Embed Size (px)
DESCRIPTION
Presentation delivered at 2009 Philanthropy Northwest conference by Nancy Long and Ericka Tucci
Citation preview
Triple Bottom Line
Aligning Corporate Goals, Community Needs, and the Professional Skills of Volunteers
Nancy Long Nancy Long Executive Executive
Service Service Corps of Corps of
WashingtonWashington
Erika Tucci Erika Tucci Tacoma Tacoma
Public Public UtilitiesUtilities
Outcomes Outcomes
Provide companies facilitating skills-based volunteer roles for their employees with: – 2 approaches to meeting the needs of
the company, employees, and the community
– Deeper understanding for what it takes to make a successful match between a volunteer and an organization.
Using the professional skills of volunteers to build the capacity of nonprofit organizations and the community.
…pro bono volunteers …highly skilled volunteers
Skills-based Volunteerism Skills-based Volunteerism
Traditional Traditional Volunteerism Volunteerism
“You don’t need to know where you are going. Just keep walking.”
What make SBV different? What make SBV different?
Many SBV opportunities are – For one individual, not for a
group – For a project, not a reoccurring
volunteer role Requires direct management of the
matching and engagement process to ensure a successful project
Two approaches
1. Develop a partnership with a organization(s)
2. Refer employees to volunteer brokers
Option #1: Partner with Community Organizations
Start with a community need: 1. Define a community need consistent with
company/employee goals.2. Identify a partner organization(s)
working in focus area3. Work with the organization(s) to develop
a programmatic approach
Start with employee skills: 1. Assess the skills of your employees 2. Identify a partner who needs those skills
and can provide a well structured and well managed opportunity
Option #2: Refer employees to a volunteer brokers
A 'volunteer broker' matches the volunteer with a community need.
The advantages of working with a broker are:
– More efficient for volunteer and nonprofits– Able to identify broad array of
opportunities – Understands sector-specific needs – Can identify projects that match employer
goals
Volunteer BrokersVolunteer Brokers
Executive Service Corps of Washington
Taproot Foundation (WA) Pro bono legal services (Bar
Assoc.,TACS, WAACO,WA Attys for the Arts)
NPower Volunteer Centers that do the
engagement management.
Two stories:Tacoma Public Utilities
Executive Service Corps
30 employees Opportunity to engage a
population of field workers who are generally not participating in other SBV options
Builds on their job skills/ knowledge such as plumbing, carpentry and electrical wiring
Builds relationships with community
Tacoma Public Tacoma Public Utilities Utilities
Executive Service Corps of WA
250 professionals (business, education, govt., NFP)
All ages: 70% in workforce; 30% retired ESC: Staff and volunteers provide management
support services to nonprofits and schools – Consulting services (not legal/tech) – Leadership Coaches, Trainers, Executive
Advisors– Financial Fitness, Emergency Planning– Cohort model program for arts orgs
Partial service grants/Sliding scale fees
Project: 3 ESC volunteers (experience in hotel management; philanthropy, & state government.) – Reviewed architectural recommendations and budget– Developed case statement for capital funding request– Recommended staffing & infrastructure for
fundraising Outcomes:
– Construction project priorities and stages were defined
– $900,000 for emergency repairs has been raised– Improved fundraising systems, capital campaign
structure initiated
$20,000 worth of pro bono services
Executive Service Executive Service CorpsCorpsEl Centro de la El Centro de la RazaRaza
What are some possible What are some possible benefits to a company or benefits to a company or
government agency ?government agency ?
Business Case
Almost 40% of Americans - letting employees volunteer during work time is the "most impressive" philanthropic activity;
Only 12% - giving money was the most impressive.
74% of companies said volunteering seems to increase productivity
51% strongly agreed that volunteering provides training for employees.
(US Conference Board Study)
Benefits to employees
Challenges and expands employee skills– Opportunity to lead or be part of a new team– Experience in a collaborative decision-
making – Develops new social connections –
intergenerational, across backgrounds/race/ethnicity
Supports their values Increases professional visibility
WWhat are the barriers? hat are the barriers? Results of theResults of the Community Community
Experience Partnership Experience Partnership AssessmentAssessment
Philanthropy is providing very little support for volunteerism of any kind, particularly SBV or older adult engagement
Volunteer management is underfunded and underdeveloped
Barriers to success Barriers to success NFPs do not understand how to
match people NFPs need to assess readiness to
use SBV Need to learn to “contract” with
volunteers NFPs do not know how to tap into
volunteer brokers
Ingredients for impact and success
For a successful project For a successful project – A volunteer has to be identified who has A volunteer has to be identified who has
the right skills/knowledge and can adapt to the right skills/knowledge and can adapt to the nonprofit environmentthe nonprofit environment
– A scope of work must be developed jointly A scope of work must be developed jointly – An agreement or “contract” must be put An agreement or “contract” must be put
into place into place – The engagement must be managed The engagement must be managed
The needs of the employer, employee and the nonprofit must be met.
Tacoma Public Utilities
Description of the program Participation rates Types of skills based volunteer roles Decision making structure
Meeting the needs of employers
Need to focus involvement in areas that align with corporate values/goals
Need to limit administrative (handling) costs
Need to track what happens/tell the story
Meeting the needs of employees
Need to do work that has an impact/can see the impact
Need to have skills assessed and cross-walked to the nonprofit environment
Need assistance in defining the work Need the opportunity to be structured
so that it works with work and personal life
Meeting the needs of nonprofits
Need to define the scope of work and schedule
Need to have control over the engagement
Step #1: Matching Step #1: Matching Volunteers Volunteers
Square peg in a round hole?
Determining a good “fit”
Typology for Matching Volunteer Requirements with Organizational Needs
Volunteer Organization
Volunteer’s values about who they want to help
Focus/mission; staff/board diversity; who is served
Volunteer’s values about workplace culture
Organizational culture
Volunteer’s preferences about using/developing their skills
Organizational needs (what needs to be done; what expertise is needed)
Volunteer’s preferences about the structure and benefits of a volunteer opportunity
Structure and benefits of the volunteer opportunity
No “shotgun” matches
Typology - The volunteer “typology” interview tool helps match a volunteer with a specific need defined by the organization. – The volunteer must have the option not
to engage– The nonprofit must have the option not
to accept the volunteer
Typology Exercise Typology Exercise
Choose a partner One plays the role of the volunteer One plays the role of the nonprofit Read the description of the project
and the profile of the volunteer and attempt to determine if there is a good match
Typology for Matching Volunteer Requirements with Organizational Needs
Volunteer Organization
Volunteer’s values about who they want to help
Focus/mission; staff/board diversity; who is served
Volunteer’s values about workplace culture
Organizational culture
Volunteer’s preferences about using/developing their skills
Organizational needs (what needs to be done what expertise is needed)
Volunteer’s preferences about the structure and benefits of a volunteer opportunity
Structure and benefits of the volunteer opportunity
Challenge: Cross walking skills
From the corporate to… the nonprofit sector
Pro Bono Action Tank www.probonoactiontank.org Competencies Map
– A catalog mapping needs to expertise – 76 opportunities and the occupations
that can have the needed competencies– Select
By project By occupation
Select By Project Select a category: Fundraising Select a project: Fundraising
Management Process A fundraising management process
project helps a nonprofit define a process for managing fundraising activities to increase efficiency, effectiveness and predictability.
Project Viability
Pro Bono Project Viability: Time Sensitivity Risk Scope Creep Risk Sector Knowledge Risk
Relevant Occupations General and Operations Managers
General and Operations Managers 1,663,280 potential pro bono consultants Plan, direct, or coordinate the operations
of companies/organizations. Duties and responsibilities include formulating policies, managing daily operations, and planning the use of materials and human resources. Include owners and managers who head small business establishments whose duties are primarily managerial.
Step #2: Contracting Step #2: Contracting with SBVwith SBV
Defining the project:•Scope of Work (what, how, to what end?)•Deliverables (products/outcomes)•Timeline•Resources needed •Accountability/Evaluation process
Contracting ExerciseContracting Exercise Develop a scope of work for role you
defined – Problem to be solved – What will be done – Generally how it will be done– Where will the resources come from
Develop a list of deliverables – Products – Outcomes
Contact InformationContact Information
Nancy Long, Executive Director, Executive Service Corps of Washington
[email protected] 206.682.6704www.escwa.org
Erika Tucci, Community Relations Specialist,
Tacoma Public Utilities(253) 502-8225 [email protected]