Definition of Terms Volunteer

"any relatively uncoerced work intended to help without primary/immediate thought of financial gain".

  Employee Volunteer Program (EVP’s)

Usually bottom up employee led initiatives with the buy in of senior managers.

Employee VolunteersPaid employees of a company who are involved in some form of volunteer activity.

  Partnerships

Agreements between corporate body and community/non-profit/NGO or local government department. Usually have an exit date and are more complex, longer ranging programs than EVP’s. CEO or top down management driven.  

Value of Volunteering

Types of Local PartnershipsThe OECD economist, Bernard Hugonnier (1999), summarises his own and the OECD (1990) views on local partnerships as falling into four types that are possible and desirable.

These are partnerships:

between states, regions and municipalities

between regions and municipalities on the one hand,and the private sector on the other

between government, social partners and civil society (empowerment)

between private enterprises (networks, clusters, industrial districts)

5 Australian Models

1. Partnership/Alliance

2. Cause Related Marketing

3. Donations – Direct or via Intermediaries

4. Community access forums

5. Employee Centered

Pros

Greater company participation planning and implementation

A mechanism for community feedback

Opportunities for employee involvement

Competitive advantage through sustained relationship with stakeholders.

Cons

Can be an unforseen burden for community group

Risk of breakdown-unrealistic expectations

High Administration costs

Inflexibility – locks in activity

Pros & Cons of Partnerships

Eight trends in corporate philanthropy

1. There is no more "free money" --- corporations want clearly defined benefits, value and return on their investment.

2. Corporations are embracing "specialization" funding --- they support areas where they have a vested interest, or see a "fit".

3. There is a move toward forming corporate foundations --- providing distance from the boardroom and permitting both the charity and the company to be more responsive.

4. There is focus on the area of employee tie-backs --- the employee relationship and benefits to

employees are an important corporate consideration.

    

“…community looks to industry to show moral as well as economic leadership” – Cannon (1993) ‘Corporate Responsibility’

5. Corporations have embraced "marketing-driven" awareness --- they are looking to create

internal/external customer loyalty via charitable support.

6. Corporations are looking at alternate ways of giving --- dollars vs. resources, in-kind, product, expertise; sponsorships vs. cause-related ventures; special services, programs; employees vs. educational programs, time, resources, employee funds.

7.      There is a move away from employee long term commitments. "One-day-wonders" are the programs of choice.

8. Collaborative relationships and efficiency are favoured by corporations --- especially among charities with like causes.

October 31, 1994; Canadian FundRaiser

Models of Employee Volunteering

Employee Led Involvement

Matched giving and financial

support

One-off local community events

In kind contributions

Selective Charity

Time Banks

Models of Employee Volunteering

Provide information and resources

Take on a special project

Allow time off for volunteers

Provide financial support to encourage volunteering.

Recognise employees for volunteering

Loan managers or executives.

Enlist suppliers or customers.

Join hands with other companies.

Models of Employee Volunteering

Employer-Initiated Programs

Secondment for Transition

Development Assignment

Team Development Assignments

Mentoring

Trustees and School Governors

Putting it in to Action: Level 1

-Companies just beginning to review community involvement

Ensure top level commitment of senior management to manage and measure impact on society within the community through corporate community investment

Review the company's current activity in community investment activity, identifying:

existing activity business objectives community needs

Decide what resources (budget and personnel) will be appropriate for the programme

Nominate a project champion and project manager for the community activity.

-Companies wishing to move beyond a basic commitment

Develop a community policy and strategy statement including :

an action plan, with objectives and targets allocation of resources involvement with community partners

Monitor achievements and measure the value Provide relevant training and support for staff involved with community activity.

Putting it in to Action: Level 2

Putting it in to Action: Level 3

-Companies aiming at further improvement of their performance

Commit to continuous improvement and learning through systematic evaluation and benchmarking

Seek external validation for company community investment through standards and awards

Assess, evaluate and report achievements and long term impact of the programme. Include in this perception measures of involved parties

Systematically and regularly involve stakeholders in programme development and improvement

Measure and report on the outcomes of community investment

Share best practice with others and act as a leader and an advocate for business engagement in this area.

Some Benefits

Skills Gain Changed Attitudes Community Wide Benefits

Skills Gain

Communication skills

Organisational and time management skills

People skills (caring, negotiating and listening)

Accountability and assessment reporting

Planning skills

Budgeting skills

Survival skills –stress management, prioritisation.

EVP’s can be a practice forum which is a low risk environment for business, where mistakes will not have a commercial effect

Changed Perspectives and Attitudes

Increased understanding of co-workers and respect for

diversity More innovative approach to responding to difficulties Enhancement of calculated risk-taking Enlarged sense of community and social obligation Heightened appreciation of benefits provided by the

team Affirmation of personal capability and worth Positive resistance to feelings of isolation and

alienation.

Community Wide BenefitsImproved morale and motivation –Employee Community

Involvement (ECI) helps to bridge the gap between the company and the community

The creation of a culture of caring and community service - ECI promotes a clear and positive message that the company cares

Improved communications - ECI facilitates people from different sites, departments and levels of seniority to work together on community/social initiatives

“The creation of a licence to operate”- ECI can build trust for the company with the community and is demonstrable of good social policy practice

[1] Business in the Community (1998) The role of employers in Active Communities, BiTC

How do you measure it?

Level 1 - Companies just beginning to measure progress Cash value of community support as a percentage of pre-tax profit

Estimated combined value of paid staff time, gifts in kind and management costs

Level 2 - Companies wishing to move beyond a basic commitment Individual value of staff time, gifts in kind and management costs Positive and negative media comment on community activities

Project progress and achievement against milestone targets

Leverage of other resources as a result of programme

Level 3 - Companies aiming at further improvement of their performance Impact evaluations carried out on community programmes such as :

improved educational attainment number of jobs created professional support for community organisations environment enhancement or conservation

Perception measures company as a good neighbour

How do you measure it?

www.charityvillage.com

What Potential Corporate Partners Are Looking For

Access to networks, contacts and members

Expertise in special events, management and communications

Exclusivity, to be unique among their competitors

Integration with the company's total marketing mix

Safety --- no lawsuits or injury to participants

Image --- a high profile, stature and credibility

Longevity --- the opportunity to repeat and/or expand

Appealing to a Corporate Partner

Delivery of target audiences

Cost-efficient operations

Demonstrated value-add

Measurable results and impact

The ability to serve current corporate partner

objectives

Kirby at: http://www.charityvillage.com/charityvillage/research/rcp11.html

The Principles of Excellence in Community Service: A Plan to

A.C.T.

Acknowledge that the corporation's community service

involvement and its employee volunteer effortscontribute to the achievement of its business

goals.

Commit to establish, support, and promote an employee volunteer program that encourages the involvement of every employee and treat it like any

other core business function.

Target community service efforts at serious social problems in the community.

10 Steps to EVP’s

1. Identify corporate priorities

2. Determine employee interests

3. Determine community needs

4. Develop a program structure

5. Develop written corporate policies

6. Select volunteer projects relative to company interests and community needs.

7. Evaluate your volunteer program

8. Publicize your company's volunteer efforts

9. Reward and Recognise participants

10. Work with local volunteer centers

Some Obstacles in the Path of EVP’s

Strength of a company's donation program

Effectiveness of volunteer centres and nonprofits in soliciting corporate support

Ignorance of employee volunteering, economic health of the company

Lack of employee time to participate

Influence of a company's union or employee association

Management reticence about involvement in an employee's personal affairs

Absence of key champions

Lack of data demonstrating the benefits of corporate volunteering.

http://www.charityvillage.com/charityvillage/research/rcp12.html

Corporate Handbook

Introduction

Motivation

Benefits

Models

Stepwise suggestions for implementationEVP’sPartnering

Resources