definition of terms volunteer "any relatively uncoerced work intended to help without...
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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