sabine strassburg 1 re-envisioning corporate support for voluntary action in the sadc region

Sabine Strassburg

1

Re-envisioning corporate support for voluntary action in the SADC region

2

Conceptual FrameworkThe Opportunity We Are Addressing

Contextual Issues What We Want to Accomplish

ApproachesHow We Will Achieve Results

Benefits and BarriersWhy We Get Involved

ConclusionsThought and Questions

Conceptual Framework

3

InterdependenceDynamic where companies and

communities share common values and are mutually responsible

Business Community

• Business thrives in stable communities and growing markets

• SADC context: concept of Ubuntu

Understanding arguments for CSR…

•Moral•Reputation•Obligation•Sustainability•License to operate

4






• CSOs operate under difficult circumstances, providing services in poor communities, but demonstrate resilience and innovation

• Often corporate support for volunteering is designed to fill gaps in service delivery

• Companies can do more to raise the profile of voluntary action and affirm its value

• Coordinated corporate action can increase impact

• Joint planning between companies and beneficiaries can help reduce power imbalances and dependency

5

Contextual Issues

6






7

Approaches to Corporate Support for Volunteer Action

I

II

III

Corporate Partnerships/AlliancesCommunity Business PartnershipsPublic Private Partnerships and Business Associations

Employee Volunteer Programmes (EVP)Employee Community Involvement (ECI)

Donations

Other ApproachesIV

I

Corporate Partnerships / Alliances

Community Business PartnershipsRally to Read (South Africa)

Food Bank (various SADC countries)

Unilever Tea Tanzania (Tanzania)

Indigenous Trees for Life (South Africa)

Public Private Partnerships and Business Associations

Pan African Business Coalition on HIV

Business Action for Africa • Positively influence policies needed for growth and poverty

reduction• Promote a more balanced view of Africa• Develop and showcase good business practice

Employee Volunteer Programmes

TimeFull-time vs. part-timeWorking hours vs. outside working hoursOnce off versus long-term

MoneyPaid versus un-paid

Type of Activity

II

FirstRand Volunteers Programme • Community building across all

division• Range of activities

Deloitte Foundation South Africa • e.g. Project Siyakhula - trainee

accountants to assist learner and teachers

Standard Bank • Over 700 Wellness Champions in

17 African countries

Accenture Voluntary Service Overseas• Collaboration with VSO

• Matching employee with community job• Released time / time banks• Volunteering outside working hours• Loaned personal• Development assignments• Secondment• Trustees and Board Membership• Mentoring• (Local) once off event• Targeted programme• Charity of the year• International corporate volunteering

Employee Volunteer Programmes

III

Donations

Financial contributionsTiger Brands and Unite Against Hunger

Give-as-you-earn scheme and matched givingHelping Hands Programme from Deloitte

Contributions in-kindConnectivity for a university for disadvantaged students in South

Africa: CIDA City Campus & Internet Solutions

Pro-bono assistanceFree legal support for a CSO: Bowman & Gilfillin and Cell-Life

12

Other Approaches

MediaMedia promotion of social development initiatives: Kaelo Stories of Hope

Volunteer AwardsRecognition of business contributions to the MDGs: Business in the Community Annual International Award for Excellence sponsored by Coffey International

IV

13






Benefits

COMPANY

Community & customers• Improved community perceptions • Positive image• Networking opportunities• Improved communication

Operational• Employee fulfillment• Lower staff turnover / attracts good employees

• Productivity increase• Skills and ability increase• Reduced absenteeism• Personal and professional growth

EMPLOYEE

Skills gain•Reporting•Organisational & time management•People’s skills

Attitudinal changes•Increased social contact, awareness •Personal fulfillment / job satisfaction•Affirmation of personal capabilities•Social cohesion•Innovative response to difficulties

COMMUNITY

Needs•Targeting of community needs•Improving community health and development

Other Benefits•New talent & energy in the community•New resources•Fresh perspective•Social cohesion•Trust

Barriers

COMPANY

• It is easier to make financial donations

• Lack of resources and infrastructure

• Lack of information and lack of internal communication

• Lack of time • Lack of support from top

management• Staff members might be treated

differently because of their volunteer engagement or lack thereof

• Lack of enabling legislative environment and policy frameworks supporting volunteerism

EMPLOYEE

• Lack of discretionary time• Opportunities only available

during working hours• Lack of information• Wouldn’t consider it unless asked• Individuals might resist

volunteering on their own • Feeling that one person can’t

make a difference• Voluntary action is not valued• Not aware of benefits• Lack of transport• Security and safety issues• Language barriers

COMMUNITY

• Lack of resources and infrastructure

• Negative experiences • Sustainability• Lack of trust• Not aware of benefits

16






Questions: Is corporate support for volunteering just a marketing tool? Is employee volunteering really volunteering? Is corporate support for volunteering only for big businesses? How can companies identify priority areas? Are communities ready for volunteers?

Conclusions

• A lot of opportunities for companies to support volunteer action in the SADC region BUT we still have a long way to go (awareness, infrastructure, enabling legal environment etc.)

• Lack of substantial research on corporate support for volunteering undermines the development of good practice and policy

sabine strassburg 1 re-envisioning corporate support for voluntary action in the sadc region

Documents

addressingcontextual

profile of voluntary

hivbusiness action

poor communities

stable communities

outside working hoursonce

sadc region

teachersstandard bank