employee volunteer programs_cova presentation_032310

8/2/2019 Employee Volunteer Programs_COVA Presentation_032310

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Employee Volunteer ProgramsIndustry Trends

presentation to

COVA

presented by

Elizabeth Feichter, Vice PresidentCorporate Community Outsourcing


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Presentation Overview

Nonprofit Sector Snapshot

Volunteering in America Current Trends

Corporate Social Responsibility

Evolution

Elements Business Case

Link to Corporate Volunteerism

Impact on Human Resources

Attitudes Toward Corporate Philanthropy & Service During a Recession

Top Trends Affecting Employee Volunteer Programs

Interesting Facts: Presidential Support of Volunteerism over the Decades


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~1.6 million nonprofits in the US Only 51% generate more than $25K (file IRS Form 990)

Contributions in 2008 = $307 Billion

2 % decrease 2007

2.2% U.S. GDP

Funding Sources 5% (~$14.5B) Corporations

13% (~$41B) Foundations

7% (~$23B) Bequests

75% (~$229B) Individuals

Recipients

Religion = ~$107B

Education = ~$41B

Health = ~$22B

Arts / Culture / Humanities (A/C/H)= ~$13B

International = ~$13B

Environment / Animals = ~$6.5B

Giving USA FoundationNational Center for Charitable Statistics,

Urban Institute


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Sector Snapshot: Georgia (2008)

22,000+ Nonprofits in GA

complex sector huge opportunity & distraction

57% increase since 1997 (14,155)

35% have $25K+ gross revenue

32% Human Service Organizations

youth development, disaster relief, housing services, family support, etc.

education (20%), health care / mental health (12%), community improvement (11%)

Cobb, Fulton, Gwinnett & DeKalb Counties = 46% of organizations


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Volunteering in America: 2008 State & City Trends & Rankings, Corporation for National and Community Service

National Volunteering Trends

Number of Volunteers 61.8 million

Volunteer Rate (2007) 26.4%

Total Hours Volunteered 8.1 billion

Top Places for People to Serve

Religious Organizations 35.7%

Educational or Youth ServiceOrganizations

26.7%


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In 2008, 61.8 million Americans or 26.4% of the adult population gave 8.1 billion hoursof volunteer service worth $162 billion (using Independent Sectors estimate of the dollar value {$20.25} of a volunteerhour).

There were one million more volunteers in 2008 than in 2002, and volunteering isstronger now than two decades ago.

Volunteer intensity is increasing.

Today, over a third of volunteers (34%) serve intensively = volunteering 100 or more hours peryear.

In 2007, the proportion of volunteers giving 100+ hours reached its highest level since 2002when 35% of all volunteers gave 100+ hours.

Economic Troubles:

Organizations struggling to provide services on smaller budgets = volunteers more vital to thehealth of our communities.

Impact on volunteers = cost to serve (gas, etc.)


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Volunteer Retention 1/3 of volunteers serve one year and do not continue to do so the next (ie: in 2007 - 21.7 million

who served in 2006 did not volunteer in 2007).

Dramatic cycling of people in and out of volunteering reinforces = volunteer management iscritically important & creating positive volunteerism experiences is key to growing a widespreadculture of service.

Research shows that the more time a person spends volunteering, the more likely he/she is to

continue serving in the future.

Long-Distance Volunteering

Volunteers are willing to go long distances to help others, especially in disaster recovery.

3.7 million Americans (6% of the total volunteer force) traveled long distance to volunteer (morethan 120 miles away from their homes) last year.

Voluntourism is especially strong in areas impacted by Hurricane Katrina along the GulfCoast: at least 1/4 of Mississippis volunteers and 1/5 of Louisianas volunteers last year wereout-of-state residents.


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Volunteering in America CorporatePrograms

Employee Sponsored Volunteer Programs

In 1992, 31% of companies reported using Employee Volunteer Programs to support corebusiness functions.

By 2008, more than 81% of companies now incorporate their volunteer programs into thecompanys overall business plan.


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Corporate Social Responsibility: Evolution

Top DrawerPhilanthropy

CorporateContributions &

Foundations

EmployeeInvolvement

StrategicPhilanthropy

SOCIAL INVESTMENT PROGRAM

All giving tactics work together under one strategy to supportcommunity & align with business objectives.

Environment,Health, Safety &

Sustainability

Governance, Ethics& Accountability

Diversity & Inclusion

Corporate Social

Responsibility

(CSR)


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CSR: Elements of Corporate Citizenship

What are the elements of Corporate Citizenship?

Living your values.

Practicing good governance and ethics.

Being involved in communities.

Making philanthropic contributions.

Incorporating into everyday business.

Creating value for shareholders and value for stakeholders.

Building trust & relationships.

Being transparent & accountable.

Providing safe, reliable products.

Treating employees well. Having a positive, social impact.

Contributing to a sustainable environment.


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CSR: Business Case

Smart Investments = Good Business support a companys business objectives

enhance the companys reputation and brand visibility

create special/personal ties to customers

increase customer loyalty

provide a competitive edge and access to new/emerging markets

align with employee and executive interests invest in the overall well-being of communities where the company operates.

Employee (Stakeholder) Benefit

supports workplace skill development

greater workplace satisfactionmoral and retention (Great Place awards)

encourages and improves teamwork skills

attracts new talent


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CSR: Link to Volunteerism

How does Corporate Volunteerism Link to Corporate Citizenship?

Companies see corporate citizenship as an important part of their business. Accordingto a report by the trustees of Boston College, companies believe:

good corporate citizenship helps the bottom line (82%)

corporate citizenship needs to be a priority (82%)

the public has a right to expect good citizenship (74%)

Investment in corporate citizenship has increased or remained constant among mostbusinesses.

The link grows stronger: According to The Corporate Volunteer Program as a StrategicResource:

81.7% of companies focus their employee volunteer programs on core business functions 52% stress a commitment to community service in their company mission statement to help

build a cooperative corporate culture

58% use their Employee Volunteer Program for recruiting and retaining employees


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CSR: Human Resources

If we invest in our associates, we create better citizens. We allow them to understandthe communities which they are in, from which we hire them, and where we dobusiness.

That is a responsible business practice.

Growing recognition of the important role employee volunteer programs can play inaccomplishing the human resources goals of a business.

HR = important internal partner

establishing channels of communication

providing pivotal roles: tracking, evaluating & integration

Trends in HR / Corporate Volunteerism:

participation incorporated into employee reviews company-sponsored volunteer time & flextime

EVP = serve as a guide in team-building & career growth


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Attitudes Toward Corporate Philanthropy &Service During a Recession

This may be the most challenging environment in history for corporatephilanthropy.

When companies give away their resources to the community during times like these, is it perceivedas a sign of weakness or strength?

Is it wrong to give money to charity when you are laying off employees?

Is it responsible for companies receiving government aid to continue philanthropy and service

programs? If employees are spending time on service, does it mean a company is not lean enough?

Summarized findings from the Taproot Foundations 2009 survey of over 400 businessprofessionals across the country:

Taking loans and support from the government should not prevent companies from continuing tomake grants and engage in service.

Philanthropy and service during workforce reductions should be maintained but positionedcarefully.

Corporate community investment should not discontinue in less profitable times.

The recession should not compel companies to narrow their giving focus.


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Attitudes Toward Corporate Philanthropy &Service During a Recession

Taproot Foundation Survey Result Highlights

84% disagreed that a company that still gives money to charity right now is clearly blindto the reality of todays economic conditions.

68% agreed that executives should give more of their personal time & money right now.

63% disagreed that companies receiving support from the government should not beparticipating in philanthropic activities.

75% agreed that they would be proud of their company if it gave time and money tocharity right now.

71% disagreed that volunteer activities hurt employee morale when a company is doinglayoffs.

63% agreed that when they have less money, they replaced their charitable giving withmore volunteer time.

Taproot FoundationBusiness Professionals Attitudes

Toward Corporate PhilanthropyDuring a Recession, 2/09


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Top Trends Affecting Employee VolunteerPrograms

Trends have a palpable effect on Employee Volunteer Programs (EVP) managerswork by:

increasing expectations

creating challenges

exerting pressure to redirect efforts

Where do EVP trends originate from?

demands of employees

concerns of business executives

visions of community leaders

initiative of government officials, etc.

Trends pulled from Points of Light Foundations Top Seven Trends Affecting Employee Volunteer Programs.


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Top Trends: EVP

Skill-Based Volunteering

Leveraging employee skills & talents (from 2009 Deloitte/POL Volunteer IMPACT study):

77% of corporate grant makers and 75% of nonprofits place a high value on employee skills.

95% of nonprofits agree they are in greater need of pro bono or skilled volunteer support.

Statements are inconsistent with corporations' efforts to contribute skilledvolunteers and nonprofits' efforts to seek them:

Approximately 35% of nonprofits do not have the appropriate infrastructure needed tosuccessfully deploy volunteers.

24% of nonprofits surveyed have no one in charge of volunteer management

26% of corporations have no one to oversee an employee volunteer program.

17% of corporations have no employee volunteer program at all.

Best Practices: Taproot Foundation Serves as the project management team to bringing together employee volunteers for multi-

month assignments to provide Marketing, HR, IT or other professional services similar to theway the consulting world does.


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Top Trends: EVP

Rebranding Volunteerism

Traditional Stereotypes of volunteers are limiting employee volunteering:

Many see typical volunteer as middle-aged motherly woman who is motivated by compassion.

Companies are beginning to expand the image of volunteers to include career-driven, young-professionals who are looking for adventure & meaning in their lives

Examples: Ralph Laurens GIVE and MINI Coopers MINI Motoring Hearts campaigns aimto create a more exciting, hip, and attractive image of volunteering.

Disaster Response Volunteering

During the natural disasters of 2005, employees demanded meaningful employer-facilitatedopportunities to respond.

Companies are currently developing a plethora of policies, procedures, and programming to

support disaster response volunteering. Best Practices: Bank of America: integrating employee volunteering into their company-wide

disaster planning.


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Top Trends: EVP

Diversity-Focused Volunteering

Corporate leaders have a renewed interest in corporate giving focused on racial,ethnic, and cultural diversity.

In a survey of multinational corporations, respondents cited diversity most often as a corporategiving program area that will have a greater importance now than in the past (Conference

Board, 2006). Best Practices: Aetna focuses a lot of its corporate giving (including volunteering) on reducing

racial and ethical disparities in healthcare. This strategy promotes its aim to improve healthwhile developing Aetnas capacity to serve diverse populations, a key tenet of the companysgrowth strategy.

Cause Leadership Volunteering

The role of corporations including their employee volunteers in solving societalissues is evolving from that of resource provider to that of leader.

Researchers report that pioneer companies are sharing the drivers seat, rather than leaving themanagement of community programs to the nonprofit sector.

Best Practices: British Petroleum has played a decisive role in the issue of global warming andGE is a key leader in developing strategies to improve healthcare in Africa.

:


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:The Presidential Role in SupportingVolunteerism

With a clear appreciation for how a culture of citizenship, service and responsibilityenrich a nation and its citizenry, the Federal government has supportedvolunteering and community service in a variety of important and different waysduring the past century:

1930s:

At the height of the Great Depression, President Franklin D. Roosevelt established the CivilianConservation Corps (CCC) as a way to put idle hands to productive use to meet public needs. From1933 to 1942, the CCC put some 3 million unemployed men to work clearing trails and restoringpublic lands. They have been credited with renewing the nations decimated forests by planting anestimated 3 billion trees.

1960s:

The cause of federally supported civilian service was renewed with President John F. Kennedy's

creation of the Peace Corps and President Lyndon B. Johnson's creation of VISTA (Volunteers inService to America). In that same period, the Foster Grandparents, Senior Companions, andRetired Senior Volunteer Program began to show how older Americans could establish meaningfulrelationships with people in need.

1970s:

National Volunteer Week (which just wrapped up this past April 19 25, 2009) was instituted in1974 when President Richard Nixon signed an executive order to establish the week as an annualcelebration of volunteering.

:


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:The Presidential Role in SupportingVolunteerism

1990s:

President Bill Clinton and Congresscreated the Corporation for National and Community Service bycombining the Commission on National and Community Service with the federal domestic volunteeragency ACTION, uniting the full range of domestic community service programs under the umbrellaof one central organization and creating a new national service program: AmeriCorps.

2000s:

In January 2003, by Executive Order, President George W. Bush announced the formation of thePresidents Council on Service and Civic Participation which included programs that called on allAmericans to devote the equivalent of two years of their lives4,000 hoursto service andvolunteering.

Current:

On March 26, 2009, President Barack Obama signed the Edward M. Kennedy Serve America Act,reauthorizing and expanding the mission of the Corporation for National and Community Service by:

increasing opportunities for Americans of all ages to serve, supporting innovation and strengtheningthe nonprofit sector and strengthening the management, cost-effectiveness and accountability of theCorporation.


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employee volunteer programs_cova presentation_032310

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