Employee Volunteer Programs Industry Trends presentation to COVA

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Employee Volunteer ProgramsIndustry
Trendspresentation toCOVA

• presented by
• Elizabeth Feichter, Vice President
• Corporate 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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Nonprofit Sector Snapshot

• 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

Giving USA Foundation National Center for
Charitable Statistics, Urban Institute
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Nonprofit Sector Snapshot

• 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 Current Trends

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

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Volunteering in America Current Trends

• In 2008, 61.8 million Americans or 26.4 of the
  adult population gave 8.1 billion hours of
  volunteer service worth 162 billion (using
  Independent Sectors estimate of the dollar value
  20.25 of a volunteer hour).
• There were one million more volunteers in 2008
  than in 2002, and volunteering is stronger now
  than two decades ago.
• Volunteer intensity is increasing.
• Today, over a third of volunteers (34) serve
  intensively volunteering 100 or more hours
  per year.
• In 2007, the proportion of volunteers giving 100
  hours reached its highest level since 2002 when
  35 of all volunteers gave 100 hours.
• Economic Troubles
• Organizations struggling to provide services on
  smaller budgets volunteers more vital to the
  health of our communities.
• Impact on volunteers cost to serve (gas, etc.)

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Volunteering in America Current Trends

• 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
  is critically important creating positive
  volunteerism experiences is key to growing a
  widespread culture 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 (more
  than 120 miles away from their homes) last year.
  
• Voluntourism is especially strong in areas
  impacted by Hurricane Katrina along the Gulf
  Coast at least 1/4 of Mississippis volunteers
  and 1/5 of Louisianas volunteers last year were
  out-of-state residents.

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Volunteering in America Corporate Programs

• Employee Sponsored Volunteer Programs
• In 1992, 31 of companies reported using Employee
  Volunteer Programs to support core business
  functions.
• By 2008, more than 81 of companies now
  incorporate their volunteer programs into the
  companys overall business plan.

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Corporate Social Responsibility Evolution
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 satisfaction moral 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. According to
  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 most businesses.
• The link grows stronger According to The
  Corporate Volunteer Program as a Strategic
  Resource
• 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 understand the
  communities which they are in, from which we hire
  them, and where we do business.
• That is a responsible business practice.
• Growing recognition of the important role
  employee volunteer programs can play in
  accomplishing 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 corporate philanthropy.
• When companies give away their resources to the
  community during times like these, is it
  perceived as 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 business professionals
  across the country
• Taking loans and support from the government
  should not prevent companies from continuing to
  make grants and engage in service.
• Philanthropy and service during workforce
  reductions should be maintained but positioned
  carefully.
• 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 blind to
  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 be participating
  in philanthropic activities.
• 75 agreed that they would be proud of their
  company if it gave time and money to charity
  right now.
• 71 disagreed that volunteer activities hurt
  employee morale when a company is doing layoffs.
  
• 63 agreed that when they have less money, they
  replaced their charitable giving with more
  volunteer time.

Taproot Foundation Business Professionals
Attitudes Toward Corporate Philanthropy During a
Recession, 2/09
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Top Trends Affecting Employee Volunteer Programs

• Trends have a palpable effect on Employee
  Volunteer Programs (EVP) managers work 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 skilled volunteers and
  nonprofits' efforts to seek them
• Approximately 35 of nonprofits do not have the
  appropriate infrastructure needed to successfully
  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 the way 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 aim to create a
  more exciting, hip, and attractive image of
  volunteering.
• Disaster Response Volunteering
• During the natural disasters of 2005, employees
  demanded meaningful employer-facilitated
  opportunities 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
  corporate giving 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 health while developing Aetnas capacity
  to serve diverse populations, a key tenet of the
  companys growth strategy.
• Cause Leadership Volunteering
• The role of corporations including their
  employee volunteers in solving societal issues
  is evolving from that of resource provider to
  that of leader.
• Researchers report that pioneer companies are
  sharing the drivers seat, rather than leaving
  the management of community programs to the
  nonprofit sector.
• Best Practices British Petroleum has played a
  decisive role in the issue of global warming and
  GE is a key leader in developing strategies to
  improve healthcare in Africa.

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Top Trends The Presidential Role in Supporting
Volunteerism

• With a clear appreciation for how a culture of
  citizenship, service and responsibility enrich a
  nation and its citizenry, the Federal government
  has supported volunteering and community service
  in a variety of important and different ways
  during the past century
• 1930s
• At the height of the Great Depression, President
  Franklin D. Roosevelt established the Civilian
  Conservation Corps (CCC) as a way to put idle
  hands to productive use to meet public needs.
  From 1933 to 1942, the CCC put some 3 million
  unemployed men to work clearing trails and
  restoring public lands. They have been credited
  with renewing the nations decimated forests by
  planting an estimated 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 in
  Service to America). In that same period, the
  Foster Grandparents, Senior Companions, and
  Retired Senior Volunteer Program began to show
  how older Americans could establish meaningful
  relationships with people in need.
• 1970s
• National Volunteer Week (which just wrapped up
  this past April 19 25, 2009) was instituted in
  1974 when President Richard Nixon signed an
  executive order to establish the week as an
  annual celebration of volunteering.

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Top Trends The Presidential Role in Supporting
Volunteerism

• 1990s
• President Bill Clinton and Congress created the
  Corporation for National and Community Service by
  combining the Commission on National and
  Community Service with the federal domestic
  volunteer agency ACTION, uniting the full range
  of domestic community service programs under the
  umbrella of 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 the
  Presidents Council on Service and Civic
  Participation which included programs that called
  on all Americans to devote the equivalent of two
  years of their lives4,000 hoursto service and
  volunteering.
• 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
  strengthening the nonprofit sector and
  strengthening the management, cost-effectiveness
  and accountability of the Corporation.

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