VolunteerMatch Solutions BPN Webinar: Building a Flexible - and Sustainable - Volunteer Engagement Program

Building a Flexible – and Sustainable – Volunteer Engagement Program January 31, 2012 Vicky Hush Sue Osten Erin Dieterich VolunteerMatch UnitedHealth Group Discovery CommunicationsConfidential and Proprietary 1

To Ask Questions Type questions into the box on the right side of the your screen Submit via Twitter to @VM_Solutions using ―#BPNFlexEVP‖ We will pose questions at the end of the presentationConfidential and Proprietary 2

Why Volunteering is Important 78% of respondents from companies that consider themselves successful at achieving their business goals via philanthropy say that their involvement in corporate volunteerism is more important now than three years ago. - 2011 Forbes Insights, Corporate Philanthropy 92% of people who volunteer through their workplace, report higher rates of physical and emotional health. - UnitedHealthcare Do Good Live Well Study 2010 86% of Americans expect a company to use resources such as employee volunteerism to support a nonprofit or social cause. – LBG Research Institute 2009 83% of Americans wish more of the products, services and retailers they use would support causes. - 2010 Cone Cause Evolution StudyConfidential and Proprietary 4

Why Volunteering is Important Approximately 140 million people in the 37 countries studied engage in volunteer work in a typical year—that represents 12 percent of the total adult population of those countries. If those 140 million volunteers comprised the population of a country, it would be the 8th largest country in the world. Volunteers represent 44 percent of the nonprofit workforce in those countries. – ―Manual on the Measurement of Volunteer Work‖ International Labour Office of Geneva: ILO, 2011 (http://volunteermeasurement.org/about/projectoverview)Confidential and Proprietary 5

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What to look for in 2012? ―The connection between engaged employees and CSR is growing.‖ – ―The Top 10 Trends in CSR for 2012,‖ by Tim Mohin, Forbes 1/8/2012 (http://www.forbes.com/sites/forbesleadershipforum/2012/01/18/the-top-10-trends-in-csr-for-2012/)Confidential and Proprietary 7

POLL Which volunteer program element is your organization focused on changing or improving in 2012? • Measurement • Communication • Employee Recognition/Rewards • Partnerships • TrainingConfidential and Proprietary 8

How Programs EvolveEasy Access, Choice Focused/Aligned with Business Open & EvolvingConfidential and Proprietary 10

How Programs Evolve Ad Hoc Managed Defined Rooted OptimizedConfidential and Proprietary 11

How Programs Evolve Ad Hoc Managed Defined Rooted OptimizedConfidential and Proprietary 12

VolunteerMatch Program Change Model Defined and Ad Hoc Managed Rooted Optimized Proactive Volunteer Volunteer There is a There is a Volunteer program is program has volunteer predictable and program is informal and some program with a consistent consistently organic. consistency in defined and volunteer growing and terms of events documented program that is changing. and process, but strategy and integrated into Innovative does not have a direction. The the culture of the strategy is long term components of company. The applied to strategic focus. the program are program has a implement and well understood core focus, goals strengthen the by core and metrics, and program, and stakeholders. an action plan to feedback and apply a program evaluation is strategy. used to continually increase impact. Components at each level include: Employee & External Communications Leadership Involvement Program Branding Employee Recognition & Incentives Nonprofit Partnerships Program Strategy Evaluation & Measurement Organization & Training Skilled Volunteering* Adapted from Carnegie Melon‘s Capability Maturity Model 13

VolunteerMatch ProgramChange Model Defined andAd Hoc Managed Rooted Optimized ProactiveOrganization & Employee & Employee Evaluation &Training External Recognition & Measurement Communications IncentivesProgramBranding Leadership Nonprofit Involvement PartnershipsSkilledVolunteering Program Strategy 14

VolunteerMatch Program Change Model Defined and Ad Hoc Managed Rooted Optimized Proactive Skilled Skilled Volunteering Volunteering 1. Defining strategy and guidelines for a customized skilled volunteering program 2. Structure and implementation 3. Internal buy-in 4. Launch stepsConfidential and Proprietary 15

VolunteerMatch Program Change Model Defined and Ad Hoc Managed Rooted Optimized Proactive Employee & External Communications Employee & External Communications 1. Defining key audiences 2. Setting communications goals 3. Suggested tactics 4. Long-term communications timelineConfidential and Proprietary 16

Bringing Business Focus and Impact toVolunteering Introduction to UnitedHealth Group‘s Volunteer Portfolio Approach 17

About UnitedHealth GroupCompany Overview Mission:• Fortune 22 company in health To help people live care industry healthier lives• 88,000+ employees – HQ in Core Values: Minneapolis, MN area Integrity, Compassion, Relationships,• Operations in all 50 states Innovation, Performance and internationally Office of Social Responsibility, formed in “Social responsibility is not 2006, manages United Volunteers and United Giving Programs something we do „in addition‟ OUR SOCIAL RESPONSIBILITY PRIORITIES: to our work.” 1) Chronic disease prevention and care - CEO Steve Hemsley 2) Health (all other) 3) Community (non-health) 18

The Volunteer Portfolio ApproachWhat is the portfolio?• Concept similar to managing other businesses• Guides planning & decision-making around company-sponsored volunteering• Sets broad, 3-year targets for volunteering• The 3 SR focus areas balance/complement each other, offering choices/flexibilityAdvantages of the Portfolio Approach:1) Maximizes impact, outcomes2) Provides clear direction to volunteer councils3) Enables effective portfolio management 19

Portfolio Targets for 2012 (3-Year Timeline) Chronic Community Year Disease Health Non-Health Total 2012 Target 15-25% 20-50% 35-55% 100% 2011 Actual 11% 24% 65% 100% 2009 Baseline Not available 31% 69% 100% *Based on hours tracked by employees in company-sponsored events Implementing and Managing the Portfolio • Short-term activities for volunteer councils (first 6 months) - Develop plan for supporting the transition to the new targets (year-on-year timeline) and share with leaders in the organization - Take deliberate action to signal the new commitment internally • Ongoing Portfolio Management - Identify new opportunities that align with portfolio - Transition out of existing commitments, where appropriate - Measure and report on progress across the organization 20

Raising the BAR on PerformanceTools such as BAR (Balance, Alignment, Results) and calendar templates areprovided to planners• Balance: Balanced portfolio offers mix of opportunities across focus area (chronic disease vs. health vs. community)• Alignment: Activities are aligned with UHG‘s SR commitment, emphasis on skills- based volunteering and alignment with Seasons of Service calendar.• Results: Goals is to achieve impact and demonstrate service results with outcomes (e.g., pints of blood donated or other impact). Month Volunteer Activity CD Health Comm. BAR Feb. Heart Health Month -Skills-based health fair screenings volunteering Mar. Blood drive - On-going health opportunity Apr. Earth Day cleanup -Earth Day Season of Service 21

Results from Change to Strategic Direction Reporting Data 2008 2011 Trend Employee engagement index score 70 78 11% Volunteerism rate 71% 79% 11% Volunteerism rate in company-sponsored events 33% 57% 73% Hours logged by volunteers 52,711 >300,000 469% Value of $1.0 M Value of $6.4 M # of active volunteer councils 12 149 1,142% Benchmarking UHG far exceeds average benchmark of VolunteerMatch client companies for Volunteer Rate by Quarter (per 1,000 employees) 22

Case Study: Discovery Communications Erin Dieterich Discovery Communications 23

Discovery Impact EVP Overview• Discover Your Impact Day • 3,000 employees (75%) • 5 continents, 35+ offices • 140+ projects• Discovery Impact: Creating Change • 12-hour pro bono marathon • 200+ employee participants• Discovery Impact: Rebuilding Alabama • Disaster relief program • 125 employees and on-air talent • 5 home rebuilds w/ Habitat Harnessing the power of our employees talents to give back to the world that has given us so much. 24

Discovery Impact: Creating Change• Launched in 2010 – 1st Pro Bono Initiative• Built off of excitement of Impact Day, and to foster a more creative work environment.• 200+ employees donate over 3,000 hours of time to fulfill creative deliverables during 12-hour marathon event.• Value = $360,000+ in-kind• Nonprofits apply to be a part of the program through an online application• All charity applicants are invited to the Creating Change Conference• Employees express a renewed sense of creativity and commitment to the company following participation. 25

Measurement Drives Change• Each company has different metrics that matter • Qualitative & quantitative are important • Outside of ―headline‖ metrics, it‘s challenging to track by numbers• Striving to improve on each program through collection of qualitative research • Survey all participants • Ask the right questions, not just the easy questions • Be open to negative feedback • Never settle with ―good enough‖ • ―Lessons Learned‖ internal meetings• Communication generates excitement in “Version 2.0” • Create an evaluation of the program, identifying areas for improvement, and examples of changes that could be made • Communicate changes and lessons learned 26

Creating Change 2010 vs. 2011• Application • Increased complexity • Entry numbers dropped from 240 to 150• Conference • Expand to create a deeper impact • Diversify elements of the event • Base sessions on 2010 & 2011 application common requests• Employee Team Structure • Create multi-disciplinary teams • Mix working teams• Number of Nonprofits Selected • 2010- 40 charity partners // 2011- 24 charity partners • 2010- 200 employee volunteers // 2011- 200 employee volunteers • Deeper dive projects • ―Super teams‖ 27

What‘s Next?• Expansion into the UK (March ‗12)• Further evaluation from 2011 surveys• Outline version 3.0 framework• Additional tracking of pro-bono projects to see how they are being utilized• Looking for opportunities to apply the program structure to other departments 28

Best Practices 1 2 Align with your Communicate – make culture – there’s no commitments visible one size fits all! 3 4 Consider each Measure, measure, measure (and adjust!) program component, set vision for each 5 Think about what comes next – version 2.0 and beyond!Confidential and Proprietary 29

Q&A Submit questions using the box on the right side of your screen or Tweet questions to @VM_Solutions using the hashtag #BPNFlexEVPConfidential and Proprietary 31

More On This Topic: A link to this resource will be emailed to all webinar registrants!Confidential and Proprietary 32

Stay Informed Blog (new look!): www.VolunteeringIsCSR.org Twitter: @VM_SolutionsConfidential and Proprietary 33

February BPNs Special Nonprofit Session! Breakthrough Nonprofit Branding: Strategies to Stand Out and Win Volunteers Guest Speaker: Jocelyne Daw Co-Author, Breakthrough Nonprofit Branding: Seven Principles to Power Extraordinary Results Wednesday February 22, 2012 10-11 a.m. PT (1-2 p.m. ET) https://www1.gotomeeting.com/register/529595568Confidential and Proprietary 34

February BPNs Green The Team: How To Create A Healthier, Happier, More Profitable Workplace Through Effective Employee Engagement Programs Guest Speaker: Raphael Bemporad Founding Partner & Chief Strategy Officer BBMG Wednesday February 29, 2012 10-11 a.m. PT (1-2 p.m. ET)Confidential and Proprietary 35

VolunteerMatch Solutions BPN Webinar: Building a Flexible - and Sustainable - Volunteer Engagement Program

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VolunteerMatch Solutions BPN Webinar: Building a Flexible - and Sustainable - Volunteer Engagement Program Presentation Transcript