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

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

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January 2012 Best Practice Network Webinar series, presented by VolunteerMatch ...

January 2012 Best Practice Network Webinar series, presented by VolunteerMatch

Session Description:

Employees want their companies to offer the chance to get involved in local communities. But a "set it and forget it" program won't be enough to keep employees engaged and enthusiastic over the long haul. Programs today must be approached more like business programs - ones that can flex with changing environments and circumstances.

The January VolunteerMatch Solutions Best Practice Network webinar session discussed how adopting a Change Model and being flexible can prepare your organization for the changing tides of volunteer engagement in the coming year.

Panelists:
Vicky Hush, VP of Client Relations and Strategic Partnerships, VolunteerMatch
Suzanne Osten, Director of the Office of Social Responsibility, UnitedHealth Group
Erin Dieterich, Manager of Corporate Relations & Strategic Partnerships, Discovery Communications

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  • What is this all about? We’ve got a variety of different sized companies on the call, and I can see there are CSR and community engagement professionals from across the country. So what does it mean to Build a Flexible – and Sustainable – Volunteer Engagement Program? Let’s start with a 30,000 foot view of what it is we’re all doing. Donating time involves greater commitment and effort than giving money, meaning a volunteer initiative can require more significant coordination and effort when compared to other employee engagement programs and CSR initiatives. Volunteering builds relationships, develops skills and ignites change in local communities – creating complexity for EVP managers of. – so why bother?Himalyas, nepal!
  • We all know instinctively why volunteering is important, but what’s the role for companies and their programs? It’s no surprise that volunteering can help a corporate brand, provide for health benefits for its employees, and find and retain great employees. Here are just a few stats from a variety of resources. And here are even more – globally, volunteering is on the rise and while we may define it slightly differently around the world, when you get to the crux of it, people help people and their communities.
  • I don’t need to show you more stats – we’ve already drank the kool-aid or you wouldn’t be on this call. Right?
  • So now what. What’s happening today that you should care about?The real question is what’s happening every day, or month or year that you should be watching for? From our experience more and more companies, employees and individuals are awakening to the importance and possibilities that come with engaged employees. It’s just barely still January, so this is the perfect opportunity to sit down and reflect on where your program is and where it should be going. But where do you begin and how do you ensure you’re not simply making a resolution that you can’t keep
  • What we can see is that each of you has different priorities for improvement. Different focus for 2012.We’re all in agreement that we want to keep things fresh and engaging.
  • If there are four words you leave with today, make them these four. Volunteer Program managers are waking up, and seeing more potential. Your business, company culture, and even internal department is part of a broader ecosystem and it must adapt to the changes and shifts it’s already a part of. Digging in and keeping a program status quo won’t work anymore. To be the best, and get the most out of your program, you have an opportunity to continually assess, adapt and evolve.Car example, innovative.
  • What we’ve seen with the 150 or so programs that we’ve worked with, is that there is an anatomy to a corporate volunteer program, and a natural evolution or progression depending on where you are.Most companies that are in the beginning stages of a program are most interested in offering an easy entry point to the program, and are very supportive of their employees’ passions – so allowing them to volunteer or give to a variety of causes with perhaps a small or few company directed projects.From there, companies are interested, as they should be, in focusing their initative to align with their brand/company culture. So if you’re in the health industry, working with NGOs and NPs that are related, or if you’re a utility company, focusing on the environment along with education. There is often still an element of choice available to employees, but the program really makes sense with who the company is and what their business objectives are.Finally, those programs that are leading the pack, are pulling elements from employees, various locations, HQ objectives, brand alignment, as well as different types of volunteering (skilled, micro, large event) to best reflect their company. They update the program just as their R&D departments update their goals to match the updated CEO vision and direction. CLICK MOUSE: The Change Model that VM developed allows you to know where you are in your program, so you can assess separately what’s coming up, how it’s going to effect you and how best to flex and change to evolve your program. Let’s take a look.
  • Let’s dig into the change model.EVPs face three major challenges as they work to implement, sustain and grow their programs: structural complexity, undefined measurement standards and resource limitations.
  • Make sure it’s easy to understand, and easy to get involved.
  • If there are four words you leave with today, make them these four. Volunteer Program managers are waking up, and seeing more potential. Your business, company culture, and even internal department is part of a broader ecosystem and it must adapt to the changes and shifts it’s already a part of. Digging in and keeping a program status quo won’t work anymore. To be the best, and get the most out of your program, you have an opportunity to continually assess, adapt and evolve.Car example, innovative.

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

  • 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
  • Confidential and Proprietary 6
  • 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
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  • 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
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  • 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