Triple Bottom Line


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Presentation delivered at 2009 Philanthropy Northwest conference by Nancy Long and Ericka Tucci

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  • Nancy Erika, Community Relations Specialist, Tacoma Public Utilities who will share information on their long-standing and very successful volunteer program Who is in the room?
  • Many companies are exploring or diving into skills based volunteerism as a creative way to respond to community needs in a time when writing a check is more difficult. Some are interested because volunteerism offers a way to challenge and develop leadership skills or to deepen employees’ understanding of the community the company serves.   Alison We will share some information with you but also do two exercises that will prepare you to make better use of skills based volunteers.
  • much of traditional volunteering asks volunteers to take a small part of a process and assist the organization by doing that part without knowing the background and context for the work or giving the volunteer a say in what is done and how it is done. Skills based volunteers want to understand the work and have a say in how the work is done.
  • This is not a website There are many things that websites are good for….contracting highly complex skills into a unique and often resource poor organization via a website is not a strategy for success!
  • successful engagement of SBV Portals: a connector organization that helps an employer who has volunteers to deploy or an individual who wants to volunteer identify the right volunteering opportunity, often through the use of a website. Brokers: a connector organization that plays an active role in matching the volunteer with a community need, in some cases remaining involved to ensure that the volunteer relationship is working well and the community need is being met.
  • Erika
  • Volunteer brokers are organizations that identify opportunities for volunteers to serve. Brokers that work with skills based volunteers include:
  • Erika
  • ESC: Coaching program Prepare/Respond/Serve (PRS) -ESCWA Emergency and Service Continuity Planning (funded by UWKC), Red Cross/NAC training of nonprofits Volunteer Improvement Program (VIP) -Improving volunteer management skills of organizations addressing basic needs (UWKC/ESCWA program model. This program is scheduled to start in November.)
  • Some of the benefits of SBV: Can extend corporate philanthropy when dollars are tight Helps employees build ties in the community (particularly for employers with higher turnover) Employees are attracted to companies with strong community connections Retention strategy for high value boomer employees Leadership development strategy Low-cost/high return form of professional development Attracts quality employees Increases loyalty & retention of employees Increases corporate visibility & demonstrates your commitment to the community Volunteers are powerful representatives of your company Strategic volunteerism extends other CSR activities at a low cost. Volunteers serve as effective ambassadors for the company Providing opportunities for meaningful volunteerism has can increase loyalty to the company and play a role in retention. In particular: Boomer opportunity - 57% say it's very important that they have work (paid and unpaid) that gives them a sense of purpose keeps them involved with people and helps them improve their communities
  • Atlantic Philanthropies initiative Funding to community foundations 30 + cities Understand the barriers to successful engagement of boomers Seattle project focused on skills based volunteers We identified 6 major problem areas or barriers We will focus on 4 of them today The first two are well understood by everyone in this room; Funders are providing very little support for volunteerism of any kind, particularly SBV or older adult engagement Volunteer management is underfunded and underdeveloped How many of your have volunteer managers?
  • Nancy The barriers we will focus on today are…. NFPs do not have a conceptual basis for understanding how to match people with substantive volunteer roles NFPs need to assess their readiness to use SBV and act to increase readiness. Need to learn to “contract” with volunteers NFPs need to tap into volunteer brokers
  • If these things are not in place the changes of a successful outcome is very low. You will not necessarily know (and the volunteer may not know) that the project was not a success. Erika is going to talk about how the Tacoma Public Utilities Program gathers these ingredients for success and how they structure their program to meet the needs of the utility, the employees and the community.
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  • Erika Most nonprofits report that they do not have the experience or capacity to engage skills based volunteers.
  • Nancy Lets talk about matchmaking There is no e-harmony for volunteers Yet matching a volunteer – especially a skills-based volunteer - into a role in an organization is every bit as complicated as hiring the right person for a job. And – when we try to fit square pegs in round holes what happens? Attrition Bad PR Lose donors
  • Nancy We felt we needed to get inside the match process and understand what needs to align for a good match to happen We developed this typology that looks at the two sides of a successful volunteer engagement First the volunteer… The parallel issues exist for the organization What are some of the volunteer values issues that can cause a match to succeed or fail? What are the organizational culture issues that need to be understood and discussed? What are some elements of how the volunteer wants to be engaged that an organization needs to understand? What issues related to the structure and benefits of a volunteer engagement are important to consider?
  • This must be reinforced throughout the program or npos will attempt to satisfy corporate goals when it does not serve the npo – employee gets caught in the middle in a role that is not a good fit.
  • Nancy One person plays the role of the volunteer and chooses a volunteer identity One person plays the role of the agency and chooses and agency identity
  • Nancy Remember to think about all of these factors – do not move too quickly to the work to be done Centers- you need to understand what this volunteer is looking for and what they have to offer Volunteers – you need to determine whether the culture of the organization is a good match for you and if you can provide what they need.
  • Taproot
  • Return to your partner Do not need to deal with timeline
  • Triple Bottom Line

    1. 1. Triple Bottom Line Aligning Corporate Goals, Community Needs, and the Professional Skills of Volunteers Nancy Long Executive Service Corps of Washington Erika Tucci Tacoma Public Utilities
    2. 2. Outcomes <ul><li>Provide companies facilitating skills-based volunteer roles for their employees with: </li></ul><ul><ul><li>2 approaches to meeting the needs of the company, employees, and the community </li></ul></ul><ul><ul><li>Deeper understanding for what it takes to make a successful match between a volunteer and an organization. </li></ul></ul>
    3. 3. <ul><li>Using the professional skills of volunteers to build the capacity of nonprofit organizations and the community. </li></ul><ul><li>…pro bono volunteers </li></ul><ul><li>…highly skilled volunteers </li></ul>Skills-based Volunteerism
    4. 4. Traditional Volunteerism “ You don’t need to know where you are going. Just keep walking.”
    5. 5. What make SBV different? <ul><li>Many SBV opportunities are </li></ul><ul><ul><li>For one individual , not for a group </li></ul></ul><ul><ul><li>For a project, not a reoccurring volunteer role </li></ul></ul><ul><li>Requires direct management of the matching and engagement process to ensure a successful project </li></ul>
    6. 6. <ul><li>Two approaches </li></ul><ul><li>Develop a partnership with a organization(s) </li></ul><ul><li>Refer employees to volunteer brokers </li></ul>
    7. 7. Option #1: Partner with Community Organizations <ul><li>Start with a community need : </li></ul><ul><li>Define a community need consistent with company/employee goals. </li></ul><ul><li>Identify a partner organization(s) working in focus area </li></ul><ul><li>Work with the organization(s) to develop a programmatic approach </li></ul><ul><li>Start with employee skills : </li></ul><ul><li>Assess the skills of your employees </li></ul><ul><li>Identify a partner who needs those skills and can provide a well structured and well managed opportunity </li></ul>
    8. 8. Option #2: Refer employees to a volunteer brokers <ul><li>A 'volunteer broker' matches the volunteer with a community need. </li></ul><ul><li>The advantages of working with a broker are: </li></ul><ul><ul><li>More efficient for volunteer and nonprofits </li></ul></ul><ul><ul><li>Able to identify broad array of opportunities </li></ul></ul><ul><ul><li>Understands sector-specific needs </li></ul></ul><ul><ul><li>Can identify projects that match employer goals </li></ul></ul>
    9. 9. Volunteer Brokers <ul><li>Executive Service Corps of Washington </li></ul><ul><li>Taproot Foundation (WA) </li></ul><ul><li>Pro bono legal services (Bar Assoc.,TACS, WAACO,WA Attys for the Arts) </li></ul><ul><li>NPower </li></ul><ul><li>Volunteer Centers that do the engagement management. </li></ul>
    10. 10. Two stories: Tacoma Public Utilities Executive Service Corps
    11. 11. <ul><li>30 employees </li></ul><ul><li>Opportunity to engage a population of field workers who are generally not participating in other SBV options </li></ul><ul><li>Builds on their job skills/ knowledge such as plumbing, carpentry and electrical wiring </li></ul><ul><li>Builds relationships with community </li></ul>Tacoma Public Utilities
    12. 12. Executive Service Corps of WA <ul><li>250 professionals (business, education, govt., NFP) </li></ul><ul><li>All ages: 70% in workforce; 30% retired ESC: </li></ul><ul><li>Staff and volunteers provide management support services to nonprofits and schools </li></ul><ul><ul><li>Consulting services (not legal/tech) </li></ul></ul><ul><ul><li>Leadership Coaches, Trainers, Executive Advisors </li></ul></ul><ul><ul><li>Financial Fitness, Emergency Planning </li></ul></ul><ul><ul><li>Cohort model program for arts orgs </li></ul></ul><ul><li>Partial service grants/Sliding scale fees </li></ul>
    13. 13. <ul><li>Project: 3 ESC volunteers (experience in hotel management; philanthropy, & state government.) </li></ul><ul><ul><li>Reviewed architectural recommendations and budget </li></ul></ul><ul><ul><li>Developed case statement for capital funding request </li></ul></ul><ul><ul><li>Recommended staffing & infrastructure for fundraising </li></ul></ul><ul><li>Outcomes: </li></ul><ul><ul><li>Construction project priorities and stages were defined </li></ul></ul><ul><ul><li>$900,000 for emergency repairs has been raised </li></ul></ul><ul><ul><li>Improved fundraising systems, capital campaign structure initiated </li></ul></ul><ul><li>$20,000 worth of pro bono services </li></ul>Executive Service Corps El Centro de la Raza
    14. 14. What are some possible benefits to a company or government agency ?
    15. 15. Business Case <ul><li>Almost 40% of Americans - letting employees volunteer during work time is the &quot;most impressive&quot; philanthropic activity; </li></ul><ul><li>Only 12% - giving money was the most impressive. </li></ul><ul><li>74% of companies said volunteering seems to increase productivity </li></ul><ul><li>51% strongly agreed that volunteering provides training for employees . </li></ul><ul><li>(US Conference Board Study) </li></ul>
    16. 16. Benefits to employees <ul><li>Challenges and expands employee skills </li></ul><ul><ul><li>Opportunity to lead or be part of a new team </li></ul></ul><ul><ul><li>Experience in a collaborative decision-making </li></ul></ul><ul><ul><li>Develops new social connections – intergenerational, across backgrounds/race/ethnicity </li></ul></ul><ul><li>Supports their values </li></ul><ul><li>Increases professional visibility </li></ul>
    17. 17. W hat are the barriers? Results of the Community Experience Partnership Assessment <ul><li>Philanthropy is providing very little support for volunteerism of any kind, particularly SBV or older adult engagement </li></ul><ul><li>Volunteer management is underfunded and underdeveloped </li></ul>
    18. 18. Barriers to success <ul><li>NFPs do not understand how to match people </li></ul><ul><li>NFPs need to assess readiness to use SBV </li></ul><ul><li>Need to learn to “contract” with volunteers </li></ul><ul><li>NFPs do not know how to tap into volunteer brokers </li></ul>
    19. 19. Ingredients for impact and success <ul><li>For a successful project </li></ul><ul><ul><li>A volunteer has to be identified who has the right skills/knowledge and can adapt to the nonprofit environment </li></ul></ul><ul><ul><li>A scope of work must be developed jointly </li></ul></ul><ul><ul><li>An agreement or “contract” must be put into place </li></ul></ul><ul><ul><li>The engagement must be managed </li></ul></ul><ul><li>The needs of the employer, employee and the nonprofit must be met. </li></ul>
    20. 20. Tacoma Public Utilities <ul><li>Description of the program </li></ul><ul><li>Participation rates </li></ul><ul><li>Types of skills based volunteer roles </li></ul><ul><li>Decision making structure </li></ul>
    21. 21. Meeting the needs of employers <ul><li>Need to focus involvement in areas that align with corporate values/goals </li></ul><ul><li>Need to limit administrative (handling) costs </li></ul><ul><li>Need to track what happens/tell the story </li></ul>
    22. 22. Meeting the needs of employees <ul><ul><li>Need to do work that has an impact/can see the impact </li></ul></ul><ul><ul><li>Need to have skills assessed and cross-walked to the nonprofit environment </li></ul></ul><ul><ul><li>Need assistance in defining the work </li></ul></ul><ul><ul><li>Need the opportunity to be structured so that it works with work and personal life </li></ul></ul>
    23. 23. Meeting the needs of nonprofits <ul><li>Need to define the scope of work and schedule </li></ul><ul><li>Need to have control over the engagement </li></ul>
    24. 24. Step #1: Matching Volunteers <ul><li>Square peg in a round hole? </li></ul><ul><li>Determining a good “fit” </li></ul>
    25. 25. Typology for Matching Volunteer Requirements with Organizational Needs Volunteer Organization Volunteer’s values about who they want to help Focus/mission; staff/board diversity; who is served Volunteer’s values about workplace culture Organizational culture Volunteer’s preferences about using/developing their skills Organizational needs (what needs to be done; what expertise is needed) Volunteer’s preferences about the structure and benefits of a volunteer opportunity Structure and benefits of the volunteer opportunity
    26. 26. No “shotgun” matches <ul><li>Typology - The volunteer “typology” interview tool helps match a volunteer with a specific need defined by the organization. </li></ul><ul><ul><li>The volunteer must have the option not to engage </li></ul></ul><ul><ul><li>The nonprofit must have the option not to accept the volunteer </li></ul></ul>
    27. 27. Typology Exercise <ul><li>Choose a partner </li></ul><ul><li>One plays the role of the volunteer </li></ul><ul><li>One plays the role of the nonprofit </li></ul><ul><li>Read the description of the project and the profile of the volunteer and attempt to determine if there is a good match </li></ul>
    28. 28. Typology for Matching Volunteer Requirements with Organizational Needs Volunteer Organization Volunteer’s values about who they want to help Focus/mission; staff/board diversity; who is served Volunteer’s values about workplace culture Organizational culture Volunteer’s preferences about using/developing their skills Organizational needs (what needs to be done what expertise is needed) Volunteer’s preferences about the structure and benefits of a volunteer opportunity Structure and benefits of the volunteer opportunity
    29. 29. Challenge: Cross walking skills <ul><li>From the corporate to… </li></ul><ul><li>the nonprofit sector </li></ul>
    30. 30. Pro Bono Action Tank <ul><li>Competencies Map </li></ul><ul><ul><li>A catalog mapping needs to expertise   </li></ul></ul><ul><ul><li>76 opportunities and the occupations that can have the needed competencies </li></ul></ul><ul><ul><li>Select </li></ul></ul><ul><ul><ul><li>By project </li></ul></ul></ul><ul><ul><ul><li>By occupation </li></ul></ul></ul>
    31. 31. Select By Project <ul><li>Select a category : Fundraising </li></ul><ul><li>Select a project: Fundraising Management Process </li></ul><ul><li>A fundraising management process project helps a nonprofit define a process for managing fundraising activities to increase efficiency, effectiveness and predictability. </li></ul>
    32. 32. Project Viability <ul><li>Pro Bono Project Viability : </li></ul><ul><li>Time Sensitivity Risk </li></ul><ul><li>Scope Creep Risk </li></ul><ul><li>Sector Knowledge Risk </li></ul><ul><li>Relevant Occupations </li></ul><ul><li>General and Operations Managers </li></ul>
    33. 33. <ul><li>General and Operations Managers </li></ul><ul><li>1,663,280 potential pro bono consultants </li></ul><ul><li>Plan, direct, or coordinate the operations of companies/organizations. Duties and responsibilities include formulating policies, managing daily operations, and planning the use of materials and human resources. Include owners and managers who head small business establishments whose duties are primarily managerial. </li></ul>
    34. 34. Step #2: Contracting with SBV <ul><li>Defining the project: </li></ul><ul><ul><li>Scope of Work (what, how, to what end?) </li></ul></ul><ul><ul><li>Deliverables (products/outcomes) </li></ul></ul><ul><ul><li>Timeline </li></ul></ul><ul><ul><li>Resources needed </li></ul></ul><ul><ul><li>Accountability/Evaluation process </li></ul></ul>
    35. 35. Contracting Exercise <ul><li>Develop a scope of work for role you defined </li></ul><ul><ul><li>Problem to be solved </li></ul></ul><ul><ul><li>What will be done </li></ul></ul><ul><ul><li>Generally how it will be done </li></ul></ul><ul><ul><li>Where will the resources come from </li></ul></ul><ul><li>Develop a list of deliverables </li></ul><ul><ul><li>Products </li></ul></ul><ul><ul><li>Outcomes </li></ul></ul>
    36. 36. Contact Information <ul><li>Nancy Long, Executive Director, </li></ul><ul><li>Executive Service Corps of Washington </li></ul><ul><li>[email_address] 206.682.6704 </li></ul><ul><li> </li></ul><ul><li>Erika Tucci, Community Relations Specialist, </li></ul><ul><li>Tacoma Public Utilities </li></ul><ul><li>(253) 502-8225 [email_address] </li></ul>