Skills Based Volunteerism as a Corporate Strategy - October 2013 VolunteerMatch BPN


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Skills-Based Volunteerism (SBV) is becoming a key strategy that companies across the nation are using to deepen their engagement with communities while building the skills and talents of their employees. Join Common Impact and Fidelity Investments to learn how companies create, grow and evaluate skills-based volunteer programs that fit their culture, core business, and community strategies. Common Impact will share the different models companies can use to approach SBV, the barriers they face, and the tools and resources available to help overcome them. Common Impact’s long-time partner, Fidelity Investments, will share how SBV helps the company to achieve its community engagement goals. This webinar will help both companies and individuals unlock the power of strategic cross-sector partnerships and skills-based service in the areas where you live and work.

Danielle Holly
Executive Director, Common Impact
Danielle Holly serves as the Executive Director at Common Impact, an organization building stronger communities by facilitating collaborations between global companies and locally focused nonprofits. She works closely with Common Impact's corporate partners to develop strategic community partnerships, develop employees' talents, and help them to achieve both their business and community impact goals. Danielle is considered one of the leading experts on skills-based volunteerism and has helped numerous corporations and nonprofits navigate the new era in skills-based volunteering.

Laura (Hudson) Hamre
Senior Director, Community Relations, Fidelity Investments
A 7-year veteran of Fidelity Investments, Laura Hudson Hamre serves as Senior Director, Community Relations supporting 11 regions across the United States. Ms. Hamre crafts strategy in support of national community outreach efforts engaging employee volunteers. Her role also includes managing the firm’s relationship with HandsOn Network and overseeing the signature School Transformation Days.

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  • Not only does it deliver value to each sector, but it creates efficiencies as wellIn 2011, 64.3 million Americans (26.8 percent of the adult population) gave 7.9 billion hours of volunteer service worth $171 billion.*Imagine what the value would be if those were all skills-based hours?
  • The state of financial literacy in the United States continues to be grim with comprehension of basic financial principles at alarmingly low rates. Research shows:Only 27% of young adults know basic financial concepts such as interest rates, inflation and risk diversification.Young people that experience low K-12 education quality display low levels of financial literacy.1Households or individuals who are less financially literate have been found to be more likely to take payday loans, pay only the minimum balance on a credit card, take on high-cost mortgages, have higher debt levels and be delinquent on debt. The bottom line? People with inadequate education and low levels of financial literacy tend to be less financially secure, less able to make financial decisions, less prepared to take care of personal and family responsibilities, and more vulnerable to financial issues – in an economic environment that is more uncertain and complex.As Ron O’Hanley said to the U.S. Chamber of Commerce: “We need to help people not just become more financially literate but turn that knowledge into positive financial behaviors. We need to provide them with the knowledge and tools they need to make informed decisions about saving and investing for success. We should all be doing everything we can to expand, promote and perhaps require financial education in the workplace.”And that’s where Fidelity Cares is focused….1 Lusardi, Annamaria, Mitchell, Olivia S. and Curto, Vilsa, Financial Literacy Among the Young (August 2009). Michigan Retirement Research Center  2 Gale, William G. and Ruth Levine. October 2010. “Financial Literacy: What Works? How Could It Be More Effective?” Brookings Institution 
  • Core Education – Through a variety of programs conducted throughout the country, Fidelity is helping students develop the necessary skills, knowledge and experience, receive needed books and school supplies, and thrive in renovated classrooms and schools. Fidelity employees also help mentor students and facilitate apprenticeships paving the way for college and career options. Typical programs:School renovations, supplies, booksMentoring and teachingSTEM programs and technology in schoolsPromoting career awarenessFinancial Education – Fidelity Cares® creates opportunities for students to learn personal finance basics, such as managing spending and saving, through in-classroom discussions led by our employees and online self-paced exercises. This is enhanced by hands-on simulation activities and interactive investment games. Students and families are also able to explore ways to finance college or training. In 2012 more than 8500 employees contributed 55,000 volunteer hours to education programs in 14 communities around the country!
  • “The project expanded my internal network at Fidelity. It gave me access to senior leaders that I wouldn’t have otherwise had. And I now have a cohort of former team mates that I can call if I need to solve a business challenge.”
  • Skills Based Volunteerism as a Corporate Strategy - October 2013 VolunteerMatch BPN

    1. 1. Skills-Based Volunteerism as a Corporate Strategy: How to Build an Effective and Impactful Skills-Based Program Laura Hudson Hamre Sr. Director, Community Relations Fidelity Investments Danielle Holly Executive Director Common Impact Panelists: Facilitator: Vicky Hush Vice President Client Services & Strategic Partnerships VolunteerMatch October 10, 2013 Marisa Costello Director, Talent Management Fidelity Investments
    2. 2. How To Ask Questions • Type questions into the box on the right side of the your screen • Submit via Twitter to @VM_Solutions using “#VMbpn” • We will pose questions at the end of the presentation • A copy of the sides will be circulated after the event 2
    3. 3. Panelists 3 Skills-Based Volunteerism as a Corporate Strategy: How to Build an Effective and Impactful Skills-Based Program Laura Hudson Hamre Sr. Director, Community Relations Fidelity Investments Danielle Holly Executive Director Common Impact Marisa Costello Director, Talent Management Fidelity Investments
    4. 4. Common Impact What will we cover today?  Introduction to Skills-Based Volunteering (SBV)  The Business Case for SBV  SBV as Strategic Investment: Fidelity Investments  Resources and Tools  Question and Answer 4
    5. 5. Common Impact The Corporate Mandate Has Changed 5
    6. 6. Common Impact 6 A Targeted Effort Skills-Based Volunteering aligns the unique talents of an individual to the nonprofit challenge they are best positioned to address. In 2011, 64.3 million Americans volunteered 7.9 billion hours worth $171 billion.* *Corporation for National and Community Service. “Research Brief: Volunteering in America Research Highlights” (2012). The Result: The value of volunteer time is magnified up to 7 times
    7. 7. Common Impact What’s in it for… 7 …Companies? …Volunteers? …Nonprofits?  Create deeper relationships with community partners  Provide resources to nonprofits despite winnowing philanthropic budgets  Develop the functional, professional and workplace skills of its people  Create strong, long term relationships with nonprofit partners  Provide greater value in less time  Develop professional skills critical to both sectors – innovation, collaboration, customer-focus, problem- solving  Build organizational infrastructure  Conduct strategic and business planning  Inject a fresh perspective into strategy and operations  Cultivate deeper partnerships with individual and corporate supporters
    8. 8. Common Impact 8 *Deloitte Development LLC, Volunteer IMPACT Survey 2013 (Sample size 505, including 202 HR Executives, 202 College Seniors, 101 US Armed Forces within discharge in upcoming year)
    9. 9. Common Impact 9 *Deloitte Development LLC, Volunteer IMPACT Survey 2013 (Sample size 505, including 202 HR Executives, 202 College Seniors, 101 US Armed Forces within discharge in upcoming year)
    10. 10. Common Impact 10 *True Impact, 2010 (Sample size 30K+)
    11. 11. Common Impact From the Skills-Based Volunteers 11 95% had a relevant professional development experience 94% had a greater appreciation for corporate resources 92% feel more inclined to recommend their company as a great place to work 96% say participation positively influenced their interest in volunteering 96% met new colleagues on their project 81% of employees saw improved interpersonal skills Common Impact Skills-Based Volunteer Survey Results, 2000 - 2012
    12. 12. Common Impact More companies than ever are engaged 12 More than 500 national corporations are expanding their pro bono program offerings to nonprofit organizations
    13. 13. Common Impact © 2008 Common Impact. All Rights Reserved. 13 Designing a Skills-Based Volunteer Program
    14. 14. Common Impact Common Impact 14 Building stronger communities by facilitating collaborations between companies and nonprofits. The result: substantial, quantifiable value to both sectors, translating into stronger, healthier communities. Completed 350+ engagements $8MM in community investment 90,000+ pro bono hours
    15. 15. Common Impact Strategy Group • Design & Develop Corporate Citizenship and Skills-Based Volunteer Programs • Convene and Facilitate Cross- Sector Consortiums Program Management • Assess Nonprofits • Scope projects • Orient teams • Manage projects • Evaluate success Training Lab • Skills-Based Volunteering and Nonprofit Capacity Building Research • Training and Tool Development Common Impact Services 15
    16. 16. Common Impact Designing the Program 16  Create an impact on the community  Pure gift to the community  Employee engagement strategy  Talent development driver  Team building experience  Brand builder  Tool for building cross cultural awareness  Team Size  Team Composition  Project Scope  Scope Definition  Nonprofit Mission  Nonprofits served per team  Number of nonprofits impacted  Engagement Format, Length PROGRAM GOALS PROGRAM LEVERS
    17. 17. Common Impact Core Business Employee Skill Sets Building the Program 17 Markets Customers Competitive advantage Employee Engagement Mandate Tailored SBV Program Goals for Employee Engagement; Alignment with overarching community and philanthropic activities Resident skill sets (functional, s oft, industry expertise) that enable successful business
    18. 18. Common Impact Program Models  Consulting Projects – Consulting-style projects that address a specific organizational challenge  Executive Mentoring – A corporate executive paired with a senior nonprofit leader to provide strategic guidance on an organizational challenge  Loaned Executive / Sabbatical – Long term (typically 6 months – 1 year) of a corporate executive  Done-in-a-Day – Clinics or trainings on a broad subject area (i.e. the basics of financial management or IT cloud platforms) – Scope-a-thons or Hack-a-thons with multiple individuals with a specific background supporting multiple organizations 18
    19. 19. Common Impact 19 Meet the People Millennials • New to workforce • Eager for challenges that showcase ability Emerging Talent • Up-and-coming leaders • Need applied leadership development opportunity Senior Leaders • Deep functional and leadership expertise • Interested in applying skills in a new environment An SBV Solution Cross-hierarchy teams to sharpen functional & adaptive skills An SBV Solution Peer-based team projects for soft-skill development An SBV Solution One on one mentoring for a fresh experience
    20. 20. Common Impact © 2008 Common Impact. All Rights Reserved. 20 A Strategic Approach to Community Engagement
    21. 21. Common Impact The Challenge We Are Addressing Only 27% of young adults know basic financial concepts such as interest rates, inflation and risk diversification. Low quality K-12 education = Low financial literacy Low financial literacy leads to… …less financial security
    22. 22. Common Impact A Two-Part Approach The foundation begins with the basics – a quality, core education delivered in an environment that helps students thrive. It is enhanced by creating opportunities for students and their families to learn financial basics. 1 2
    24. 24. Common Impact In 2013… More than employees have An Active and Engaged Workforce 4,400 20,000 hours.volunteered more than
    25. 25. Common Impact © 2008 Common Impact. All Rights Reserved.  Fidelity Investments and Common Impact have partnered on building skills-based volunteer programs since 2004.  Nearly 275 Fidelity associates have completed 67 projects.  Projects span many Fidelity business units and locations including Boston, Merrimack, NYC, Raleigh, Covington, and Westlake.  Fidelity engagements have spanned multiple business units, including Community Relations, Technology, and Finance.  Common Impact and Fidelity‟s Community Relations leaders work closely together to align Common Impact projects with Fidelity‟s philanthropic efforts in the community  Dollars invested in the community through skills-based volunteerism is valued at more than $3 million. 25 “I feel that Fidelity made a real difference by allowing employees to use their talents through Common Impact for the better” Fidelity’s Leadership in Skills-Based Volunteerism
    26. 26. Common Impact © 2008 Common Impact. All Rights Reserved. A National Approach Regions include all Fidelity sites, remote offices and branches within the region. Texas Region 4 Mid West Region 2 Southeastern Region 4 NY/NJ Region 2 New England Region 55
    27. 27. Common Impact © 2008 Common Impact. All Rights Reserved. 27 Developing Talent through Skills-Based Volunteering
    28. 28. Common Impact © 2008 Common Impact. All Rights Reserved. 28 Workplace Investing’s Approach Emerging Talent • Up-and-coming leaders • Experiential leadership development opportunity Target Population Cross-Functional Teams • Mix of functional expertise to reinforce holistic end-to-end approach to business challenges • Executive Champion and assigned coach to provide access and exposure to seasoned leadership expertise • 4 months with associates each contributing up to 10 hours / week Strategic and Business Planning • Development of a key strategy, program or business case • Matched with senior level nonprofit executives and Board of Directors Structure Nonprofit Challenge
    29. 29. Common Impact © 2008 Common Impact. All Rights Reserved. Workplace Investing Objectives  Effectively build relationships, further enhance collaboration and influence skills by bringing a group of highly passionate people together to quickly solve a challenging business problem  Build and enhance business case development, customer focus and program execution skills during real time application  Strengthen complex problem solving skills and innovation capabilities through accelerated resolution of a real business challenge  Enhance executive communication skills via presentation opportunities throughout project duration and via end of project presentation  Expand network of internal and external colleagues and contacts and increase visibility to Fidelity leaders 29
    30. 30. Common Impact © 2008 Common Impact. All Rights Reserved. Workplace Investing Results  Unique experiential learning and leadership development opportunity for 59 of Fidelity‟s strongest talent and future company leaders  Associates, managers and Fidelity all benefit from associate participation and results achieved via the key program objectives  A community investment valued at $835,000, with tangible, long term strategic impact 30
    31. 31. Common Impact © 2008 Common Impact. All Rights Reserved. Quotes from the Non-Profits 31 “ I knew we had a great team from working with you on the calls and meetings and the questions that you posed. Yesterday I realized we had a dream team. Your work provides the foundation we need to make our dream for the future a reality. It was a pleasure and honor to work with all of you on this project.” “The group did a tremendous job. It was clear they had devoted themselves to understanding the product we provide, had done deep research into internal processes and systems and had completed a tremendous amount of extended community research. Their recommendations were thorough, tiered from easy to difficult, and very frank. They were well received by the Board and, more importantly, by the staff” “The Fidelity team brought not only validation to our vision but also more strategic thinking and recommendations which will allow us to be more successful than planned. As business oriented as this is, you should all lay your heads on the pillow tonight knowing you are helping little kids lives through your recommendations” “We are really impressed with the work, the outcome and the level and depth you were able to go and degree you understand our industry, our competitive position and the challenges we face…we have high level praise for what you’ve done” Executive Director, 2013 Arts Organization Project Manager, 2012 Women‟s Leadership Organization Board Member, 2013 Senior Services Organization Executive Director, 2012 Early Childhood Education Organization
    32. 32. Common Impact Case Study: Educational First Steps 32 Team reported development in: Collaboration, Customer Focus, Problem Solving, Change Management, Vision. Associate Team Composition: Cross-functional team of 8 emerging leaders Market Value of Contribution: $100,000+ Refining the operations model of Educational First Steps core business for broader impact Community Partner: Educational First Steps helps children who are most at risk of not receiving a sound educational and emotional foundation in the early childhood years deemed most critical by education and neurological experts. Project Challenge: Reduce lifecycle of the accreditation process of EFS‟ core program, Four Steps to Excellence, to allow its small staff to reach a larger number of child care centers and, thus, many more children. Project Result: The skills-based volunteer team reduced the accreditation process from 60+ months to 40 months, allowing staff to reach 33% more centers.
    33. 33. Common Impact Case Study: Symphony New Hampshire 33 “With a nonprofit as my client, I had an opportunity that I couldn’t have had internally – to solve problems with limited resources, think creatively, innovate, and to manage a team of my peers.” Individual Contribution: $19,375 The Project Challenge: Build a business plan to expand the reach and impact of an arts organization from its current local community to state-wide Project Team: Cross-functional emerging leaders (IT, Finance, Strategy, Operations, Product Management) Dave’s Responsibilities: Project management, project plan development, team role definition, client communication Professional Development: • Collaboration and Influence • Customer Focus • Complex Problem Solving & Innovation • Executive Communication • Network and Visibility David Conley
    34. 34. Common Impact Resources 34 Readiness Roadmap Step-by-step roadmap to SBV for nonprofits Measuring the Results: The Business Case for SBV A framework and case studies Skills-Based Volunteering 101 Handbook A guide to project readiness Volunteerism ROI Tracker A guide to benchmarking the social and business value of volunteerism Skills-Based Volunteering 101 E-Course An interactive overview of SBV for companies and nonprofits basedVolunteering/Training/introduction_introduction_1.html
    35. 35. Common Impact © 2008 Common Impact. All Rights Reserved. 35 Thank You!
    36. 36. Q&A 36 • Type questions into the box on the right side of the your screen • Submit via Twitter to @VM_Solutions using “#VMbpn”
    37. 37. Stay Informed Blog: Twitter: @VM_Solutions Newsletter: Monthly „Good Companies‟ newsletter - Sign up on the blog! 37
    38. 38. Save the Date – November 13th 38 From Productivity to Purpose – How Worker Well-Being Increases Your Bottom Line Wednesday November 13th, 2013 11 a.m. – 12 p.m. PT (2-3 p.m. ET) Register here: Featuring: John Havens Founder The H(app)athon Project and… Arthur Woods Co-Founder Imperative