Toolkit for Developing & Strengthening Corporate Volunteer Councils

Transcription

1 oolki Toolkit for Developing & Strengthening Corporate Volunteer Councils Sponsored by: A Publication of the Points of Light Foundation & Volunteer Center National Network

2 Acknowledgements The Points of Light Foundation & Volunteer Center National Network greatly appreciates the assistance of the following Corporate Volunteer Councils (CVCs) who provided resources for this publication to benefit other CVCs (listed alphabetically by state). Bay Area Corporate Volunteer Council, San Francisco, CA Greater DC Business Volunteerism Council, Washington, DC Orlando Corporate Volunteer Council, Orlando, FL Metro Atlanta Corporate Volunteer Council, Atlanta, GA Kentuckiana Corporate Volunteer Council, Louisville, KY Corporate Volunteer Council of Volunteer Baton Rouge, Baton Rouge, LA Corporate Volunteer Council of Greater Boston, Boston, MA Corporate Volunteer Council of St. Louis, St. Louis, MO Northern New Jersey Business Volunteer Council, Hackensack, NJ Corporate Volunteer Council of Lehigh Valley, Bethlehem, PA Hampton Roads Corporate Volunteer Council, Norfolk, VA Corporate Volunteer Council of Greater Puget Sound, Seattle, WA Business Volunteer Network of Dane County, Madison, WI We appreciate and thank those who helped review the overview for this publication. They are: Hollie W. Bowker, United Way of Dane County Pat Kirk, National Council on Workplace Volunteerism & Corporate Volunteer Council Advisor Kristen Piersol-Stockton, Sallie Mae Foundation Rebecca Felsen Sherman, JPMorgan Chase Volunteer Center Corporate Working Group We especially would like to acknowledge and thank JPMorgan Chase for their extraordinary leadership and support, without which, this publication would not have been possible. Copyright The Points of Light Foundation & Volunteer Center National Network. All rights reserved. Contents (including CD-ROM) may not be reproduced in any manner, whole or part, without permission from the editor. The Points of Light Foundation & Volunteer Center National Network, a nonpartisan and nonprofit organization, supports and organizes the vital work of community volunteers who help solve our nation s most serious social problems by bringing people and resources together. The Foundation raises public awareness about the urgent need to solve serious social problems through volunteering; builds knowledge, skills and programs for volunteers to succeed; and provides leadership to mobilize volunteers in thousands of local communities across the country. Corporate Volunteer Development helps develop and strengthen new and existing Corporate Volunteer Councils in order to improve the communities in which we live and work. For more information on corporate volunteer councils, contact CVC@PointsofLight.org. Copies of this toolkit are available by calling ISBN: Toolkit for Developing and Strengthening Corporate Volunteer Councils An Overview

3 Toolkit for Developing & Strengthening Corporate Volunteer Councils TABLE OF CONTENTS 4 Preface 5 What is a Corporate Volunteer Council? 6 The Value of Corporate Volunteer Councils 7 Why Form a Corporate Volunteer Council? 8 The Principles of Excellence for Corporate Volunteer Councils 10 Six Steps to Creating a Corporate Volunteer Council 15 Points of Light Foundation - Resources 17 CD-ROM Topics oolkit Whenever you see this icon, you ll find information on the CD-ROM that corresponds to the word in bold.

4 Preface As more and more businesses assume a leadership role in encouraging their employees to volunteer, it is only natural that business leaders are seeking opportunities to gather together to share effective practices and organize multi-company community-wide events around workplace volunteering. Corporate Volunteer Councils (CVCs) play an important role in providing a vehicle for local businesses to come together to exchange information about how to effectively engage employees in meaningful volunteer activities. The Points of Light Foundation & Volunteer Center National Network and the community of nearly 100 CVCs nationwide have examples of effective models, strategies, ideas, and resources for developing and strengthening CVCs. The Toolkit for Developing & Strengthening Corporate Volunteer Councils publication with accompanying CD-ROM, is a how-to resource in an easy-to-use format. Whether you are building or strengthening a CVC, this toolkit is for you. It provides useful tools, effective practices, ideas, and information that will help new and existing CVCs grow and prosper. With proven models from leading CVC managers as your guide, you will be able to design a CVC that is best suited for your community. Learn about the Principles of Excellence for CVCs and the criteria you need for building a sustainable CVC that best fits the needs of your business network, its employees and your community-at-large. Charlotte Coker Gibson Vice President, Corporate Volunteer Development Points of Light Foundation & Volunteer Center National Network 4 Toolkit for Developing and Strengthening Corporate Volunteer Councils An Overview

5 What is a Corporate Volunteer Council? Corporate Volunteer Councils (CVCs) are coalitions of local businesses and corporations united in the cause of workplace volunteering. Companies that have active employee/retiree volunteer involvement programs or are interested in creating such programs, join together as a network to share information and ideas. CVCs are also known as Business Volunteer Councils (BVC), Workplace Volunteer Councils (WVC), Employee Volunteer Councils (EVC), etc. The variety of names merely reflects the differing preferences from community to community. For the purpose of this toolkit, all of these business groups will be referred to as CVCs. A Little CVC History In the early 1970 s, several companies in New York City were organizing their own corporate volunteer programs. On a monthly basis they met informally to exchange ideas and information on corporate volunteer programs. These informal meetings of half a dozen corporations became the first CVC, now known as Corporate Volunteers of New York. By 1992, more than 45 corporations had joined the New York group and a new movement was born. Since its formation in 1990, the Points of Light Foundation & Volunteer Center National Network (the Foundation), has supported the nationwide network of CVCs. Today, there are nearly 100 CVCs across the United States. Most of them are supported by a Volunteer Center or a United Way agency; others are incorporated independently as 501(c)3 organizations. In short, CVCs are a diverse group of organizations that have developed in accordance with the individual needs of their communities, the input of their local nonprofit partners and the interests of local companies and employees. While their structures may vary, their mission remains the same: to serve businesses in the cause of workplace volunteering. Corporate Volunteer Council Overview Principles of Excellence for Workplace Volunteering Toolkit for Developing and Strengthening Corporate Volunteer Councils An Overview 5

6 The Value of Corporate Volunteer Councils CVCs provide great value to their communities by uniting business leaders, nonprofit agencies, and community members in service to those in need. The following provides a quick overview of some of the benefits of CVCs for companies, Volunteer Centers, and the community. Benefits to Companies Company mission and values gain higher community visibility Businesses can serve as leaders in the development of employee volunteer programs Company achieves greater public recognition as projects begin to affect serious social issues The capacity of employee volunteer program managers is enhanced through experience sharing, networking, and training The company gains a greater understanding of the community and its needs, enabling better management of company resources The exchange of information with other workplace volunteer leaders provides for access to effective practices Benefits to Volunteer Centers More resources (e.g., financial, board members, volunteers, and in-kind donations) are possible to the Volunteer Center through the CVC as relationships with businesses are strengthened The CVC helps the Volunteer Center fulfill its vision to mobilize people and resources to deliver creative solutions to common problems Benefits to Communities The community is enhanced by the partnership of companies working together to address serious social problems Nonprofit organizations learn to work more effectively with business volunteers More companies with employee volunteer programs means an increased number of volunteers to address community needs Joint projects provide opportunities for small businesses to partner with others for community betterment 6 Toolkit for Developing and Strengthening Corporate Volunteer Councils An Overview

7 Why Form A Corporate Volunteer Council? CVCs are formed for a variety of reasons, based on the needs of the local community and the interests of the CVC business members. CVCs might initially gather to address a pressing local issue, to network with other community-minded business peers, or simply to share ideas on effective practices in workplace volunteering. Reasons to start a CVC: To network among community-minded peers To increase company visibility through joint service projects To share effective practices on employee/retiree volunteer programs To promote workplace volunteering To provide valuable opportunities for professional development To learn about community service agencies and their need for business resources To have a greater effect on social issues by forming community partnerships While membership of a CVC is usually limited to business leaders, members will typically have many opportunities to interact with nonprofits. Nonprofit organizations are often invited to serve on panels and help determine how to engage more companies in community service projects. Joint projects sponsored through CVCs allow businesses of all sizes to partner with a broader network of companies, working together for the common good. Toolkit for Developing and Strengthening Corporate Volunteer Councils An Overview 7

8 The Principles of Excellence for Corporate Volunteer Councils In 1995, the Foundation developed the Principles of Excellence for CVCs to guide both developing and well-established CVCs. These Principles serve as practical benchmarks for CVCs in any stage of development. They also are a tool to guide development of a mission statement, bylaws, and the general structure of CVCs. CVC Structure The Principles can easily be remembered by the acronym A-C-T. ACKNOWLEDGE COMMIT TARGET that CVCs exist to meet the needs of businesses and the community. to assisting businesses interested in developing employee volunteer programs. CVC efforts to address serious social problems based on real community needs. Below, in more detail, are specific questions to help assess how well a CVC is doing towards meeting its mission. ACKNOWLEDGE that the CVC s mission is two-fold: (1) to provide professional development and networking opportunities for its members and, (2) to more effectively address community needs through collaborative volunteer efforts with the business community. Does the CVC have a written purpose statement recognizing its commitment to the community and to its individual member companies? Is this purpose expressed through mission statements, credos, or social policy statements? Does the CVC communicate its purpose and vision consistently to its member companies, the business community at-large, and nonprofit community leaders? (e.g., through newsletters, annual reports, program meetings, presentations, web site, brochures, press releases, etc.). Does the CVC leadership group participate in leading the development and support of their own CVC by continually recruiting new member companies and sharing their expertise (challenges & successes) at the local and national level? Does the CVC encourage collaborative employee efforts among its members? Does the CVC maintain information regarding member companies that is easily accessible to other members and nonprofit referral agencies? Does the CVC work in collaboration with community agencies such as the Volunteer Center, United Way, Cares organization, or other relevant nonprofits? 8 Toolkit for Developing and Strengthening Corporate Volunteer Councils An Overview

9 Does the CVC actively address diversity (of company size, industry, and individual members) in its recruitment efforts? COMMIT to assisting businesses interested in developing employee volunteer programs based on the Principles of Excellence for Workplace Volunteering. Does the CVC reinforce the Points of Light Foundation s Principles of Excellence for Workplace Volunteering? (See this kit s companion CD-ROM for these Principles under the Corporate Volunteer Council Overview folder) Has the CVC established policies, procedures and goals to achieve its mission? Is it managed effectively and efficiently? Is the CVC structured in such a way to be able to respond effectively to the professional development and networking opportunity needs of its member companies? Does the Council have a program committee or membership services contact? Does the CVC regularly solicit input from member companies regarding their needs and ideas? Corporate Volunteer Council Overview Principles of Excellence for Workplace Volunteering Programming Does the CVC provide or arrange for training to meet the needs of member companies? Is specialized training offered to companies with new programs as well as to those with more advanced needs? Are opportunities for networking offered that encourage members to share their expertise, program materials, and experiences with one another? Are member companies kept informed of local and national trends and effective practices? Is participation and support of national initiatives (e.g., Seasons of Service Days, Awards for Excellence in Workplace Volunteer Programs, etc.) promoted and encouraged? Does the CVC recognize or award member companies or individuals that have exhibited commitment, leadership, and impact within the community? TARGET CVC efforts to address serious social problems based on real community needs. Does the CVC utilize existing community needs assessments to determine serious social problems? If a needs assessment does not exist, does the CVC and its member companies work in collaboration with nonprofit agencies and business leaders to conduct research to determine community needs? Does the CVC evaluate its efforts and effectiveness, including its impact on the community and the member companies? Toolkit for Developing and Strengthening Corporate Volunteer Councils An Overview 9

10 Six Steps to Creating a Corporate Volunteer Council Just as there is no standard CVC, there is no single way a CVC is expected to develop. What follows are not so much hard and fast rules, but more a collection of principles and guidelines based on the experiences of operating CVCs. For more detailed information, please refer to the examples and tips included on the enclosed CD-ROM. The six steps are: Step 1 - Obtain Leadership and Form a Planning Task Force CVC Start Up Tips, Tools and Resources Step 2 - Identify Mission, Goals, and Strategies Step 3 - Develop the Structure Step 4 - Develop the Programs Step 5 - Develop Partnerships with Nonprofit Organizations Step 6 - Develop an Evaluation System Step 1 - Obtain Leadership and Form a Planning Task Force The first step or idea for forming a CVC may come from people who decide that they want to pool efforts when responding to specific community needs. For example: An individual within a company is given the responsibility for starting an employee or retiree volunteer program. Rather than reinvent the wheel, the employee decides to learn from other workplace volunteer managers. Several company volunteer administrators with active programs decide that combining their knowledge and sharing effective practices and challenges could make each of their jobs easier. A local Volunteer Center, United Way, or Cares organization sees a need to mobilize business volunteers in a coordinated fashion to expand the ways in which they become involved in community problem-solving. When moving from that initial idea of creating a CVC to putting that idea in motion, it is important to develop a core-planning group. 10 Toolkit for Developing and Strengthening Corporate Volunteer Councils An Overview

11 The following organizations are useful local resources for either the single company CVC organizer or for the several companies that may form a planning group to help initiate a CVC. Volunteer Center State office on volunteerism or a city office of volunteers United Way agency Cares organization Junior League Chamber of Commerce Representation of the local Directors of Volunteers in Agencies (DOVIA) or similar group Corporate Volunteer Council Structure Mission Statements Step 2 - Identify Mission, Goals, and Strategies The first recommended task for the core-planning group is to determine the CVC mission, then identify goals and strategies that will benefit businesses, employees, and the community. These goals will provide the basis for future decisions about the nature, scope and relative priorities of CVC projects and activities. Ideally, goals are part of a strategic plan that outline the actions that will shape and guide the future direction of the CVC. Before goals and strategies can be put into action, it is strongly suggested the planning group 1) conduct or use a recent needs assessment of the local community, and 2) conduct a member survey to identify the businesses priorities and interest. Step 3 - Develop the Structure The structure of a CVC depends on how the group chooses to define its overall mission, purpose, and objectives. Much like its purpose, the structure will be dependent upon the local community and the composition of the council s membership. There are three main ways that CVCs are organized: 1. As an independent 501(c)3 organization; 2. As an internal part of a Volunteer Center; or 3. In partnership with a Volunteer Center. Toolkit for Developing and Strengthening Corporate Volunteer Councils An Overview 11

12 Most CVCs have either a partnership or are part of a Volunteer Center. Only three percent of CVCs are currently stand-alone nonprofit organizations. There are generally four main components to a CVC membership, membership dues, governing body/administration and meetings. Membership Corporate Volunteer Council Structure Bylaws A. Membership: Usually the business employees who are responsible for starting or facilitating an employee volunteer program are the people who join CVCs as members. The membership of the CVC should be a combination of small, medium, and large companies. Most CVCs have a membership committee that targets specific industries or companies that are not reflected in their current Council s membership. Informing incoming members of the scope of the membership commitment and engaging all members in new member recruitment can help the CVC grow in a positive direction. Some CVCs have created incentives and discounted attendance fees for first-time members. Successful recruitment often involves making ongoing, targeted, and proactive connections. B. Membership Dues: Membership dues for a CVC have a tremendous range. Some important issues to consider are: Is the membership fee flat or based on a sliding scale (e.g., the company budget or number of employees at the company)? Are there distinct membership categories for business and nonprofit members? Does the membership fee cover the cost for all programs sponsored by the CVC? How many representatives can a company have as a member of the CVC? How does this impact, if at all, voting rights per company? C. Governing Body and Administration: Creating a governing body to lead and support the CVC through its initial stages of development is important to a CVC s success. Consider creating leadership succession planning within the CVC by providing specific roles to officers, committees, and committee chairs. The CVC should be a joint project of several organizations so that responsibility does not rest on one person or one company alone. This helps ensure the future continuation of the CVC. 12 Toolkit for Developing and Strengthening Corporate Volunteer Councils An Overview

13 Key practices include creating opportunities for veteran CVC members to share their experience and expertise with new members by establishing a new member committee or organizing one-on-one mentoring or coaching relationships. Another is for the CVC to design and distribute an annual survey to better determine the business priorities of the members and refine the programs and services of the CVC as needed. Volunteer Centers can provide a range of services that are already in place and can also act as the fiscal agent if needed. In determining the best model for the CVC, consider the current scope of membership, the CVC s business champions, and possible program focus areas. D. Meetings: A majority of CVCs meet on a regular basis and are conducted monthly, bi-monthly, or quarterly. Below are some meeting tips: Programming Meeting Ideas Have an agenda/schedule ahead of time Pick specific topics to be addressed Have a short meeting early in the morning (before work) or in the evening Select a meeting location that is accessible from all areas Provide feedback to everyone, including those who could not attend (meeting minutes) Step 4 - Develop the Programs A CVC can take a number of programming directions to meet its goals, objectives, and the interests of its membership. The following questions can help define the program development process: What types of programs and services (ongoing, one-time, joint, etc ) should the CVC sponsor? Should the CVC focus on one or several issues throughout the year? What professional development opportunities should the CVC provide to its members? Step 5 - Develop Partnerships with Nonprofit Organizations Nonprofit organizations know the community s needs and have specific skills or experience in helping to organize others. As leaders from the CVC and nonprofit organizations develop the specifics of their partnership, remember that making it successful means the partnership is mutually beneficial. Each group should have clear roles and responsibilities, as well as a joint reporting technique. Toolkit for Developing and Strengthening Corporate Volunteer Councils An Overview 13

14 The role of a Volunteer Center with a CVC has proven to be integral in the formation of many CVCs. Volunteer Centers are local organizations responsible for connecting volunteers with opportunities to serve; building the capacity for effective local volunteering; promoting volunteering; and participating in strategic initiatives to mobilize volunteers to meet local community needs. Membership Surveys Volunteer Centers are capacity builders teaching schools, businesses, and nonprofit organizations how to use volunteer power effectively. They provide local leadership for national volunteer initiatives and provide a national network of local organizations poised to implement initiatives in communities across the nation. In fact, the Volunteer Center National Network in partnership with the Points of Light Foundation is the country s largest local delivery system for mobilizing people and resources to tackle serious social problems within local communities. In the beginning stages of a CVC s operation, many Volunteer Centers often assist in the planning of a CVC by providing staff support. Some Volunteer Centers serve as associate or affiliate members of the CVC. As the CVC grows, the role of the Volunteer Center may increase to include new responsibilities and methods of support. Step 6 - Develop an Evaluation System Evaluating the CVC is an important factor in defining the success of CVC projects and the CVC s future role. Plan for the evaluation process to be in place during the first stages of development in order to assess needs most effectively. Decide when or how the evaluation should be conducted and who will administer it. Then allocate enough financial and human resources to assure the evaluation is done. The CVC s purpose statement or goals can help determine what data will be collected and how it will be communicated. Some ideas for CVC evaluation include: Using the Principles of Excellence for CVCs to measure the types of initiatives for which the CVC is taking part Capturing the satisfaction level of members Collecting qualitative and quantitative data on programs and services Assessing the satisfaction of the community organizations and the community itself Ensuring the CVC stays true to its mission 14 Toolkit for Developing and Strengthening Corporate Volunteer Councils An Overview

15 Points of Light Foundation - Additional Resources In addition to the attached CVC-CD-ROM, the Foundation provides a wealth of resources to support CVCs. It supports the formation and strengthening of CVCs that provide opportunities for businesses and corporations to learn how to support their employees in service to their communities. Through such targeted efforts, the Foundation assists CVCs in addressing the most serious social problems of our nation. Useful programs and activities sponsored by the Foundation include: CVC National Network. The Corporate Volunteer Council National Network Partners program provides a variety of benefits to CVCs. Benefits include customized assistance, networking opportunities, a CVC Directory, and many other resources. For more information on CVC membership services, CVC@PointsofLight.org or visit Programming Resources The Corporate Volunteer Development Department. The Department engages companies of all sizes throughout the nation in improving the communities where they live and work, while also meeting strategic business goals. By bringing businesses together with Volunteer Centers and other nonprofit organizations, the Department helps companies integrate company philosophy and values with community needs and employee interests. For more information visit or CVDinfo@PointsofLight.org. Business Membership. Foundation business membership offers a host of useful benefits to companies as they build and sustain strategic workplace volunteer programs. For more information about business membership and benefits, visit Toolkit for Developing and Strengthening Corporate Volunteer Councils An Overview 15

16 The Awards for Excellence in Workplace Volunteer Programs. In partnership with several major national business and nonprofit organizations, the Points of Light Foundation & Volunteer Center National Network established the Awards in 1993 to recognize businesses of all sizes and of all industries who meet in an exemplary way the Principles of Excellence for Workplace Volunteering. The Awards are designed to honor a business overall employee/retiree volunteer effort, including the actual community service projects and the program policies and company vision that support those volunteer activities. For more information on this awards program visit Seasons of Service (SOS). Sponsored and promoted by the Points of Light Foundation & Volunteer Center National Network, SOS is a portfolio of national opportunities for people to volunteer their time and talents to service projects and activities throughout the year. More than 20 million people volunteer each year to be part of the Seasons of Service initiative which include: Martin Luther King, Jr. Day, National Youth Service Day, National Volunteer Week, Join Hands Day, One Day s Pay, Make a Difference Day, and National Family Volunteer Day. Many companies have found these designated periods of volunteer service to fit well with their community service efforts. For more information on Seasons of Service, visit or seasons@pointsoflight.org. 16 Toolkit for Developing and Strengthening Corporate Volunteer Councils An Overview

17 CD-ROM Topics Corporate Volunteer Council Overview Overview for Toolkit for Developing & Strengthening Corporate Volunteer Councils Principles of Excellence for Workplace Volunteering Start Up Tips, Tools, and Resources Structure History Mission Statements Bylaws Committee Organization Progamming Meeting Ideas Sample Agendas Past Foundation CVC Newsletters Membership Member Fee Structures and Benefits New Membership Orientation Recruitment and Retention Surveys Communications Brochures Newsletters Special Programs Award Programs Presentations Toolkit for Developing and Strengthening Corporate Volunteer Councils An Overview 17

18 Business/Corporate Volunteer Council Locations AL, Huntsville AZ, Phoenix AZ, Tucson CA, San Diego CA, San Francisco CA., Santa Ana CA, Torrance CA, Walnut Creek CO, Colorado Springs CO, Denver CT, Danbury CT, Shelton CT, Stamford DC, Washington Fl., Boynton Beach FL, Bradenton FL, Fernandina Beach FL, Ft. Lauderdale FL, Orlando Fl, Sarasota Fl, Stuart GA, Atlanta GA, Savannah IA, Des Moines IL, Champaign IN, Indianapolis KS, Topeka KS, Wichita KY, Lexington KY, Louisville LA, Baton Rouge LA, Lake Charles LA, Lafayette MA, Boston MD, Baltimore MD, Hyattsville MD, Prince Frederick MD, Rockville ME, Portland ME, Skowhegan MI, Battle Creek MI, Detroit MN, Minneapolis/St. Paul MN, St. Cloud MO, Kansas City MO, St. Louis MS, Jackson NC, Charlotte NC, Durham NC, Greensboro ND, Fargo NJ, Hackensack NJ, Morristown NV, Las Vegas NY, Buffalo NY, Hempstead NY, New York NY, Syracuse NY, White Plains OH, Akron OH, Canton OH, Cincinnati OH, Lebanon OH, Medina OK, Tulsa OR, Portland PA, Bethlehem PA, Philadelphia PA, Pittsburgh SC, Charleston SD, Sioux Falls TN, Chattanooga TN, Memphis TX, Dallas TX, Houston UT, Salt Lake City VA, Fairfax VA, Norfolk VA, Richmond WA, Seattle WA, Yakima WI, Appleton WI, Green Bay WI, Madison WI, Milwaukee WI, Pewaukee WI, Racine WI, Wausau To connect to a local CVC contact cvc@pointsoflight.org. 18 Toolkit for Developing and Strengthening Corporate Volunteer Councils An Overview

19 Points of Light Foundation & Volunteer Center National Network 1400 I Street, NW, Suite 800 Washington, DC