Establishing and maintaining an Employee Volunteering Program (EVP) Guide for employers

Transcription

1 Establishing and maintaining an Employee Volunteering Program (EVP) Guide for employers

2 Contents Introduction 1 But first things first are you ready to partner? 1 Ten steps to focused, engaging partnerships 3 Step 1: Staff interests 3 Step 2: Which cause? 3 Step 3: Devising policy 4 Step 4: Targeting your preferred NFP 5 Step 5: Risk analysis 5 Step 6: Making it work 6 Step 7: Open communication 7 Step 8: Partnership agreement 7 Step 9: Measuring and evaluating 8 Step 10: Exiting a partnership 8 Partnership tool kit 9 Tool 1: Partnership readiness 9 Tool 2: Focusing on goals 11 Tool 3: Staff survey employee volunteering 13 Tool 4: Finding the right partner 14 Tool 5: Partnership arrangements 15 Tool 6: Partner responsibilities 15 Tool 7: Partnership agreement 16 Tool 8: Evaluating the program and partnership 18 Acknowledgements: ABN Volunteering Victoria is endorsed as a Deductible Gift Recipient (DGR) Tool 9: Performance indicators for corporate volunteering 21 Tool 10: Exiting a partnership 22 This publication has been prepared by Volunteering Victoria. Volunteering Victoria gratefully acknowledges the financial support of ExxonMobil Australia Pty Ltd in the printing of this resource. Volunteering Victoria contact for advice on any aspects of employee volunteering programs and corporate partnerships: Business & Community Partnerships Manager T: F: E: info@volunteeringvictoria.org.au Volunteering Victoria Published February 2013.

3 Introduction Many Victorian businesses are choosing to support particular causes or the community through active participation in the activities of a not-for-profit organisation. Apart from helping employees feel proud about their workplace, an Employee Volunteering Program (EVP) develops workforce skills and experience while building staff morale and team cohesion. Our guide has been developed based on our extensive experience working with, and advising, corporate and employers to do exactly this. It is designed to help you, as a business and employer, find out about how to maximise the impact and benefits of introducing and maintaining an employee volunteering program through focusing on the questions, tips and tools in the following pages. This guide outlines finding the right partner, arranging effective partnerships, devising formal agreements, maintaining communication and evaluating the partnership. Our Ten steps to focused, engaging partnerships begin on the following page. Each step has an associated tool to simplify and streamline the EVP process. But first things first are you ready to partner? It is important to carefully consider your business s reasons, and readiness to partner. To focus thinking on the reasons for partnering and the perceived risks and benefits, review Tool 1: Partnership ready checklist beginning on page 9. Contemplating and devising partnering goals will improve assessment of your current capacity to partner. These goals pertain to community, business and/or employees. Ideas for broad goals can be found in Tool 2: Focusing on goals on page 11. Knowing and setting your own specific goals will inspire a more incisive search for the right partner. ii 1

4 Ten steps to focused, engaging partnerships Our ten-step guide directs you through decisions around the why, who and how of EVPs. Considering these issues will help create a rewarding partnership for everyone concerned. Step 1: Staff interests Volunteering should always be a matter of choice. To ensure your employees embrace the opportunity, gauge their level of interest prior to researching possible likeminded organisations with whom to partner. Not all staff need be involved in the EVP; however, encouraging as many employees as possible will be more satisfying overall. Staff interest can be sought formally or informally. For assistance with formal research on volunteering preferences see Tool 3 Staff survey employee volunteering on page 13. This survey is ready to print. If devising your own, include an introductory statement outlining the reasons for a volunteering program and uses for the information collected. An ORIMA staff survey revealed that 75% were interested in volunteering through work, most preferred once-off projects unrelated to their professional skills. Step 2: Which cause? Determining your target partner is important. You may have a preference for supporting smaller organisations that could really benefit from regular support. Perhaps you re aiming for a strategic fit with your own business. Or you may ask staff to come up with suggestions for interesting causes or roles. At this stage write down all your ideas or those gathered from consulting with your staff. There will be time later to match your business with your ideal NFP. Paul from Mortgage Choice believes other small business owners should make time for volunteering. He suggests seeking groups through volunteer resource centres and local councils then lock onto one you get passionate about. 2 3

5 Step 3: Devising policy An EVP policy expresses your commitment to participating in community volunteering activities. This document should communicate the business s intentions and objectives for volunteering and outline parameters and procedures for the way it will work. Considerations for drafting your policy: Parameters Reasons for choosing to support the community in this way Guidelines for selecting NFPs, including any exclusions Restrictions on staff activities Administrative processes. Budget Are you offering paid time off for volunteering? If so, how many days per year and to which staff? Will time in lieu be considered for volunteering out of normal working hours? Is reimbursement available for any costs associated with volunteering? Are funds or in-kind support available to the volunteering project? Support Will the business extend workers compensation coverage to staff when volunteering? Will the business support staff to volunteer in their own time? If so, how? Who will co-ordinate the program? How, when and who will evaluate the program? Determine how much support you can offer then identify your preferred causes. Step 4: Targeting your preferred NFP Identifying reasons and objectives for engaging with a community organisation will point towards the right match for your volunteer partner. Think about your business, employees and wider community. Do you want to: Spread your skills widely or make a difference in a key area of need? Network and gain community exposure? Build group cohesion, goodwill and/or loyalty within your staff? Link areas of your business with other areas that don t usually work together? Develop employee skills, including opportunities to lead, manage projects, listen, be challenged, etc. Fill quiet business periods with meaningful work? Other considerations include: Do your mission and values align with the prospective partner? Is the prospect s culture congruent with or does it complement yours? Partner selection should be based on common aims and alignment of cultures. The checklist on page 14 Tool 4: Finding the right partner can form the basis of a conversation in-house or with your potential partner. If there s a particular favourite cause, region or organisation among your staff, follow their lead. Focus your research on their interests and enthusiasm. Step 5: Risk analysis The volunteering activity should not expose your employees to unreasonable risk. We ve provided a simple checklist to ensure the safety of your staff while volunteering. (See also Tool 1: Partnership Ready checklist on page 9.) Does the NFP organisation: Have sufficient public liability insurance? Follow sound workplace health and safety practices? Provide adequate supervision of volunteering staff? Provide water and sunscreen to outdoor workers? Outline expectations for volunteer behaviour? Allow a site visit by a representative of your business to determine the risks are minimal? Note: If employees are given paid leave to undertake the activity, verify with your insurer that workers compensation insurance cover volunteer activities. For a comprehensive overview of the rights and responsibilities of all parties, see Insurance and Risk Management for Corporate Volunteers at 4 5

6 Step 6: Making it work Once you have found the right partner, consider the type of partnership you both want. This may take brainstorming, information sharing, listening and creative thinking. Begin small then evolve into a more complex partnership as the relationship matures. Discussing the partnership s vision, objectives, responsibilities and logistics will assist the running of the project: Discuss and agree on a shared vision Identify aims and measurable objectives Ensure common expectations Define and recognise each partner s roles Outline the tasks - Single or multiple? - Simple or complex? - Large or small? - One-off or ongoing? - Skilled or unskilled? - Short-term or long-term? List coordination responsibilities and resources - Clearly state each partner s coordinators names, contact details and responsibilities - Clarify project length, roles, expected outcomes and time available - Break project into manageable steps according to overall length and volunteer time - Develop handover processes. Using Tool 5: Partnership arrangements and Tool 6 Partner responsibilities on page 15 will assist the facilitation of the partnership through clarification of roles and suggestions for open communication. Successful partnerships do not necessarily involve equal role sharing. Roles may be complementary but separate, responsible for different functions or combine expertise. Step 7: Open communication Clear and open communication with the NFP organisation will put you in good stead for the life of the project. Listen to their needs before suggesting how you might support them. Some considerations: Learn about one another s expectations of the proposed partnership. Discuss their need for and your capacity to provide other support such as in-kind donations, financial assistance, office equipment, meeting room space, profile building, etc. Find out what they can offer you, such as lunch for staff on the activity day, media releases, website or event exposure, etc. Realistically assess each other s capacity. Devise different key messages and communication strategies to suit each audience employees, senior executives, local community, clients/potential clients, media, partners, competition, etc. Attribute responsibility for communicating to each stakeholder. Consider the partnership environment what effective communications are already in place? Where are the areas for improvement? Step 8: Partnership agreement A partnership agreement is a written understanding defining how partners will work together. It formalises the partnership and can act as a reference point to ensure you re meeting the original aims. It outlines activities, roles and responsibilities. It can also include reporting, decision-making protocols, even exit strategies. A letter of agreement identifies each party s responsibilities and enhances mutual understanding of the partnership and project. The letter could include a table listing tasks and related responsibilities, timelines and actions as per Tool 6: Partnership responsibilities on page 15. Volunteering Victoria has developed a template letter of agreement based on those included in our Insurance and Risk Management for Corporate Volunteers. This template is on page 16 (Tool 7: Partnership agreement). It can be adapted, altered or adjusted to suit your specific partnership. Remember, it should allow for change as the partnership matures. 6 7

7 Partnership tool kit Step 9: Measuring and evaluating Evaluation is essential for appraising the program and partnership. It will determine if and/or how you continue. For extensive sample evaluation questions please refer to Tool 8: Evaluating the program & partnership on page 18. You may want to add specific questions based on your original objectives and unique partnership. Tool 1: Partnership readiness Ensure your business considers these questions before entering into a partnership. 1. Reason(s) for partnering for my business: Depending on time, resources and future intentions you may want to evaluate in-house or incorporate other stakeholders such as your partner organisation, the broader community or volunteer resource centres. The following can be useful: Formally and informally thank the volunteer staff for their involvement Formally acknowledge the not-for-profit organisation for the opportunity to partner with them Ask for feedback from a) your own staff, b) the organisation and c) the EVP coordinator List partnership successes and areas for improvement. For consistency, be sure to ask each stakeholder the same set of questions in the same way. Tool 9: Performance Indicators for Corporate Volunteering (page 21) provides formal markers used by companies worldwide to determine the quality of their EVP. This document reviews six essential elements. Reviewing 12 months into the program ascertains your meeting of objectives. Step 10: Exiting a partnership Despite good research and best intentions, sometimes partnerships don t work out. At other times, the partnership may come to its natural conclusion. If you re no longer able to support the organisation, ensure they are equipped to continue the work by: 2. Benefits and risks of partnering for my business: Benefits Risks Transferring the knowledge required to maintain the project Advising on the logical next steps Suggestions for implementation. Tool 10: Exiting a partnership on page 22 will help create a smooth transition. 3. Strategies to minimise the identified risk/s: 8 9

8 Partnership readiness (continued) 4. In partnering with a community organisation, my business could offer: Resource description Yes No Amount Time (volunteer hours) Cash Space Equipment & other in-kind contribution Networking Accredited First Aid training Pro bono services Financial services I.T. services Marketing & communication Business management OH&S training Other (describe) 5. Having established the reason/s for a partnering, determine the degree to which your organisation is ready to partner. Providing evidence to support willingness and commitment will mean you re in for fewer surprises later on. Do your staff and other important stakeholders support the idea of working with a community organisation? Yes No Can you commit fortnightly, monthly, annually? Yes No Is your organisation willing and able to share and learn from other organisations? Yes No Do you have the resources (financial and other) to commit? List these: Yes No Who will engage the partnership? List their skills: Yes No Do the benefits associated with a partnership outweigh the risks? Yes No If skills or training are being offered, can staff commit to the time involved? Yes No NB answering no to these questions may just mean you need to think about the partnership a little more before looking for suitable NFP organisations. Tool 2: Focusing on goals Goals Quantitative outcomes Qualitative outcomes Measuring qualitative outcomes Community impact goals Businessrelated goals Employeerelated goals Achievement of projects Equivalent dollar amount donated for the time staff spent volunteering (use staff hourly rates to calculate) Number of not-for-profits who received help Amount of money saved Number of staff volunteers who continue to support the not-for-profit Number of clients who benefited from the project Level of sales (through increased community exposure) Number of new networking opportunities Customer retention Staff turnover rate Number of hours given Dollar amount donated to the volunteering activity Level of media coverage relating to the partnership Number of staff participating in the program Staff turnover rate Exposure of staff to the experience of volunteering Skills transferred from the business to the not-for-profit Better understanding from staff about their local community Community awareness Brand recognition Positive word-of-mouth Improved community perceptions Staff morale Staff perception of their employer Team cohesion Awareness of community needs New skills learnt or developed Use feedback surveys to determine what the project has achieved Ask the not-for-profits to collect feedback from clients if appropriate Implement staff survey to measure any changes in perceptions of volunteering Customer feedback and improved customer loyalty can indicate improved perceptions of your business Favourable media coverage Staff surveys could be used to explore their perception of your business and your role in the community Post volunteering surveys to ascertain employees intention to stay Survey perceptions of you as an employer Identify and incorporate into performance appraisal processes Measure the proposed skills enhanced through volunteering 10 11

9 Tool 3: Staff survey employee volunteering We re considering establishing an Employee Volunteering Program (EVP) and would appreciate your thoughts. 1. What type of volunteering might appeal to you? Team-based projects Related to your work skills Takes place outdoors Computer-based projects Onsite Individual projects Not related to your work skills Takes place indoors Business Development Projects Virtual 2. How likely are you to participate in a volunteering program? (Please circle) Very likely Likely Not very likely Very unlikely Don t know 3. Do you have any particular community causes or organisations that appeal to you that you would like our business to support? Thanks for your time

10 Tool 4: Finding the right partner Partner selection should be based on common aims and an alignment of cultures. If you haven t already, brainstorm the type of partners that would best fit your organisation s values. Use the following checklist as the basis for an informal conversation, preferably face-to-face, with your potential partners. Tool 5: Partnership arrangements Identify each partners support, contributions, roles and responsibilities. Vision and aims Commitment (e.g. resource contribution) Task and timelines Roles and responsibilities Potential partner capacity Evidence Information still required My business My partner Skills and competencies that complement my organisation Networks that complement my organisation Tool 6: Partner responsibilities Resources (e.g. services and knowledge) that complement my organisation Tasks Responsibility Respected by its peers and within its community Good management and governance structure Stable work force Commitment from senior management Timeline Process Can dedicate time and resources to the partnership Similar values and cultures Willing to share knowledge and resources Willing to be flexible and learn from each other Similar vision and objectives about partnering Can see ourselves working together Can see mutual benefits 14 15

11 Partnership agreement (continued) Tool 7: Partnership agreement Partnership agreement between (insert name of Partner A) and (insert name of Partner B) This partnership agreement outlines the framework for our working relationship. It is not a contract. It is built on goodwill and binding honour. This agreement does not permit the use of copyright materials (including logos), dissemination of confidential information or allow staff from each of the organisations to represent the other without prior written agreement. This document consolidates discussions held with (insert name of partner) and outlines the shared aims of the organisations and proposed areas of partnership. Organisations Aims Recognising our shared vision and the skills and resources of individual partners, the aim of this partnership is to work together to identify and develop opportunities to (state in detail the partnership s aims and strategies for achieving these aims). Activities, roles and responsibilities By working together we recognise the benefits that each organisation can contribute to the partnership. Initial focus will concentrate on, but not be limited to, the following themes/activities. (List the prioritised activities, timelines and people responsible for each activity.) Name of Partner A Name of Partner B Preamble (ABN *** *** ***) having its registered office at (insert address) (ABN *** *** ***) having its registered office at (insert address) Outline the background to the partnership (optional) Resources and commitment Each partner will commit to (insert the partnership commitment and duration) Each partner will provide the following resources (Partner A: List financial and other resources) (Partner B: List financial and other resources) Statement of purpose Through this partnership agreement between (insert your company s name) and (name of partner), we enter into this arrangement intending to work cooperatively to broadly (acknowledge the partnership aims and commitment). This document confirms the principles of both partners. While working together, we also recognise the specific roles and responsibilities of each party. Shared vision and complementary resources We share a vision of the value of partnering to achieve positive change in the community. This partnership is built on mutual respect. Our vision manifests itself in the following ways: - Belief in the value of the partnership - Synergies in our work to increase overall effectiveness - Understanding that sharing information builds expertise and skill - Building on each others existing strengths. (State the partnership vision here.) Acknowledgement of liability We acknowledge that each of our organisations have varying obligations and legal liabilities with respect to participants. (Clarify and briefly specify which organisation has legal liability for participants for example, employees, other community participants, family members.) Other resource requirements will be determined by negotiation with relevant stakeholders and addressed on a program-by-program basis. Notice For any reason either party may terminate the partnership agreement by giving 30 days notice in writing by pre-paid post. In the event of a breach of agreement it may be terminated without notice. Partnership and joint venture This partnership agreement creates no legal partnership or joint venture. Neither party can commit the other, financially or otherwise, to third parties. Review and evaluation (Insert the timeline for review of the partnership agreement and of evaluation of the partnership itself.) (List each aspect of the partnership to be reviewed and evaluated.) Signatures On behalf of (Partner A) Name... Signature. On behalf of (Partner B) Name... Signature. Witnessed by.. Date... Witnessed by.. Date

12 Evaluating the program and partnership (continued) Tool 8: Evaluating the program and partnership You may have a general sense of how the partnership is going, but formal evaluation provides evidence. Evaluating distils areas of benefit and areas for improvement, sometimes delivering surprises. Setting parameters for the evaluation will focus your research and save time. Volunteering Victoria has devised four evaluation phases. Phase 1: Determine the evaluation questions The following list of questions forms the basis of a thorough evaluation. You may also appraise areas specific to your partnership and program. Partnership objectives Why did we decide to partner? Are the reasons still relevant? What were our original objectives for the partnership? Are the original objectives still relevant? What is proving most difficult to achieve? Does each partner believe that the partnership is working towards a common aim? Partnership responsibilities Does each partner understand its role and responsibilities? Is there a fair division of responsibilities and resources? Is each partner meeting its roles and responsibilities? Are decisions made jointly? Partnership cohesion Are staff and managers from partnering organisations working well together? Is there an environment of honesty, respect and mutual understanding? Do the partners communicate openly, honestly and regularly? On what issues have the partners disagreed? Have mechanisms been put in place to resolve such issues? Has the partnership been recognised both internally and externally? Partnership costs and benefits Were the achievements worth the time, effort, money and other resources? What have we learnt? Do both partners believe they are deriving benefits from the partnership? What are the main successes of the partnership and the program? What are the main strengths and weaknesses? What have been the program s impacts on each organisation s: - internal operations? - organisational culture? - clients? - staff? - wider community? Partnership direction How can these results shape the partnership and program? What revisions need to be made? How can the program be improved? Do we want to continue the partnership? What resources are required to continue? Is the partnership needed? Are there different or better ways to achieve the same aims? What measures would strengthen the partnership? Phase 2: Write an evaluation plan An evaluation plan identifies: Who is responsible for undertaking and overseeing the evaluation Which reports, documents, will be examined Which viewpoints will be gathered (e.g. managers, staff, clients, relevant community members) How these views will be gathered (e.g. focus groups, personal interviews, written questionnaires or a combination) How this information will be assessed and reported How stakeholders will comment on the findings, conclusions and recommendations before the final report When each evaluation activity will be completed When the final report will be presented Who will have access to the findings and the final report (e.g. partners only, wider community, etc.). Phase 3: Complete the evaluation activities Ideas for gathering information: Meet with key stakeholders to review the evaluation questions and work plan Examine the main points of the partnership documentation and files Develop a survey and distribute it to key participants Arrange interview appointments with key participants, either in groups or individually Facilitate a workshop for some or all involved in the activity. Assessing information Analyse the documents and interview notes by identifying general themes, concerns and issues. Perhaps summarise these in a table according to your original objectives or evaluation questions. Writing report Prepare a report based on what you have learnt about the partnership and its achievements. Identify conclusions and recommendations. Make your report available to all relevant stakeholders

13 Evaluating the program and partnership (continued) Phase 4: Determine next step Revision of the partnership Based on the evaluation findings determine if the partnership: Needs change of focus and/or a review of the aims and purpose Needs redefinition of roles and responsibilities Needs to be expanded or reduced Will continue. Using the evaluation This data can be used in myriad ways. You might: Share it with partners Share it with staff involved and staff outside of the partnership Use it to adjust the partnership Use it to plan further partnerships Use it to apply for an award Use it to tell the story of your partnership and its activities. Tool 9: Performance indicators for corporate volunteering Essential element 1. Leadership commitment and positive organisational environment 2. Policy framework and structures that support volunteering 3. Strong community partnerships 4. Manage for impact, sustainability and innovation Application The Business Manager understands the connection between community involvement and the business s own success; encourages staff to understand this. Staff know how to identify opportunities and organise the volunteering activity through written policy and documented procedures. Determine how best to meet the NFP s needs and priorities by listening, engaging and sharing ideas. Set targets such as the number of volunteer days per year and NFPs supported. Assign someone to review and measure the program. Measure each EOFY. Consider other types of NFP support. 5. Learning from action Employees identify own learning needs and investigate volunteering roles that could achieve their objectives. Recognise that volunteering contributes to wellrounded individuals. 6. Leadership for business and the community Lead by example. Provide local media stories. Communicate to the community the value of volunteering. Collaborate with other likeminded business leaders. Taken from: Performance Indicators for World-class Corporate Volunteering. Licence held by Volunteering Australia

14 Tool 10: Exiting a partnership Not all partnerships operate seamlessly. In these cases, knowing when and how to exit is invaluable. Promptly attending to the actions in the list below will encourage a respectful exit process. To do By whom By when Termination of partnership letter sent to partner Inform all relevant stakeholders of partnership termination Preparation of final report on the partnership (including any financial statements) Include in the report: when & why the partnership started aims & achievements who contributed to these achievements lessons learnt Final report shared with key stakeholders, staff, board; others as appropriate Documentation organised so the partnership s history is not lost Documentation of disposal of assets Organise a celebration for partnership stakeholders 22 23

15 The printing of this resource was financially supported by ExxonMobil Australia