CORPORATE

Volunteerism
Essential Tools for Excellence

in Corporate Community Involvement

Table of Contents

Importance to Acknowledgments
Business Strategy . . . . . . . . . . . . .5
This paper is one in a series of papers supported by the Ron Speed Public Affairs
Benefits to Company, Employee
and Community . . . . . . . . . . . . . .7
Leadership Endowment, established in 1996 after the death of Ronald K. Speed,
Getting Started: Implementation
Vice-president, Corporate Government and Community Affairs for Honeywell and
Steps . . . . . . . . . . . . . . . . . . . . . . .8 President of the Honeywell Foundation. The Ron Speed Public Affairs Leadership
Encouraging Employee
Endowment was established to further the understanding of partnerships and
Volunteerism . . . . . . . . . . . . . . .10 collaboration between corporations and their communities.
Structuring a Volunteer Program
for Your Company . . . . . . . . . . .13
Volunteer Program
Essential Tools Paper Series
Components . . . . . . . . . . . . . . . .14 This paper is part of The Center’s Essential Tools Series, designed to provide essen-
Setting Corporate tial knowledge and help create excellence in corporate community involvement.
Volunteer Policy . . . . . . . . . . . . .16
Employee Volunteer Teams . . . .18
Measurement Tools and Contributing Staff
Program Evaluation . . . . . . . . . .20 Authors: Susan Thomas
Other Resources on Brenda Christoffer
Volunteerism . . . . . . . . . . . . . . .23
Graphic Design: Sharon Sabin
Dawn Chen

About The Center

The Boston College Center for Corporate Community Relations is an international
corporate membership organization. Since 1985, The Center has been a partner to
businesses worldwide, helping member companies strengthen their community rela-
tionships and investments to achieve healthy, sustainable communities in which to
live, work and do business. We do this through research, policy and education that
build knowledge of the interdependence of community vitality and business success.

Boston College Center for Corporate

Community Relations
Carroll School of Management
55 Lee Road
Chestnut Hill, MA 02467-3942
Tel.: (617) 552-4545
© 1999. Boston College Center for Corporate Community Relations. All rights
Fax: (617) 552-8499 reserved. This publication was prepared by the Boston College Center for Corporate
e-mail: cccr@bc.edu Community Relations and is not to be reprinted without permission of The Center.
http://www.bc.edu/cccr cccr99.26

2
Essential Tools for Excellence in Corporate Community Involvement

Volunteerism has long been part of human society, but

volunteer work as a part of corporate mission and

strategy is just a few decades old. Corporate volunteer

programs, though still in their infancy, are fast becoming

a popular tool within overall business and philanthropic

strategy. And in this short time, the businesses that use both strategy and creativity in

forming their volunteer programs shine brighter and reap more rewards not only for

the company, but also for employees and for the communities they serve.

The significant growth in corporate support for volunteer programs stems directly

from increased employee interest in wanting to get involved in helping their

communities. Media blitzes have also spurred public recognition that companies can

be viable resources in solving community problems. Many corporations stepped up

to the plate as part of the 1997 Presidents’ Summit for America’s Future and by com-

mitting to recent efforts such as America’s Promise—The Alliance for Youth (both

youth-based initiatives). The one common theme threading across corporations

today is that making a difference doesn’t happen through just money. Corporations

are utilizing their own best assets—their employees—in leveraging community invest-

ments and philanthropic activities to bring back the greatest return.

3
 Trends in Corporate
Volunteerism
According to Center research, corporate support for

volunteerism is at an all-time high. Findings from The

Center’s 1999 Community Relations Index show:

◆ 79 percent of companies surveyed have a volunteer

program at their company

◆ 55 percent have a volunteer incentive program

(dollars for doers)

◆ 33 percent have a formal policy for paid time off for

volunteer work

◆ 73 percent provide awards or other forms of

recognition for employees who volunteer

◆ 37 percent provide loaned executives

◆ 73 percent of corporations with volunteer programs

use volunteer teams

◆ 68 percent of corporations with multinational opera-

tions offer volunteer programs at their international

locations

Source: 1999 Community Relations Index, Boston College Center for

Corporate Community Relations

4
 Importance to Business Strategy
Putting a Price
on Corporate
The growth in corporate volunteer programs points to the increasing Volunteerism
intertwining and interdependence of business and community.
The value of corporate
Businesses also recognize that over the long term, participation in the
volunteer programs to a cor-
community is not only an opportunity to address societal needs but can poration, its employees and
also bring significant investment returns when efforts are strategically the community is obviously
aligned with corporate goals. high and nearly impossible
to measure. However, one
Balancing Corporate and just how or whether to develop busi- organization, Independent
Community Needs ness relationships locally, regionally, Sector, does annually
Volunteer programs serve as an effec- nationally and globally. By conducting estimate the dollar value
tive venue for building relationships an assessment of both internal and of volunteer time. For
with communities while bridging the external forces, one can design a com- 1998, Independent Sector
gap between community needs, com- munity involvement and volunteer pro- estimates the average
pany goals and employee desire to par- gram that establishes and maintains volunteer rate as $14.30 per
ticipate. A successful program strategy community relationships. hour, accounting for more
than $225 billion in volun-
balances these needs while focusing
Making Volunteerism Part of teer time.
efforts on gaining the highest return.
Strategic Philanthropy
An example: A software vending com- The effective use of corporate
pany donates equipment and technical resources in overall philanthropic
expertise to a crisis center where efforts is another important issue for
employees currently volunteer. In addi- companies. Many corporations are
tion, the crisis center desperately needs leaning away from traditional "check-
a system for tracking crisis calls. So the book philanthropy" and using a multi-
software company, which has just faceted approach to community
designed new data management soft- involvement efforts through volunteer
ware for the market, works with the cri- programs, product and equipment
sis center to test the reliability and donations, use of facilities, loaning
capabilities of the system. In this way, managers and technical expertise, cash
the software company maximizes its use and in-kind gifts. When included as part
of human capital and technical knowl- of a strategic mix of community-
edge, aligns its employee volunteer pro- involvement activities, corporate volun-
gram with corporate objectives, and teerism enables companies to provide
provides the resources for a much greater benefits to the community at a
needed community service. lower cost than through traditional
philanthropy alone.
Along with balancing corporate, com-
munity and employee needs, a key
issue for corporations to determine is

5
 FAST FACTS

In 1999, more than 1,500 com- Reaping the Benefits of of a volunteer’s life, including work.
panies were members of network Corporate Volunteer Programs People who are involved in certain
volunteer councils according to The
Points of Light Foundation. In 1985 The benefits of corporate volunteer volunteer activities are 10 times more
only 600 companies participated. programs are tangible in many ways. likely to report being in better health
Employees learn new skills, demon- than those who do no helping at all,
37 percent of Americans surveyed
cited employee volunteerism as the strate leadership and feel good about according to Luks. This continuous good
most impressive philanthropic activ- the company and contributing to the feeling feedback is a wonderful buffer
ity, while only 12 percent said giv-
community. The community benefits for work problems and employee vol-
ing large sums of money would
impress them the most. More than by gaining the manpower to deliver unteers report being much happier and
75 percent of respondents also services that may otherwise not be pos- more confident at work. More specific
agreed that corporations have a
sible. A corporation improves its public benefits of corporate volunteer pro-
much greater responsibility now
than ever before to play a greater image through volunteers acting as grams are outlined on page 7.
role in responding to the needs of company ambassadors, giving the com-
our society.
pany a “human” face.
Source: 1998 study by Hill & Knowlton Inc.
and Yankelovich Partners Inc.
Intangibly, a volunteer’s effect—coined
According to a 1998 survey of 89 as “the helper’s high” by Allan Luks,
leading American companies repre-
executive director of Big Brothers/Big
senting 7.3 million employees:
Sisters in New York — is the feeling of
• 72 percent of the companies
conduct a formal, organized elation from volunteering in worthy
employee volunteer program. Of causes that spills over into other areas
that group, 95% support group
volunteer projects among their
employees.
• The most common components
of the volunteer program include
cash grants, in-kind donations
and management assistance to
organizations where employees
volunteer; recognition programs
for volunteers; and release time
for employees to volunteer.
Source: Valuing Employee Involvement, The
Consulting Network

6
 The Benefits to Company, Employee and Community
Company Benefits
◆ Improves relations with surround-
ing community
◆ Improves public image
◆ Develops cooperation and good
relations with community leaders
◆ Improves recruitment and
retention of employees
◆ Builds a cohesive, motivated
workforce
◆ Increases employee performance
and productivity
◆ Improves employee morale
and reduces absenteeism
◆ Adds a potential source of infor-
mation for corporate philan-
thropy and community relations
programs
◆ Improves understanding of the
community and the company’s
customers
◆ Reduces isolation of employees
from the community
◆ Increases effectiveness of
corporate philanthropy
◆ Helps maintain a healthy commun-
ity, which is essential to business
◆ Helps establish and enhance cor-
porate or brand reputation in
new or existing markets
Employee Benefits
◆ Improves leadership and interper-
sonal skills
◆ Increases opportunity for employ-
ees to explore and develop new
areas of expertise
◆ Reduces isolation and increases
interaction with employees in
other segments and levels of the
company
◆ Adds variety and fulfillment and
increases sense of self worth
◆ Improves the community services
employees and their families use
◆ Increases and provides opportuni-
ties for more family interaction
and activity time
Community Benefits
◆ Provides new talent and energy
by increasing the number of vol-
unteers and the pool of available
skills (especially managerial and
technical)
◆ Increases understanding between
business and the nonprofit sector
◆ Supports the quality of life in the
community
◆ Alleviates or eliminates commun-
ity problems or deficiencies that
detract from the well-being of the
community
◆ Gives capacity to provide com-
munity services that otherwise
might be impossible
Value-Added Benefits:
A 1994 study evaluating General
Mills’ Employee/Retiree Volunteer
Program noted a number of value-
added components:
✓ Value to Community
Volunteers agreed that their ser-
vices reduced costs for community
agencies and that volunteering can
improve the nature and quality of
services to the community.
• More than half of the host organ-
izations stated they could not offer
their services without volunteers.
• 59 percent of volunteers said
the people served by the organ-
izations benefit most from volun-
teer activity.
✓ Value to Employee Volunteers
Employee and retiree volunteers
view volunteering as rewarding.
• Respondents were satisfied with
their volunteer experience 93
percent of the time.
• 87 percent plan to volunteer at
least as much in the future.
• 69 percent of employees chose vol-
unteer activities where they felt
the people served by host agencies
were the primary beneficiaries.
• 98 percent of the employees and
retirees support the company’s
commitment to volunteerism.
• Almost two-thirds of respondents
agreed that volunteer activities
provide an opportunity to learn
new, non-work-related skills.
• Employees say that through vol-
unteering they understand their
community better.
✓ Value to Company
Volunteer activities had few work-
place costs and volunteering does
not interfere with work. The com-
pany also accrues many benefits
from its volunteer program.
7
Unleashing Getting Started:
the Power… Implementation Steps

In 1998, the Boston College

Center for Corporate
Community Relations part-
nered with the American
Productivity and Quality
Center in a benchmarking
study that looked at best
practices, innovations and
key trends at 28 companies.
Some of the study’s findings
related to Volunteerism:
◆ Volunteer programs
have high value-added
attributes.
◆ Managing volunteer pro-
grams consistently ranked
in the top five responsibili-
ties of the CR function.
◆ Nearly half (43%) of
the benchmarking partners
have volunteer programs
at their international
locations.
◆ Seventy-eight percent of
the CR departments in
companies studied are
responsible for actively
managing company-
sponsored volunteerism.
◆ Although respondents rec-
ognize that tracking volun-
teer time can be used to
demonstrate company
impact to communities,
less than half (43%) use
this technique.
As you look to develop your own corporate volunteer program, you
first need to find out some basic information. The following implemen-
tation steps will help guide you through this process.
Step 1. Conduct internal and
external environmental scanning.
Utilize focus groups, surveys and meet-
ings with management and community
leaders to get insight on just what is
needed and what the current level of
support is for such a program. This type
of information sets the stage in defining
just what the corporate role should be.
Find out:
◆ What are the community needs?
◆ Are employees interested in volun-
teering? What types of commitment
(once per year vs. weekly), talents
(technical skills, administrative help,
etc.), and service groups (environ-
mental, elderly, children, education)
are most appealing?
◆ Will management support a corpo-
rate volunteer program? What level
of support is the company willing to
provide (flex time, paid time off,
matching donations, facility use,
donation of equipment, additional
funds and products/services, overall
program coordination, etc.)?
Step 2. Define the scope of
the volunteer program.
◆ Ensure that the program is in line
◆ Develop a mechanism to ensure that
the volunteer program fits in and is
consistent with the corporation’s
other philanthropic efforts.
Incorporate guidelines for the volun-
teer coordinator to follow.
◆Establish company policy on em-
ployee volunteer time during work or
after work hours and criteria for addi-
tional corporate support regarding
compensation; donation of funds,
equipment or company facilities; and
matching donations.
◆ Target community service efforts to
meet community needs, business
strategies and employee interest.
Develop a system (via a volunteer
coordinator, employee volunteer
committee or other) for choosing
which efforts or organizations the
company will support. Outline specif-
ic guidelines.
◆ Consider forming partnerships with
other companies or organizations to
meet the needs of projects larger
than that which your company could
support alone.

Source: Community Relations: with the corporate mission. Re-

Unleashing the Power of Corporate address the corporate mission if
Citizenship, 1998. there is no integration between its
business vision and community
vision.

8
Step 3. Establish program
requirements and structure.
◆ Assess how long it will take to estab-
lish and maintain a program.
◆ Estimate the size of the program.
Structure the coordination functions
to meet the anticipated program
needs. Does it make more sense to
coordinate volunteer functions inter-
nally through a part-time staff person,
or to contract externally with a non-
profit to fill these services?
◆ Determine the financial and staff
resources and commitment needed
to implement and run the program.
Step 4. Obtain internal buy-in
and resources.
◆ Obtain top management support for
the program; encourage participation
from all levels of the company.
◆ Ensure that funds are available for
the program.
◆ Acquire adequate staff or services
to oversee and coordinate volunteer
program functions.
Step 5. Make it easy and
rewarding to volunteer.
◆ Establish an appropriate and consis-
tent system for publicizing volunteer
opportunities and recruiting volun-
teers. This may include postings in
the employee break area, writing
articles or listings in the company
newsletter or utilizing the power of
phone calls and e-mail.
◆ Provide all relevant details when ask-
ing for volunteers. Find out exactly
what type of assistance is needed,
location and directions, timeframes
for when help is needed, and a con-
tact person for more information.
◆ Recognize volunteers for their efforts
and dedication—be creative and have
fun. Publicize volunteers in the
company newsletter; consider giving
perks like theater or sports tickets if
available; host an annual recogni-
tion banquet.
◆ Highlight both internally and exter-
nally thank you letters from organi-
zations, success stories of individ-
uals or communities helped, and
testimonials.
◆ Encourage family participation in
volunteer opportunities.
Step 6. Measure and share
program success.
◆ Develop systems to periodically
evaluate the cost and benefits of
the program and its impact on the
community, the company and em-
ployees. Keep track of staff hours
contributed, the monetary value of
employees’ time, the number of orga-
nizations served, the number of peo-
ple assisted, etc.
◆ Design a report to communicate the
volunteer program’s results.
Regularly update and share this
report with upper management and
employees
Key Components of Successful
Employee Volunteer Programs
◆ CEO support
◆ Clear access and allocation of
resources
◆ Middle-management
participation
◆ Employee involvement in
program planning and
management
◆ Central coordination of
activities
◆ Systematic evaluation
◆ Annual recognition events
◆ Computer database of oppor-
tunities and volunteers
◆ Close ties to community
volunteer organizations
◆ Encouragement and incentives
for volunteering
◆ Feedback on volunteer
accomplishments
◆ Volunteer efforts included in
performance appraisals
◆ System to involve
non-volunteers
9

FAST FACTS
92 percent of executives in the
1,800 largest U.S. public companies
encourage employees to become
involved in community volunteer
activities.
Source: 1992 study by The Conference Board
and The Points of Light Foundation
Three out of four workers partici-
pate in volunteer programs when
offered by their employers; how-
ever, although 62 percent of
respondents say employers encour-
age volunteerism, only 48 percent
said their employers sponsor volun-
teer programs.
Source: 1998 national survey by Prudential
Insurance Company of America
The fastest growing corporate
citizenship programs involve
employee volunteerism.
Source: 1998 survey by Industry Week
Nearly 90 percent of companies
surveyed in a 1998 Points of Light
study said corporate volunteer pro-
grams improve employee retention
and morale, aid in recruitment and
build better teams. Half of those
respondents also reported a direct
correlation between volunteerism
and profitability.
10
Encouraging Employee Volunteerism
Corporations support their volunteer programs in a variety of ways:
Paid/Flexible Time Off
Many leading companies now offer flex-
ible or paid time off for volunteer work.
Timberland Co. offers its employees up
to 40 hours yearly in paid time off for
volunteering. Fannie Mae offers its
employees up to 10 hours per month of
paid leave for volunteer activities.
Recognition/Awards Programs
Recognition and awards are powerful
incentives to motivate and increase
employee participation. Some of the
more common ways to recognize volun-
teer efforts: news articles and photos in
the company newsletter, annual or
monthly awards, personalized thank
yous or perks like sports or theater
tickets, and an annual recognition
banquet or gala.
Matching Donations
When a cause is so important that
employees open their own pocket-
books, corporations recognize that ges-
ture through matching donation pro-
grams. Companies offering this addi-
tional support create contribution
guidelines and set dollar limits on
amounts they will match.
Dollars for Doers
Some corporations contribute a
specific amount to a cause or
organization where an employee volun-
teers based upon the number of volun-
teer hours contributed. This type of
support gives employees an incentive to
volunteer even more hours.
Volunteer Program Coordination
To better support employee volun-
teerism, corporations facilitate these
efforts by hiring volunteer coordina-
tors, allocating this function within the
community relations, public relations or
human resources department, or even
hiring a community service agency. The
function serves as a clearinghouse to
match volunteer service opportunities
with employee interest and business
goals. Some corporations even develop
specialized electronic administrative
systems or bulletin boards to manage
corporate volunteer activities.
Additional Donations
To further leverage volunteer efforts,
companies may offer additional funds,
products or services, equipment or use
of facilities to community organizations.
In some cases, employees need to sub-
mit a formal request for additional cor-
porate support.
Retiree Component
Offering retirees the opportunity of
continued participation in the cor-
porate volunteer program is a highly-
valued benefit. Retiree volunteers can
stay connected to the corporation and
be a resource to its employees, while
dedicating more time and volunteer
services to the community.
Professional Development
Volunteer programs give many oppor-
tunities to expand professional devel-
opment of both current and new skills.
Some companies help employees de-
velop new skills by matching specific
volunteer opportunities with the skills
they desire. Furthermore, the new skills
gained can be used to identify new
leaders within the corporation and may
be recognized in company performance
reviews.
Family Involvement
While companies emphasize the impor-
tance of volunteering, many also
include opportunities to build family
interaction and involvement. These
activities may be more appropriately
offered after school hours or during
weekends to include parents, children
and grandparents.
Loaned Executive Program
Loaned executive programs, in which
executives have the option of giving a
week, month, six months or even a
year’s worth of volunteer service to an
organization, allow corporations to give
more support and valuable expertise to
a worthy cause or organization.
Global Volunteer Days
Corporations with international opera-
tions or subsidiaries have initiated cor-
porate-wide global volunteer days,
where employees at all locations
around the world honor a day of ser-
vice to community activities. Prudential,
Chase Manhattan Bank, Levi Strauss &
Co. and EDS Corporation all sponsor
global volunteer days.
Program Activity Coordination/
Function Checklist
✓ Project Assessment
Assess volunteer opportunity
applications for fit with employee
interest and business strategies
✓ Project Coordination with
Agency
• Contact the organization to
acknowledge company volun-
teer participation in the project
• Confirm company and agency
contact person for the pro-
ject/event
✓ Obtain Key Project Information
• Time(s)
• Location(s)
• Directions
• # of volunteers needed
• Additional resources needed
• Type of volunteer assistance
needed
• Safety concerns
• Special situations/training
needed
• Benefits (T-shirts, etc.)
✓ Organize Internal Efforts
• Publicize volunteer opportunity,
distribute sign up sheet
• Provide/organize transporta-
tion and meals
• Delegate photography
• Double-check all final details
with agency contact
✓ Record-keeping
• Track who volunteers, hours
worked, and results of efforts
• Distribute post-event evaluation
forms and assess evaluations
• Document press coverage and
notify CR/PR/HR department
✓ Wrap-Up
• Send thank you notes to vol-
unteers
• Touch base with agency con-
tact if necessary
• Share thank you notes
received
11
 Best Practices and Models

Prudential
Global Volunteer Day
◆ Taking a national program global
◆ Using a special anniversary to increase commitment
"Current research indicates that an untapped volunteer resource exists
within corporate America. More Americans will participate in volunteer
efforts if corporate sponsors show them the way. At Prudential, we recognize
that it takes the efforts of all citizens, individual and corporate, to make a
community a success."
Art Ryan, chairman and CEO of Prudential

"For 125 years, Prudential has been dedicated to helping communities

become healthy and strong. We're especially proud to see Global Volunteer
Day expanding further into international offices. Volunteerism seems to be a
universal language in all the participating countries."
Gabriella Morris, vice president of Prudential's Community Resources Division

In 1999 more than 20,000 Prudential employees, along with friends and family, par-
ticipated in Prudential’s Global Volunteer Day, volunteering for projects in the
United States and in countries across the globe, including Argentina, Brazil, Canada,
Hong Kong, Italy, Japan, Korea, the Philippines, Poland and Taiwan. Hundreds of
community service initiatives—providing support at shelters and food pantries,
walks to cure diabetes, park and school beautification projects and wildlife rescues,
to name only a few—took place throughout the world. Each community outreach
effort was selected and organized by the participating Prudential employee group.
Global Volunteer Day 1999 marked the beginning of Prudential’s 125th Anniversary
Year. In celebration of this anniversary, Prudential employees committed to per-
forming 125,000 hours of community service over the next 12 months.
Prudential employees also raise money for their favorite non-profit organizations
through its Global Volunteer Day Challenge Grant Program. During Global Volunteer
Day, volunteer projects that meet selected criteria earn a $1,000 Challenge Grant
from The Prudential Foundation to the partnering non-profit organization. To quali-
fy, employee-led teams must have at least ten members and meet certain additional
criteria. The Prudential Foundation then supplies the non-profit organization with a
$1,000 grant upon completion of the Global Volunteer Day project. In 1999 over 275
individual volunteer events registered for Global Volunteer Day Challenge Grants.
Global Volunteer Day started in 1995 as Prudential's National Volunteer Day. "We
wanted something that would get many employees involved in their communities
along with their families and friends," said Mary O'Malley, vice president of Local
Initiatives. Our intention grew into a Prudential tradition that is making a difference
in communities across the globe." Participation has increased every year, growing
from 5,000 employees volunteering in 1995 to more than 20,000 in 1999, a 54%
increase over 1998.
 Structuring a Volunteer Program
for Your Company

Organizing a Menu of
Volunteer Program
Designing the right structure to manage the ongoing activities of a Components
volunteer program is an important piece in making the program a suc-
cess. While some corporate volunteer programs are highly structured, Corporate volunteerism can take
many different forms, from infor-
others thrive by being driven completely by employees. Regardless of mal employee-driven activities to
how these programs are structured, the best programs are employee- formal structured programs. The
greatest challenge in corporate
owned, meet business strategies, and demonstrate ongoing efforts volunteerism is designing a pro-
connected to the community. Typically, corporate volunteer program gram that is employee-based, man-
ageable and strategic. To do this,
functions are coordinated through a volunteer coordinator or employee corporations structure their pro-
volunteer teams (EVTs), or are contracted externally through a nonprofit grams to meet the interest and
needs of staff. The chart on page
or community resource center. 14 displays a menu of program
component options; many pro-
Volunteer Coordinator externally with these agencies for grams are comprised of a mix of
the management of their volunteer these different options.
Many corporations, especially large
ones, establish a volunteer coordinator programs.
within the community relations or
Program Budgets
human resources department to man-
age the corporate volunteer program. While budgets for volunteer programs
Sometimes a coordinator also is used in vary from $5,000 to $100,000 or more,
conjunction with EVTs. Generally, the successful programs do not need large
function of coordinating volunteer coffers. Costs can include a coordina-
activities is a part-time position. tor’s salary, promotional materials,
recognition activities, training and
Employee Volunteer Teams (EVTs) matching grants. However, well-run
In some cases, EVTs manage the overall programs can actually save dollars
coordination of the volunteer program. spent in public relations, marketing and
Some EVTs also decide which volunteer human resources. Increases in sales
projects the company will pursue and may also be tied to some programs.
assist in decision-making about cor-
porate contributions. (See page 18 for
more about EVTs and how they are
managed.)

Externally Managed
Some nonprofits or community agencies
have developed their own resource
centers which act as a clearinghouse to
match volunteers with opportunities.
Many large corporations opt to contract

13
 Volunteer Program Components
FAST FACTS
Time Commitments
More people are volunteering than
ever before. In 1998, 56% of adults One Time Only Ongoing “Loan” Managers/ E-mail Mentoring
volunteered a total of 19.9 billion Technical Expertise
hours, a 13.7% increase from 1996. Volunteering that takes Programs without Some programs offer Employees mentor
Source: Independent Sector’s 1999 Giving place for a specific definitive start or end executives the option students or provide
and Volunteering in the United States event or time needed, dates, in which em- to give full-time service knowledge and expert
such as the AIDS Walk ployees volunteer on to a nonprofit for a advice without ever
Nonprofit organizations could or a fundraising gala. a continuous basis. specific time period (a leaving their desks.
Examples include week, month or year
increase the number of volunteers mentoring students or etc.). Companies may
and the number of hours that vol- providing daily drivers provide technical
unteers donate by making more for a Meals on Wheels expertise, such as sup-
effective use of their time, accord- program. porting a school’s new
ing to a 1998 survey by the UPS technology system.
Foundation of 1,400 people in
seven cities. The survey and report
are part of the UPS Volunteer
People Power
Impact Initiative, in which UPS
has committed $2 million to five
Individual Group Family-Oriented Retirees
national non-profits that rely
heavily on volunteers. The Opportunities where Community activities Volunteer activities Offers opportunities
persons can volunteer where groups of corpo- where corporations for retirees to remain
Foundation’s goal is to help these
individually, such as rate volunteers work actively support family active and involved
organizations develop model vol- serving as a board best and which help involvement. Many while requiring little
unteer programs that can be repli- member or providing foster team-building times these activities corporate staff time.
cated by other organizations. accounting assistance. skills. Good projects are held after school
Source: Delivering Success: New Strategies are painting a school hours or on weekends.
for Effective Volunteerism or building a house.

50 percent of all Americans cur-

rently volunteer and nearly half of
Program Approach
respondents in five of seven coun-
tries said they would be more
Expertise vs. New Existing Programs Partnership New/Special
inclined to volunteer if someone Skill Development Approach Program Creation
asked for their help.
Source: 1998 global study by Lions Club
Programs use employ- Corporations work with Some community Corporations invent
International ees' specific skills or community organiza- needs require a part- new volunteer pro-
help develop new skills tions on programs nership approach. In grams for complex
and leadership talent. already in place. An this form, a corpora- community needs or to
Companies facilitate in example is working tion works with a non- align efforts with busi-
matching volunteers’ with the United Way profit to design a pro- ness strategies. Time
skill development on a local Toys for Tots gram that meets a spe- Warner Inc. created its
desires with specific program. cific need. For example, Taking Time to Read
community projects. LensCrafters works literacy program in
Pillsbury Company along with Lions Club 1985. The program has
uses a “matching skills” International in col- been replicated in 350
program. lecting used glasses for locations, and involves
its Give the Gift of 5,150 tutors and
Sight program. 20,400 learners.

14
 Best Practices and Models

LensCrafters Inc. and LensCrafters Foundation

Luxottica Group: Give the Gift of Sight
◆ Doing what the company knows best

“What a powerful thought: In 1998, we changed more lives all over the world
than ever before. Great things come when we harness our passion to help
people see." |
-Dave Brown, Co-CEO, LensCrafters & Luxottica Group

“Everyone we touched, touched us twofold."

-Rhonda Wilkinson, 1998 Laos Mission Team Member

“The final measurement is how many hearts you touch in a lifetime.”

-James "Bud" Herring, former Regional Director

The Give the Gift of Sight program sponsored by LensCrafters, Inc., and LensCrafters
Foundation hand-delivers free optical services to needy people in North America
and in developing countries. Give the Gift of Sight also partners with Lions Club
International and other local charities in collecting glasses and distributing services
throughout the world. One of the program’s most pivotal aspects is its missions,
which send employees all over the world to fit and deliver the glasses to needy
recipients. Employees say they are forever changed by the experience. After giving
glasses to people who have never seen well before and watching their amazement in
looking at the world around them for the first time, employees say they also view
the world in a completely different way, with more appreciation and a desire to
devote even more time to helping others and getting involved in the community.
Other key program aspects:
◆ Set a specific goal to help one million needy people, especially children, by 2003
and pledged its commitment to America’s Promise, the Alliance for Youth.
◆ LensCrafters Foundation, an operating foundation, was created to manage this
program. The foundation fundraises from employees and vendors for its efforts;
90 percent of funds go directly to support services.
◆ The program is nonpromotional. The foundation does not actively initiate public
relations campaigns or use resources to publicize the program’s efforts.
◆ Employees participate by collecting used glasses; entering glasses prescriptions in
a database during break time; volunteering for a mission trip (foreign countries)
or hosting a van mission (North America). An application process is used to select
employees for mission trips; all expenses are paid and salary is reimbursed.
Usually employees may go on only one mission trip. Employees who want to par-
ticipate in a second mission trip can apply to scout new countries being consid-
ered for hosting a mission. In those cases, employees pay half of their expenses
to go on second mission trips.
 Setting Corporate Volunteer Policy
FAST FACTS

Volunteering and other forms of Written policy guidelines for employee volunteer activities are an
employee efforts help develop a
variety of competencies, including important document that managers will refer to when considering indi-
teamwork, planning and imple- vidual employee requests for flex time, time off or additional funding or
mentation, communication, project
management, listening skills and support for community organizations. Additionally, defining criteria for
customer focus, according to a additional corporate support helps in the discernment of individual cir-
1996-97 British Telecom study.
Also noted were increased media cumstances regarding compensation, donation of funds, equipment or
coverage, an enhanced image and company facilities, and matching donations. Managers and supervisors
an eight percent increase in sales
due to the company’s cause-related usually have discretion in individual situations, but having a corporate
marketing efforts. The study was policy guideline on volunteer activities aids this process, making the
based on London Benchmarking
Group principles. task much easier. Following is a sample employee volunteer policy.
Security Benefit Group of Topeka,
Kansas, found that in three years
after formalizing its company vol-
unteer program, its turnover rate
fell from 22 percent to seven per-
Volunteer Policy
e in
ees to participat
cent and income generated per na m e] en co urages all employ
[Compa ny ovement pro-
employee increased from $49,700 ity or gani za tions and civic impr
un
nonprofit, comm hich the company
to $79,000.
thos e effo rts and programs w
Volunteerism report by Business for Social jects, especially
already supports.
Responsibility
to utilize per-
lly resp ec ts an employee’s right
The company fu
A three-year study of Target Stores’
or she chooses.
Family Matters volunteer program sonal time as he
found that 90 percent of store
es
managers believed store image was Time and Expens place after regu
lar
enhanced through the program. t vo lu nt ee r co mmitments take
While m os work day.
e off during the
ur s, so m e may require tim
busines s ho will provide the
e th es e sit ua tio ns, the company
To accommodat
t:
following suppor ring the work-
gi ve n re as on able time off du
be
1. Volunteers will or to take part in
n re qu ire d to attend meetings
ing day whe pervisor approval
.
ity se rv ice ac tiv ities with prior su
commun d
al dues or relate
w ill be re im bursed for nomin
2. Voluntee rs activities.
ro ug h pa rticip ation in approved
d th
expenses incurre terfere
es should not in
rti cip at io n in volunteer activiti
3. While pa ed to include
an ce , em pl oy ees are encourag
with job perform those activities in
th sk ills th at may evolve from
personal gr ow sals.
rformance apprai
pe rso na l ob je ct ives of annual pe
their ees to
ay for all employ
x tim e is en couraged as a w
4. Use of fle employees are
lu nt ee r pr ojec ts. Non-exempt
participate in vo worked. Their op
por-
ed /n ot co m pe nsated for hours
compensat oved by
e should be appr
s to pa rti cip ate during work tim
tunitie
a supervisor.
16
 Volunteer Policy
page 2
Company Resour
ces
Community activ
ities judged to be Useful Tools in Volunteer
of high value to
and/or the comm employees
unity by the loca
tion manager ar Program Management
additional compa e eligible for
ny support. A w
ritten criteria is to
with input from be developed ◆ Volunteer project proposals/
employees and ot
hers. Company su applications
include use of co pport can
mpany facilities,
services, supplies
resources, as wel and human ◆ Applications/guidelines for
l as reimbursemen
t of dues, fees an additional corporate support
expenses. Current d travel
projects judged
to be of high va ◆ Volunteer signup sheets
employee giving lue may include
campaigns, busin
ess-school partn ◆ Flyers/brochure templates
and many other ership programs
activities.
◆ Post-event evaluation forms
Fundraising (employee, volunteer team
leader and agency)
Approved activiti
es involving fund
raising should fo
expense account llow existing
and similar polic
ies, and follow gu
legal and tax pe idance from
rsonnel. Records
should be availa
ensure that inte ble for audit to
grity and proprie
ty of these activ
tained. ities are main-

Expectations
Volunteer projec
ts for individuals
or groups of em
encouraged, parti ployees are
cularly when the
activity is designe
our employees as d to benefit
well as the comm
unity at large. Vo
jects can offer op lunteer pro-
portunities for le
adership and skill
ment, personal gr develop-
owth, net-
working, increase
d job
satisfaction, rew
ards and recog-
nition, recruiting,
and good Volunteer Policy
public relations page 3
for the
company and em Employees are en
ployees. couraged to use
volunteer activiti
board for new id es as a spring-
eas and approach
es, improved inte
munication and rnal com-
cooperation, and
new interpersona
Such activities in l relationships.
volving work tim
e or significant co
resources should mpany
be open for perio
dic evaluation an
Employees shou d feedback.
ld welcome perio
dic review of com
ed volunteer proj pany support-
ects in terms of
priorities, costs an
the company, th d benefits to
e community an
d employees.

The Company
Employee involve
ment on or off th
e company’s wor
create an impres k time can
sion of support of
volunteer efforts
authority to act . Unless given
for the company
as a volunteer, em
should make it cle ployees
ar to the organi
zation or projec
they are acting on t personnel that
their own as a vo
pany policy. lunteer, as allow
ed by com-

Adapted from In
volved Winning Strategi 17
es

FAST FACTS
The public views corporate volun-
teer programs as less self-serving
than media-blitzed cash donations.
Since 1985 the growth of corporate
contributions has slowed while
employee participation in volun-
teer programs has increased,
according to Independent Sector.
From 1991 to 1996 employee
turnover was 50 percent lower
than from the previous five years
for The Calvert Group, which
directly attributes the decrease to
its volunteer program.
Source: Who Cares magazine
“Volunteerism not only promotes a
company’s image, but also attracts
skilled people in a competitive
market.”
Source: “Working it Out,” by Diane E. Lewis,
Boston Globe, April 18, 1999
One-third of large companies in
the United States now have a for-
mal policy to pay workers or give
time off for volunteer work,
according to a 1995 study by
Prudential.
91 percent of the largest U.S. public
companies use recognition in vari-
ous forms to encourage employee
involvement.
Source: 1992 study co-sponsored by The
Conference Board and The Points of Light
Foundation
18
Employee Volunteer Teams
Employee volunteer teams, or EVTs,
offer the same benefits as traditional
volunteerism, plus others unique to the
team approach: they build camaraderie
between employees from different
departments and locations, teach them
how to blend their talents, and build
teamwork skills they can use back in
the workplace. And, group projects usu-
ally have higher visibility in the commu-
nity and to other potential volunteers.
Management approaches to EVTs range
from a relatively unstructured approach
to one that sets up specific procedures
and guidelines accompanied by closely
tracked results.
Lightly Managed
This approach may work best in highly
decentralized companies where each
major location chooses the social con-
cerns it wishes to address. Usually the
company does not require that pro-
grams fall under specific areas; the
main criteria is simply that employees
are volunteering with a nonprofit, char-
itable organization. Some organizational
features:
◆ A CR staff member coordinates the
program.
◆ The company does not require pro-
grams to fall under specific guidelines
or issue areas.
◆ Teams can choose to address a
unique social concern such as AIDS,
breast cancer or homelessness.
◆ Teams may be extremely small (three
or more employees).
◆ Administrative costs (including recog-
nition and publications) are covered
by the company’s operating budget.
More Structured
◆ A CR manager administers the overall
program. Local managers determine
which projects the teams will tackle,
but get clearance from CR to double-
check whether activities are in line
with the company’s community goals.
◆ Teams themselves are more highly
organized, with committees, chairper-
sons, etc.
◆ Teams follow company policies on
meetings, work release time, funding
and fundraising.
◆ A specific budget is set aside each
year to support team projects. The
CR office decides how the money is
spent.
Closely Managed
◆ The company provides training and
materials to help the team plan,
communicate, implement, coordinate
and evaluate a community service
project.
◆ Operating guidelines outline what a
team can and cannot do.
◆ Computer systems are developed to
coordinate volunteer opportunities
and track employee involvement.
◆ Formal systems are in place to sup-
port written materials such as
newsletters, flyers and thank-you
letters.
 Best Practices and Models

TIME WARNER INC.

Taking Time to Read (TTR) Literacy Program
◆ Demonstrated growth and success in a new community program initiative

What struck me was how not a single one spoke of anything he or she had
done for someone else. In every case, they spoke of how volunteering had
changed them—how it made them discover strengths they never knew they
had and taught them about the untold power they possess—we possess—to
help heal our communities and our world.
-Time Warner Inc.’s president Richard Parsons in a 1997 address to
National Community Service upon receiving a volunteer leadership award

In 1985, Time Warner established the Taking Time to Read (TTR) program to increase
literacy among the more than 25 million Americans classified as functionally illiterate.
For adolescents, TTR helps students succeed and stay in school; for adults, it bridges
the gap between basic literacy instruction and high school equivalency programs.
Time Warner initiated the endeavor as a way to use its resources to design an
innovative, national and long-range solution to the literacy problem. In the end, it
created a program that leveraged its own business strengths because it is bound to
communication and the printed word.
Throughout the program, TTR stresses to learners the importance of reading as a
tool for their own personal success and fulfillment. Volunteer tutors are given a six-
hour training session and a three-hour follow-up session six weeks later. The pro-
gram encourages innovative teaching methods and a variety of materials (magazines,
music videos, comics and scripts). TTR provides tutors and learners with dictionar-
ies, atlases and a curriculum of reading, writing and thinking activities.
A 1995 evaluation of TTR showed that:
◆ 75 percent of both tutors and learners said they would like to continue the TTR
experience in the next year.
◆ 90 percent of learners reported they now find reading easier, cite immediate
gains in reading to get the information they want, and want to continue learning.
◆ 98 percent of tutors enjoyed their personal interaction with learners, and 90 per-
cent felt personally involved in solving the nation’s illiteracy problem.
From 1985 to mid-1999, the TTR program grew from six to 350 Time Warner loca-
tions; 232 to 5,150 tutors; and 179 to 20,400 learners enrolled. TTR met its pledge to
exceed one million hours of volunteer tutoring by the end of 1998.

FAST FACTS
69 percent of adults volunteer
when an employer provides incen-
tives, while only 49 percent volun-
teer without incentives.
Source: 1997 survey by Metro Chicago
Information Center
According to Kids These Days:
What Americans Really Think about
the Next Generation, the 1997
Public Agenda report by Ronald
McDonald House Charities and the
Advertising Council:
• 50 percent of parents surveyed
are more likely to volunteer with a
child if they could plan volunteer
activities with their own children;
• Parents and youth believe that
the most effective way to help
children is to make public schools
better (67%); to provide more
after-school programs (60%); and
to give parents more flexible work
schedules so they can spend more
time with children (55%).
83 percent of the 1,800 largest
public companies sponsored
projects involving more than one
volunteer.
Source: 1992 study by The Conference Board
and The Points of Light Foundation
20
Measurement Tools and Program Evaluation
Once a program is in place, periodically evaluate its effectiveness, costs
and benefits as a way to demonstrate its value to top management. In
addition to gaining information about added value and worth, the data
gathered through evaluation can provide useful insights for improving
your program and planning future CR activities. There are a number of
evaluation methods, each with its own merits and limitations.
Methods of Evaluation ◆ Publicity
◆ Specialized Software/ Tracking news articles or thank you
Computer Database notes received is helpful in gauging
There are many types of tracking soft- publicity, reputation and external opin-
ions of your company.
ware and databases to help administer
and manage a corporate volunteer pro-
◆ Focus Groups/Anecdotal
gram. If funds are available, you may
Conducting focus groups or getting ver-
want to consider hiring a specialist to
bal opinions from volunteers and com-
create software to meet your specific
munity leaders also gives valuable
program needs. A custom software pro-
information.
gram could sign up volunteers via an
electronic response system, automati- ◆ External Consultants
cally send employees the details of External consultants and experts can
where and when to show up, and dis- provide useful insights and recommen-
tribute thank-you notes after volunteer
dations to improve an employee volun-
events are completed. teer program.
◆ Surveys
These can be administered via paper,
electronic forms, e-mail or phone inter-
views.
Information to Track
◆ Hours of volunteer service
◆ Monetary value of employees’ time
◆ Number of organizations served
◆ Number of people assisted
◆ Types of volunteer involvement
◆ Percent of employee participation
◆ Skills/competencies gained
Measuring the Value
While most evaluation techniques focus
on the impact a volunteer program has
on the corporation, employees and the
community, spend some time address-
ing how corporate volunteerism links
with corporate business strategies. Look
beyond the numbers to see if there are
relationships between the volunteer
program and your company’s overall
competitiveness:
◆ How does the volunteer program
help workers perform their jobs, gain
professional skills, team build, think
creatively and contribute to job
satisfaction?
◆ How does your volunteer program’s
effectiveness compare to that of peer
companies?
◆ Does the volunteer program leverage
the company’s ability to attract and
retain quality employees?
◆ Is the volunteer program strategically
linked to the company’s products or
services? Is the program linked to
the corporation’s philanthropic
strategies?
◆ Has positive media exposure
increased? Has the corporate
reputation improved?
◆ Are people more likely to buy certain
products or use the company’s ser-
vices during a given period or a
community-related event? Can an
increase in business be linked to the
publicity gained from participating in
a community cause?
Tips and Traps for
Managing Your Program
DO
• Be strategic
• Get involved in activities most
aligned to business and philan-
thropic strategy
• Demonstrate commitment from
CEO and management
• Regularly communicate to man-
agers the benefits of participation
• Develop a structured program
with continuity
• Ask employees for input
• Provide flexible options for
volunteer time
• Allocate resources to encourage
and promote efforts
• Establish incentives for
participation
• Evaluate your program
• Encourage teamwork and fun
DON’T
• Mandate or force employees to
participate
• Show inconsistency in approach
or communication
• Keep community service a
peripheral effort
• Ask employees for support
without allocating adequate
resources
• Pre-select all volunteer projects
• Take company credit for what
belongs to employees
• Forget to convey benefits and
outcomes
(Excerpted from Who Cares)
21
 Best Practices and Models

Target Stores
Good Neighbor Volunteer Program and Family Matters Initiative
◆ Tie-in to family involvement and business strategy

"The more we have gotten involved as a company in Good Neighbor or Family

Matters projects, the more it becomes a priority. For example, we scrutinize
everything we throw away to see if there is some value in it for a family, a
shelter, or food shelter. It really becomes a focus for how we do business.
What can we do to give something back?"
Quote by an anonymous employee volunteer

For years Target Stores has emphasized volunteering as part of its everyday corpo-
rate culture. What makes Target Stores’ volunteer program unique is its emphasis on
family and youth involvement within community service activities, striving to make
every community activity in which it participates one where family members can
become involved. In 1998 more than 58,800 Target employees and 14,300 family
members participated in individual store community activities. Each store deter-
mines which community projects it will support.
Family Matters Study
In 1995, Target participated in The Points of Light Foundation’s Family Matters pro-
gram. Through this effort to increase corporate and family volunteering, Target
Stores also collaborated with The Conference Board and The Points of Light
Foundation in a three-year study to track Target’s involvement in Family Matters
and the results of volunteer efforts. The number of Target Stores participating
increased from 265 in 1995 to 444 in 1996. Study results showed that stakeholders
involved in this initiative gained the following benefits:
◆ To Target: An improved image, employee morale and strengthened commitment
to the store.
◆ To Families: Quality time for the family, positive role models for children, and
increased knowledge about social issues and responsibility.
◆ To Volunteers: Significant pride in doing the project and in the company’s partic-
ipation, and enthusiastic commitment to the Target team.
◆ To Partners: An improved relationship with the company, high overall partner
satisfaction, and ability to exceed project goals.
The study results also showed that:
◆ Two-thirds of respondents rated their latest family volunteer project “highly effec-
tive to outstanding” in comparison to other volunteer projects.
◆ 75 percent of employees reported “excellent to outstanding” feedback; 75 to 80
percent of those served by volunteers reported a similar rating.
◆ One-third of participants reported that family participation was “significant” in
enhancing their volunteer experience.

22
 Other Resources on Volunteerism
American Leadership Forum
12345 El Monte Road
Los Altos Hills, CA 94022
Phone: (650) 949-0688
Fax: (650) 949-7825
www.alfsv.org
Business for Social
Responsibility
609 Mission Street, 2nd Floor
San Francisco, CA 94105-3506
Phone: (415) 537-0888
Fax: (415) 537- 0889
www.bsr.org
Business Volunteers Unlimited
Tower City Center
Suite 950
50 Public Square
Cleveland, OH 44113-2204
Phone: (216) 736-7711
Fax: (216) 736-7710
www.businessvolunteers.org
City Cares of America
P.O. Box 7866
Atlanta, GA 30357-0866
Phone: (404) 875- 7334
www.city.cares.org
Energize
5450 Wissahickon Ave.
Philadelphia, PA 19144
Phone: (215) 438-8342
www.energizeinc.com
Habitat for Humanity
International
121 Habitat Street
Americus, GA 31709
Phone: (912) 924-6935 ext. 2551
or 2552
www.habitat.org
Independent Sector
1200 Eighteenth Street
Suite 200
Washington, DC 20036
Phone: (202) 467-6100
Fax: (202) 467-6101
www.independentsector.org
National Committee for
Responsive Philanthropy
2001 S. St., NW Suite 620
Washington, DC 20009
Phone: (202) 387-9177
Fax: (202) 332-5084
www.ncrp.org
National Retiree Volunteer
Coalition
P.O. Box 50607
Minneapolis, MN 55405-0607
Phone: (612) 920-7788
www.nrvc.org
Points of Light Foundation
1400 I Street, NW Suite 800
Washington DC 20005
Telephone: (202) 729-8000
Fax: (202) 729-8100
www.pointsoflight.org
Volunteer Vancouver
#301- 3102 Main Street
Vancouver, BC Canada
VST 3G7
Phone: (604) 875-9144
Fax: (604) 875-0710
http://vancouver.volunteer.ca
Youth Service America
(Servenet)
1101 15th Street, Suite 200
Washington, DC 20005
Phone: (202) 296-2992
www.ysa.org
23