Frontier of Opportunity: Critical Success Factors of Employee Volunteering Programs for the Small-to-Medium Not-for-Profit Sector Research Report and Toolkit

Published by The Centre for Volunteering, May 2008

The Centre for Volunteering has been investigating best practice into how corporate Employee Volunteering Programs (EVPs) successfully connect with small-to-medium not-for-profit organisations. The results from this research have guided the development of a toolkit for NFP organisations wishing to set up or manage their own EVPs.

The Report and Toolkit and Guide were partly funded by a grant from the Westpac Foundation.

• Read the Executive Summary
• Download the Frontier of Opportunity: Critical Success Factors of Employee Volunteering Programs for the Small-to-Medium Not-for-Profit Sector Research Report
• Download the Employee Volunteer Programs (EVP) Toolkit and Guide

Executive Summary

The Centre for Volunteering received a grant from the Westpac Foundation to research corporate Employee Volunteering Programs (EVPs) in NSW. The Centre for Volunteering is the peak body for volunteering in NSW representing more than 32,000 registered volunteers and more than 500 not-for-profit, corporate and school members. The aim of the research is to determine the critical success factors of engagement between corporate EVPs and small-to-medium not-for-profit (NFP) organisations. These critical success factors identified by the project will be used by The Centre to both develop and disseminate a toolkit that will help more NFPs successfully engage with corporations offering EVPs.

International research demonstrates that EVPs are becoming increasingly popular and are a mutually beneficial activity for NFPs and corporations. In Australia, a similar trend is occurring as noted by the Federal Government's Community Business Partnership initiative, which stated "the business sector has increasingly acknowledged that, not only can it make a significant contribution to building a dynamic and strong community, but there are measurable benefits to be gained by the business when community investment activities are aligned with long-term business objectives."

"Benefits like increased morale, higher attraction and retention rates of staff, improved reputation and greater customer loyalty are all tangible returns from corporate philanthropy and employee engagement." (Corporate Giving and Employee Engagement, retrieved 31 January 2008)

A frontier of opportunity: Critical success factors of employee volunteering programs comprises two concurrent streams: one researches the NFP sector; the other addresses the corporate sector. From the perspective of business, there has been some research on how to present an attractive case to encourage involvement, identify benefits and find effective ways of measuring the impact of EVPs. There is comparatively less research about and support for the activities of the NFP sector on how to build effective and sustainable partnerships with business.

Some key findings from this research are that NFPs rate the commitment of volunteers as important. Volunteers' reliability also contributes to the success of the EVP. Moreover a key point to the success of an EVP is the relationship between NFPs and corporations. Good communication, clarity of purpose and direction, understanding each other and good management were also significant themes for the NFPs. Mutual benefit was achieved via skills and experience exchange. Some stated good planning of a project is also a crucial factor.

Many NFPs stated having enough time to manage volunteers is a challenge. This includes establishing relationships, training volunteers, organising events and meeting corporate needs. These additional tasks to a NFP's normal routine could become more time-consuming when the expectations from both sides are not the same.

Many NFPs wanted direction on how to set up an EVP, how to manage an existing EVP, how to expand an EVP or how to write manuals and policies. The Toolkit, developed as part of this project, addresses these issues by providing a self assessment tool, examples and templates of policy and procedure documents.

From the corporate perspective EVP programs which have a ‘bottom up' approach seem to be very successful because the employees decide themselves on how they want to be engaged in CSR. However, a long-term commitment by senior management and a holistic approach are also crucial for the success of corporate EVPs. The corporate employee volunteers need to feel they participate in decision making and their recommendations will be championed and acted on by an internal decision maker.

Work/life balance is also considered to be very important and the EVP can contribute to this need if there is variety and flexibility in the program.

Input from both the NFPs and corporations is considered vital to establishing formal guidelines, which can structure the program effectively and increase the enthusiasm for participation. This also identifies the elements within NFPs and corporations which can help them join and work together to achieve common long-term goals.

Below are the common factors and their criteria (established by this project) that need to be in place if an EVP is to be successful.

• Experience: a minimum of 2 years.
• Relationships and Partnerships: establish and maintain long-term partnerships with more than one partner. Identify and clearly communicate expectations.
• Broker/Intermediate: if experience is lacking use an intermediary.
• Resources: confirm adequate resources are available to set up, manage, train staff or expand an EVP.
• Support: there is a direct connection between available resources and support required.
• Promotion and Recognition: publicise the EVP widely.
• Employee Involvement: staff need to be trained to manage the EVP.
• Leadership and Management: ensure policies and procedures are documented and in place for both staff and volunteers.
• Feedback: provided feedback to your partner on a regular basis.
• Evaluation: monitor and evaluate the EVP on a regular basis.
• Contribution to local community: EVPs can contribute to the organisations' position in the wider community.
• Contribution to Image, Morale and Mission: look for partners that use the EVP to improve their image and morale while it contributes to achieving their mission.

Employee Volunteer Programs (EVP) Toolkit and Guide

The results from this research have guided the development of a toolkit for NFP organisations wishing to set up or manage their own EVPs.

To view the Employee Volunteer Programs (EVP) Toolkit and Guide for not-for-profits wanting to set up and manage their own EVP log into The Centre's Members-Only website.

If you're not a member of The Centre, find out what membership package is best for your organisation.

The EVP Toolkit and Guide includes:

• EVP Toolkit and Guide
• NFP organisations self assessment EVP critical factors checklists

Section One: Starting off

• Developing your EVP Policy
• Job description template for the management of the EVP
• Planning and brainstorming EVP worksheets
• EVP information pack checklist

Section Two: EVP management and best practice

• Letter of Agreement MOU
• Employee Volunteer Position Description Template
• Employee Volunteer Induction Checklist
• EEO Policy and Guide
• OH&S Policy template
• Confidentiality Policy and Agreement
• Volunteer code of practice
• Risk analysis checklist and Policy
• Police checks and volunteers
• Prohibited employment form
• Planning check list for a one off team event employee volunteer project
• Volunteer rights and volunteer check list

Section Three: Sustaining and expanding the EVP partnership

• Employee Volunteer feedback form