Making The Business Case for Skills-Based Volunteering

1. Making The Business CaseforSkills-Based Volunteering Facilitator Veronica Parages, HandsOn Network, Director, skills-based volunteering

2. Making the Business Case for SBVOur panelists Thomas Knowlton, TCC Group, Vice President and Director Brenda Suits, Bank of America, Senior Vice President Global Corporate Social Responsibility Anne Bronson, Accenture, US Corporate Citizenship Lead & Executive Director, US Accenture Foundation Karen Horwitz, Common Impact, Acting Managing Director & VP, Thought Leadership

3. Making the Business Case for SBV SBV, high level overview… Thomas Knowlton TCC Group Vice President and Director

4. What is Skills-Based Volunteering? Skills-Based Volunteering is a strategic type of volunteerism that exponentially expands the impact of nonprofits by incorporating a whole range of skills that strengthen the operations and services of nonprofit organizations. (Source: CNCS “Skills-Based Volunteering: A New Generation of Service”) “Skill-based volunteerism is service by individuals or groups that capitalizes on personal talents or core business skills, experience or education.” – Points of Light Institute “Putting the unique business knowledge of personnel to work in the non-profit sector so that [a company] can empower nonprofits to more effectively manage their challenges and in turn, make a more significant impact in the community” – Deloitte Consulting

5. Why Do Skills-Based Volunteering? • 91% of Fortune 500 human resources managers said volunteering knowledge and expertise to a nonprofit can be an effective way to cultivate critical business and leadership skills. Yet, only 16% actually use skills-based volunteering for talent development on a regular basis. • Nearly 2/3 of Gen Y employees say they prefer to work for an organization that provides opportunities to volunteer their skills, but fewer than 1/3 feel their employers have compelling programs. • 77% of nonprofits believe they would benefit from corporate volunteers but only 38% work with corporate volunteers. Sources: Deloitte Consulting and Taproot Foundation

6. What are the Possible Barriers? • Senior Management does not understand the business value of skills-based volunteering; lack of buy-in • Limited staffing and capacity to run a new program; lack of management capacity to identify partners and match employees • Internal culture does not support volunteerism and engagement with the community Sources: Deloitte Consulting and Taproot Foundation

7. Making the Business Case for SBV Bank of America’s SBV business case Brenda Suits Senior Vice President Global Corporate Social Responsibility

8. Volunteerism at Bank of America Volunteerism aligned with philanthropy to create greater community impact – while building on individual associate passions Who are Bank of America Community Volunteers?Associate volunteers across Bank of America’s global footprint who are passionate about giving their time and expertise to the communities where they live and work, with more than 800,000 volunteer hours contributed in 2009.

9. Skills-Based Volunteering: Benefits & Opportunities • Unique role of corporations to support nonprofits through volunteerism • Diversity of expertise to bring nonprofits • Financial Education • Board Service • Lines of Business • Mortgage-Servicing in California • Card Services in Canada • Legal Department • Associate development & pride, strategic nonprofit support, enhanced community impact, positive external visibility

10. Making the Business Case for SBV Accenture’s SBV Business Case Anne Bronson US Corporate Citizenship Lead & Executive Director, US Accenture Foundation

11. Accenture’s Corporate Citizenship Strategy Global Theme – Skills to Succeed “educating people around the world, building skills that enable them to participate in and contribute to the economy” Approach – Create Shared Value Create shared value for the community, our people, and our business – a virtuous cycle that feeds itself Community People Business

12. Making the Business Case for SBV SBV Impacts Karen Horwitz Common Impact, Acting Managing Director & VP, Thought Leadership

13. Common Impact’s Approach 1. 2. Common Impact helps companies define business goals Common Impact selects high-potential nonprofits ready for projects 3. Corporate teams implement projects with support from Common Impact

14. Defining Corporate Impact Community What social issues align with our company’s values and products? How can we leverage our competencies to strengthen nonprofits? Company What are our talent goals: recruitment, retention, development, recognition? What skills do our people need to be successful in the future? Employee What skills do I want/need to develop? How can I contribute to my community? The most successful skills-based initiatives link three levels of impact Community Company Employee

15. Community Impact Building community in and around your company with skills-based projects • 92% of employees say their project made a real difference to the nonprofit • 83% of nonprofits learned a new skill from their corporate team • 86% of employees said their project increased interest in volunteering • 70% of employees say perceptions of company’s commitment to the community improved “Corporate teams provide a high-level of expertise which is usually not available to nonprofit organizations.” –Nonprofit Project Recipient

16. Company Impact Meeting corporate and talent goals with skills-based projects • 94% of employees had a greater appreciation for corporate resources • 90% of employees are more likely to recommend their company as a great place to work • 92% of employees said skills-based projects are a good professional development opportunity “This project reinforced my feeling that I work for a great company. Senior managementreally saw the value of what we were learning and doing.” – Eaton Vance project participant • 61% of employees met colleagues that could help solve a business problem they currently face

17. Employee Impact Developing your peoples’ skills with skills-based projects • 81% of employees saw improved interpersonal skills • 79% of employees improved teamwork skills • 78% of employees saw improved skills in clarifying project roles and objectives • 75% of employees saw improved time management and work planning skills “This project was a feather in my cap. I've built websites before, but thinking about usability, design, those things was a learning experience for me.” – BEA Systems Project Participant • 62% of employees saw improved client management skills

18. Case Study: Cultivating Emerging Leaders at Fidelity Investments • Community • Nonprofits in downtown Boston to connect employees with community around offices • Company • Talent goal: Cost-effective recognition & training for next generation of leaders • Skill focus: Leadership, team-work, building cross departmental relationships • Results • 100% met new colleagues • 78% improved project planning & coordination • 67% improved creative thinking • 67% problem solving & decision-making “I would recommend this program because it’s very gratifying to help out your community and you’ll learn so much and meet great people from other parts of the company.” - Fidelity Emerging Leader Team Participant “Our Emerging Leader projects gave us a chance to recognize up-and-coming leaders while also giving participants an opportunity to sharpen their soft-skills, preparing them for future advancement.” - VP Human Resources Fidelity Investments

19. Case Study: Building Culture Across Borders at State Street Corporation • Community • Building community between Boston and China offices • Applying technical competency to strengthen local nonprofits • Company • Talent goal: Retention of key talent • Skill focus: Cross-border teamwork and increased ability to resolve international project management challenges • Results • 75% improved creative thinking • 63% improved teamwork skills • 63% improved skills working in international environment “Working on this project exposed me to influencing in a new environment. This opportunity sharpened my management and leadership of internal, external, and offshore teams.” - State Street China Project Team Lead “I truly cannot thank you all enough. The website looks wonderful and I get compliments on a daily basis…we absolutely could not have done this with without every one of you.” - The Family Center, China Project Recipient

20. Making The Business CaseforSkills-Based VolunteeringQ&A