January 2012 Best Practice Network Webinar series, presented by VolunteerMatch Session Description: Employees want their companies to offer the chance to get involved in local communities. But a "set it and forget it" program won't be enough to keep employees engaged and enthusiastic over the long haul. Programs today must be approached more like business programs - ones that can flex with changing environments and circumstances. The January VolunteerMatch Solutions Best Practice Network webinar session discussed how adopting a Change Model and being flexible can prepare your organization for the changing tides of volunteer engagement in the coming year. Panelists: Vicky Hush, VP of Client Relations and Strategic Partnerships, VolunteerMatch Suzanne Osten, Director of the Office of Social Responsibility, UnitedHealth Group Erin Dieterich, Manager of Corporate Relations & Strategic Partnerships, Discovery Communications

1. Building a Flexible – and Sustainable –
Volunteer Engagement Program
January 31, 2012
Vicky Hush Sue Osten Erin Dieterich
VolunteerMatch UnitedHealth Group Discovery Communications
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2. To Ask Questions
Type questions into the box on the
right side of the your screen
Submit via Twitter to @VM_Solutions
using ―#BPNFlexEVP‖
We will pose questions at the end of
the presentation
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4. Why Volunteering is Important
78% of respondents from companies that consider themselves
successful at achieving their business goals via philanthropy say that
their involvement in corporate volunteerism is more important now than
three years ago.
- 2011 Forbes Insights, Corporate Philanthropy
92% of people who volunteer through their
workplace, report higher rates of physical and
emotional health.
- UnitedHealthcare Do Good Live Well Study 2010
86% of Americans expect a company to use
resources such as employee volunteerism to
support a nonprofit or social cause.
– LBG Research Institute 2009
83% of Americans wish more of the
products, services and retailers they use would
support causes.
- 2010 Cone Cause Evolution Study
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5. Why Volunteering is Important
Approximately 140 million people in the 37 countries studied engage in
volunteer work in a typical year—that represents 12 percent of the total
adult population of those countries.
If those 140 million volunteers comprised the population of a country, it
would be the 8th largest country in the world.
Volunteers represent 44 percent of the nonprofit workforce in those
countries.
– ―Manual on the Measurement of Volunteer Work‖ International Labour Office of
Geneva: ILO, 2011 (http://volunteermeasurement.org/about/projectoverview)
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7. What to look for in 2012?
―The connection between engaged
employees and CSR is growing.‖
– ―The Top 10 Trends in CSR for 2012,‖ by Tim Mohin, Forbes 1/8/2012
(http://www.forbes.com/sites/forbesleadershipforum/2012/01/18/the-top-10-trends-in-csr-for-2012/)
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8. POLL
Which volunteer program element is your organization focused on
changing or improving in 2012?
• Measurement
• Communication
• Employee Recognition/Rewards
• Partnerships
• Training
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10. How Programs Evolve
Easy Access, Choice Focused/Aligned with Business Open & Evolving
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11. How Programs Evolve
Ad Hoc Managed Defined Rooted Optimized
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12. How Programs Evolve
Ad Hoc Managed Defined Rooted Optimized
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13. VolunteerMatch Program
Change Model
Defined and
Ad Hoc Managed Rooted Optimized
Proactive
Volunteer Volunteer There is a There is a Volunteer
program is program has volunteer predictable and program is
informal and some program with a consistent consistently
organic. consistency in defined and volunteer growing and
terms of events documented program that is changing.
and process, but strategy and integrated into Innovative
does not have a direction. The the culture of the strategy is
long term components of company. The applied to
strategic focus. the program are program has a implement and
well understood core focus, goals strengthen the
by core and metrics, and program, and
stakeholders. an action plan to feedback and
apply a program evaluation is
strategy. used to
continually
increase
impact.
Components at each level include:
Employee & External Communications Leadership Involvement Program Branding
Employee Recognition & Incentives Nonprofit Partnerships Program Strategy
Evaluation & Measurement Organization & Training Skilled Volunteering
* Adapted from Carnegie Melon‘s Capability Maturity Model 13

14. VolunteerMatch Program
Change Model
Defined and
Ad Hoc Managed Rooted Optimized
Proactive
Organization & Employee & Employee Evaluation &
Training External Recognition & Measurement
Communications Incentives
Program
Branding Leadership
Nonprofit
Involvement
Partnerships
Skilled
Volunteering
Program
Strategy
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15. VolunteerMatch Program
Change Model
Defined and
Ad Hoc Managed Rooted Optimized
Proactive
Skilled
Skilled
Volunteering
Volunteering
1. Defining strategy and guidelines for
a customized skilled volunteering
program
2. Structure and implementation
3. Internal buy-in
4. Launch steps
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16. VolunteerMatch Program
Change Model
Defined and
Ad Hoc Managed Rooted Optimized
Proactive
Employee &
External
Communications Employee &
External
Communications
1. Defining key audiences
2. Setting communications goals
3. Suggested tactics
4. Long-term communications timeline
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17. Bringing Business Focus and Impact to
Volunteering
Introduction to UnitedHealth Group‘s
Volunteer Portfolio Approach
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18. About UnitedHealth Group
Company Overview Mission:
• Fortune 22 company in health To help people live
care industry healthier lives
• 88,000+ employees – HQ in Core Values:
Minneapolis, MN area Integrity, Compassion,
Relationships,
• Operations in all 50 states Innovation, Performance
and internationally
Office of Social Responsibility, formed in
“Social responsibility is not 2006, manages United Volunteers and
United Giving Programs
something we do „in addition‟
OUR SOCIAL RESPONSIBILITY PRIORITIES:
to our work.”
1) Chronic disease prevention and care
- CEO Steve Hemsley 2) Health (all other)
3) Community (non-health)
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19. The Volunteer Portfolio Approach
What is the portfolio?
• Concept similar to managing other businesses
• Guides planning & decision-making
around company-sponsored volunteering
• Sets broad, 3-year targets for volunteering
• The 3 SR focus areas balance/complement
each other, offering choices/flexibility
Advantages of the Portfolio Approach:
1) Maximizes impact, outcomes
2) Provides clear direction to volunteer
councils
3) Enables effective portfolio management
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20. Portfolio Targets for 2012 (3-Year Timeline)
Chronic Community
Year Disease Health Non-Health Total
2012 Target 15-25% 20-50% 35-55% 100%
2011 Actual 11% 24% 65% 100%
2009 Baseline Not available 31% 69% 100%
*Based on hours tracked by employees in company-sponsored events
Implementing and Managing the Portfolio
• Short-term activities for volunteer councils (first 6 months)
- Develop plan for supporting the transition to the new targets (year-on-year timeline)
and share with leaders in the organization
- Take deliberate action to signal the new commitment internally
• Ongoing Portfolio Management
- Identify new opportunities that align with portfolio
- Transition out of existing commitments, where appropriate
- Measure and report on progress across the organization
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21. Raising the BAR on Performance
Tools such as BAR (Balance, Alignment, Results) and calendar templates are
provided to planners
• Balance: Balanced portfolio offers mix of opportunities across focus area (chronic
disease vs. health vs. community)
• Alignment: Activities are aligned with UHG‘s SR commitment, emphasis on skills-
based volunteering and alignment with Seasons of Service calendar.
• Results: Goals is to achieve impact and demonstrate service results with outcomes
(e.g., pints of blood donated or other impact).
Month Volunteer Activity CD Health Comm. BAR
Feb. Heart Health Month -Skills-based
health fair screenings volunteering
Mar. Blood drive - On-going
health
opportunity
Apr. Earth Day cleanup -Earth Day
Season of
Service
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22. Results from Change to Strategic Direction
Reporting Data 2008 2011 Trend
Employee engagement index score 70 78 11%
Volunteerism rate 71% 79% 11%
Volunteerism rate in company-sponsored events 33% 57% 73%
Hours logged by volunteers 52,711 >300,000 469%
Value of $1.0 M Value of $6.4 M
# of active volunteer councils 12 149 1,142%
Benchmarking
UHG far exceeds average
benchmark of
VolunteerMatch client
companies for
Volunteer Rate by Quarter
(per 1,000 employees)
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23. Case Study: Discovery
Communications
Erin Dieterich
Discovery Communications
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24. Discovery Impact EVP Overview
• Discover Your Impact Day
• 3,000 employees (75%)
• 5 continents, 35+ offices
• 140+ projects
• Discovery Impact: Creating Change
• 12-hour pro bono marathon
• 200+ employee participants
• Discovery Impact: Rebuilding Alabama
• Disaster relief program
• 125 employees and on-air talent
• 5 home rebuilds w/ Habitat
Harnessing the power of our employees talents to give back to the
world that has given us so much.
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25. Discovery Impact: Creating Change
• Launched in 2010 – 1st Pro Bono Initiative
• Built off of excitement of Impact Day, and to
foster a more creative work environment.
• 200+ employees donate over 3,000 hours of time
to fulfill creative deliverables during 12-hour
marathon event.
• Value = $360,000+ in-kind
• Nonprofits apply to be a part of the program
through an online application
• All charity applicants are invited to the Creating
Change Conference
• Employees express a renewed sense of
creativity and commitment to the company
following participation. 25

26. Measurement Drives Change
• Each company has different metrics that matter
• Qualitative & quantitative are important
• Outside of ―headline‖ metrics, it‘s challenging to track by numbers
• Striving to improve on each program through collection of qualitative research
• Survey all participants
• Ask the right questions, not just the easy questions
• Be open to negative feedback
• Never settle with ―good enough‖
• ―Lessons Learned‖ internal meetings
• Communication generates excitement in “Version 2.0”
• Create an evaluation of the program, identifying areas for improvement, and examples
of changes that could be made
• Communicate changes and lessons learned
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27. Creating Change 2010 vs. 2011
• Application
• Increased complexity
• Entry numbers dropped from 240 to 150
• Conference
• Expand to create a deeper impact
• Diversify elements of the event
• Base sessions on 2010 & 2011 application common requests
• Employee Team Structure
• Create multi-disciplinary teams
• Mix working teams
• Number of Nonprofits Selected
• 2010- 40 charity partners // 2011- 24 charity partners
• 2010- 200 employee volunteers // 2011- 200 employee volunteers
• Deeper dive projects
• ―Super teams‖
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28. What‘s Next?
• Expansion into the UK (March ‗12)
• Further evaluation from 2011 surveys
• Outline version 3.0 framework
• Additional tracking of pro-bono projects to see how they are being utilized
• Looking for opportunities to apply the program structure to other departments
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29. Best Practices
1 2
Align with your Communicate – make
culture – there’s no commitments visible
one size fits all!
3 4
Consider each
Measure, measure,
measure (and adjust!) program
component, set vision
for each
5
Think about what
comes next – version
2.0 and beyond!
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31. Q&A
Submit questions using the box on the right side of
your screen or Tweet questions to @VM_Solutions
using the hashtag #BPNFlexEVP
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32. More On This Topic:
A link to this
resource will
be emailed to
all webinar
registrants!
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33. Stay Informed
Blog (new look!):
www.VolunteeringIsCSR.org
Twitter:
@VM_Solutions
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34. February BPNs
Special Nonprofit Session!
Breakthrough Nonprofit
Branding: Strategies to Stand
Out and Win Volunteers
Guest Speaker:
Jocelyne Daw
Co-Author, Breakthrough Nonprofit Branding: Seven
Principles to Power Extraordinary Results
Wednesday
February 22, 2012
10-11 a.m. PT (1-2 p.m. ET)
https://www1.gotomeeting.com/register/529595568
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35. February BPNs
Green The Team: How To Create A
Healthier, Happier, More Profitable
Workplace Through Effective
Employee Engagement Programs
Guest Speaker:
Raphael Bemporad
Founding Partner & Chief Strategy Officer
BBMG
Wednesday
February 29, 2012
10-11 a.m. PT (1-2 p.m. ET)
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