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Managing a Global Volunteer Service Program. Moderator Sarah E. Hayes Director, Global Corporate Volunteer Council. G-CVC. An initiative of the International Association for Volunteer Effort (IAVE) Founded in 2006, six founding companies

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Managing a Global Volunteer Service Program

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Managing a global volunteer service program l.jpg

Managing a Global Volunteer Service Program

Moderator

Sarah E. Hayes

Director, Global Corporate Volunteer Council


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G-CVC

An initiative of the International Association for Volunteer Effort (IAVE)

Founded in 2006, six founding companies

Currently embracing 20 global companies from all regions of the world

Inspirational support for leaders of global employee volunteer efforts

Opportunities for collaboration , resource and idea sharing

Sponsor of the recently begun LANDMARK RESEARCH PROJECT on the whats, whys and hows of employee volunteering globally

Excited to be here with you today discussing this important topic!


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Managing a Global Volunteer Service Program

Mychelle Turner


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Scope of Global Program

Started business in 1853

Total employees: 12,100

Formal global volunteer program launched in 1970’s

Number of volunteer countries: 43

Global focus areas: 3


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Vision

Profits through Principles

“Each of us has a capacity to make business not only a source of economic wealth but also a force for economic and social justice. Each of us needs to recognize and use the power we have to define the character of our enterprises, so they nurture values important to our society”

Walter A. Haas Jr. CEO, Levi Strauss & Co. 1958 - 1970


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Employee Volunteer Projects

Environmental Sustainability

HIV/AIDS

Healthcare

Youth & Education

Homeless/Social Services

Animals

Elderly


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Global Infrastructure

Volunteer programs managed in four regions

United States

Canada & Latin America

Europe

Asia


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Global Impact

Community Day – “501 Day”

Month of May

167 Projects

4,500 Employees

26,500 Volunteer Hours

$300,000 in Grants

Strategic vs Passion


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Team Volunteering

Community Involvement Teams (CIT’s)

Employee organized

Freedom to choose projects

71 global teams

2,800 employees

6,800 volunteer hours

$200,000+ grants


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Challenges

Cultural differences

Priorities of the business

Rolling out individual matching gifts globally

Communication


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Learn More

http://www.levistrauss.com


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Managing a Global Volunteer Service Program

Paul Bueker


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GE CSR Framework

Make Money

Strong, sustained economic performance

Make It Ethically

Rigorous compliance with financial & legal rules

Make A Difference

Ethical actions, beyond formal requirements, to advance GE’s reputation and long-term health


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Employee Engagement

GE and GE Foundation Support

Non-profit Support

  • Matching Gifts Program - $1 for $1 to qualified US non-profits

  • Local business direct support

  • GE Foundation gift to Local United Way

Non-profit Support

  • Contributions to community - based and educational organizations

  • Organizational leadership

  • United Way employee/retiree giving campaigns

GE Volunteers

  • 150 local councils in ~45 countries

  • ~100,000 volunteers

  • Projects focused on education, health, environment and community needs

GE STAR Awards

  • Children of employees and retirees eligible

  • For help with first year expenses

  • XX GE sons and daughters receive scholarships annually

GE Volunteers Project Support

  • Funding through GE Volunteers councils

  • Release time as appropriate

  • Support of strategic partners (e.g. JA)

  • Volunteer recognition program

GE Volunteers Foundation (US 501c3)

  • Employee/retiree funded US non-profit

  • Grants to fund GE Volunteer projects

  • Disaster relief support for severely affected employees

GE CSR – Developing Communities


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Culture and Demographics

Tradition of volunteering is part of the culture

1928 Elfun Society formed … to foster a spirit of loyalty, fellowship and cooperation. Significant volunteer focus evolved over 50 years

1970 Corporate-level volunteer recognition named for Gerald L. Phillippe, GE Chairman 1963-1967. Known for leadership in generating business support to address urban issues and unemployment

1980’s Chairman’s meeting and instituted. Top 35 – 45 GE business and functional leaders participate in recognition event

1990’s Global business operations expand rapidly

2005 GE Volunteers global network established to focus on expanding volunteering


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Culture and Demographics

Today’s demographics drive global focus

United States85.3152,00086 141 states

Europe44.0 95,0002720

Asia & Pacific23.6 50,0003210China (18) and India (5)

Canada & Americas14.8 19,0002410Canada (10)

MEA 10.1 7,000 6 6

* New Councils in 2009: Kenya, South Africa, Peru, UAE, Canton OH, Pittsfield ME, Crotonville NY


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Today’s Program

175 GE Volunteers Councils in47 countries

100,000 GE people volunteer a million volunteer hours a year on 3500 projects (est.) 55,500 employees/retirees registered and tracking hours in the GE Volunteers Portal

Projects focus =education, environment, health and community development projects are selected and initiated by local volunteer councils

GE-wide initiatives

1Q Planet Paint Fest: 100 GE locations participating; 100 murals donated

2Q – Global Community Days: ~20,000 + volunteers, ~100 locations, ~ 1400 projects


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Today’s Program

Strategic volunteering partners

Junior Achievement ~700 volunteers ; More than 3,500 classes completed; (50% US/ 50%Non US)

FIRST robotics competitions 11 GE teams 979 students; 109 volunteers 16,000 volunteer hours

American Corporate Partners – 2008 start-up 5 companies plus GE; Total of 50 GE mentors of returning US veterans in Atlanta, Houston & Cincinnati

Volunteers funding provided by …

45% GE Businesses 27% GE Foundation

14% GE Corporate Allocation 14% GE Volunteers Foundation


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Learn More

http://www.ge.com


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Managing a Global Volunteer Service Program

Rosemary Byrnes


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Scope of Global Program

Started business in 1812

Total employees: 300,000

Global volunteer program launched in 2004

Number of volunteer countries: 100

Global focus areas: 5


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OVERVIEW

Citi global volunteer program launched in 2004 as a way to position Citi as

a leader in corporate volunteerism and develop an infrastructure to

support global volunteer initiatives

In 2009, the Office of Global Volunteer Initiatives was integrated with the

Citi Foundation to increase synergy on the initiatives important to Citi’s

Citizenship agenda and to reassess the Citi volunteer program strategy


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SUCCESSES

  • The program established a strong global volunteer team leader network and volunteerism has become part of Citi’s corporate vocabulary

  • Where possible, volunteerism aligns to Citi’s strategic focus areas of giving making volunteerism and integral part of the “more than just philanthropy” model

  • Global Community Day demonstrates the impact Citi employees can have in their local communities and is a testament to how volunteerism has been embraced by our employees around the world


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Global Volunteer Network

Regional Public Affairs Officers

In Country Public Affairs Officers

Asia Pacific

Europe Middle East Asia

Latin America


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Strategic Focus Area Alignment


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With more than 300,000 employees in 100 countries, our ability to make communities better because we are there is extraordinary.

Global Community Day has several guiding concepts:

  • Volunteerism is embedded in our shared responsibilities

  • We celebrate our employees around the world who make communities better where they live and work

  • Global effort exhibits our unity across the world and businesses

  • Citi Global Community Day demonstrates the power of our branding


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CHALLENGES

  • Competing priorities of Volunteer Leaders

  • Internal Communications

  • Keeping Global Community Day relevant and in the right perspective of year round efforts


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Learn More

http://www.citigroup.com/citi/citizen/index.htm


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