The 3V Initiative: Volunteer-Value-Vacations

initiative

Presenters: David Hershberg & Tseli Mohammed

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Volunteer-Value-Vacations: you get what you give

Behavior Change Objective:

Corporation leaders recognize the need to invest in Corporate Volunteer Programs (CVPs) for the betterment of their business and global social welfare, and integrate a 3V program into their Corporate Social Responsibility (CSR) goals and corporation culture.

Marketing Objectives:

• Knowledge Objective:• Recognized value of CVPs - tangible and intangible• Increases in employee retention and recruitment• Diversifies CSR portfolio• Enhances triple bottom line

• Belief Objective:• Increasing trend in CSR endeavors• Innovative business growth strategy – branding, new

partnerships, new markets, etc.• Increases in social welfare on global scale

Specific Measureable Attainable Relevant Time-sensitive

• Targeted audience• Specified behavior change• Added social value

• Trends in CSR• Globalization/access to info• Cultural/Societal shifts

• Pre/Post quantitative and qualitative data collect and analysis

• Desire and need for this behavior change• Profitability of initiative• Flexibility/Customization based on capacity

• Designated timelines• Realistic deadlines• Phased approach

Goals:

“Low Hanging Fruit”

Who we want to reach How we

reach them

Target Audience:

Segment 1 (Upstream) – Early Contemplation:

• Mid-High Income Corporations

• CEO/Board Members

• Decision-Makers and Policy Developers

Segment 2 (Downstream) – Late Contemplation:

• Skilled employees

• Employees’ families

Engaging Corporate Leadership:

recognizes today’s corporate leadership as our upstream target audience. Corporate decision makers have the burden of delivering profits to shareholders. As such, there can be resistance to adopting new ideas. However, we view corporate leadership today as dynamic and forward thinking. By creatively articulating the values and ROI of corporate volunteerism, we will gain a strong support at the leadership level of corporations.

Upstream Barriers:“Before we sign anything, we want to know…..”

• Profitability: How can we be assured that investing time, resources and energy in developing a 3v program will contribute to our bottom line?

• Feasibility: Is sending employees around the world to volunteer a realistic option for our corporation? What will a program like this look like?

• Liability: What are the added risks associated with a 3v program? How can these risks be mitigated?

Stages of Change Transition:Early Contemplation to Late contemplation

Stages of Change Transition:Early Contemplation to Late contemplation

views entrepreneurial corporate employees with a desire become involved in the emerging global community as our primary beneficiaries in the “late-contemplation” stage of change. They are open to volunteering and this opportunity, encouraged by their employers, provides a life changing experience which can leverage their professional skill-set to affect real change on a global scale. They are not only doing something that will make the world a better place, but can also further their career.

Engaging Corporate Employees:

• Opportunity: balancing professional and private life, vacations by definition is for personal usage.

• Feasibility: elements of time and cost associated with volunteering.

• Visibility: little thought or opportunity to use professional skills in voluntary setting in new environments and cultures.

Downstream Barriers: “Before we sign up, we want to know…..”

Stages of Change Transition:Late Contemplation to Preparation and Action

Positioning Statement:

stands apart from competing forms of CSR initiatives and CVPs by providing an innovative, business-driven solution to sustainable international development, facilitating an exchange of corporate expertise to the developing world for unique, life-changing opportunities that enhance growth both professionally and personally.

Marketing Strategy: 4PsProduct, Price, Place and Promotion

PRODUCT:Core, Actual and Augmented Value

Actual Value

Augmented Value

Core Value

Price:

Place

• Convenience to corporations by providing tailored “matching” service, i.e. we come to them!

• Convenience in logistics and cost by providing access to large networks and facilitating partnerships with major NGOs in developing world.

• Existing on-the-ground projects needing long-term or short-term participation.

Promotion – Segment 1:Corporation Leaders

• Leverage partnerships within major business media, e.g. publish articles in major business magazine about benefits of 3V Initiative and ways to get involved.

• 3V website, blog and social media (facebook, youtube, twitter, etc.) to share information on initiative and how to get involved.

• Hold in-person meetings with corporate leadership, for hand-on approach.

IMPLEMENTATION:Phased approach: 6month intervals for 2 years

Example: Corporation X Phase 1: Months 1 - 6

Profile of Corporation X Location: Boston, MA

• Provide consultation on health-related service delivery, capacity building and research.

• Employs 250 consultants, with a range of professional experience and technical expertise in field of health.

• Current fiscal portfolio indicates high profit margin.

• Current CSR portfolio includes: • Annual book drive for local schools• Annual food drive for homeless in MA• Adoption of “green policies” towards reducing

corporate carbon footprint

Corporation X contacts Month 1 (ground work)• Preparation before in-person meeting:• Conduct research on Corporation X, including

requests for CSR portfolio, past/current volunteer initiatives, and most recent financial statements.

• In-person meeting: • Discuss needs of Corporation X and interest in

adopting a 3V program.• Recent decrease in employee retention rate.• Inconsistencies in general employee satisfaction.• Interest in diversification of CSR portfolio specifically

in terms participation in the global community.• Discuss corporate capacity to adopt 3V program,

to suit CSR portfolio, resources, and culture

Proposal for Corporation XMonths 2, 3 and 4 (information gathering and analysis)

• Conduct 3V’s “corporate character configuration”,(the 3C test), to gain comprehensive understanding of:• Financial analysis (ROI of 3V program)• Corporate culture analysis• CSR landscape analysis

• Conduct comprehensive needs assessment of employees for:• Happy in their work environment, career, etc. • Interest in volunteerism• Skills inventory

Mechanism for info gathering

• Corporation stats on employees retention, skills, projects, etc.

• Online survey administered to leadership and employees (different)

• Focus groups with representatives from both leadership positions and employees.

Package to Corporation X:Months 5 and 6 (report of analyses and proposed program)

• Budget: rough estimate of adopting 3V program• Suggested level of subsidy to employees: up-to 40%

• Specified network of NGO partners and projects tailored to X’s interests, capabilities and goals

• Liability policy framework, including standards and regulations between corporation, employees and partnered NGOs.

• Preliminary report on potential ROI

Contingency Plan:

• Phase 1: Stage of Change from Early Contemplation to Late Contemplation

• Phase 2: Stage of Change from Late Contemplation to Preparation and Action

• Alternate Phase 2: match corporation leaders to voluntary vacation for hand-on experience of the merits of adopting 3V program

Monitoring of 3V Programs:

• Quantitative Measures• Collected data on corporation pre and post 3V

program• Collected data on continuity of program, pre/post

each volunteer trip• Comprehensive analysis of corporation ROI

• Qualitative Measures• Collection of anecdotal, personal stories/experiences• Shared on website, blog and social media, including

photo, video and “journal” posts.

Initiative Budget

• Initial Donor Invest fund

• 5-yr roll out plan

• Major Budget line items includes:• Employee salaries• Overhead• Administrative costs• Logistics and travel costs• Media promotion

Initiative M&E:

“Everyone thinks of changing the world, but no one thinks of

changing himself”

~ Tolstoy

Thank You!