1. WORLD BANK COMMUNITY CONNECTIONS CAMPAIGN Viki Betancourt, World Bank April 3, 2012 Workplace Giving: Amplifying Involvement and Impact

2. WB Community Connections Fund An Overview Set up in 2002 as an independent 501(c) (3) Supported by existing WBG Community Outreach Team (1 FTE, 2 STE) All expenses paid by Community Outreach program budget Cost/Year approximately $25,000 (software, insurance, legal and audit, etc.) All back office functions provided by WBG Community Outreach Team

3. World Bank Group Workplace Giving World Bank HQ Office in Washington, D.C. Approximately 10,000 employees

4. World Bank Group Workplace Giving Over 130 Offices worldwide with additional 5,600 employees – 37 of those offices have 50+ staff. Currently, 12 countries (multiple offices) run a local workplace giving campaign.

5. World Bank Group Workplace Giving Workplace Giving Efforts Globally HQ Huge Success – FY 12 Campaign -$1.86 million raised from 61% of staff/100% corporate match for a total of $3.72 million donated to 289 nonprofits CO Mixed Bag - FY 12 Campaign -$45,500 (USD equivalent) raised in Country Offices – approx.10% staff participation average/100% corporate match

6. World Bank Group Workplace Giving

8. Best Practice: It’s all about leadership, leadership, and more leadership  President of WBG kicks off Campaign with an Email to all staff.  Two co-chairs appointed annually – Senior VP and above level.  Co-chair role is to raise awareness with other senior leaders and build accountability for Campaign results.  Campaign results distributed every week during Campaign at VP meetings with President.  Data driven so performance and results are clear down to the unit level.

9. World Bank Group Workplace Giving Best Practice: Coordinators and volunteers are the backbone of our Annual Giving Campaign  200–strong volunteer network of Community Connections Coordinators and Volunteers is vital to the engagement of staff across the World Bank Group.  Coordinator role is to actively promote the Community Connections Campaign to colleagues.  Training and resources provided.  Daily and weekly data provided regarding unit level performance.  Recognition Program recognizes those who have excelled in demonstrating excellence, teamwork and leadership in helping to make a difference in the community.  VPs recognize their departmental Campaign coordinators and volunteers during Performance Appraisal. All receive formal letters of appreciation for their HR file, signed by Campaign co-chairs.

10. World Bank Group Workplace Giving Best Practice: Employees and retirees drive the program.  All nonprofit organizations must be nominated by a group of 10 staff and/or retirees to be considered for inclusion  A minimum of $500 total in donations from at least 10 staff/retirees necessary to remain on list year to year  Increase in requests to bring nonprofits in to talk about work/outcomes driven by staff – marketing driven by staff

11. World Bank Group Workplace Giving Best Practice: Providing incentives at different times and levels has driven donations to increase almost 100% over the last 4 years  100% of all donations go directly to nonprofit organizations  Rewards Programs – partnering with local businesses for smaller incentives  Departmental Incentives – cost born by departments  FY08 first year WBG approved a 50% match for all donations  FY09 tied corporate match to staff participation levels – achieved 100% match as a result for the next three years

12. World Bank Group Workplace Giving Best Practice: Egive is easy to use, easy to manage on the back end and requires only periodic updating  WBG has its own online “Egive” system to accept pledges  Egive Platform originally cost $5,000 to build in-house, approximately $30,000 in 2010 to upgrade  Duplicate system currently being built for retirees  Security concerns - none

13. World Bank Group Workplace Giving Challenges : Growing the Campaign even more??  Competitiveness among units and departments can be intimidating  How long for the corporate match? How to sustain?  How big do we go?

14.  Integration with other employee engagement programs:  Since Community Connections Campaign launched 10 years ago, 100% increase in volunteerism: over 200 staff on Boards  Volunteer Match partnership to provide volunteer opportunities – HQ centric, but international in scope  Disaster Relief Campaigns centralized through same online system  Presented as a core institutional program during employee onboarding World Bank Group Workplace Giving