Diary of an Intern: Recap of Week 3

I just finished up my third week at work and in many ways I feel like I'm just hitting my stride. One of the big things I worked on this week was solidifying what my summer projects will be. When I started at ABC it seemed like I had an endless amount of time to collect a bunch of different projects, but in reality I'm only going to be there for 10 or 11 weeks. So one of the first things I worked on this week was really narrowing my focus and making sure that the projects I've taken on can actually be accomplished.

I spent a lot of time this week focusing on two areas specifically:

1) Preparing the communication materials to roll-out the company's corporate giving platform to the leadership of ABC's satellite locations. This meant that for much of the week, I put my MBA powerpoint skills to the test by creating process flow diagrams and using lots of smart art (my classmates would be so proud).

There are a couple of important points that this communication plan needs to convey. First, we need to educate the leadership at these locations about the types of organizations that, as a unified network, ABC will give money and product to--and more importantly, why. The corporate giving committee at the company has worked hard to establish a focus and purpose for its giving, and now it's time to make sure that everyone not only understands the reasons behind these choices but also follows them. Second, we're trying to explain the various ways that these locations can actually support causes in their communities, especially through product donations. Product can be donated locally by that specific ABC location or by an individual employee working at that location, and the guidelines around the types of organizations that can receive product from the company versus an employee are slightly different. So, outlining that process and making sure the location leadership understands how this works is crucial. Interestingly, since this information is coming from corporate, we're also trying to be sensitive to the fact that these locations were presumably managing all of this before these formal guidelines were established. The tone of the communication pieces, therefore, has to be focused on raising awareness and educating location leadership on our new giving platform, without sounding like we're trying to do their jobs for them.

2) The other project I focused on this week is our employee volunteer program expansion. Right now ABC partners with two local organizations, The Greater Boston Food Bank and The Plymouth Area Coalition for the Homeless, to provide regularly scheduled employee volunteering options. While these are certainly worthy service opportunities, one of my projects is to grow our volunteer program to enable individual employees and department teams to nominate their own volunteering ideas. Although this does include building the system (presumably on the company intranet) that would allow employees to easily suggest their volunteering ideas, a big issue here is that not all employees actually know that they are eligible to participate in the program. So my work here goes beyond setting up the intranet "architecture" and once again moves into communication and education (a theme that actually runs through all of my summer projects at ABC).

One volunteer opportunity that I'm especially excited about is a potential collaboration with another local company to send employees from both companies to work with Outdoor Explorations, an organization that "makes the outdoors a welcoming place for people with disabilities." It's a very worthwhile cause and I think ABC employees would really enjoy a day of working with these folks. I'll keep you updated as the volunteer day takes shape.

In addition to working on these two main projects, this week I also attended a local United Way annual meeting and awards luncheon. For the second year in a row, ABC was honored by this United Way chapter for its financial support (including its annual employee giving campaign), volunteerism, and community committment. It was really exciting to attend this event and to see ABC recognized for its dedication to the communities in which it works.

Finally, ABC runs a fairly well-developed intern program during the summer boasting a number of speakers from different functional areas in the company. Since all of the summer interns are now on board, this programming has begun. I had two events this week: the first was a sensory training (learning all about how people use their senses (taste, smell, etc) when consuming our products), and the second was a tour of a local plant to see one of our products being made. The sensory training was interesting, but the tour was outstanding. My fellow interns and I donned our protective hair nets, hard hats, safety goggles, and white smocks (picture coming soon!) and got an insider's look at how ABC makes one of its best selling items. I don't know if anyone watches that show, How It's Made, but I swear it was just like our own personal episode!

All in all it was a really fun week and I'm excited about the progress I've made.

Diary of an Intern: Recap of Weeks 1 & 2

Hello dear readers of The Changebase, how've you been? I'm sorry that I've been out of touch lately--between starting my new corporate giving gig and also moving into a new apartment, it's been very busy and there's been little time for updates. But I'm back and ready to fill all of you in on my new adventures as an intern. As a reminder, in a slight attempt to keep my accounts of my summer somewhat confidential, I'm going to say that I work for "ABC", a privately-owned, consumer products company in Massachusetts (although I realize that by doing a little digging, you can probably figure out where I'm working). Why do I feel the need to keep things a bit hush-hush? My goal is to try to convey my experiences this summer as honestly as possible, and something about keeping the company name a little private just feels a bit more "kosher". So, thanks for humoring me on this one.

Anyway, I'm excited to report that I've now been working as a corporate giving intern for two weeks, and so far I'm really enjoying it. First, a little background. ABC has been doing charitable giving for quite some time now (in fact, I'd say the philosophy of the company is based on giving back, sustainable agriculture, and ethical behavior in business). It's only been in the last year or so, however, that they've tried formalizing their corporate philanthropy efforts and creating a true program around it. The company is roughly 75 years old and employs 2,000 people across the U.S. and Canada; I work in the corporate office with about 500 people. The fact that ABC has this main corporate office and a number of satellite locations is central to the formal roll-out of the company's corporate giving agenda (but more on that in a bit). I sit in the Human Resources group and report to the Manager of Corporate Communications. Overall I have to say that all of my new colleagues have been very friendly and welcoming, and there is even a really nice group of interns that I'm getting to know (including, I'm pleased to report, a Sustainability Intern!).

Corporate giving at ABC is focused on promoting nutritional health and family wellness and really falls into three main buckets: gifts of cash (ie: small grants, event sponsorships, etc), gifts of product, and employee volunteer hours. On the surface, this doesn't sound too complicated. What makes it complex, though, is the fact that beyond the corporate office, there are roughly 10 locations across North America that, for as long as anyone can remember, have kind of been left to do their own thing when it comes to philanthropy. The goal now is to get these locations on the same program and following the same guidelines and policies as the corporate office--which is where I come in.

My objective this summer is to help solidify and grow the corporate giving program at ABC. This includes ensuring that all of the satellite locations implement, follow, and track their giving according to the stated policies and giving criteria that the corporate office has developed. In addition, I've also been tasked with the job of adding more "infrastructure" to the overall program, including instituting an online giving system for employees through the company intranet. But perhaps my biggest priority for the summer is what my boss has coined the "Socialization of Corporate Giving". It took me a little while to figure out exactly what she meant but basically it boils down to this: once the nuts and bolts of the program are in place (that is, the policies are finalized and the architecture of the program is set), it's my job to figure out how to communicate the basics and the benefits of the program to our employees, and later, to our customers. First and foremost this means building the case for branding the corporate giving program (an especially exciting project that I'm really looking forward to tackling). Other components of the socialization plan include:

• Educating employees about their new option to take a paid day-off to volunteer, and making sure that there are enough interesting and worthy volunteer opportunities to choose from
• Promoting ABC's involvement in the Go Red for Women cause marketing campaign with the American Heart Association, as well as its partnerships with various regional nonprofit partners
• Developing copy and content for the ABC website to make sure that we properly promote the program to consumers and other external audiences
• Making sure that every employee, no matter their position in the company, understands the program and can serve as an ambassador for ABC and the good work it's doing in the community.

This is a lot to tackle in one summer, and so far it's been really thought-provoking and intellectually challenging--which is great! I am sure that somewhere along the way, though, I will run into some bumps in the road. Change is always difficult to deal with, and anytime you're trying to get buy-in from a variety of people with different motives and goals, you're going to create some friction--especially when things have been done a certain way for years and now we want to change it. I think this will especially come into play with getting all of the satellite locations on board with the new, formalized giving policies. What I'm most curious to see and experience, though, is how the corporate giving program grows during this tough economy. As I think a lot of people in corporate philanthropy/CSR/sustainability can attest to, it's one thing to say this is an important company priority, but it's another to actually put money into building the program. It will be very interesting to see how this plays out over the next few months.

As I continue posting, I'll get more in-depth with explanations and examples of what corporate giving looks like at ABC and the various components that go into it, but for now this is a good overview. So far it's been a really fun couple of weeks and I've really enjoyed sinking my teeth into some very meaty projects.

A Nonprofit Gal Goes Corporate

For as long as I can remember, I have always felt a connection with the nonprofit sector. Maybe it’s because I grew up doing community service and working with local charities, or maybe it’s just that my heart and my spirit have always needed to engage in projects that had a positive impact on others. Whatever the reason, I have always gravitated toward work with a social mission. So it was a no brainer that when I graduated from college, I joined the ranks of nonprofit employees across the country and got to work.  The first time I dipped my toes into the corporate water was when I applied to business school. After five years of fundraising for Bay Area nonprofits, I felt deeply rooted in the nonprofit community. I understood how to exist and thrive in that realm, how to partner with donors and other organizations to truly effect change. In short, they were my people, and I was theirs.

Yet, no matter how attached or connected I felt in the safe nonprofit space I had created, I knew there was something missing. Some people say that nonprofits don’t focus on the cold, hard impact numbers. Others say nonprofits suffer from a crisis of management and leadership experience. And others actually say both are true. For me, no matter how aligned my personal beliefs were with the nonprofit sector and the good work it does, I felt as though I could do more and do better by understanding how “the other half” lived. Which is how I found my way to the Boston University Graduate School of Management.

The BU GSM (as we call it) has been a great place to land for a nonprofiteer in the midst of a bit of an identity crisis (check out BU’s Public and Nonprofit Management Program for more info). I came to BU armed with my fundraising experience and a keen understanding of how the nonprofit sector operated. Yet I also arrived with a true curiosity about how business—with its access to financial, technological, and staff resources that often far exceed those in the nonprofit world—might tackle some of the global, social issues that I care about. Thus I began my first year of business school.

The past 9 months have been a time of intense questioning and driven exploration for me. I have started getting better at seeing problems through the lens of business, and my solutions these days often involve a deeper consideration of revenue streams, operating costs, and shareholder concerns. Yet what’s interesting is that when you think about it, these three issues, while packaged in business language, are actually also necessary priorities in any nonprofit organization. More organizations these days are looking for ways to become self-sustaining through revenue, especially in this economic climate. Maintaining low operating costs is also a huge issue in the sector when so many funders only want to support programmatic expenses. And shareholders in the nonprofit world are simply donors who believe in your mission enough to invest in the work that you do. If there's any development director out there who’s not concerned about keeping her donors happy, I’d like to know what her secret is.

In short, while there may be some very fundamental differences between businesses and nonprofit organizations (which I’m sure will become its own post at some point!), I do believe there are a lot of similarities. And, with a year of business school under my belt, I’m pleased to say that I will soon have the opportunity to become a bit of an expert on this topic.

Starting next week, I’ll be interning at an international consumer products company in Massachusetts (for confidentiality’s sake, I’ll be calling this company ABC throughout my blog). As one of their first-ever corporate philanthropy interns, I will be responsible for solidifying and growing ABC’s corporate giving efforts, which include cash and product donations, as well as employee volunteer hours. It’s a very big job that I’m very excited to start—and I’ll be bringing The Changebase readers along with me throughout the summer.

When I look back at where my journey started in fundraising, and the path I have taken through my first year at BU, I laugh a little bit when I think about my summer plans. Before business school I would have never expected to work anywhere but a nonprofit, and yet I am thrilled to have the chance to understand philanthropy through the eyes of a for-profit corporation. While I’m sure that there will be an inherent, steep learning curve, my hunch is that perhaps it won’t look that different from what I’ve known so far in my career. After all, ABC wants happy, healthy and satisfied customers, which is what every nonprofit wants for its community. At the end of the day, we both want the same thing—we just get there differently. Here’s to seeing how the other half lives!

-Ashley