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34 BCBusiness November 2014 Baqi's part-time work with Vancity took him to branches across the Lower Mainland and gave him a chance to take part in a wide range of community activities: "It really gave me a chance to see the commitment Vancity has." Last year, he jumped at the chance when Vancity offered all employees the oppor- tunity to apply for a 16-week volunteer assignment helping the United Way of the Lower Mainland with its annual fundraising campaign. Baqi was one of about 40 campaign associates cho- sen to help the charity during its busy crunch season. "We couldn't manage the 700 workplace campaigns without them," says Michael McKnight, United Way CEO. "The volunteers get a chance to work outside their normal jobs and network with a wide number of people." The associates are trained, and then take over responsibility for supporting the workplace campaigns that are criti- cal for the United Way. Baqi found himself responsible for fundraising campaigns at nine com- panies in the accounting and natural resource sectors. He plunged into meet- ings with company reps, helped orga- nize events and presentations and did whatever was needed to support the fundraising efforts. Part of the challenge was under- standing the different corporate cul- tures. Some companies wanted a low-key approach or to repeat past cam- paign activities. Others, like Methanex, went at it full-tilt. "It was a four-day cam- paign," Baqi recalls. "It was intense— there was something every hour people could be involved with. "I was working with people at all levels of the organizations, including partners and senior managers—that was probably one of the best parts of the experience," he says. Vancity kept pay- ing his wages, and his job as an account manager in a Burnaby branch was wait- ing when he got back. "It worked out beautifully." Baqi got a great career development opportunity and new skills and expe- rience, while his ties to Vancity were strengthened. Vancity delivered on its brand commitment to support sustain- able, healthy communities. The United Way got a skilled, high-energy "cam- paign associate" at no cost. Companies have always written cheques to charities. But more busi- nesses are seeing benefits in going beyond an annual donation and finding ways to support employees' volunteer efforts—and their own goals. That doesn't mean they always do it well, however. Often, there is no struc- ture or strategy. Dave in accounting, let's say, hears about a great nonprofit that helps poor kids; he decides a com- pany team should repaint their office, and everyone spends a Saturday after- noon painting, with pizza laid on by the company. A job well done—except the nonprofit might not have wanted the paint job, but feared saying no would discourage future donations. Or the nonprofit's hard-pressed staff might have really needed volunteers from the business who pitched in with their real skills—finance or marketing or what- ever—for a few hours each month. Or the charity might actually be ineffec- tive, or even viewed negatively by the community. Helping is great, and supporting employees' volunteer efforts can pay big dividends, but you have to do it right, says Michael Samson of Inspire Canada, a Vancouver-based business that helps companies develop effective employee volunteering programs. A successful program considers the goals of the business, community needs and the importance of strong nonprofit partners. "Look at your business plan, look at where you are wanting to go," Samson says. "Look at how you can help the community in a focused way and achieve your business goals." The best programs have clearly defined objectives and a coherent long- courtesy uNited way