TRANSNET Employee Volunteer Programme CONCEPT PRESENTATION 1. Introduction TRANSNET Volunteers for Villages “It takes a village to raise a child” • An African proverb captures the belief that it takes an entire village to raise a successful child. All the resources, human and material, as well as the combined skills of the village, collectively form the space in which a child is raised and prospers. • This proverb is the inspiration for the Transnet EVP, and answers the question “But what does it take to raise a village?” • It takes the volunteerism of a Transnet employee to raise a village, so that the village is able to raise its children, and prosper. 2. Motivation • The ideal model of an EVP utilises the inherent skills base (capacity, competencies, networks, knowledge base, etc) of a company to the benefit of a receiving organisation or entity. • The employees of Transnet Limited, and its Operating Divisions, have a broad and diverse range of skills, from engineers to trades people. Thus, a successful EVP project in Transnet would ENABLE ALL employees, with these diverse range of skills, to volunteer. • A community comprises of equally diverse sectors - education, health, culture and heritage, infrastructure, etc. • The Employee Volunteer Programme, Transnet Volunteers for Villages matches the broad wealth of skills and knowledge in Transnet with the broad range of developmental needs of the receiving community. Transnet Employee Skills Base Community Development Needs Computer skills; finance management; Infrastructure development and maintenance; artesans; broad network; technical skills; EVP schools; clinics; NGO’s; employment; engineering; business administration; entrepreneurial; sports; culture; environment project management; environment management 3. Rationale The Transnet EVP will • Adopt an integrated approach to community development; is best suited to create volunteering opportunities for Transnet employees, whilst developing whole target communities called Transnet Villages • Be sustainable • Deliver a measurable impact / result over a defined period of time (three years) in a specified environment (Transnet Village) • Be visible (have scale); be driven by economies of scale • Have control measures in place. 4. Description The Transnet EVP project is called the “Transnet Volunteers for Villages” • A ‘Village” is a community in a defined municipal ward / within a municipal boundary. • Transnet Employees will volunteer their time, skill, ideas, networks to existing projects, organisations, community members within that Village to the benefit and socio – economic development of the Village. 4.1. Identify the Transnet Village The Volunteers for Villages, will be implemented in three locations where all Transnet Operating Divisions are active: Durban Port Elizabeth And Johannesburg The “Transnet Village” is a selected and controlled community in one of the above centres, where the Transnet EVP will take place. Employees, from all Operating Divisions in each of the above centres will nominate and vote for a proposed Village to be the Transnet Village. (This will ensure the buy - in of employees, and legitimate the selection process.) The Transnet EVP will be implemented over a three year period in each Village. Volunteering will take place at any time of the day, any day of the week, excluding Mondays and Tuesdays (under controlled conditions). 4.2 Baseline study of the Transnet Village The Transnet EVP should have measurable outcomes for Transnet, the benefitting community (Village) and the participating employees. Conduct a detailed and comprehensive environmental study of the Transnet Village. This will include focusing on the age profile demographic profile level of poverty employment and employability profile community peculiarities profile of community institutions community leaders and structures etc of the Village. Such a study will form the baseline against which projects for the Village will be planned, implemented and measured on an ongoing basis. It will also form the final measurement (after the three year project life cycle), against which the impact of the project will be measured. 4.3 Project Manager for the Transnet Village The Transnet EVP will be a host of projects, both long and short term, that will lead to the upliftment of the Transnet Village. The Project Manager will drive the Transnet EVP, and ensure that it adds value to Transnet and the Village. The role of the Transnet EVP project manager is to: • together with the community, identify volunteering opportunities (campaigns or assistance) existing in the Village • serve as the entry and exit point of Transnet employees into the Village (as risk management and for the security of employees) • liaise between Transnet and community leaders, structures and organisations • form partnerships and strategic networks to the benefit of the programme • Implement the control measures (attendance and volunteer service delivery) for the programme • Ensure that the image and reputation of Transnet is protected at all times • Ensure high visibility profile and scale of the programme in and beyond the Village • Be the thread that keeps the volunteer activities integrated. 4.4 Implement the Volunteers for Villages • Volunteering will entail the skills, knowledge base, network, time and labour of all Transnet employees. Skills will not be outsourced or hired in. Networks can be used to the advantage of the Village e.g. request a friend or contact who is not a Transnet employee to volunteer his / her specialised skill. Cynthia asks her photographer friend to run a one day photography class in the Village at no cost to Transnet or Cynthia. • Volunteering will take place at EXISTING institutions, organisations and projects. New projects or initiatives may be formed as a result of the Volunteers for Villages project, but must be managed and operated by the community itself, and independent of Transnet. • Any existing activity in the target Village, willing to accept Transnet volunteers, will qualify. • The Volunteers for Villages will consist of three types of projects or activities, namely A. Volunteers for Villages programme – this is an ongoing, sustained programme of the same activity over a sustained period of time (offer weekly knitting classes as entrepreneurial skills; community help desk for information, referrals and guidance staffed by Transnet employees) OR B. A blitz operation , being a once off event (such as a clean up campaign) OR C. A corporate partnership EVP project (enter into a partnership with any other company, to the benefit of the Village) • Inform all (national)Transnet employees about the volunteering OPPORTUNITIES available at the Village. Employees who have business engagements in the city where the Village is located could also volunteer for the duration of their stay. 4.4.1 Examples of volunteer activities The Transnet EVP could be a sustained programme, a corporate or a blitz campaign. Second hand Various programmes will run trade store simultaneously, creating volunteering opportunities for a large number of employees. These activities will allow any Transnet employee, from a professional to a blue collar worker, to volunteer. The visible presence and scale of the number of employees will create the Village effect A sustained volunteer where Transnet employees become programme takes place over a members of the community, bringing about period of time relevant to the sustainable change and growth in that training and has measurable community. deliverables and impact. Because this is all happening in a controlled environment, the impact, returns and A blitz campaign takes visibility can be measured. place over a day, and although it has an impact, is mostly publicity driven. 4.4.1 Examples of volunteer activities CONT • Village Blitz – upliftment of public places in the Village (painting, plumbing, electrical, etc) as the Launch of the EVP Programme • SMME Development - • Partnership with UCT Centre for Innovation and Entrepreneurship towards a model for SMME development and growth measurement • Establish a Village Chamber of Commerce • Waste Management – a green (environmental) EVP initiative that is a supply chain from raw material (waste) to manufactured product (revenue)) • Eskom solar power – solar geyser / panels to households in the Village; in partnership with Eskom • Pre – owned trade store - second hand store for Village • Individual / team volunteering - identify volunteer opportunities for individuals and teams 4.5 Monitoring and control; marketing strategies and rewards Measures for monitoring and control will be • generic controls for the Transnet EVP (EG register; EVP Policy, etc) • controls relevant to the deliverables of the specific programme where volunteering is taking place (EG coaching at school) The EVP will be marketed to Transnet employees as an OPPORTUNITY, and not a task. Such marketing will be done nationally, and not just in the four centres where the EVP Village is located. A monthly EVP news update will be distributed to all employees to ensure a constant awareness about the volunteering opportunities, and stimulate a desire to volunteer. Rewards will be in the form of employee recognition (for individuals and units) and included as a SPO. No financial or other rewards will be offered. The buy in and support of managers, line managers and supervisors will be essential for the success of the programme . 5. Challenges / Risks What could go wrong … • Instilling an appetite for volunteerism amongst ALL employees from all Operating Divisions across all levels of employment (Getting employees to volunteer); • Management (line managers) not permitting employees to volunteer / no buy - in from management; • Core business vs. volunteerism; • Abuse of volunteer time by employees; • Employees misrepresenting Transnet or bring the image and reputation of Transnet into disrepute; • Unstable / volatile communities where volunteering will take place; • Managing community expectations of what the Transnet EVP can and cannot deliver (in relation to the model as well as the concept of volunteerism); • Community expectations of financial and infra-structure investment vs. volunteering; • High levels of crime in the target communities (Transnet Villages) as well as perceptions amongst Transnet employees of a lack of security in such communities; • The Village EVP concept is broad and complex; challenge to simplify it and make it accessible to ALL Transnet employees and the community (Transnet Village). 6. Conclusion It takes a village to raise a child but It takes a Transnet employee’s volunteerism to raise the village. THE END.
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