International Association for Volunteer Effort

What it reported doing in 2024

Network DevelopmentIAVEs mission statement accurately describes our long-term goal and our primary strategy for achieving it: IAVE creates a more just and sustainable world by enabling the leaders, organizations, and environments that empower volunteers.IAVE is the largest global network of leaders of volunteering. Our member network includes individual volunteers, government agencies, multi-national agencies and institutions, academics, NGOs and businesses. IAVEs Global Corporate Volunteer Council (GCVC) is the only leadership network for global companies committed to supporting the engagement of their employees as volunteers in their communities. Our Global Network for Volunteering Leadership (GNVL) is a peer-to-peer network that allows volunteering organizations around the world to learn from one another and to forge global partnerships. IAVEs work falls into four major categories: convening, advocacy, thought leadership and leadership development.In 2023, we: Convened a roundtable on youth volunteering in London, England to focus on the interrelationship of volunteering, employability, and sustainable livelihoods; Convened 18 members of the Global Corporate Volunteer Council in Lisbon, Portugal to discuss topics such as employee development through volunteering, climate action through volunteering, self-volunteering, and volunteering in times of war. Concurrently 15 members of the Global Network for Volunteering Leadership met to discuss techniques of impact assessment of volunteering. The two groups then met together on the second day for a forum on volunteering in humanitarian crises.Members of GCVC established working groups to learn from one another through focused conversations on cross-company collaboration, disaster response, impact and innovation.IAVE supported peer organizations through participation on the programs of their conferences in Ireland, Kenya, Malaysia, South Africa, Korea and the U.S.IAVE partnered with the African Union to bring together experts from Africa, Europe, Latin America, and Asia to explore the potential of South to South collaboration. More than 180 leaders for volunteering attended the live webinar.IAVE organized online master classes for members of GNVL from throughout the world on corporate volunteering, the role of branding in the volunteer sector, and harnessing technology and reducing research inequality in the Global South.The second part of IAVEs research on the state of health of corporate volunteering throughout the world was published in 2023. The study drew on interviews with staff of 80 companies with operations in 175 countries and a combined workforce of over 8 million people. Part 2 explores regional issues in greater depth with essays written by members of the research team local to the region.In 2023, work was begun on research and thought leadership on the relationship of volunteering by youth to employability, well-bring, activism, and sustainable livelihoods. Each paper was paired with a webinar to stimulate discussion and collaborative thinking around each facet of the research. As a solid outcome from this work, in December 2023, IAVE announced a collaboration with the African Union on volunteer-powered pathways to youth employment, the Reskilling Revolution Africa.

Financial Efficiency

• Mission deployment rate: 60.3%; rating input score 60
• Program expense ratio: 52.9%; rating input score 53
• Fundraising efficiency: $3.42 raised per $1 spent on fundraising; rating input score 10; 10th percentile among comparable filings

Transparency & Controls

• Consistency checks: 92.9%; rating input score 93; 19th percentile among comparable filings
• Pay-setting controls: Limited
• Foreign activity oversight: Scored; rating input score 0
• Grant itemization coverage: Scored; rating input score 0
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Limited

Accountability

• Independent voting board: 100%; rating input score 100; 63rd percentile among comparable filings
• Governance controls: 5 of 8 controls in place; rating input score 62
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Fail
  • Document-retention policy: Fail
  • CEO compensation review process: NotApplicable
  • Other executive compensation review process: Fail
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Pass
  • Independent financial-statement audit: Pass

Sustainability

• Operating margin: -14%; rating input score 13; 13th percentile among comparable filings
• Total-asset coverage ratio: 0.35; rating input score 16; 16th percentile among comparable filings
• Liabilities to assets ratio: 0.16; rating input score 35; 35th percentile among comparable filings
• Officer compensation ratio: 23.3%; rating input score 11; 11th percentile among comparable filings

Growth

• Program expense growth: -1.8% per year; rating input score 0; 13th percentile among comparable filings
• Revenue growth: 1.4% per year; rating input score 100; 21st percentile among comparable filings
• Asset growth: 4.3% per year; rating input score 100; 36th percentile among comparable filings