The Power of Collective Impact: Building Resilience and Belonging Through Corporate Volunteering

‍Alissa May: From your perspective in New York, a city that has weathered its fair share of ups and downs, how does volunteerism help bring people together — across neighborhoods, across boroughs, across differences — to build a sense of belonging and ultimately a more resilient community?

Laura Rog: What I’ve seen throughout my career is that volunteering creates these moments where people are called to something bigger than themselves. They see something happening — on their way to work, in their kids’ schools, in their local community — and they feel compelled to act.

Those moments bring people into communication with others. Volunteering builds bonds that transcend differences. No matter who you are or what you believe, most people share a similar vision for their community: they want it to be safe, clean, and connected — a place where they belong.

Volunteering, regardless of the issue area, brings you together with others who care about the same things. You realize you’re not alone, and you feel a sense of agency. It’s not just about knowing what you want the world to be — it’s about taking a step to make it so.

And once people see that their actions make a difference, they want to keep engaging. That desire to return, to act again, is what truly underpins resilient communities — especially here in New York City.

Alissa May: Industries are evolving, and I want to talk to you, Kenrick, about what that looks like in terms of resilience — not just at the individual level, but at the organizational and company level.

How do you see the power of collective impact helping communities build and stay connected during challenging times? And why do you think this kind of collaboration with companies feels especially urgent — not just for New York, but globally?

Kenrick Fraser: Great question, Alissa.

When I look at the current times, we’re dealing with some massive social issues. And companies — we’re not on an island. We’re part of a broader society. Societal issues affect the bottom line of companies, they affect our employees, and they affect the communities where we live and work.

If we want real systems to change, we need to come together to make a difference. Together as one, the power of community can really further our impact — and, in addition to that, build a more connected world.

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Alissa May: I’d love to hear from each of you about an example that really demonstrates how partnerships between companies, nonprofits, and city agencies have helped break down silos and amplify impact.

Laura Rog: One example that comes to mind — if you don’t live in New York City, it’s hard to grasp just how massive it is. Getting from one end to the other by subway can take an hour and a half to two hours.

Every year, we run a program called Secret Snowflake, where companies and even city employees contribute to winter wishes for youth and families. These range from toys and gifts to essential items like winter coats.

In the last couple of years, we’ve also seen a huge influx of new neighbors — asylum seekers coming into the city — and the program literally tripled in size. We went from distributing about 3,000–4,000 gifts a year to 14,000–15,000 gifts and supplies.

One of our partners, Miller Druck — a shipping and trucking company — has been incredible. They offered us warehouse space and used their trucks to transport donations. When companies donated pallets of items, Miller Druck helped move them either to storage locations or directly to shelters for distribution events.

And beyond that, so many companies have joined through days of service, where employees come together to support the effort. The collective impact that can happen in just one day is enormous. It’s been inspiring to see companies think creatively and strategically about how to connect and contribute to the community in meaningful ways.

Kenrick Fraser: Yes, so every year, the City of New York — together with a variety of corporations and nonprofits — organizes a massive Career Exploration Day.

This event is so important. I’ll never forget, when I was in high school, my parents said, “You’re going to be a doctor.” And at that age, you don’t always know all the different career paths that exist.

As we build the next generation of leaders, exposure is everything. Many young people might not have family members in corporate America or might be first-generation college students. This program gives them a chance to see what’s possible — to explore different career paths and opportunities.

It’s a powerful partnership. On that day, you’ll see thousands of students visiting corporations across the city, learning about careers, and meeting professionals from all kinds of industries. These students come from all five boroughs, and it’s truly an outstanding collaboration between the city, corporations, and nonprofits.

Laura Rog: I’d add to that — the Partnership for New York City is deeply involved as well. It’s a group that advocates for the interests of the business community, and it’s been wonderful to see them bring in a service and mentoring element to this program.

It supports workforce development and helps nurture the next generation of professionals for these companies. It benefits the students directly, but it’s also been inspiring to see how many organizations are now integrating service components into their work — recognizing that this kind of engagement is critical to strengthening New York City as a whole.

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Alissa May: Both of your examples reflect broader trends we’re seeing — from the influx of asylum seekers to the focus on career exploration. Like you said, Kenrick, we didn’t always have that kind of exposure growing up.

That’s where data becomes so powerful. In your recent LinkedIn post about the CECP Giving in Numbers 2025 Report, you noted something interesting — employee volunteering participation rose by 12 points, and median hours jumped nearly 50%, even as the number of formal programs declined.

Kenrick Fraser: Right now, we’re in a moment where employees want to be the change in their communities. They’re seeing social issues and raising their hands to say, “I want to help.” That rise in participation is employees stepping up to make a difference.

It’s also a big opportunity for corporations. Employees need to be equipped, inspired, and enabled to get involved — through clear channels, partnerships, and volunteer initiatives. This is the time for companies to double down on that work.

The increase in participation and volunteer hours shows that people want to act, and the decrease in the number of formal programs reflects a shift — programs are becoming more focused and strategic.

This is a chance for companies to align their volunteer programs more closely with their mission, vision, and values, while also inspiring employees to connect — to their company, their communities, and each other.

Alissa May: Laura, are you seeing something similar? Do these numbers resonate with what you’re hearing?

Laura Rog: Yes, very much. Similar to what Kenrick is describing, we’ve been having a lot of conversations — probably 20 to 30 in recent months — with our business partners.

What I’m seeing is that while there are still days of service and large-scale engagement efforts, there’s also a growing desire for deeper, more transformational relationships with communities. People want to look at how they can address systemic issues, not just one-time needs.

Many companies are engaging their Employee Resource Groups (ERGs) to give back in ways that connect to their identity and purpose. We’re also seeing longer-term investments in particular nonprofits — working with the same partners multiple times a year, building real relationships.

And a major theme that keeps coming up is employee ownership. Companies are giving employees the tools and resources to design and lead their own volunteer projects. For example, Kenrick, I know your team has a toolkit that walks employees through how to organize an event. Some companies even provide funding for employees who want to launch their own volunteer initiative.

There’s a real shift toward empowerment — helping employees take the lead and engage meaningfully.

And then there’s the generational piece. Younger employees, particularly Gen Z, are coming in with the expectation that their jobs will allow them to contribute to something bigger. They want to use their skills for good. They’re not just showing up for a paycheck — they’re looking for purpose, for a bridge between their professional work and their personal values.

Kenrick Fraser: Absolutely. Purpose is a major driver.

And as Laura mentioned, enablement is key. We can reimagine how we help employees get involved — it doesn’t have to mean planning every event for them. It can mean creating toolkits, offering resources, or connecting them with nonprofits that align with the company’s mission.

Our role is to create the right environment — one that makes it easy for employees to participate and take meaningful action in their communities.

Laura Rog: Exactly. And that’s so critical for us in New York City.

At NYC Service, our vision is to create a culture of service across the city — one where all New Yorkers feel a shared responsibility to their community and to each other.

A lot of what we do isn’t direct service projects. Instead, we support businesses, nonprofits, and city agencies in building out their own volunteer programs. That approach has a far greater ripple effect than what we could accomplish alone.

It’s about giving people the agency and resources to act on what matters to them — and that’s how a true culture of service grows and sustains itself.

Alissa May: Speaking of innovation — we haven’t mentioned AI yet. Resilience today looks very different from even five years ago, with overlapping challenges like pandemics, geopolitical shifts, and climate change.

AI is becoming essential for productivity and stability, but it also calls for upskilling and building a more agile workforce. From your perspective, Kenrick, how can volunteering — especially through AI literacy and pro bono projects — expand opportunity and prepare people for the future of work?

Kenrick Fraser: That’s such an important question, Alissa. During UNGA, I attended an event where the IMF shared that 60% of jobs in the developed world and 40% of jobs in the developing world will be impacted by AI. That’s massive.

We have to be intentional about using AI to expand economic opportunity for everyone. There are two key approaches here — first, upskilling employees within companies, and second, educating communities on how they can use AI.

Pro bono AI projects are a great example. They can help small businesses and nonprofits adopt AI tools, while also giving employees the chance to apply and strengthen their own technical skills. At the same time, they’re learning essential human skills — empathy, negotiation, stakeholder management, and more.

Another piece is education — especially for young people. I recently participated in a hands-on volunteer project where we built AI-powered robots designed to teach kids how AI works and how it can be used for different tasks.

There’s a huge opportunity here to expand AI literacy for all — while simultaneously upskilling employees and preparing the next generation to thrive in the AI-powered future.

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Alissa May:From a city perspective, Laura, I’m curious — how is New York partnering with companies to build upskilling opportunities in the AI space, and connecting that to job readiness and economic resilience?

Laura Rog: That’s such an interesting question, Alissa. I think no matter the sector, AI is here — tech is here — so it’s really about learning how to embed and use it effectively.

Our core focus is service and bridge-building, but we also work closely with agencies like the Office of Technology and Innovation and NYC Talent, who are doing incredible work at the intersection of tech and jobs. Much of what we do involves leveraging our networks — our corporate and business partners — to help them build the skills of their employees, local youth, and nonprofits.

We regularly host convenings with our business partners, giving them space to share how they’re using AI and other technologies — whether in volunteer programs or in broader business functions.

We’re also exploring how technology can improve access to volunteering itself — for example, using smarter tools on our website to help people find opportunities that match their interests more quickly and meaningfully.

There’s also a strong focus on career exposure for young people. We collaborate with the tech sector to provide mentorship opportunities and skill-building experiences that prepare the next generation for the future workforce.

The beauty of service is that it’s both constant and adaptable — it can evolve alongside new technologies. It’s about the human element: coming together to understand innovation, teaching each other, and using it to strengthen our neighborhoods and communities. That’s really been our focus as a city, particularly from the service side.

Alissa May: So, Laura, I’m going to stay with you for a moment. We’re seeing the partnerships you’ve built with companies, and we’re also noticing some workplace trends — like the return-to-office conversation. The hybrid model is back in full force, with more people required to be in seats than during the pandemic.

How do you see service and volunteering evolving in this context?

Laura Rog: We’ve heard so much from different companies that service is often what brings people back into the office. Employees will come in specifically for a service day because it gives them a chance to connect — not only with their colleagues but also in a way that feels meaningful and energizing.

Even though hybrid models are here to stay, people still really value in-person engagement opportunities. Our own staff love coming together for service projects.

We’re hearing again and again that companies are using service as a way to bring people together — to strengthen connection both within their teams and with their broader community. Employees see that their company is there for them and for their city.

And from what we’ve seen, CSR professionals are deeply intentional about this — they’re using service not just to give back, but to build community within their organizations.

Alissa May: I love that. What I’m hearing from you, Laura, is this idea of bringing people together in community — within the office and beyond. There’s real power in that.

And, Kenrick, what you mentioned earlier about pro bono service adds another layer — it supports community, strengthens retention, and builds leadership and professional skills.

Can you expand on how volunteering is helping companies cultivate those skill sets that are top of mind right now?

Kenrick Fraser: Absolutely, Alissa. We often think of learning, leadership development, belonging, and connection as byproducts of volunteerism — but it’s important to design programs intentionally for those outcomes.

When we think about pro bono and skills-based volunteering, or volunteer leader roles, we need to structure them around the core competencies and skills that companies want their employees to build.

And it’s not just about design — measurement is equally critical. We have to go beyond tracking outputs and focus on impact: how we’re benefiting society, strengthening the company’s brand and business priorities, and supporting employee engagement and retention.

It’s also about measuring learning — both what employees say they’ve gained through volunteering, and what their managers observe in terms of growth.

At the end of the day, employees are a company’s most powerful asset — not only for business success but also for creating impact in the world.

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Alissa May: I want to talk about what happens when leaders across companies, organizations, civic institutions, and government come together to collaborate for greater impact.

We’re all really excited to talk about the launch of the Corporate Volunteering Collective — this beautiful idea of bringing leaders together to break silos.

Laura, I know this has been a big part of your work — uniting corporate leaders, agencies, nonprofits, and platforms. And Kenrick, collaboration has always been a central part of your programs and approach.

How can leaders work together more effectively to share insights and drive innovation?

Laura Rog: Sure. Honestly, it begins with simply talking to each other. It sounds so simple, but that’s really at the heart of it.

At NYC Service, we play a unique role in city government because we engage across all sectors — not just one. While many city agencies may work primarily with a single sector, we collaborate broadly — with public sector partners, nonprofits, grassroots community groups, large corporations, and small and mid-sized businesses.

We recently established a Service Advisory Council with representatives from all these different sectors to help us explore one big question: How do we make New York City the best and easiest place to volunteer?

What we heard, over and over again, is that people are talking — but mostly within their own sectors. They want to connect with others outside of it.

For companies, that means better understanding the realities and conditions in communities that shape the issues they’re working on.
For nonprofits, it means going beyond donations — engaging companies deeply in their mission and vision.
And for the public sector, it’s about creating the space for all these conversations to come together — in service to New York City and its 8.5 million residents.

It may sound simple, but that “talking” — bringing people into shared spaces where they can ideate and act — that’s what creates real change. That’s the kind of collaboration we’re building, and I believe it’s what will truly transform how New York City’s sectors work together.

Alissa May: That’s really what the Corporate Volunteering Collective is — an extension of the work you’ve started, continuing the conversations you’ve begun.

Kenrick, how do you envision taking this beyond the New York context to inspire broader, global collaboration?

Kenrick Fraser: Great question, Alissa.

We’re facing massive, complex challenges — ones that no single organization can tackle alone. By connecting across companies, industries, and platforms, we can unlock new models of collaboration that none of us could achieve individually.

When I think about it, the shared challenges we all face — from employee engagement to measurement to AI integration — actually become opportunities for us to solve collectively and co-create together.

Through the Corporate Volunteering Collective, for example, we’re working to strengthen the field by fostering peer learning, alignment, and visibility — helping leaders amplify their individual impact through community.

Together, as one, we will define what the future of employee volunteering looks like.

Alissa May: What message would you like to share with companies and leaders who want to make a bigger impact through volunteering?

Laura Rog: I would say — invest in your CSR departments.

When companies invest in CSR, we see more volunteering, more grantmaking, and stronger partnerships with community organizations. That impact reaches the neighborhoods that need it most — and that, in turn, strengthens the city as a whole.

CSR teams are really the linchpin — they get resources where they’re needed most, build lasting nonprofit relationships, and strengthen the entire community. It becomes a full-circle moment where all sectors come together to build a better New York City for everyone.

Kenrick Fraser: Yes, definitely.

For companies that want to make a bigger impact through volunteering, I’d say two things: start and focus.

First — just start. Every great program begins with a single step.
Second — focus. The most impactful and sustainable volunteer programs I’ve seen are the ones aligned to a company’s mission, vision, and values.

That’s when volunteerism stops being a “nice-to-have” and becomes a true driver — unlocking possibilities for the business, for employee engagement, and for the communities we serve.

Alissa May: We'll be talking about all of those things when we bring the Corporate Volunteering Collective together. For listeners, we’re launching that in New York on November 18th — you don’t want to miss it. If you’ve made it this far in the podcast, make sure you join us! It’s where city leaders, companies, and changemakers will come together to reimagine what we’ve been discussing today — collective impact, resilience, and this ever-evolving world.

Just to end on one question — is there one takeaway from this wonderful conversation that you’d like leaders to remember about the power of volunteering to build resilience, connection, and belonging?

Laura Rog: I would say that it’s doable. We have the power, we have the resources — it’s how we really leverage collaboration that will get us there.

Kenrick Fraser: You’re spot on, Laura. I’d add that volunteerism sparks trust. It builds trust in communities, and that trust drives so much — connection, belonging, and resilience.

The more we enhance and invest in volunteerism, the more trust we create — within companies, among employees across business units, and between employees and the communities they serve. It also builds trust for companies themselves — strengthening their brand and reputation in the places where they live and work.

Alissa May:How can companies and individuals get involved with the Corporate Volunteering Collective, or partner with the city, Laura, to drive meaningful change?

Laura Rog: We host a Businesses in Service Coalition that meets quarterly — that’s a great way for companies to get involved. It brings CSR professionals together to connect around issues that matter to the city, and we invite partners from the nonprofit and city sectors so people can hear firsthand where they can plug in.

It’s also a great space for sharing best practices and building intentional, impactful public-private partnerships.

We’ll also be hosting a cross-sector summit in January, which we’ll be announcing soon — so keep an eye on our website, nyc.gov/service, or follow us on social media. You can also sign up for our newsletters to stay up to date. But for companies specifically, joining Businesses in Service is the best way to stay connected with us.

Alissa May: Kenrick, how can people get involved with the Corporate Volunteering Collective?

Kenrick Fraser: The Corporate Volunteering Collective is open to corporate social impact leaders and employee engagement professionals.

As Alissa mentioned earlier, we’re kicking it off on November 18th in New York City, in partnership with Goodera, Benevity, CECP, Corporate Volunteers of New York, Global Citizen, Laura and the team at NYC Service, Philanthropy New York, Taproot Foundation, Realized Worth, the U.S. Chamber of Connection, and YourCause by Blackbaud.

It truly is a collective.

If you’d like to get involved, just send me a message on LinkedIn — I’ll add you to the registration list. You can also visit goodera.com, where you’ll find a banner at the top of the homepage to register directly.

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