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SKILLED VOLUNTEERS

SKILLED VOLUNTEERS. Sandra Miller, VISTA Leader. WHAT COULD YOUR ORGANIZATION DO. With more time?. Organize your database Post a weekly blog Put Opportunities and/or Nonprofit Partners onto a Google Map Write informational articles for the newsletter

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SKILLED VOLUNTEERS

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  1. SKILLED VOLUNTEERS Sandra Miller, VISTA Leader

  2. WHAT COULD YOUR ORGANIZATION DO. . . With more time? • Organize your database • Post a weekly blog • Put Opportunities and/or Nonprofit Partners onto a Google Map • Write informational articles for the newsletter • Take pictures & post to an online album. • Film a video & Upload to YouTube.

  3. What Could Your Organization DO? With More Skills? • Develop an effective marketing campaign • Develop effective, attractive, marketing materials including displays • Develop & provide mentor training • Translate outreach materials and forms • Lead strategic planning • Develop effective research and data collection tools • Grant Write

  4. Skilled Volunteers Wanted Press Releases and Public Service Announcements Writer Volunteer Opportunity Details: • May not require in office presence, but should be willing to meet periodically with staff or committee members to help develop publicity pieces. Comfort with and access to email if working from home. Distribution of announcements to appropriate media outlets. Maintain, or coordinate with staff or other volunteers to maintain, accurate data base of print, TV, and radio contacts. Minimum 1 – 2 times per month. • Knowledge and skill at writing media releases, experience preferred. This opportunity is sponsored by:Michigan Audubon Society

  5. Wanted—Skilled Volunteer Grant Writer • Volunteer Opportunity Details: • The Lansing Latino Health Alliance is currently seeking a grant writer to assist us in obtaining/securing available funding for our organization. • Volunteer candidate should have previous experience in grant writing (preferably 3+ years) for nonprofit organizations, possess the ability to take our mission, vision, and values to connect LLHA with the proper grant opportunities, should be a very efficient, dependable, and trustworthy individual.

  6. Wanted—Skilled Volunteer • Teen Open Art Studio Mentors Needed! Volunteer Opportunity Details: • TOS volunteers will mentor teenage participants in visual art activities once a weekly throughout the school year. These volunteers will encourage the teens to try different art media available at Reach - poetry, printmaking, painting and photography. The mentor will work with individuals or a small group of teens on a particular art media, encouraging the teens to set and work toward goals in building art making skills. Teen Studio takes place: Thursdays from 3:00 to 6:00PM. • We prefer for this opportunity individuals who are highly qualified in art, specifically art education or studio art majors.

  7. Definition: Skilled or skill-based volunteering is the practice of using work-related knowledge and expertise in a volunteer opportunity. In other words, skills normally used to generate income are provided free of charge to a nonprofit organization

  8. GOALS • Analyze how implementing a skilled volunteer program can benefit nonprofit organizations. • Identify possible strategies to be used in the development of skilled volunteer projects or programs. • Present samples, techniques, and tools being used by other organizations.

  9. Skilled Volunteers Are Searching http://youngretired.ca/volunteering/Development/VolSectorDev.html

  10. The New Volunteer

  11. Quote—“Volunteering in many aspects is taking on more than just the philanthropic action it was once viewed as, and today many people are looking at volunteering as a way of gaining experience by using their own skills. . .Speaking from experience, being given menial tasks and little responsibility was the quickest way to send me looking for a new organization. . .” Alyson Woloshyn, Kitchener Parks and Recreation, Ontario, “Staff Resistance and the Highly Skilled Volunteer” blog response,

  12. Community Service As A Goal

  13. Why Skill-Based? • Large population of boomers and Gen Y’s. • Culture of community engagement • Nonprofit Needs • “smart” volunteerism vs “more” volunteerism • Use of layered volunteerism • Volunteer Expectations

  14. VITA & EITC VolunteerVolunteer Muskegon Opportunities Wanted Delloitte/Points of Light Volunteer Impact Study: Two out of five volunteers (40 percent) say they actively look for opportunities to use their workplace skills when they volunteer

  15. Organizational Need Untapped Skills Only about one in five volunteers (19 percent) say they primarily apply their workplace skills in their volunteer assignments. • Nearly one-third (29 percent) of volunteers believe their workplace skills are what nonprofit organizations need from them most

  16. There’s a disconnect Reasons why volunteers aren’t using their business skills Nonprofits in need 20% reduction in job growth (2008-2009) 20% position reduction 80% nonprofits citing significant economic stress 17% of families report concerns over food (MI) 100% increase in demand for winterwear (NY) • 34% of nonprofits did not inquire about their workplace skills. • 32% were not structured to use their skills.

  17. Start With A Plan & Process • Staff & Volunteers identify projects • Recruitment Positions Descriptions Developed before recruitment or in collaboration with volunteer after interview/matching • Interview/Matching • Volunteers Assume Leadership for Project • Supervision/Evaluation Process

  18. EXAMPLES

  19. Southern Maine Agency On Aging • Nonprofit Training—Skilled Volunteers • Managers Identify Needs • Needs Advertised (see flyer) • Volunteers Apply & Are Interviewed • Position Descriptions Modified • Outcomes Identified—Those identified below were not the original • Market Research-Program Improvement • Development of a new marketing strategy • Fund Development • Planned Giving Program • Development of a Manual • Funding Sources • Information and Advocacy • Identification and connections to resources • Public Speaking, Interagency Representation

  20. Chicago Life Opportunities Initiative Needs Assessment throughMapping • Meet with interested nonprofits • Identify needs • What could you do with more time? • What could you do with more skills? • What is needed to improve services? • What is needed to build capacity?

  21. MAPPING EXAMPLE NEED EVENT PLANNING

  22. Need Education/Training

  23. Need Technology

  24. REVERSE THE PROCESS—Start with the volunteer application or interview Bank Manager Customer Service Investments/ Savings

  25. THE IDEAL OPPORTUNITY Time Limited Focused Flexible hours/location Specific Objective/Outcome OTHER--POLL

  26. Changing World. . . “Volunteering is influenced by cultural shifts. . .The way people work today is different from 20 years ago. There is part-time, flex-time, job-share, consultant as worker, intermittent, telecommuting, and seasonal work, to name a few. Those who experience flexibility in the workplace expect flexibility in their volunteer involvement” (The Multi-Paradigm Model of Volunteering—A New Way to Identify and Manage Volunteers”, Volunteer Leadership, Nancy Macduff, Fall 2006)

  27. Add these “Buzz Words” to your vocabulary • Episodic Volunteering (one time event) • Project Based Volunteer • Entrepreneurial Volunteer (Leadership) • Electronic Volunteering (Distance Volunteering) • Teaming

  28. The New Volunteers’ Expectations Flexibility • Work Hours • Work Environment • Can be met through • Project based assignments • Home based/Telecommuting Projects • Teaming (Job-Sharing)

  29. The New Volunteers’ Expectations Application and Development of Skills Opportunities to Learn Staff trainings & workshops Professional, State & National Conferences & Seminars Recognition of Skills • ASK—What would you like to do? • Leadership Projects • Include in staff meetings • Seek input and feedback

  30. Writing Position Descriptions • Focus on skills, not “titles” • Time-limited • Allow for independence, self-direction • Connect to mission • Identify supervisor & process • MOU, Specific Outcomes, etc. • Stress benefits to volunteer

  31. Sample Position Descriptions

  32. Volunteer Testimonial Susan became involved with the organization a decade ago. “Colleen [Kelly], Vantage Point’s Executive Director, came into my workplace to speak about skilled volunteering. I ended up on financial sustainability committee. It was As simple as that. . .In 2001 she completely revamped Vantage Points’ budget. . . (pg. 41) A People Lens: 101 Ways to Move Your Organization Forward, Vantage Point, Volunteer Vancouver Susan Lovell, Vantage Point “I benefit as much as I hope the organization does,” she enthuses. “I get a fresh take on life. I look at the world from a whole different perspective.”

  33. Doing things the way you’ve always done them will get you the results you’ve always got Change is Necessary

  34. Roadblocks Organizational Culture • Staff Resistance • Costs in terms of time • Loss of Control • Lack of Planning • Volunteers expect efficiency • Expectations • From a Management Model to an Engagement Model • Practice of hiring rather than engaging

  35. Poll/DiscussionBreak—10 min.

  36. Clearing the Hurdles Lessons Learned In The Trenches • Cost Effective • RSVP Capacity Corps Ratio $ 6:1 • Most of the staff time is upfront in planning stages • Involve volunteers in the planning • Need for a regular means of communication

  37. ORGANIZATIONAL CULTURE Openness to change—Most critical element • New communication strategies • Flexibility of programming, organization, & timelines • Supervision—Openness to feedback and suggestions. • Access to administration

  38. Managing vs Engaging Managing Volunteers (Old) Engaging Volunteers (New) Lateral, parallel approach Support/Collaboration Equal Partnership Leadership Opportunities Volunteer Active in Program Development & Evaluation Flexibility in Scheduling Teams/Committees, Short-Term/Project Based • Top-down approach • Supervision • Staff person as “boss” • Recognitions as big event • One Volunteer/One Position/One schedule

  39. GETTING STARTED

  40. Start Small • One Project • Look for the “easy wins” • Develop a draft plan • Rationale—Benefits • Outline Steps • Identify Desirable Outcomes • Look for sustainable projects

  41. Meet with Senior Management • Create a dialogue • Ensure project has support and is a priority • Emphasize competitive advantage • Emphasize learning possibilities

  42. Identify Supervisors • Who has the need? • Who has the interest? • Recommendations—no more than 2-3 • Should have solid management skills & practices

  43. Publicize Your Plan Publicize early—before project begins • Elicit interest • Partners • Volunteers

  44. Involve Staff & Long-term Volunteers • Development of written project descriptions • Focus on tasks rather than titles • Be clear about expectations and skills needed • Aim for flexible, open timelines • Committee/Team, Age-Cohort Approach • Allow for volunteer input

  45. Begin Recruitment • Identify Target Population • Structure Market Strategies to population • Venues, Strategies & Materials • Involve Steering Committee • Volunteers drawn to skills sets rather than description of duties or titles • Stress benefits to volunteer • Be clear as to who the supervisor is

  46. Interview • Ask for volunteer’s ideas/input • Consider adapting the position and description • Match skills to tasks • Timelines • Workplace • Think in terms of goals and outcomes

  47. Orientation & Training • Orientation • Organizational Mission & Goals • Review of Project Plan & Goals • Training • Consider a MOU • Timelines with expected tasks or outcomes • Checkpoints • Measurements of Success • Review workplace expectations

  48. Supervision • Collaborative • Review of established timelines • Review checkpoints • Weekly to start • Review & refine plan • What’s working • What isn’t • Talk with related staff

  49. Track Outcomes NotTime On Project • Demonstrates value • Measures effects on wider community • Facilitates replication • Marketing tool.

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