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& ASSOCIATES © 2009
Denver DOVIA – Advanced
Practitioners Symposium
May 27, 2009
The Volunteer Asset in an
Uncertain Economy
& ASSOCIATES © 2009Flickr: Hopkinsii
Challenging
Times
& ASSOCIATES © 2009Flickr: Hopkinsii
The Economy
Impact on Nonprofits
Trends
and
Issues
& ASSOCIATES © 2009Flickr: Hopkinsii
Trends
and
Issues
The Ugly
The Bad
The Good
& ASSOCIATES © 2009
Headlines Tell the Story
Bay Area Nonprofits Brace for 2010 Armageddon
Minnesota Nonprofits Slash Staff and Budgets
Charities Scramble as Donations Fall
New Poor Overwhelm Nonprofits
& ASSOCIATES © 2009
& ASSOCIATES © 2009Flickr: Hopkinsii
The Bad – But Not Worse – News
Foundation Giving
Corporate Philanthropy
Individual Gifts
& ASSOCIATES © 2009Flicker: RR and Camera
There is Good News
& ASSOCIATES © 2009Flickr: Strevo
Giving
Back
& ASSOCIATES © 2009
& ASSOCIATES © 2009Flickr: eren erdo gan
Retirement Postponed
& ASSOCIATES © 2009
Disconnect
in the
Staff-Driven
Model
Flickr: bondidwhat
& ASSOCIATES © 2009Flicker: jurvetson
The
Obama
Factor
& ASSOCIATES © 2009M. T. Harmon Office of Public Affairs
Serve America Act
The Serve America
Act is about
“connecting deeds
to needs.”
President Barack Obama
& ASSOCIATES © 2009
Expand Corporation for National and Community Service
Engage Retiring Americans in Service on a Large Scale
Expand the Peace Corps
Expand Service Learning in High Schools and Colleges
& ASSOCIATES © 2009Flickr: aussiegal
―A social revolution –
possibly as important
as the one led by
Boomers in the 1960s –
will occur if nonprofits
strategically engage
Boomers in high-
impact collaborations
that build a nonprofit’s
capacity to fulfill its
vision and mission…
Boomers will lead the
way to a new era.‖
— Page 18 Chapter 1 Understanding the World
of Boomers
& ASSOCIATES © 2009Flickr: Hopkinsii
Trends
and
Issues
Time Collaboration Technology
Generational Shift
ResultsFocused
Culture Shift
& ASSOCIATES © 2009Flickr: Theorris
Everyone
is bowling
alone
& ASSOCIATES © 2009
Boomers
and the
generations
that followSource: Business’s Social Contract: Capturing the Corporate
Philanthropy Opportunity, Committee Encouraging Corporate
Philanthropy, based on research by McKinsey & Company
Flickr: scooterroo2002
& ASSOCIATES © 2009Flickr: sean dreilinger
―It takes more than a few
new strategies and
examples to engage
Boomers as volunteers. It
takes reimagining the role
of volunteers in an
organization and the
possible results of involving
volunteers in every aspect
of operations.‖
— Page 22 Chapter 1 Understanding the World of
Boomers
& ASSOCIATES © 2009
Imagine a world in which your
nonprofit organization has all the
resources it needs to:
Serve more clients
Deliver more
programs
Strengthen its staff
Spread your message
more widely
Increase financial stability
— Page 9 Chapter 1 Understanding the World of Boomers
& ASSOCIATES © 2009Flickr: pshutterbug
Capacity building
Strategic and critical
Collaborative
Skills based and impactful
Community building and abundance
Foundation
& ASSOCIATES © 2009
Boomer Savvy
Organizations
Mandate from the top;
cultivate from within
Authentic volunteer leadership
Career paths for volunteer talent
Culture of innovation and flexibility
Embrace collaboration as a way of
doing business
Flickr: lindsey_lissau
& ASSOCIATES © 2009
Don’t do it.
Get it done.
& ASSOCIATES © 2009
Changing the
Volunteer
Management
Paradigm
Volunteer
Management
Volunteer
Engagement
Flickr: lumaxart
& ASSOCIATES © 2009Flickr: lumaxart
A New Pardigm
Recruitment Cultivation and Networking
Placement Negotiation and Agreement
Supervision Support
Management Engagement
& ASSOCIATES © 2009Flickr: lumaxart
A New Pardigm
Review Measurement
Recognition Acknowledgment
Retention Sustainability
Management Engagement
& ASSOCIATES © 2009Managing Transitions: Making the Most of Change, by William Bridges
Transitions
• Recognize, honor, and be done with the past
• Sadness, grieving, feeling overwhelmed, and fearLetting Go
• Experiment and innovate
• Chaotic, exciting, uncomfortable, nerve-wrackingNeutral
• Group recognizes what worked and what didn’t
• Group commits to implementation plansAssessment
• Change happens!Change
& ASSOCIATES © 2009
The Tipping Point
Flickr: your mistakes are your style
The Tipping Point by Malcolm Gladwell
Mavens Connectors Salespeople
Stickiness Factor
Context Matters
& ASSOCIATES © 2009
21st Century
Strategies
Flicker: voj
Capacity BuildingCommunity
Building
Asset-based Community
Development (ABCD)
Social Entrepreneurship
& ASSOCIATES © 2009Flickr: Hopkinsii
Leadership
•Motivating teams
•Executing the right things
•Focusing on organizational vision
& ASSOCIATES © 2009Flickr: Hopkinsii
Entrepreneurship
•Envisioning possibilities
•Founding initiatives
•Changing norms
& ASSOCIATES © 2009Flickr: petersetevens
Capacity Builders
Mission Programs Management
GovernanceFinancial
ResourcesAdministrative
Resources
Volunteers
& ASSOCIATES © 2009Flickr: petersetevens
Hallmarks of Performance
Organizational Effectiveness
Financial Stability
Program Quality and
Growth
& ASSOCIATES © 2009
Steps to Volunteer
Engagement
Flickr: Chewy Chua
Capacity Building
• Understanding Boomers
• Assessment
• Building the case
Using Critical Intervention Points
• Mapping the initiative
• Creating opportunities
& ASSOCIATES © 2009
Steps to Volunteer
Engagement
Flickr: Chewy Chua
Designing Powerful
Engagement
• Cultivation and networking
• Interviewing and vetting
Agreement and Support
• Creating the collaboration
• Nurturing the relationship
& ASSOCIATES © 2009
Flickr: thinkpanama
New Staff Roles
& ASSOCIATES © 2009
Flickr: thinkpanama
Communication
•Articulate engagement
•Facilitate agreements
•Negotiate outcomes
& ASSOCIATES © 2009
Flickr: thinkpanama
Actions
• Create inviting work environments
• Prioritize volunteer efforts
• Vet for skills and interests
• Convene and launch teams
• Collaborate for results
& ASSOCIATES © 2009
Flickr: thinkpanama
Results
•Cultivate volunteer leaders
•Build individual capacity
• Increase human and financial resources
& ASSOCIATES © 2009Flickr: Pranav Singh
Circles
of
Influence
& ASSOCIATES © 2009Flickr:matt mcgee
Community of Action
& ASSOCIATES © 2009Flickr:matt mcgee
Community of Action
Definition: A collaborative group whose members
align around a shared purpose, and who take action
toward specific goals through broad participation
and mutual accountability.
The opportunity in a Community of Action is
to enlist volunteers and stakeholders
as co-producers and co-creators. Adapted from Terms of Engagement by Richard Axelrod
A Community of Action is a vehicle to help volunteers move
toward achieving strategic goals.
& ASSOCIATES © 2009Flickr: llawliet
Self Directed Teams
Identify scope
Develop and lead the team
Generate solutions
Build capacity
Evaluate results
& ASSOCIATES © 2009
Characteristics of Self-Directed Teams
Shared Workload
Collaborative Governance
Community Identity
Alignment Evaluation
Flickr: BAIA
& ASSOCIATES © 2009
Sustaining Self-Directed Teams
Communication Training Resources
EvaluationQuality
Improvement
Flickr: BAIA
& ASSOCIATES © 2009Flickr: gigi62
The future is not some place we are going to, but
one we are creating. The paths are not to be
found, but made, and the activity of making them
changes both the maker and the destination. John Schaar
& ASSOCIATES © 2009
Thank You!
Volunteerism is the voice of the people
put into action. These actions shape and
mold the present into a future of which we
can all be proud. --Helen Dyer