Volunteer Asset In The Uncertain Economy

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Volunteer Asset In The Uncertain Economy

  1. 1. The Volunteer Asset in an Uncertain Economy Denver DOVIA – Advanced Practitioners Symposium May 27, 2009 & ASSOCIATES © 2009
  2. 2. Challenging Times Flickr: Hopkinsii & ASSOCIATES © 2009
  3. 3. Trends and Issues The Impact on Economy Nonprofits Flickr: Hopkinsii & ASSOCIATES © 2009
  4. 4. Trends and The Good Issues The Bad The Ugly Flickr: Hopkinsii & ASSOCIATES © 2009
  5. 5. 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
  6. 6. & ASSOCIATES © 2009
  7. 7. The Bad – But Not Worse – News Foundation Giving Corporate Philanthropy Individual Gifts Flickr: Hopkinsii & ASSOCIATES © 2009
  8. 8. There is Good News Flicker: RR and Camera & ASSOCIATES © 2009
  9. 9. Giving Back Flickr: Strevo & ASSOCIATES © 2009
  10. 10. & ASSOCIATES © 2009
  11. 11. Retirement Postponed Flickr: eren erdo gan & ASSOCIATES © 2009
  12. 12. Disconnect in the Staff-Driven Model Flickr: bondidwhat & ASSOCIATES © 2009
  13. 13. The Obama Factor Flicker: jurvetson & ASSOCIATES © 2009
  14. 14. Serve America Act The Serve America Act is about “connecting deeds to needs.” President Barack Obama M. T. Harmon Office of Public Affairs & ASSOCIATES © 2009
  15. 15. 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 © 2009
  16. 16. ―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 Flickr: aussiegal & ASSOCIATES © 2009
  17. 17. Trends and Issues Time Collaboration Technology Generational Results Culture Shift Shift Focused Flickr: Hopkinsii & ASSOCIATES © 2009
  18. 18. Everyone is bowling alone Flickr: Theorris & ASSOCIATES © 2009
  19. 19. Flickr: scooterroo2002 Boomers and the generations that follow Source: Business’s Social Contract: Capturing the Corporate Philanthropy Opportunity, Committee Encouraging Corporate & ASSOCIATES © 2009 Philanthropy, based on research by McKinsey & Company
  20. 20. ―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 Flickr: sean dreilinger & ASSOCIATES © 2009
  21. 21. Imagine a world in which your nonprofit organization has all the resources it needs to: Deliver Serve more Strengthen more clients its staff programs Spread your Increase message financial more widely stability — Page 9 Chapter 1 Understanding the World of Boomers & ASSOCIATES © 2009
  22. 22. Foundation Community Capacity building and building abundance Skills based Strategic and and impactful critical Collaborative Flickr: pshutterbug & ASSOCIATES © 2009
  23. 23. 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 & ASSOCIATES © 2009 Flickr: lindsey_lissau
  24. 24. Don’t do it. Get it done. & ASSOCIATES © 2009
  25. 25. Changing the Volunteer Management Paradigm Volunteer Volunteer Management Engagement & ASSOCIATES © lumaxart Flickr: 2009
  26. 26. A New Pardigm Management Engagement Recruitment Cultivation and Networking Placement Negotiation and Agreement Supervision Support & ASSOCIATES © lumaxart Flickr: 2009
  27. 27. A New Pardigm Management Engagement Review Measurement Recognition Acknowledgment Retention Sustainability & ASSOCIATES © lumaxart Flickr: 2009
  28. 28. Transitions • Recognize, honor, and be done with the past Letting Go • Sadness, grieving, feeling overwhelmed, and fear • Experiment and innovate Neutral • Chaotic, exciting, uncomfortable, nerve-wracking • Group recognizes what worked and what didn’t Assessment • Group commits to implementation plans • Change happens! Change Managing Transitions: Making the Most of Change, by William Bridges & ASSOCIATES © 2009
  29. 29. The Tipping Point Mavens Connectors Salespeople Stickiness Context Factor Matters The Tipping Point by Malcolm Gladwell Flickr: your mistakes are your style & ASSOCIATES © 2009
  30. 30. 21st Century Strategies Community Capacity Building Building Asset-based Community Social Development Entrepreneurship (ABCD) Flicker: voj & ASSOCIATES © 2009
  31. 31. Leadership • Motivating teams • Executing the right things • Focusing on organizational vision Flickr: Hopkinsii & ASSOCIATES © 2009
  32. 32. Entrepreneurship •Envisioning possibilities •Founding initiatives •Changing norms Flickr: Hopkinsii & ASSOCIATES © 2009
  33. 33. Capacity Builders Mission Programs Management Financial Administrative Governance Resources Resources Volunteers Flickr: petersetevens & ASSOCIATES © 2009
  34. 34. Hallmarks of Performance Organizational Financial Effectiveness Stability Program Quality and Growth Flickr: petersetevens & ASSOCIATES © 2009
  35. 35. Steps to Volunteer Engagement Capacity Building Using Critical Intervention Points • Understanding • Mapping the Boomers initiative • Assessment • Creating • Building the case opportunities Flickr: Chewy Chua & ASSOCIATES © 2009
  36. 36. Steps to Volunteer Engagement Designing Agreement and Powerful Support Engagement • Cultivation and • Creating the networking collaboration • Interviewing and • Nurturing the vetting relationship Flickr: Chewy Chua & ASSOCIATES © 2009
  37. 37. New Staff Roles Flickr: thinkpanama & ASSOCIATES © 2009
  38. 38. Communication •Articulate engagement •Facilitate agreements •Negotiate outcomes Flickr: thinkpanama & ASSOCIATES © 2009
  39. 39. Actions • Create inviting work environments • Prioritize volunteer efforts • Vet for skills and interests • Convene and launch teams • Collaborate for results Flickr: thinkpanama & ASSOCIATES © 2009
  40. 40. Results • Cultivate volunteer leaders • Build individual capacity • Increase human and financial resources Flickr: thinkpanama & ASSOCIATES © 2009
  41. 41. Circles of Influence Flickr: Pranav Singh & ASSOCIATES © 2009
  42. 42. Community of Action Flickr:matt mcgee & ASSOCIATES © 2009
  43. 43. 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. Flickr:matt mcgee & ASSOCIATES © 2009
  44. 44. Self Directed Teams Identify scope Develop and lead the team Generate solutions Build capacity Evaluate results & ASSOCIATES © 2009 Flickr: llawliet
  45. 45. Characteristics of Self-Directed Teams Shared Collaborative Community Workload Governance Identity Alignment Evaluation Flickr: BAIA & ASSOCIATES © 2009
  46. 46. Sustaining Self-Directed Teams Communication Training Resources Quality Evaluation Improvement Flickr: BAIA & ASSOCIATES © 2009
  47. 47. 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. Flickr: gigi62 John Schaar & ASSOCIATES © 2009
  48. 48. 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 & ASSOCIATES © 2009

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