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Gcsv2011 skills based volunteering-alan witchey
 

Gcsv2011 skills based volunteering-alan witchey

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This document was created by an individual or individuals who submitted a proposal so he / she / they may present at the Office of Faith-Based and Community Initiative’s 2011 Conference on Service ...

This document was created by an individual or individuals who submitted a proposal so he / she / they may present at the Office of Faith-Based and Community Initiative’s 2011 Conference on Service and Volunteerism (GCSV11). This proposal was approved by the Indiana Commission on Community Service and Volunteerism (ICCSV) and other community partners. Sharing this document is a courtesy extended by the OFBCI to conference attendees who may want to reference materials covered at the GCSV11, and the OFBCI in no way not responsible for specific content within.

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    Gcsv2011 skills based volunteering-alan witchey Gcsv2011 skills based volunteering-alan witchey Presentation Transcript

    • Skills Based Volunteering Facilitator: Alan Witchey, Volunteer Center Director United Way of Central Indiana Volunteer CenterAddressing today’s needs. Reducing tomorrow’s.SM 1
    • Introductions • Your Name • Your employer • One thing you would like to gain from the training today
    • Overview of Session • Welcome & Introductions • Overview Of Skills Based Volunteering • Corporate Volunteerism • Skills Identification • Micro Volunteering • Final Thoughts
    • Activity: Volunteer & Staff Roles Answer the question: • How do you draw the line between what nonprofit staff are allowed to do and what volunteers are allowed to do? • Complete the checklist of activities/tasks within an organization that might be done by volunteers or paid staff
    • Nonprofits and Skills Based VolunteerismSource: 2006/2007 Deloitte/Points of Light IMPACT Studies Nonprofit Organizations & Skill Based Volunteerism 62% of nonprofits do not work with corporate volunteer programs 12% of nonprofits assign corporate volunteer roles by volunteer skill sets 19% of work place volunteers report that their primary volunteer activity is not using their work place skills 56% of nonprofits think that the best contribution a company can make to a nonprofit is money – only 1% of nonprofit funding comes from companiesAddressing today’s needs. Reducing tomorrow’s.SM 5
    • Defining Skills Based VolunteeringAddressing today’s needs. Reducing tomorrow’s.SM 6
    • Defining Skills Based Volunteers • Skills based volunteerism uses individual or collective volunteer and/or corporate expertise to assist a nonprofit • Traditional skills based volunteerism utilizes the skills, experience, talents and education of volunteers to directly meet the needs of nonprofits • Most skills based volunteers use their work experience as part of their volunteer work – Pro bono work (free services to nonprofits) is a subset of skill based volunteering where volunteers contribute the core business service directly to a nonprofit’s internal operations, strengthening the infrastructure and capacity of the organization
    • Skills Based Volunteering Defined Skill based volunteerism uses the volunteer’s: • Work related experience • Professional skill sets • Educational background • Other abilities developed through practical experience Examples: • HR professional might write an employee handbook • An IT person might install a new server or updated software • A lawyer might provide legal services for free • A graphic designer might design a brochure • A corporate executive might conducts a strategic planning processAddressing today’s needs. Reducing tomorrow’s.SM 8
    • Skills Based Volunteerism Defined • Finds the intersection of corporate values and skills and then matches them to the needs of local nonprofits • Shifts the focus from the nonprofit setting the agenda to a mutual strategy developed between the volunteer (or company) and the nonprofit • Is affected by the skills, interests and values of the volunteer (or company) as well as the recipient of the volunteer effort • Is usually project based and time-limitedAddressing today’s needs. Reducing tomorrow’s.SM 9
    • Skills Building • Skills based volunteering can also refer to volunteerism that seeks to increase specific skill sets of volunteers • Some volunteers have a foundation of skills and are seeking to expand their experience through a volunteer project that they are unable to get through work • It’s important to remember that the volunteer does have some skill sets already relevant or that can be built upon and is not coming to the project with a clean slateAddressing today’s needs. Reducing tomorrow’s.SM 10
    • Types of Skills Based Volunteers • Companies/businesses – many companies allow whole departments, teams, or specific individuals to participate • Teams – Some professional groups, colleagues seeking to work together, or teams within a company participate • Individuals – some individuals who may be working, between jobs, or retired participateAddressing today’s needs. Reducing tomorrow’s.SM 11
    • Transferring Skills From the CorporateWorld to the NonprofitAddressing today’s needs. Reducing tomorrow’s.SM 12
    • Typical Skills Based Volunteer ActivitiesStrategic Planning Legal Advice and RepresentationInformation TechnologyAssistance Graphic DesignWeb Site Creation and Market ResearchMaintenance Human ResourcesFinancial Management Accounting ServicesProperty Management Training & Skill DevelopmentFacilities Planning Executive MentoringElectrical Board of Directors MembershipArchitecture Medical/NursingConstructionMarketing
    • Strategically Matching Skills With Needs Departments Skills/Functions Needs of Nonprofits Accounting/ Budgeting/forecasting Budgeting Finance Accounts payable Fiscal planning Billing & collections Cash flow analysis Advertising/PR Media relations Media exposure Communications strategy Event planning & production Event planning & promotion Reaching target audiences Message creation Fundraising Audience segmentationAddressing today’s needs. Reducing tomorrow’s.SM 14
    • Typical Skills Based Project 1. Assessment of Nonprofit Need 2. Connecting/Selecting Nonprofit and Volunteer(s) 3. Agreement of Scope of Work and Timeline 4. Project Management with Ongoing Check-ins 5. Altering Scope of Work as Needed 6. Evaluation of Project Success 7. Celebration of Project SuccessAddressing today’s needs. Reducing tomorrow’s.SM 15
    • Corporate and Nonprofit IntersectionsAddressing today’s needs. Reducing tomorrow’s.SM 16
    • Corporate Shifts In Volunteerism • Many companies understand the value of volunteerism and community engagement oIncreased employee satisfaction and loyalty oRecruitment strategy for young and highly skilled oImproved community image • Companies want to: oHave stronger ROI (Return On Investment) oHave more meaningful opportunities oLeverage their business/employee skills betterAddressing today’s needs. Reducing tomorrow’s.SM 17
    • Nonprofit Levels of Volunteerism Board & Committee Skill Based Volunteers Mission Critical Volunteerism Dedicated – low commitment Administrative Volunteers One-time Large GroupAddressing today’s needs. Reducing tomorrow’s.SM 18
    • For-profit Volunteerism Board & Governance Skills Based Volunteering Hearts & Hands VolunteeringAddressing today’s needs. Reducing tomorrow’s.SM 19
    • Spectrum of Community Engagement
    • Company/Business Benefits • Offers inexpensive (or free) professional development programs for employees • Allows employees to “loan” existing skills to nonprofits • Can build critical business and leadership skills among employees which may enhance performance at work • Provides companies with more concrete, measurable outcomes of volunteer activities • May match closely with the company mission • May offer team building opportunities
    • Company Benefits • Increases the value of support to community partners while also increasing the magnitude of impact that community partners have – “the multiplier effect” • Exemplifies “strategic philanthropy” by supporting community partners through leveraging all corporate assets: funding, skilled service and “extra-hands” activities • Increase community investment efforts through high-impact volunteerism vs. high head-count volunteerismAddressing today’s needs. Reducing tomorrow’s.SM 22
    • Skills Based VolunteerismNonprofit Benefits • Dramatically increases the value of volunteer service to an agency. Skills based is valued between $40–500 an hour depending on the market value of the specific job function. Current value for traditional volunteering is $20.85. • Nonprofits are often struggling with capacity or infrastructure issues and lack the funding to improve them. Skills based volunteerism offers an alternative to hiring vendors or depending on staff to fill functions they are not skilled in • Using skill based volunteerism allows nonprofits to reallocate budgetary funds to mission critical areas • Often leads to deeper engagement with a company, including financial support and other volunteer supportAddressing today’s needs. Reducing tomorrow’s.SM 23
    • Activity: Pros and Cons of Skills BasedVolunteering • Why isn’t skills based volunteering more widely spread through the community? • What are the pros and cons for nonprofits to engage in this type of volunteering? • What are the pros and cons for companies and businesses to engage in this kind of volunteering?Addressing today’s needs. Reducing tomorrow’s.SM 24
    • Corporate – Nonprofit Dilemma Corporate Concerns Nonprofit Concerns Corporate volunteers may feel that Nonprofits may feel that corporate nonprofits don’t know how to volunteers sometimes treat effectively manage volunteers volunteerism as a fieldtrip to the zoo Corporate volunteers may have Nonprofit staff may have hectic hectic work schedules that affect schedules that affect ability to help ability to complete the project oversee and manage the project timely Corporate volunteers may try to Nonprofit staff may relinquish all play the expert and minimize control and power to corporate nonprofit staff volunteer as “the expert” Corporate volunteers may have no Nonprofits may not have real interest in the agency’s organizational support that mission volunteerism is able to make a real impact in the organizationAddressing today’s needs. Reducing tomorrow’s.SM 25
    • Traits of Some Corporate Volunteers • More concerned about outcomes than traditional volunteers • Like training to be bullet points and easy to understand • Seek better communication but may struggle to read emails and training manuals • May not always understand the need to turn off cell phones during volunteer activities • Are often balancing a uncertain and hectic work schedule so might be less reliable due to unexpected work circumstances
    • Making the ConnectionAddressing today’s needs. Reducing tomorrow’s.SM 27
    • Setting Realistic ExpectationsSource: Taproot Foundation Skills Based Statistics • 75% of nonprofit applicants have unrealistic or unclear expectations of scope of work or resources needed internally to complete and implement a skills based project • 30% of business professionals don’t accurately self- identify the role they can play on a project • 65% of projects have a potentially fatal challenge at some point in the process that requires interventionAddressing today’s needs. Reducing tomorrow’s.SM 28
    • Intermediaries and Skills BasedVolunteering • Skills based volunteering projects are most successful when a volunteer intermediary is involved, such as a volunteer center • Volunteer centers often already have relationships with the corporate world, skilled individuals, and nonprofits • The volunteer center often acts as the strategic consultant between the for profit business and the nonprofit organization • Both the nonprofit and the for profit provide ongoing updates and reports to the intermediary who helps manage the processAddressing today’s needs. Reducing tomorrow’s.SM 29
    • Important Factors To Remember • Team Approach – team volunteering appears to amplify the positives of skill based volunteering • Sound Support Structures – one of the biggest failures in this type of volunteering comes when the for-profit partner develops the plan without enough partnership with the nonprofit partner • Financial Resources – for-profit partners may need to commit financial resources as well as talent and skills of employees – (expenses may include software, materials, etc.) • Process & Outcome Evaluation – It’s important to evaluate both the process (were employees and the nonprofit satisfied with the result) and the outcome (type and magnitude of change in the employees and the nonprofit)Addressing today’s needs. Reducing tomorrow’s.SM 30
    • MicrovolunteerismMaking volunteerism fit into a hectic work lifeAddressing today’s needs. Reducing tomorrow’s.SM 31
    • Components of Microvolunteering Microvolunteering is a form of skills based volunteering for very short periods of time Microvolunteer projects are often small tasks done via cell phones or computers for short durations of time Microvolunteering has four defining characteristics: • Convenient • Bite-sized • Crowdsourced • Network-managedAddressing today’s needs. Reducing tomorrow’s.SM 32
    • Microvolunteering Convenient Its volunteerism that fits into your schedule when you have time - typically (but not necessarily) via an internet connected device such as a personal computer or mobile phone. In practice, to achieve this level of convenience, there is often no training or vetting necessary by the nonprofit. Bite-sized Volunteer tasks are broken into small(-ish) pieces, so that you can complete a task in the time you have available (whatever that time may be).Addressing today’s needs. Reducing tomorrow’s.SM 33
    • Microvolunteering Crowdsourced The nonprofit that needs help asks a large(-ish) group for assistance. Micro-volunteers who have the time, interest, and skills (ideally), and who may be previously unknown to the nonprofit, do the work. Network-managed The time demands of the manager (e.g. a nonprofit staff person) are reduced by distributing as much of the project management and quality review as possible to the network of micro-volunteers. This work management method differs from a top-down model of project management.Addressing today’s needs. Reducing tomorrow’s.SM 34
    • Some examples of Microvolunteerism • Language translation • Logo design • Graphic design • Web development • Social marketing • Photograph identification • Editing or proofreading • Text writing • Review and feedback • BrainstormingAddressing today’s needs. Reducing tomorrow’s.SM 35
    • Activity: Microvolunteerism Do you think microvolunteering is an effective volunteer engagement strategy? Do you think you or your organization would participate in microvolunteerism? What do you think are the benefits and drawbacks of microvolunteerism? What specific activities do you think lend to microvolunteerism? Do you think this kind of volunteerism will last or is it a fad? What other changes do you think will affect corporate volunteerism in the future?Addressing today’s needs. Reducing tomorrow’s.SM 36
    • Putting It All TogetherAddressing today’s needs. Reducing tomorrow’s.SM 37
    • Skill Based VolunteeringBest Practices Review 1. Clearly outline what the project will entail and put all expectations in writing 2. Obtain written approval from a manager or other senior leader at the company where the volunteer works if the project is part of a corporate volunteer program 3. Stay within your approved scope - adhere to the original project plan and consider any additional work as a separate project 4. Communicate effectively about the project, its progress, and the timeline - avoid industry jargon, acronyms or technical terminology that a volunteer might not understand 5. Treat the volunteer and business as a professional donor, not like any vendor you might be working with
    • Questions? Questions? Alan Witchey, Director, Volunteer Center 317-921-1366 alan.witchey@uwci.org