Indicative timings – subject to change Bridging The Gap = 2 hrs Break = 15 mins Integrating…= 1 hr (facilitated discussion) Action planning = 20 mins Q&A = 25mins
ANIMATED 668,000 people are employed in the voluntary sector. Almost one third of volunteers are in public and private sector. Informal volunteering saw a sharp drop in 2009-10 (-13% for one a year and -5% for once a month) according to the Citizenship survey. We don’t know why and are unlikely to see if this was a blip as the survey has been cut by the coalition government. ME - I have deleted the top two bullets
NB re spare time, when lack of time is an oft cited reason for not volunteering. Issue not lack of time but how it is prioritised? Humans spend nine billion hours playing solitaire every year. PC gamers spend an average of 18.5 hours per week playing games. Tom Power’s reasons people stop volunteering Number 7: No flexibility in volunteer opportunities or scheduling Number 6: Too much wasted time in useless or unproductive meetings Number 5: Lack of communication Number 4: Lack of professionalism Number 3: The feeling that the volunteer is not really making a difference Number 2: No feedback from leadership about how the volunteer is doing Number 1 reason: The volunteer manager who doesn't know how to lead NB re meeting people and making friends – we’ll come back to this in a while. ME Discussion – What is the implication for the NT?
NB re have others things to do with my spare time => competition is not with other volunteer involving organisations but other demands on people’s discretionary time. ME Discussion – What is the implication for the NT?
Forecast based on the Government Actuary's Department principal projection The above chart shows how the age structure of the UK population is projected to change from 2010 to 2015 and 2020. Thus where the pink line lies above the grey mountain there will be more people in that age group in 2015 than in 2010. As the chart shows, the age structure is far from flat; it is characterised by peaks and valleys as baby-boom and baby-bust cohorts progress through their life cycles. Thus the changing shape of the demographic landscape slowly shifts opportunities and pressures for age-focused/dependent markets and services. Between 2010 and 2015 there will arrive an extra 731,000 people in the 66-71 age bracket – an increase of 22% on current levels – presents an enormous opportunity or challenge. Similar opportunities will exist for brands serving the late middle-age market ( an extra 935,000 48-59 year olds projected over the same timeframe ); more young adults ( an extra 1,053,000 23-36 year olds ) and more under-12s (an extra 517,000 – so long as current fertility rates hold - also indicate the changing shape of the demographic opportunity. Age brackets which will see a decrease include teenagers and youths ( 547,000 fewer 12-22 year olds ) and those in early middle age ( 855,000 fewer 37-46 year olds ).
ANIMATED Over 500 TV channels ME - Discussion – What is the NT’s competitor set? - (one of the outcomes of the session)
ANIMATED ME – Can’t see animation to understand content
In 2010, 30.1 million adults in the UK (60 per cent) accessed the Internet every day or almost every day. This is nearly double the estimate in 2006 of 16.5 million. Social networking was also a popular Internet activity in 2010, with 43 per cent of Internet users posting messages to social networking sites or chat sites, blogs etc. Social networking is not limited to young adults, with 31 per cent of Internet users aged 45 to 54 having used the Internet to post messages, while 28 per cent uploaded content.
ME – Discussion – Is this our ‘Burning Platform’ or not? This is where we should relate the theory you have introduced back to our Vision for Volunteering
ME – Reinforces our Vision
Published earlier this year, Bridging the Gap combines a literature review of volunteering globally with primary research in Canada to help understand: What people are looking for in volunteering How orgs are engaging volunteers What steps we can take to ‘bridge the gap’ The research specifically looked at four groups – Young people, employer supported volunteers, families, baby boomers. We will look at the more general findings. I will build on these with my own reflections and some UK data.
Four areas we will focus on today
We’ve always known the if you want something done you ask a busy person. We’ve known that this trend has been increasing – between the 1991 and 1997 National Survey’s of Volunteering there was an increase in the number of hours given but a decrease in the number of people volunteering. We also know from successive citizenship surveys that levels of formal volunteering have not changed much in the last ten years. So we, like Canada, are very reliant on a small number of people for the volunteering currently undertaken. Given the traditional volunteer is older (i.e. civics generation) we are already seeing a decline in their levels of volunteering due to age, ill health and death. We need to do something about this rather than replying on those we’ve always relied on.
By far the most common reason for stopping volunteering was time, and particularly a lack of time due to changing home or work circumstances, identified by 41% of respondents. Time was also one of the key reasons identified for stopping volunteering in the 1997 National Survey of Volunteering. The second, third and fourth most commonly identified reasons for stopping volunteering in the current study were, respectively: because the activity was no longer relevant health problems or old age moving away from the area The data re non-volunteers wanting to volunteers is all non-volunteers (ex-volunteers and never volunteered) not just past volunteers. Do you know why your past volunteers stopped? Can you contact them to find out if & why they might support you again? ME – There is a broader point here for the Trust. We may have 67k Volunteers but with 4m members there is a greater opportunity to broaden support amongst all our supporters. Eg. Encouraging Members and Visitors to volunteer, Donors to give time as well as money?
Across all groups people wanted to be able to volunteer with others (family, friends etc.) in order to engage in social activity, meet new people and develop business networks. “ A desire to make and/or embed social connections, meet new people and combat isolation or loneliness led many people to get involved in a collective activity. The human desire to be with others in a joint endeavour, and the strength and quality of the relationships between fellow participants that grow through belonging to a group, came through vividly in our research .” Pathways Through Participation Growing emphasis in the UK on skills based employer supported volunteering not just traditional team challenges. But not everyone who is an accountant wants to be a board treasurer. As the management of volunteering has become more formalised, especially with the development of more HR like approaches to volunteer management, so role descriptions etc. have become more commonplace. But Bridging The Gap found that people wanted to shape their roles around their own skills, experience and interests. As we’ve seen, we’re still reliant on the tradition, busy person uber-volunteer. But people want more short term, episodic, even micro opportunities to engage. “ Almost everyone we spoke to had experienced some degree of fluctuation in the levels of intensity and frequency of their involvement, depending on what was happening in their lives. Participation was characterised by ebbs and flows, starts and stops, a mix of one-offs, short- and long-term commitments…” Pathways Through Participation Marketing of volunteer programmes stands out in that it is almost always based on what we need not how the potential volunteer will benefit. ME - Discussion – Need to relate this to our Room Guide dilemma. Our operating model is based on the above, how can we change to acknowledge that our current offer may not meet the needs of tomorrows volunteers?
Volunteered together Diverse range of skills but activity = clean up Self-determined roles One off task to make a tangible difference Driven by a sense of responsibility for their own community Asking how we engage these people in long term volunteering is not the right question. We need to ask how we adapt our offer to meet them half way.
Most organisations assess motivation & interests at start of volunteering relationship – and then not very well. Similarly volunteers’ availability will change due to increasingly complex lives (sandwich generation). “ Any attempt to encourage participation must take into account the differing and multiple motivations people have for becoming and staying involved” Pathways Through Participation Far more socially acceptable that volunteering is about giving and getting – probably always has been of course. Yet most organisations have an inflexible, take it or leave it approach to volunteering – these opportunities at these times etc. People want volunteering to enable them to learn new skills & share their experience with others. Yet we still have large numbers of unskilled volunteering opportunities and roles where we don’t trust volunteers to go about the work in their own way. Time is increasingly precious as we all live more complex and pressured lives. People have to be convinced that they aren’t going to waste their time volunteering with you and that they will make a difference. “ A good quality participation experience was the single most important reason interviewees gave to explain their sustained participation ” and “ people participated in order to specifically achieve something ” Pathways Through Participation Today’s volunteers are different from the duty driven legions of traditional volunteers More mobile – migration etc. Tech savvy Multiple interests and roles Lead complex and busy lives Want two-way relationships Accept change and a variety of choice Like volunteering in groups Like to use their skills and learn new ones
Do know what you want volunteers to do and create meaningful roles for them to engage in. Be open to their ways of doing things, the skills they might bring and new ideas for volunteer opportunities based on what people offer you. By all means look for specific skills and expertise but be open to what people have to offer. An expert in print design may volunteer but to learn skills in web design – can you accommodate or negotiate that with them? Helping Out (2007) showed a big improvement in volunteers’ satisfaction with how well volunteer involving organisations organised volunteering. Quality management and leadership is important. Increasing questioning of whether HR is the right model – parity of esteem not parity of treatment. ME – Need to change language here ‘Optimal formula…..’ is very lecture like. The following slide is how we have been articulating this elsewhere.
ME - we need to focus less on creating lots of uniform volunteering that is tightly controlled and orderly and efficient and instead be open to volunteering being more diverse, slightly chaotic, more fun and creative. The Beijing vs London analogy
Volunteers want different things than they did in the past. We need to re-think how we involve them in achieving our mission. So we need to think about who does what and who is best suited to do what in our organisations. What impact do volunteers have, what value do they bring? Volunteer management has become increasingly process driven and risk averse. For example, we look for a volunteers with specific skills and then tell them how to do the job. We need to change things so we become more empowering, telling the volunteers what needs to be done but letting them determine the how and when. We need to find ways to adapt to the changing schedules and interests of volunteers. For example: Keep people by being willing to let them go Integrated supporter engagement across fundraising, volunteering, campaigning etc. Develop a volunteer journey to lead people to those fixed commitment roles that we need. Use technology and social media to our advantage (recruitment, management, online volunteering etc.) but be wary of things that claim to provide magical solutions to the problems we face e.g. microvolunteering. We need to really understand what people want from volunteering (not what they think we want to hear) and how these motivations, interests and availabilities change across demographics and over time. ME – Discussion – As stated on slide ‘Re-think how we involve people to achieve our mission’
ME – Because we have had discussion throughout this can become more of a plenary and summary of the session.
Over 10 years 3 strands of work See other notes on what these mean Throughout the ambition there is a focus on volunteer managers – paid and unpaid Need to support, equip, recognise them Challenging as rewarding
Volunteering Masterclass People Business Partners Lydiard Conference Centre 21st November 2012
Who am I?• Moyra Weston – coach, consultant and expert in volunteering with over 22 years experience in the field.• Headed Volunteering and Community Fundraising at Save the Children, prior to establishing Weston Coaching and Consultancy• Founder of ‘We Dare to Care’
Our session today• Bridging The Gap – How volunteering is changing and what organisations need to do to respond• Tea/coffee/comfort break• Integrating lessons from Bridging The Gap within the National Trust framework• Action planning• Q&A
Bridging The Gap Part oneThe volunteering landscape
Levels of volunteering in the UK• Levels of formal volunteering have been largely static over the last decadeSource: Citizenship Survey 2011 & 2008-09
Levels of formal volunteering Proportion of people volunteering formally 50 40 30% 20 10 0 2001 2003 2005 2007/08 2008/09 2009/10 2010/11 Year At least once a month At least once a year
Why people volunteer (%) 70 I wanted to improve things/help people 60 Cause was important 50 to me I had spare time 40 30 Meet people/make friends 20 Use my skills 10 Learn new skills 0Source: Citizenship Survey 2008-09
What prevents people volunteering (%) 60 Work commitments 50 Looking after 40 children/home 30 Have other things to do with my spare 20 time Havent hear about 10 opportunities 0 Dont know groups that need helpSource: Citizenship Survey 2008-09
Bridging The Gap Part twoVolunteering doesn’t exist in a bubble
Age structure of the UK1,200 Thousands population 2010 20151,000 2020 800 600 400 200 0 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 Source: nfpSynergy - Population Projections/National Statistics/nVision Base: UK ; 21774: The New Demographic Landscape
Choice• TV channels – When I was a child there were three in the UK• Drinks – Used to be tea or coffee• Supermarkets – Much wider choice of food than 20 years ago – Now sell financial products, clothes, furniture, legal advice
The social media revolution http://www.youtube.com/watch?v=0eUeL3n7fDs
A one slide summary• The world has changed quite significantly in the last decade (& will do even more in future) but: – Levels of volunteering haven’t – The ways organisations involve volunteers haven’t changed much either (and are largely process driven)
The challenge we face• Disconnect (growing?) between what people want from volunteering and what organisations are offering• The need to embrace different approaches to getting and keeping volunteers• We’re not competing for volunteers but for people’s spare time
Practice Locally NationallyVolunteering England (merging with NCVO) Volunteer CentresCSV (Community Service Volunteers) Councils for Voluntary ServicesNNVIA (Network of National Volunteer Involving Ass.) (CSVs)EVDC (England Volunteer Development Council)AVM (Association of Volunteer Managers)Also:•Volunteers in the public sector (Health Service, Education etc.)•Volunteers in the private sector (Internships)
Policy• Office for Civil Society• Department for Communities and Local Government
Legal Key elements: •Volunteer agreements •Expectations are not obligations •Expenses and ‘if contracts’ •No obligation to provide or carry out work
Bridging The Gap Part 3What are the gaps and what can we do about them?
Bridging the gap• What people are looking for in volunteering• How organisations are engaging volunteers• Actions to ‘bridge the gap’Source: Bridging The Gap (2011)
What did they find? • The legacy of the civic core • Potential of past volunteers • Gaps & why they exist • How we can respond
The legacy of the civic core• 31% of the adult population provide almost 90% of volunteer hours• 8% of the adult population provide almost half the volunteer hoursSource: Mohan, J – What do volunteering statistics tellus about the prospects for the Big Society? (2010)
Potential of past volunteers• Most promising • UK data opportunity to engage – 1 in 5 people had more volunteers is volunteered but amongst past weren’t now volunteers – Changes in personal circumstances the main reason• We have to – 54% of non-volunteers understand and would like to volunteer address their issues • Your organisation?Source: Helping Out (2007)
Gaps• People want group activities but there are few on offer• People come with skills but don’t always want to use them• We have clearly defined roles but volunteers want to shape their own roles• We want long-term volunteers but people want shorter term, flexible ways to engage• We focus on our needs but volunteers have their own goalsSource: Bridging The Gap (2011)
Why these gaps?• Motivations, availabilities and interests change during our lives• Volunteering is a two-way relationship• Skills transfer and development is important• Time is our most valuable resource• In other words, today’s volunteers are different!
How can we respond? – Design specific, set roles and be open to volunteers determining the scope of what they can offer. – Match skills to the needs of the organisation but don’t assume that everyone wants to use the skills related to their profession, trade, or education. – Be well organised but not too bureaucraticSource: Bridging The Gap (2011)
How can we respond?• Re-think how we involve people to achieve our mission• Focus more on what needs doing than on how and when it is done• Be flexible and provide greater choice• Provide opportunities for online engagement• Build meaningful relationships with volunteersSource: Bridging The Gap (2011)
“Improving participation opportunities requiresstarting where people are and taking account oftheir concerns and interests, providing a rangeof opportunities and levels of involvement sopeople can feel comfortable with taking part andusing the personal approach to invite andwelcome people in.” Pathways Through Participation
Useful reading/resources• 21st Century Volunteer – nfpSynergy• Bridging the Gap – Volunteer Canada• Participation: trends, facts and figures – NCVO• Helping Out: National Survey of Volunteering and Charitable Giving – Institute for Volunteering Research• Pathways Through Participation – NCVO, Involve and Institute for Volunteering Research• The New Breed – Thomas and Jonathan McKee
Integrating lessons fromBridging The Gap within the National Trust framework
Discussion• What has struck you most from this session and why?
Discussion• How do you see these trends and issues impacting on volunteering with the Trust and specifically your property?
Discussion• What actions could be taken at our properties to ‘bridge the gap’?
Discussion• How can you support your volunteer manager to implement these actions?• What support do you need?
How we’re respondingTwo things…The 2020 ambition: Volunteers in every aspect of our work All staff confident and capable of working with volunteersThe 2012 KPI target: 64% volunteers strongly recommend volunteering with the National Trust (2013 68%)
20% New offers New offers 40% Systems New Offers & Systems Processes & Processes Systems & Processes 40% Capability Capability Capability & & & Confidence Confidence ConfidenceYears 1 - 3 Years 4 - 6 Years 7 - 9
Virtual volunteers Micro volunteers Working Holiday Supporter Group Employee participants Committees volunteers Governance volunteers Working Family Regular, routine Holiday volunteers volunteers Internships LeadersLeisure Work“Supporters” “Just like staff”
2020? Family volunteering Virtual volunteers Internships 2012Family volunteeringInternships Employee volunteeringEmployee volunteeringGovernanceWorking Holidays Micro Governance volunteers Working HolidaysSupporter Groups Supporter GroupsRegular, routine Regular, routine
Action capture sheets• Rate each possible action between 1 & 5 for importance – 1 = high importance, 5 = low importance• Estimate the amount of time required to complete each action• Re-order – High priority & little time at the top – Low priority and lots of time at the bottom• Share with a colleague and hold each other to account!