Volunteering Systems and Processes (main presentation) @ Convestival 2013
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Volunteering Systems and Processes (main presentation) @ Convestival 2013
- 1. 1 Volunteering Systems and Processes Programme Version 3.0
- 2. 2 Two things… The 2020 ambition: Volunteers in every aspect of our work All staff confident and capable of working with volunteers The 2013 KPI target: 67% volunteers strongly recommend volunteering with the National Trust (2014 – 70%) Our Volunteering Vision Volunteering Systems and Processes Programme
- 3. 3 40% Systems & Processes 40% Capability & Confidence 20% New offers Systems & Processes Capability & Confidence New offers Systems & Processes Capability & Confidence New Offers Years 1 - 3 Years 4 - 6 Years 7 - 9 Volunteering Systems and Processes Programme
- 4. 4 Improvements needed now • Poor organisation and management of volunteering is a blocker of the VR KPI • A review of current management processes reveals they are informal and inconsistent and lack definition and execution • As a result staff are forced to waste time and volunteer effort is not efficiently managed. For example, we don’t quickly and efficiently manage an expression of interest into a meaningful contribution • Inconsistent processes also lead to risks in relation to health & safety, data protection, duty of care and reputation Introduction to the Programme Volunteering Systems and Processes Programme
- 5. 5 The need to future proof Volunteering of the future needs to offer greater • choice • flexibility • ease of participation • fulfilment and enjoyment • diversity • recognition Our systems and processes must help us manage these new kinds of volunteering, as well as the volunteering we offer now Introduction to the Programme Volunteering Systems and Processes Programme
- 6. 6 Programme Principles Interest • The volunteer journey is at the heart of everything we do in terms of people, processes and technology • The journey should be tiered in complexity to fit the needs of volunteers and volunteer managers at any given property • The definition and implementation of the programme will be collaborative and inclusive • The Trust is diverse and therefore the programme will avoid delivering processes and technology aimed at “one size fits all” • Technology development will be broken down into component parts so that “burning issues” can be prioritised and delivered in agile manageable phases Volunteering Systems and Processes Programme
- 7. 7Volunteering Systems and Processes Programme Programme Board Programme Manager Mike Elliott Processes Workstream Mark Crosby National Volunteering and Community Involvement Manager Technology Workstream Denise Tait IT Project Manager Implementation Workstream Mike Elliott Programme Manager Consultation Group Programme Governance
- 8. 8 Understand your needs Design Offer Market Offer Select Induct ManageUnderstand your audience Broaden Support Exit Planning Recruitment Manage Broaden Support Volunteering Systems and Processes Programme The Volunteer Journey
- 9. 9 Planning Recruitment Manage Broaden Support Understand your needs Design Offer Market Offer Select Induct ManageUnderstand your audience Broaden Support Exit Volunteering Systems and Processes Programme Four priorities System to hold volunteer data Volunteer recruitment system Automated expenses for volunteers System to support the scheduling of volunteers
- 10. 10Volunteering Systems and Processes Programme MyVolunteering as a Portal System to hold volunteer data Volunteer recruitment system Automated expenses for volunteers System to support the scheduling of volunteers
- 11. 11 Where will volunteers be able to access the system? Interest Volunteering Systems and Processes Programme The system will be web based and accessible from home, property or office on any web enabled device including mobiles and tablets
- 12. 12 When will it be available? Interest Volunteering Systems and Processes Programme The Executive Team have decided that the new system will be a mandatory roll out during 2014. Each region will develop a plan for when individual properties will come ‘online’. The current top level programme is detailed below - Summer 2013 – System development and pilot planning / prep Autumn 2013 – Planning for implementation at individual properties Winter 2013/4 – Pilot delivery (Nov 13 – Feb 14). Prep elsewhere Spring 2014 – Begin full system roll out at all properties Summer 2014 – Continue implementation Autumn 2014 – Continue implementation Winter 2014/5 – Evaluate and close down programme. Move to BAU
Editor's Notes
- Reminder of the Volunteering Vision and Key Performance Indicator – Volunteer Recommendation. The Trustees signed of our Volunteering Ambition in November 2011 and therefore set this vision for the organisation. Further details and resources are available on the intranet http://intranet/intranet/supporters/supporters_volunteering/clv-volunteering_vision.htm The KPI is currently a organisation wide priority. The national score for 2012 was 63% against a target of 64%
- Our research as part of the ambition work told us we need to change our current offer to be relevant in 2020 but we also leant that we have to get our basics in place first. The priority therefore in the early stages is to invest in the Capability and Confidence of our Volunteer Managers (paid and unpaid) as well as giving them the tools to do their job effectively (Systems and Processes).
- The Feasibility stage of the Systems and Processes programme consolidated this insight about the current situation
- Any improved processes and new systems must also think about the future as well as meeting the needs of our Volunteer Managers and Volunteers today
- The programme aims to deliver the improvements identified previously following these principles. The Volunteer Journey (our core process) remains and will be reinforced through this work The Journey needs to be able to flex for different situations. For example the way we recruit a one off event assistant will be very different to the way we recruit a Working Holiday leader will be very different but the basic steps that the recruiting manager follows will be the same – The Volunteer Journey This work is not about a centralised solution from Whole Trust. It needs to meet the needs of the whole organisation, primarily Ops and in particular Volunteers and Volunteer Managers. The approach taken to Programme Management must reflect this to ensure that it is collaborative and inclusive There will not be one ‘big switch on’. Process improvements and new systems will be delivered over the life span of the programme.
- The programme has been split into three Workstreams with dedicated workstream leads. These will report to the Programme Manager. The Programme Board is the decision making body and has overall accountability for programme delivery The Consultation Group is the check and balance on progress from the workstreams, they will provide feedback to the workstream leads (via the Programme Manager) and the Programme Board.
- The Volunteer Journey is at the heart of everything we do. The programme will look at all of the processes that sit under each of these steps and assess where we have gaps in the tools and guidance to support Volunteer Managers. It will also assess what is currently working well and what could be improved through the implementation of new systems
- Through consultation with over 300 staff and volunteers at over 80 properties the programme has identified these 4 priorities.
- One of the key features of the new system will be volunteer self service. Volunteers will be able to change their personal details, apply for roles, submit expenses or access rotas from anywhere either via a computer, tablet or smartphone. MyVolunteering will be the portal for this.
- The new system will be ‘web based’ and therefore accessible from anywhere with an internet connection.
- The Pilot will take place across the West Midlands ADO portfolio. This is due to begin in November 2013 to be completed including full system implementation by March 2014. Roll out will then commence across the organisation to be completed by the end of December 2014. Each region will have an individual implementation plan. This will be developed on a region by region basis by Operations, the Consultancy and the Programme Team. This planning will start in summer 2013.