Service as a Strategy - Arizona Summit
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Service as a Strategy - Arizona Summit

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Slides from the "Service as a Strategy" workshop presented by Lisa Humenik, President & CEO of the Volunteer Center of Southern Arizona, at the 2010 Arizona Summit on Volunteerism and Service......

Slides from the "Service as a Strategy" workshop presented by Lisa Humenik, President & CEO of the Volunteer Center of Southern Arizona, at the 2010 Arizona Summit on Volunteerism and Service Learning.

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  • 1.
  • 2. Service as a Strategy
    Volunteer Center of Southern Arizona
    Lisa Humenik
    lhumenik@volunteersoaz.org
  • 3. Service is most effective when it is part of the program design and less so when it is an afterthought.
    Service as a Strategy
  • 4. Objectives
    Explore the reasons why organizations involve volunteers
    Prioritize the components of volunteer management infrastructure
    Identify components needed to become a service enterprise
    Understand a broad spectrum of volunteerism & create a plan to strengthen volunteer involvement in your organization and/or community
  • 5. Why Volunteers?
    If your organization had unlimited resources,
    would you still want
    or need volunteers?
  • 6. First-Choice Reasons
    Credibility
    Make a difference to the recipient
    Insiders - outsiders
    Extend sphere of influence
    Objective policy makers
    Luxury of focus
  • 7. First-Choice Reasons
    Private citizens
    Strategy for meeting service goals
    Freer to criticize
    Less pressure and stress
    Experiment with new ideas
    Extend the budget
    Ellis, Susan (2010). From the Top Down: The Executive Role in Successful Volunteer Involvement, Philadelphia: Energize, Inc.
  • 8. Other Benefits
    Extra hands
    Diversity
    Skills
    Community ownership
    Advocacy
    Loyalty
    Donor development
    Ellis, Susan (2010). From the Top Down: The Executive Role in Successful Volunteer Involvement, Philadelphia: Energize, Inc.
  • 9. Statement of Philosophy
    Expresses your organization’s point of view about volunteer involvement
    Establish clear relationships
    Recruit new volunteers
    Demonstrate appreciation of community involvement
  • 10. Statement of Philosophy
    Our agency encourages the teamwork of employees and volunteers so that we can offer our clients the best services possible. Volunteers contribute their unique talents, skills, and knowledge of our community to provide personalized attention to clients, enable the paid staff to concentrate on the work for which they were trained, and educate the public about our organization and its cause.
    Ellis, Susan (2010). From the Top Down: The Executive Role in Successful Volunteer Involvement, Philadelphia: Energize, Inc.
  • 11. Cycle of Ineffective Volunteer Management
  • 12. What are the elements that need to be in place in order to have a high impact volunteer program?
    Volunteer Management Infrastructure
  • 13. Volunteer Management Infrastructure*
    Conduct an organizational needs assessment
    Develop volunteer program purpose statement
    Develop policies and procedures
    Create budget and secure resources for volunteer program
    Identify appropriate positions and develop volunteer position descriptions
    Create agency/volunteer agreement
    * In priority order as reached by consensus of the participants in the workshop
  • 14. Volunteer Management Infrastructure*
    Train staff to work with volunteers
    Create a recruitment plan
    Develop outreach and marketing materials
    Evaluate risk and create risk management plan
    Create volunteer application
    Recruit volunteers
    Review applications
    * In priority order as reached by consensus of the participants in the workshop
  • 15. Volunteer Management Infrastructure*
    Screen volunteers
    Check references
    Run appropriate criminal and/or motor vehicle background checks
    Place volunteers in positions
    Sign agency/volunteer agreement
    Orient and/or train volunteers
    * In priority order as reached by consensus of the participants in the workshop
  • 16. Volunteer Management Infrastructure*
    Supervise volunteers
    Recognize volunteers
    Conduct agency/volunteer evaluation
    * In priority order as reached by consensus of the participants in the workshop.
    Note that there may be differences based on the unique characteristics of various agencies and that some steps may be repeated in cyclical pattern throughout the life of the volunteer program.
  • 17. The Points of Light FoundationParadigm Project
    Published in 1993 but still relevant today
  • 18. Traditional Volunteer Program Model
    The New Paradigm
    Volunteers serve in peripheral functions
    Volunteers are central to accomplishment of agency mission
    Changing the Paradigm
  • 19. Traditional Volunteer Program Model
    The New Paradigm
    Volunteer program exists because of history, accident, inertia
    Involvement of volunteers is tied to the strategic plan for the organization
    Changing the Paradigm
  • 20. Traditional Volunteer Program Model
    The New Paradigm
    Management of volunteers is centralized in the volunteer “program”
    Volunteer involvement & supervision is everyone’s responsibility
    Changing the Paradigm
  • 21. Traditional Volunteer Program Model
    The New Paradigm
    Volunteers are second class workers
    Volunteers are equal partners with equal involvement
    Changing the Paradigm
  • 22. Traditional Volunteer Program Model
    The New Paradigm
    Volunteers are just there to do a job
    Volunteers have creative ideas
    Changing the Paradigm
  • 23. Traditional Volunteer Program Model
    The New Paradigm
    Volunteers are thought of as nice “add ons”
    Volunteers are thought of as
    Changing the Paradigm
  • 24. Successful Volunteer Programs
    Lay the foundation through mission and vision
    Combine inspiring leadership with effective management
    Build understanding and collaboration
    Learn, grow, and change
  • 25. Reimagining Service
    Service Nation/Be the Change
    Points of Light Institute
    United Way
    Experience Corps
    Independent Sector
    Volunteer Match
    Habitat for Humanity
    Case Foundation
    City Year
    Deloitte
    Gap, Inc.
    Stanford University
    Sagawa/Jospin
    Bank of America Foundation
    Target
    TCC Group
  • 26. Reimagining Service
    Identify key characteristics and critical success factors of nonprofit organizations that demonstrate outstanding volunteer management practices.
    Illuminate behaviors and best practices other nonprofit organizations could adopt in order to improve their volunteer management programs and practices.
    Inform the refinement of the Service Enterprise model through interview findings with identified nonprofit organizations.
  • 27. Reimagining Service
    Provide more detail and insight into the operation of nonprofit Service Enterprise organizations.
    Compile a final report highlighting interview findings regarding the characteristics of nonprofit Service Enterprise organizations.
  • 28. Percent of Nonprofits Conducting “Effective” Volunteer Management Practices
    30%
    27%
    26%
    25%
    21%
    13%
    8%
    6%
  • 29. Nearly 75% of nonprofits describe volunteers as a critical component of their business model but only 11% of organizations in the TCC Group database have over 50 volunteers and a strong volunteer management model. (Deloitte and TCC Group)
    Top Findings
  • 30. Nonprofit Service Enterprise
  • 31. Enhancing Volunteer Involvement
  • 32. Traditional Volunteer Roles
    Board service
    Administrative tasks
    Fundraising
  • 33. Maximizing the Value of Volunteers
    Many pairs of hands
    Pro bono
    Social capital building
    Extra caring
    Community knowledge
    Community ownership
    Leadership
    Consistency
    Up and coming talent
    Sagawa, Shirley (2010). The American Way to Change: How National Service & Volunteers are Transforming America, San Francisco: Jossey-Bass.
  • 34. The Volunteer Involvement Framework™
    CONNECTION TO SERVICE
    Affiliation Focus
    Skill Focus
    • Corporate days of service with work teams
    • Weekend house-build by a local service club
    • Park clean-up event or trail maintenance
    • Walkers, bikers, runners for annual fundraiser.
    • A one-time audit of an organization’s finances by a professional accountant
    • A sports club teaching a youth group a particular skill and hosting youth for an event
    • A student completing a degree requirement.
    • A chef preparing a meal for a fundraiser
    Episodic
    TIME FOR SERVICE
    • Youth mentor
    • Troop leader
    • Sunday School teacher
    • Environmental sustainability advocate
    • Hospice visitor
    • Park host or docent
    • Thrift store manager
    • Auxiliary member or trustee
    • Pro bono legal counsel
    • No-cost medical service by a physician, EMT, nurse, counselor, etc.
    • Volunteer fire fighter
    • Loaned executive
    • Board member
    Long Term
  • 35. How can we most effectively manage & engage each type of volunteer?
    The Volunteer Involvement Framework™
  • 36. Service Initiatives & Trends
  • 37. Federal Support
    1930’s – Civilian Conservation Corps
    1960’s – Peace Corps, VISTA and RSVP
    1990 – Commission on National & Community Service
    1993 – Corporation for National & Community Service; AmeriCorps
    1994 – MLK, Jr. holiday and Day of Service
    2002 – USA Freedom Corps
  • 38. Edward M. Kennedy Serve America Act
    AmeriCorps State and National
    AmeriCorps *VISTA
    AmeriCorps *NCCC
    Senior Corps
    Learn & Serve America
    National Service Trust
    State Commission Admin Grants
    Social Innovation Fund
    Volunteer Generation Fund
  • 39. Initiatives & Trends
    National Service
    Cities of Service
    Get HandsOn Challenge
    Youth Volunteerism/Service Learning
  • 40. Strategically Addressing Community Needs Through Service
    Identify stakeholders
    Identify related needs
    Map assets
    Identify current strategies
    Agree on needed policies, practices, & guidelines
    Design opportunities for citizen involvement
  • 41. Strengthening Volunteer Involvement in Your Organization
  • 42. Service is most effective when it is part of the program design and less so when it is an afterthought.
    Service as a Strategy