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Skilled Volunteers -Investment to Opportunity
1. SKILLED VOLUNTEERS
Opportunity &
Investment
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PresenterâSandra Miller
saltzmiller@gmail.com
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2. Connect With Us
Michigan Community
Volunteer Centers of Michigan Service Commission
Provides resources to The stateâs lead agency on
volunteer centers across volunteerism working to
the state in their efforts build a culture of service
to address key by providing vision and
community issues. resources to strength
communities through
www.mivolunteers.org volunteerism
www.mnaonline.org www.michigan.gov/mcsc
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3. What is Skill-based?
⢠An innovative approach that utilizes the skills,
experiences, and talents of volunteers matching them to
nonprofitâs needs.
⢠Goes beyond traditional consulting services.
(HandsOn âSkilled Volunteer Workshopâ)
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4. OPPORTUNITIES
⢠Community Members
â Young Professionals
â Empty Nesters
â Job Seekers
â Students, Interns
⢠Professional Organizations
⢠Corporate Engagement
⢠Experienced, Enthusiastic Individuals &
Groups
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12. Thereâs a disconnect
Individuals Offer Skills Untapped Skills
⢠34% of nonprofits did not
inquire about their ⢠Nearly one-third (29
workplace skills. percent) of volunteers
believe their workplace
⢠32% were not structured skills are what nonprofit
to use their skills. organizations need from
them most
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16. Next Steps:
Identify A
Focus Group
Communicate
Educate
Analyze
Assessments
Set Priorities
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17. Identify Program Goals
Enhance services and connect to the mission.
Support paid staff so they can be more effective in their
work
Build new relationshipsâskills, advocates, donors
Provide new opportunities to current volunteers
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18. Determine the Starting Point
Tasks Supervision
⢠Whereâs the Need? ⢠Whoâs Interested and
⢠Area(s) of Greatest Excited?
Impact, Greatest Chance ⢠Who has experience?
of Success.
⢠Identify Resources &
Opportunities
⢠Develop Leadership
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19. IDENTIFY
ďWho reviews and signs off on the
process?
â Tip: Involve human resources from the start
ďWho are the project decision makers?
â Tip: Involve prospective supervisor(s)
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23. Volunteer Position Descriptions
Time Limited Project Based
Ideal
Opportunity
Flexible Clear
Hours/Location Objectives/Outcome
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24. Managing Engaging
⢠Top-down approach ⢠Volunteers as planners
⢠Supervision and Managers
⢠Support/Collaboration
⢠Staff person as âbossâ
⢠Equal Partnership
⢠Recognitions as big event
â Leadership
⢠One Volunteer/One
â Input
Position/One schedule
⢠Flexibility
â Virtual, Teaming, Short-
Term/Project Based
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25. Virtual Volunteers Wanted
Press Releases and Public Service Announcements Writer
Volunteer Opportunity Details:
⢠May not require in office presence, but should be willing to
meet periodically with staff or committee members to help
develop publicity pieces. Comfort with and access to email if
working from home. Distribution of announcements to
appropriate media outlets. Maintain, or coordinate with staff or
other volunteers to maintain, accurate data base of print, TV,
and radio contacts. Minimum 1 â 2 times per month.
⢠Knowledge and skill at writing media releases, experience
preferred.
This opportunity is sponsored by: Michigan Audubon Society
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27. COLLABORATIVE
WORK PLANS
Goals & Timeline
⢠Clear Expectations
⢠Volunteer Input
Checkpoints
⢠Collaboration
⢠Method of Evaluation
⢠Communication
Boomer Volunteer Engagement: Facilitatorâs Handbook
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28. INTERNAL
Professionals
Retirees
Marketing Universities
The
Opportunity
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29. Collaborate
DISPLAYS
CHURCH BULLETINS
EVENTS
NEWSLETTERS
WEBSITES
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30. A Volunteerâs Perspective:
âtoday many people are looking at
volunteering as a way of gaining experience
by using their own skills. . .Speaking from
experience, being given menial tasks and
little responsibility was the quickest way to
send me looking for a new organization. . .â
Alyson Woloshyn, Kitchener Parks and Recreation, Ontario, âStaff
Resistance and the Highly Skilled Volunteerâ blog response,
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32. Questions?
Comments?
Please complete the evaluation
that will be sent to your email
account following this
presentation.
Thank you for your participation.
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Hinweis der Redaktion
Skill based volunteer programs provide increased opportunities to nonprofits, but also to individuals. I really believe skilled volunteer programs represent a win-win as both the volunteer and the organization benefit. Much of the original skill based research originates from the movement to engage the baby boomer population, but skilled volunteers can come from any age groups from teens to seniors.
AgainâWhy Skilled Volunteers? Volunteer Match Survey statistics. Desire to use skills actually increases with age. Desire to develop skills continues to be a motivation across age groups. Skilled volunteer programs offer incentives to those individuals to become involved in and connected to your organization.
Statistics from 2009 Nonprofit Employment Rends Survey & Corporation-function John Hopkins nationwide survey. However, only a small percentage of opportunities actually provide opportunities for this type of engagement.
One way to begin the process is to first, introduce the benefits and then involve staff in the identification of valuable, meaningful opportunities. Poll or brainstorm with staff. Poll questions: Where could your organization use more time or skills? (1) technology (2) evaluation (3) marketing (4) other
As you dreamscape or implement some other sort of the organizational self-assessment; itâs going to be important to have process for taking the assessment process to implementation. While serving as a VISTA leader with Volunteer Centers of Michigan, I worked with the parent organizationâMichigan Nonprofit Associationâto implement a skilled volunteer pilot program. It began with an educational process. First with administration then total staff. The initial needs assessment was done as a survey. The results of the survey went to a focus group who then did some more discussion and analysis to set some priorities. 4 possible positions were identified. Only 3 were deemed viable for an immediate pilot. Throughout this process; continued communication with the staff was an important part of the process.
Itâs important to identify and deal with any potential issues or roadblocks before implementing the process. Who will be the supervisor is an important question. But, also identifying who must support the program is a necessary first step. HRâs involvement will be important for several reasonsâ1. These staffers bring valuable expertise. 2. They may represent significant concerns such as access to organizational resources such as the share drive, even copy equipment.
Position Vs People approach Must move to a more collaborative, engaged approach
Identified specific skills, Flexible, time limited, project based, implies ability to be self-directed. Did not identify impact.
Sounds like a job. Uses jargon, which may be okayâacts as a screening tool. âfull range of activitiesâ. Better to focus on one grant or one function such as how to measure impact and report. Or research and identify
Rather than the usual evaluation form or survey; workplans are used to establish clear expectations, timelines, and checkpoints. Table form provided in resources.
Internalâlook at current volunteers. Ask how they might use their skills. Ask who do they know? Ask that they market the needs. External/targeted. Whom do you need? Where can they be found? In exampleâmentorsâteachers, social workers, retirees.
The final phase of volunteer management is retention and recognition. Recognizing the volunteers contributions and providing benefits whether itâs a thank you note, an addition to their resume, a recommendation, or an opportunity to report progress in a staff meeting will be an important step to retaining that volunteer and recruiting others.
VCM in partnership with MNA will be launching a new series in Sept.
The final phase of volunteer management is retention and recognition. Recognizing the volunteers contributions and providing benefits whether itâs a thank you note, an addition to their resume, a recommendation, or an opportunity to report progress in a staff meeting will be an important step to retaining that volunteer and recruiting others.