1. SKILLED VOLUNTEERS Sandra Miller, VISTA Leader

2. With more time? Organize your database Post a weekly blog Put Opportunities and/or Nonprofit Partners onto a Google Map Write informational articles for the newsletter Take pictures & post to an online album. Film a video & Upload to YouTube. WHAT COULD YOUR ORGANIZATION DO...

3. What Could Your Organization DO? With More Skills? Develop an effective marketing campaign Develop effective, attractive, marketing materials including displays Develop & provide mentor training Translate outreach materials and forms Lead strategic planning Develop effective research and data collection tools Grant Write

4. Skilled 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 – 2 times per month. Knowledge and skill at writing media releases, experience preferred. This opportunity is sponsored by: Michigan Audubon SocietyMichigan Audubon Society

5. Wanted—Skilled Volunteer Grant Writer Volunteer Opportunity Details: The Lansing Latino Health Alliance is currently seeking a grant writer to assist us in obtaining/securing available funding for our organization. Volunteer candidate should have previous experience in grant writing (preferably 3+ years) for nonprofit organizations, possess the ability to take our mission, vision, and values to connect LLHA with the proper grant opportunities, should be a very efficient, dependable, and trustworthy individual.

6. Wanted—Skilled Volunteer Teen Open Art Studio Mentors Needed! Volunteer Opportunity Details: TOS volunteers will mentor teenage participants in visual art activities once a weekly throughout the school year. These volunteers will encourage the teens to try different art media available at Reach - poetry, printmaking, painting and photography. The mentor will work with individuals or a small group of teens on a particular art media, encouraging the teens to set and work toward goals in building art making skills. Teen Studio takes place: Thursdays from 3:00 to 6:00PM. We prefer for this opportunity individuals who are highly qualified in art, specifically art education or studio art majors.

7. Definition: Skilled or skill-based volunteering is the practice of using work-related knowledge and expertise in a volunteer opportunity. In other words, skills normally used to generate income are provided free of charge to a nonprofit organization

8. GOALS Analyze how implementing a skilled volunteer program can benefit nonprofit organizations. Identify possible strategies to be used in the development of skilled volunteer projects or programs. Present samples, techniques, and tools being used by other organizations.

9. Skilled Volunteers Are Searching http://youngretired.ca/volunteering/Develop ment/VolSectorDev.html

10. The New Volunteer

11. Quote—“Volunteering in many aspects is taking on more than just the philanthropic action it was once viewed as, and today 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...” Alyson Woloshyn, Kitchener Parks and Recreation, Ontario, “Staff Resistance and the Highly Skilled Volunteer” blog response,

12. Community Service As A Goal

13. Why Skill-Based? Large population of boomers and Gen Y’s. Culture of community engagement Nonprofit Needs –“smart” volunteerism vs “more” volunteerism Use of layered volunteerism –Volunteer Expectations

14. VITA & EITC Volunteer Volunteer Muskegon Opportunities Wanted Delloitte/Points of Light Volunteer Impact Study: Two out of five volunteers (40 percent) say they actively look for opportunities to use their workplace skills when they volunteer

15. Organizational Need Nearly one-third (29 percent) of volunteers believe their workplace skills are what nonprofit organizations need from them most Untapped Skills Only about one in five volunteers (19 percent) say they primarily apply their workplace skills in their volunteer assignments.

16. There’s a disconnect Reasons why volunteers aren’t using their business skills 34% of nonprofits did not inquire about their workplace skills. 32% were not structured to use their skills. Nonprofits in need 20% reduction in job growth (2008-2009) 20% position reduction 80% nonprofits citing significant economic stress 17% of families report concerns over food (MI) 100% increase in demand for winterwear (NY)

17. Start With A Plan & Process –Staff & Volunteers identify projects –Recruitment Positions Descriptions Developed before recruitment or in collaboration with volunteer after interview/matching –Interview/Matching –Volunteers Assume Leadership for Project –Supervision/Evaluation Process

18. Volunteer Centers of Michigan is affiliated with Michigan Nonprofit Association and HandsOn Network/Points of Light Institute and is supported by ConnectMichigan Alliance Endowment. Needs Skills Readiness

19. Volunteer Centers of Michigan is affiliated with Michigan Nonprofit Association and HandsOn Network/Points of Light Institute and is supported by ConnectMichigan Alliance Endowment. EXAMPLES

20. 1.Nonprofit Training—Skilled Volunteers 2.Managers Identify Needs 3.Needs Advertised (see flyer) 4.Volunteers Apply & Are Interviewed 5.Position Descriptions Modified 6.Outcomes Identified—Those identified below were not the original Southern Maine Agency On Aging Market Research-Program Improvement Development of a new marketing strategy Fund Development Planned Giving Program Development of a Manual Funding Sources Information and Advocacy Identification and connections to resources Public Speaking, Interagency Representatio n

21. Chicago Life Opportunities Initiative Needs Assessment throughMapping 1.Meet with interested nonprofits 2.Identify needs –What could you do with more time? –What could you do with more skills? –What is needed to improve services? –What is needed to build capacity?

22. MAPPING EXAMPLE Displays Graphic Arts Carpentry Public Relations Advertising Visual Arts Programming Management Organizational Skills Knowledge of software-- Publisher, etc. Sales Public Relations Communications Staging Theater--Backstage & Acting Public Speaking Communications Management Visual Arts Music Presentation Skills NEED EVENT PLANNING

23. Board Development Presentation Skills Curriculum Development Leadership Skills Board Experience Nonprofit Management Experience Volunteer Orientation Training Experience working with Volunteers Human Resources skills/experience Educational Background Curriculum Development Multi-media Experience On-line Educational Experience Mentors Youth Service Leaders Knowledge of youth and child development Specific related skill sets--Sports, Crafts, Art, Leadership, etc. Previous work in education, social services, youth leadership Event Planning Other Need Education/Training

24. Troubleshooting Computer Skills Information Technology Experience/Training Website Development Computer Repair DATA BASE Set up Experience with Quick Books, other... Accounting Data Entry COMMUNICATION Blogging Newsletters Twitter Facebook Knowledge of Web 2.0 Experience with social media Writing Experience Knowledge of related software-- Publisher, Word Experience working with the press--TV, radio, etc. Other Need Technology

25. REVERSE THE PROCESS— Start with the volunteer application or interview HR Staff Benefits Analysis Comparison Studies—Nonprofit Staffing Training Fund Development Policies/Procedures— Legacy Giving Accounting Practices/Software Organizational Policies/Procedures Research— Investment opportunities Research-- Endowments Bank Manager Customer Service Investments/ Savings

26. THE IDEAL OPPORTUNITY Time Limited Focused Flexible hours/location Specific Objective/Outcome OTHER--POLL

27. Changing World... “ Volunteering is influenced by cultural shifts...The way people work today is different from 20 years ago. There is part-time, flex-time, job-share, consultant as worker, intermittent, telecommuting, and seasonal work, to name a few. Those who experience flexibility in the workplace expect flexibility in their volunteer involvement” (The Multi-Paradigm Model of Volunteering—A New Way to Identify and Manage Volunteers”, Volunteer Leadership, Nancy Macduff, Fall 2006)

28. Add these “Buzz Words” to your vocabulary Episodic Volunteering (one time event) Project Based Volunteer Entrepreneurial Volunteer (Leadership) Electronic Volunteering (Distance Volunteering) Teaming

29. The New Volunteers’ Expectations –Work Hours –Work Environment Can be met through –Project based assignments –Home based/Telecommuting Projects –Teaming (Job-Sharing) Flexibility

30. The New Volunteers’ Expectations Recognition of Skills ASK—What would you like to do? Leadership Projects Include in staff meetings Seek input and feedback Application and Development of Skills Opportunities to Learn Staff trainings & workshops Professional, State & National Conferences & Seminars

31. Writing Position Descriptions Focus on skills, not “titles” Time-limited Allow for independence, self-direction Connect to mission Identify supervisor & process –MOU, Specific Outcomes, etc. Stress benefits to volunteer

32. Volunteer Centers of Michigan is affiliated with Michigan Nonprofit Association and HandsOn Network/Points of Light Institute and is supported by ConnectMichigan Alliance Endowment. Sample Position Descriptions

33. Volunteer Testimonial Susan became involved with the organization a decade ago. “Colleen [Kelly], Vantage Point’s Executive Director, came into my workplace to speak about skilled volunteering. I ended up on financial sustainability committee. It was As simple as that...In 2001 she completely revamped Vantage Points’ budget... (pg. 41) A People Lens: 101 Ways to Move Your Organization Forward, Vantage Point, Volunteer Vancouver Susan Lovell, Vantage Point “I benefit as much as I hope the organization does,” she enthuses. “I get a fresh take on life. I look at the world from a whole different perspective.”

34. Doing things the way you’ve always done them will get you the results you’ve always got Change is Necessary

35. Roadblocks –Staff Resistance Costs in terms of time Loss of Control –Lack of Planning Volunteers expect efficiency –Expectations From a Management Model to an Engagement Model Practice of hiring rather than engaging Organizational Culture

36. Volunteer Centers of Michigan is affiliated with Michigan Nonprofit Association and HandsOn Network/Points of Light Institute and is supported by ConnectMichigan Alliance Endowment. Poll/Discussion Break—10 min.

37. Clearing the Hurdles Cost Effective –RSVP Capacity Corps Ratio $ 6:1 Most of the staff time is upfront in planning stages Involve volunteers in the planning Need for a regular means of communication Lessons Learned In The Trenches

38. ORGANIZATIONAL CULTURE Openness to change—Most critical element New communication strategies Flexibility of programming, organization, & timelines Supervision—Openness to feedback and suggestions. Access to administration

39. Managing vs Engaging Managing Volunteers (Old) Top-down approach Supervision Staff person as “boss” Recognitions as big event One Volunteer/One Position/One schedule Engaging Volunteers (New) Lateral, parallel approach Support/Collaboration Equal Partnership –Leadership Opportunities Volunteer Active in Program Development & Evaluation Flexibility in Scheduling –Teams/Committees, Short- Term/Project Based

40. Volunteer Centers of Michigan is affiliated with Michigan Nonprofit Association and HandsOn Network/Points of Light Institute and is supported by ConnectMichigan Alliance Endowment. GETTING STARTED

41. Start Small One Project –Look for the “easy wins” –Develop a draft plan Rationale—Benefits Outline Steps Identify Desirable Outcomes –Look for sustainable projects

42. Meet with Senior Management Create a dialogue Ensure project has support and is a priority Emphasize competitive advantage Emphasize learning possibilities

43. Identify Supervisors Who has the need? Who has the interest? Recommendations—no more than 2-3 Should have solid management skills & practices

44. Publicize Your Plan Publicize early—before project begins –Elicit interest Partners Volunteers

45. Involve Staff & Long-term Volunteers Development of written project descriptions –Focus on tasks rather than titles Be clear about expectations and skills needed Aim for flexible, open timelines Committee/Team, Age-Cohort Approach Allow for volunteer input

46. Begin Recruitment Identify Target Population Structure Market Strategies to population –Venues, Strategies & Materials –Involve Steering Committee Volunteers drawn to skills sets rather than description of duties or titles Stress benefits to volunteer Be clear as to who the supervisor is

47. Interview Ask for volunteer’s ideas/input Consider adapting the position and description –Match skills to tasks –Timelines –Workplace Think in terms of goals and outcomes

48. Orientation & Training Orientation –Organizational Mission & Goals –Review of Project Plan & Goals Training –Consider a MOU Timelines with expected tasks or outcomes Checkpoints Measurements of Success –Review workplace expectations

49. Supervision Collaborative Review of established timelines Review checkpoints –Weekly to start Review & refine plan –What’s working –What isn’t Talk with related staff

50. Track Outcomes Not Time On Project Demonstrates value Measures effects on wider community Facilitates replication Marketing tool.

51. Final Steps Recognize and publicize success Reward successful service Review/Reflect (Exit Interview, Group Discussion) –What made this successful? –What were the problems? How might they be avoided or overcome? –What’s the next step?

52. Volunteer Centers of Michigan is affiliated with Michigan Nonprofit Association and HandsOn Network/Points of Light Institute and is supported by ConnectMichigan Alliance Endowment. Be certain to Invite the volunteer to continue service

53. Additional Outcomes & Benefits New volunteer recruitment Increased satisfaction=Increased retention Decrease in staff stress Increased capacity Improved programming

54. PART II Coming Soon Skilled Volunteers Tools for Implementation

55. Volunteer Centers of Michigan is affiliated with Michigan Nonprofit Association and HandsOn Network/Points of Light Institute and is supported by ConnectMichigan Alliance Endowment. Please Complete Evaluation Survey Now All materials available at: http://drop.io/hkpow8c