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Nonprofit Learning Point

Nonprofit Learning Point. Topics and Trends in Volunteer Management October 8, 2014 Katie Campbell, CVA Alison Jones-Nassar, CVA. Class Objectives. Understand recent trends in volunteer engagement Learn how to integrate ethics into your work with volunteers

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Nonprofit Learning Point

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  1. Nonprofit Learning Point Topics and Trends in Volunteer Management October 8, 2014 Katie Campbell, CVA Alison Jones-Nassar, CVA

  2. Class Objectives • Understand recent trends in volunteer engagement • Learn how to integrate ethics into your work with volunteers • Explore options for professional development

  3. Who’s in the room? • # years of experience? • 1 Glad-Gift: something you like to do and are good at doing • 1 No-No: something you really do NOT like to do

  4. TRENDS: What’s happening out there in our field?

  5. The Global Scene • 2001 International Year of the Volunteer • Universal Declaration on the Profession of Leading and Managing Volunteers • Volunteer Canada www.volunteer.ca • Canadian Code for Volunteer Involvement • Volunteer Involvement Audit Tool • Guide to Cultural Competency

  6. The Global Scene • International Association for Volunteer Effort (IAVE) www.iave.org • Membership in 70 countries • Bi-annual World Volunteer Conferences • Youth Volunteer conferences • Universal Declaration on Volunteering • U.N. Dev. Goals call to action • iave.org/SDGcalltoaction

  7. The Global Scene • IAVE Global Corporate Volunteer Council • Launched 2006 • Over 50 members • Bi-annual awards • Research on “inspiring practices” • IAVE Global Network of National Volunteer Centers • Launched 2014 • 12 countries thus far • National networks of professionals: • U.K., Singapore, Australia, Canada, USA

  8. The U.S. National Scene • U.S. Bureau of Labor Statistics, 2013 : • Overall rate = 25.4% (28.4 women, 22.2% men) • 2 million fewer than in 2012 • All-time high = 28.8% (2003-05) • Highest rate (30.6%) among 35-44 year olds • Employed people volunteered more than unemployed • Volunteering is largely a reflection of • organizational capacity • to attract and support this human resource.

  9. Spectrum of Service Language Neighborliness, barter Self-help, mutual aid Social activism, reform movements Associations, clubs Workplace employee volunteer programs Internships Stipended service corps In-kind service, Skills-based service Pro bono programs Mandated community service Service learning

  10. Evolution of Labels: Individuals Lady Bountiful, Militia Captain Chairwoman, President, Fire Chief Community Organizer, Director of Vol. Services Director/Coordinator/Supervisor of Vols. Vol. Coordinator, Vol. Program Manager Community Resource Manager Community Outreach Coordinator Manager of Volunteer Resources (CA) Volunteers Manager (UK) Leader of Vol. Engagement Vol. Project Leader, Service Leader

  11. Evolution of Labels: Our Field Volunteer Administration Volunteer Program Management Volunteer Resource Management Volunteer Engagement Volunteer Leadership

  12. What Brain Research is Telling Us…

  13. REIMAGINING SERVICE IS… A national coalition of multi-sector leaders from nonprofits, government, education, faith-based organizations, funders, and for-profits working together to increase the impact of volunteers. “Converting good intentions into greater impact”

  14. REIMAGINING SERVICE PRINCIPLES PRINCIPLE #1 Volunteer ecosystem PRINCIPLE #2 Make it core PRINCIPLE #3 True community needs PRINCIPLE #4 You need to invest

  15. Service Enterprise Characteristics • Demonstrated executive support • Resources aligned with priority initiatives • Effective training for staff and volunteers • Tracking system to manage volunteer resources • Technology leveraged to enhance engagement of volunteers • Clear onboarding and expectation-setting • Ongoing, dedicated financial resources • External partnerships to extend community reach

  16. Nonprofit Leaders’ Ratings of Volunteer Management PRACTICES % of Nonprofits Conducting “Effective” Volunteer Management Practices Source: TCC Group’s CCAT Study for Reimagining Service, April 2009 16

  17. Paradigm Shift #1: • From “Program”… • …to “Strategy”

  18. Paradigm Shift #2: Paradigm Shift # 2 From “Position-Centered”… …to “Person-Centered”

  19. Paradigm Shift #2: Paradigm Shift # 2 Collective Volunteering Collective action through membership in nonprofits, clubs, churches, etc. TO Reflexive Volunteering Reflexive (self-referential) action, based on individual interests, motivations and needs. Hustinxand Lammertyn, 2003 Position-Centered Volunteering “I’m here to help. Use me in whatever role you need me to do.” TO Person-Centered Volunteering “This is who I am and what I have to offer. Is there a place for me here?”

  20. ETHICS: Connecting to our work with staff and volunteers

  21. Ethics is… • A guide for navigating confusion and conflict • More than a written “code” • Influenced by history, culture, faith, experience • A management tool • Connected to effective leadership

  22. Ethical Organizations • Are accessible to diverse groups • Operate ethically with all stakeholders • Strive for excellence • Maintain the public trust • Sustain a helping environment • Are at low risk for legal actions against it

  23. Types of Ethics

  24. Recognizing an Ethical Dilemma • Am I trying to determine the “right” course of action? • Am I asking a “should” question? • Are values and beliefs involved? • Am I feeling uncomfortable? • Is there a downside to making the “correct” choice?

  25. Developing a Code of Ethics • Involve board, staff, and volunteers • Identify core values • Develop an organizational statement of values • Develop a set of principles about how to put those values into practice • Secure Board approval of the code

  26. Developing a Code of Ethics For Example… Value Statement: “We believe all staff and volunteers should be treated fairly and equitably.” Ethical Principles: “Grounds for termination or dismissal will apply equally to paid staff and volunteers.” “Volunteers and staff will be recognized and rewarded for providing high quality service to our clients.”

  27. Nonprofit Sector Values • Commitment beyond self • Obedience of the laws • Commitment beyond the law • Commitment to the public good • Respect for the worth and dignity of individuals • Tolerance, diversity, and social justice • Accountability to the public • Openness and honesty • Responsible stewardship of resources Source: “Obedience to the Unenforceable”, Independent Sector

  28. Universal Core Values Six “Pillars of Character”: Citizenship and Philanthropy Respect Responsibility Compassion and Generosity Justice and Fairness Trustworthiness Josephson Institute of Ethics

  29. Individual Options for Action in the Workplace • Ignore the situation • Acknowledge it but don’t push • Confront and attempt compromise • Confront and take a stand • Quit or be fired

  30. Ethical Decision-Making Steps • Identify the facts. Evidence Situational context Multiple perspectives Relevant policies • Determine the ethical issue. Which ethical values & principles are involved? Where is the conflict? Who will be most affected by your decision?

  31. Ethical Decision-Making Steps • Explore the options. Harms and benefits Legal implications Policy implications Connection to org. mission and values What is the path of least harm? • Make a decision and test it. • Act, with confidence and courage.

  32. Testing Your Decision Consequence Legal Image Culture Knot Source:Gardenswartz, Rowe & Digh for Florida Power Corp.

  33. Exploring Real-Life Scenarios • Is this an ethical dilemma? Where is the conflict between values/principles? • What additional information is needed before responding or taking action? • What potential actions could be taken? • What might we learn from this? How could it be prevented in the future?

  34. Ideas for “Exercising” Ethics • Develop or revisit an organizational code of ethics • Discuss ethics at staff and volunteer orientations • Use scenarios as a discussion starter • Devote time at staff or board meetings to focus on each ethical principle • Convene a training on ethical decision-making, and practice on examples from colleagues. • Find colleagues to serve as a “sounding board”

  35. Related Resources Independent Sector (sample codes) www.independentsector.org Professional Ethics in Volunteer Administration www.cvacert.org How Good People Make Tough Choices: Resolving the Dilemmas of Ethical Living, By Rushworth M. Kidder Josephson Institute of Ethics www.josephsoninstitute.org

  36. PROFESSIONAL DEVELOPMENT: What? Why? How?

  37. Mapping a Path • Where am I now? • Where do I want to be? • What are my options? • What will I do?

  38. The CVA Credential • Certification vs. Certificate • Annual cycle • Exam & Portfolio • Support for candidates • Benefits for you and your organization

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