1. The nonprofit recognizes older adults represent an untapped resource that can help achieve its mission through volunteer assistance.
2. The organization develops a menu of flexible volunteer opportunities from professional roles to direct service that match both organizational needs and individual interests and skills.
3. Tracking the impact of skilled older adult volunteers over one year for 10 nonprofits, their work was valued at $1.3 million while the total investment was $218,000, showing over a 500% return on investment.
3. Carol Kratz Program Director Virginia G. Piper Charitable Trust The Boomer Solution: Skilled Talent to Meet Nonprofit Needs
4. Elementsof Successful Aging 1. Prevention of disease and disability 2. Attainment of peak physical and psychological functioning 3. Participation in rewarding and productive activities Successful Aging, Rowe and Kahn, 1998
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6. Productive Aging More seniors - boomers Healthier, living longer Educated More financially Prepared What next?
8. Potential Contributions of Professional and Leadership Volunteers Professional advice and/or assistance that you can’t afford or that is not provided by your Board members Examples include: legal, accounting, marketing, public relations, grant writing, evaluation, and community outreach 8
9. New Ways of Engaging Design ladders of engagement that offer a variety of flexible and meaningful opportunities from the boiler room to the board room, such as: Leadership- and professional-level roles as well as direct service Bridge jobs Internships Short-term consulting projects Self-directed team projects
10. What Does This Mean for Non-Profits? Creating a menu of unpaid and paid opportunities Tailoring marketing and recruitment strategies Finding the right fit-balancing organizational needs with individual interests Supporting and empowering an expanded workforce rather than top-down management
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12. Calculated the value and return on investment using the Strategic Metrics and Results Tracking (SMART) tool.The value of the leadership volunteers’ work: $ 1,340,000 The investment for the programs by 10 nonprofits: $ 218,380 The return on investment: $ 1,121,620
13. Success in the Trenches: Using Older Adults to Expand Organizational Capacity Linda Llewellyn, BSW, CAVS Director Network Volunteer Services, John C. Lincoln Health Network SunneeO’Rork Executive Director, Arizona Museum for Youth Michelle Dionisio President and CEO, Benevilla
14. Linda Llewellyn Director Network Volunteer Services John C. Lincoln Health Network
21. Desert Mission Programs:Food Bank, Community Health Center, Children’s Dental Clinic, Lincoln Learning Center, Marley House, Neighborhood Renewal
22. Mission Critical Roles North Mountain Auxiliary – fundraising/leadership Information Desks/Public Areas Courtesy Van Spiritual Support Friendly Visitor Specialty Projects/Committees Teaching new volunteer orientation Handicraft items Scholarship Program
23. Impact Financial - $126,575 in grants to network Taking initiative on projects/services and ensuring outcomes Positive, comforting first impression that gives confidence Provide staffing during weekdays Dependable, Reliable, Commitment and Tenure Provide best training for new volunteers & serve as role model Experienced and safe-driving record Lifelong communication skills, life experiences & hospital experiences provide for enhanced support, visits & interactions Developed comprehensive network handbook for new volunteers Assist in teaching new volunteer orientation w/ real examples & stories Add a personalized touch to the experience Awarded $32,600 in heathcare scholarships
25. Volunteers Truly Are the Foundation of Benevilla In mid-2011, the number of volunteers contributing time to the organization has hit an all-time high of 561. That army of volunteers extends the reach of each one paid staff member by 5.5 additional people and enables us to provide over 30,000 hours of service in the community. Last year alone, the value of the volunteer contribution was $605,758.
26. Volunteers Offer Diverse Interests, Diverse Talents As community needs change, both our services and our volunteers have changed. Roles are being created that better suit the Boomer need to make a meaningful contribution and which provide opportunities for all ages, abilities and area of expertise.
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28. A strong staff member is dedicated to skillfully interviewing, tailoring opportunities and managing volunteers.
29. The entire staff is encouraged to act as ambassadors in growing current and recruiting new volunteers.
45. 26 2. The agency assesses its financial resources and finds them deficient. 3. The leadership (ED/board) assumes volunteers’ free labor requires little financial/ strategic investment. 1. The nonprofit recognizes it needs assistance to achieve its mission. The Cycle of Poorly Managed Volunteer Engagement 4. The organization issues a call and finds volunteer(s) who may or may not be qualified for the task. 6. When the effort achieves little, volunteers receive the blame and are approached with skepticism, if at all, the next time their service is required. 5. A staff person may oversee the volunteer effort, but expectations, accountability, & communication remain unclear.
47. Comparison of Volunteer Characteristics 28 Drivers Boomer Traditional Civic Duty Time Administrative Socializing Routine Participation Well meaning Rules oriented Local community Status quo Make a positive difference Expertise, skill Projects, team based Adding value Challenge Value-added contribution Progressive Change Agent Network-wide Forward Community Contribution Assignment Incentive Energy Preference Personality Engagement Reach Direction
70. Upcoming GIA Programs Economic Security – September 2011 Healthy Aging – December 2011 EngAGEment Initiative Design Team ....needs your help to plan the next events! Just complete the volunteer form on your table.
Notas do Editor
TRAINER #2“COA” = Came of AgeMillennials – only are listing those 18 and older; LL specifiesMillennials are from 1981 - 2000
