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VCI Presentation
- 1. Unlocking the potential: 27 million reasons to get better at volunteering
- 2. “Challenge visitors’ perceptions about how we conserve our heritage” “To offer the most compelling experience of a millionaire’s life against the backdrop of 1930s Britain” “An important, enriching and relevant part of the lives of our supporters, recognised as a place of local and international cultural significance” “Everybody shares the warmth, intimacy and intrigue of these well-loved homes, set in the heart of the Arden landscape” “Through partnerships we will enable the people of Herefordshire to become aware of, cherish and use the National Trust on their doorstep”
- 5. Volunteers involved in every aspect of our work All staff confident and capable of working with volunteers
- 7. The new old: flexibility The new young: skills development
- 9. 20% Innovation 40% Systems & Processes Innovation Systems & Processes Systems & Processes 40% Capability & Confidence Years 1 - 3 Innovation Capability & Confidence Years 4 - 6 Capability & Confidence Years 7 - 9
Notes de l'éditeur
- 10 year ambition signed off by Exec and Trustees Going to talk through the background, our vision for 2020, main themes and what it means to you Big picture – not all the detail In developing the ambition this photo was taken. Indication of cultural shift needed if we are to unlock the potential. Who knows what it is? Our organisational strategy is one of growth. All places looking to achieve more – improve efficiency, become more effective in a way that engages more people Our 10 year ambition is not something separate – it’s how we will achieve the organisation and property ambitions
- Quotes are from Property Business Plans You already have compelling visions of your own This is about how volunteering can help achieve these
- There are a few key things that sit behind our ambition There is a massive untapped pool of resources in potential volunteers. Our research has shown that 27million people are interested in volunteering for the Rust – if asked / made aware of or if we developed new proposiitons in line with their motivations Within our existing volunteers – 41% felt there could be more opportunity to do new things and take on new responsibilities
- Volunteers come with bodies, brains and networks – not just a pair of hands, bring ideas, experience, established networks, friendships Tapping into networks – efficient way to grow our support Create a vibrant, inspiring and evolving places – what we all want our properties to be
- Our Vision for 2020
- Ambition developed through listening to people – property heads of dept., volunteer managers, RD’s, Property / General Managers Lots to celebrate – high numbers, high levels of enjoyment, some excellent good practice Not going to achieve our vision immediately Basic work we need to do first to help our Volunteer Managers achieve that vision
- Times are a changing In developing the ambition we looked at the volunteering world. Future volunteers will be different. We’ll need to do volunteering in a different way New old – looking for greater flexibility, use of skills, link with leisure, keeping active, short term commitments New Young – looking for opportunities for skills development – our Internship programme developed with this audience in mind Digital – applies to both – how people communicate, find opportunities, link to networks, virtual offers of time etc. Also spoke to several other volunteer involving organisations Girlguiding – 12 hr challenge Marie Curie – Volunteer Financial Advisers Cancer Research – volunteering with friends and family Oxfam – clicktavists Reassuring that organisations such as Oxfam and RNLI also not developing too many new products – as keen that investment in infrastructure / get basics right is in place first
- If we don’t change we will be find our offer is out of date and not fit for future audiences Volunteer admin treadmill – need to take the opportunity to get off – look outside and develop our offer as appropriate
- Over 10 years 3 strands of work See other notes on what these mean Throughout the ambition there is a focus on volunteer managers – paid and unpaid Need to support, equip, recognise them Challenging as rewarding
- Discussed as a team who inspires us as volunteer managers All these 4 people have key things in common – created inspiring vision, developed opportunities for people to get involved, recruited and selected the right people, thought about skill sets and motivaions, manage relationships, recognised achievements Kellie Scott – Volunteer Manager at Attingham – won volunteer of the year award last year Gareth Malone – inspired people - power of singing to bring people together, selected solo singers, managed relationships (nerves, childcare) – train and support – recognition – got to no. 1 and performed at Royal Albert Hall Gary Barlow – inspired other celebs to climb Mt Kilimanjaro – raised money, selected individuals (motivated by status – but that’s ok), managed relationships – flew them all home on a private jet as recognition David Plouffe – campaign manager for Obama – exciting vision, exciting opportunity, mass participation, low levels of involvement, tap into networks, constant recognition, volunteer from home Other examples? Octavia Hill, ….. It’s not just the responsibility of volunteer managers –we all have a role to play Leaders / senior managers, other consultants – walk the talk, keep volunteering on the agenda (organisational priority) – not a separate thing, support others to find time, make choices – don’t have to do everything everywhere, local choices where t prioritise Property HoD’s – raise the bar – different aspects of volunteering, believe a change can be made, ask for support, not on your own, volunteer management to be an integrated part of the development programme, ‘don’t have the time’ – what’s the alternative – we’re wasting 27m peoples time Volunteers – role to play – as unpaid volunteer managers but also as researchers, planners, recruiters, project managers – work with the existing team – partnerships / ‘fellow workers’ – one team delivering the same thing
- We now have a strong network of support 21 VCI consultants Work with your CM’s to involve these guys Tap into external networks
- World of volunteering is changing If going to unlock the potential and tap into pool of resources we need to change our offer / do volunteering differently Going to take time, not asking to develop lots of new ways now (not lots of central initiatives) – we need to get the basics right To do this we need to invest in our volunteer managers – the keys to unlocking the potential Everyone has responsibility to make this happen Good Volunteer Management can change the world!