engaging older adults as untapped resources 04-2011 - ch
Post on 30-Nov-2014
510 Views
Preview:
DESCRIPTION
TRANSCRIPT
ENGAGING OLDER ADULTS AS UNTAPPED RESOURCES
First in the Series of Educational Forums:
Creating Arizona as a Great Place to Grow Older
MARC FREEDMANFOUNDER
CIVIC VENTURES
The Big Shift: Navigating the New Stage Beyond Midlife
CAROL KRATZ PROGRAM DIRECTOR VIRGINIA G. PIPER CHARITABLE TRUST
The Boomer Solution: Skilled Talent to Meet Nonprofit Needs
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
Elements of Successful Aging
Maricopa County Elderly Population, 2000-2050
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
1,800,000
2,000,000
2000 2005 2010 2015 2020 2025 2030 2035 2040 2045 2050
Year
Pop
ulat
ion
Age 60-69 Age 70-84 Age 85+
Productive Aging
More seniors - boomers
Healthier, living longer
Educated More financially
Prepared What next?
Create Programs and Spaces2002-2007
Maricopa Commission on Productive Aging-4 Next Chapters - Cities of Tempe, Chandler;
Scottsdale and Mesa Community Colleges-Civic Ventures Consultants
Embed Older Adult Civic Engagement into Community
-Experience Matters Planning with Civic Ventures - 2008-2009
-Experience Matters Consortium launch offers - 2009 to present: Explore Your Future for Older Adults, Temple University Training Lab for Nonprofits and
Encore Fellows
Older Adults Train for New Careers
2007-present
Gateway Community College
Older Adults Tutor Children
-Experience Corps Mesa and Tempe - 2006
- present-Your Experience
Counts Phoenix - 2011
Train Nonprofits to Utilize Older Adults
-National Council on Aging Models of Significant Service - 10 local
agencies - 2008-2009-Mesa United Way - 2009-present
-Area Agency on Aging-2010 -present
Expand Funders and Collaborators-Arizona Community Foundation - 2010
to present - Experience Matters and Forums
-BHHS Legacy - Forums -2010-St. Luke's Health Initiatives - Forums -
2010-Grantmakers in Aging and
Grantmakers in Arts Forums- 2010
Piper Trust Investments
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
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
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
“Methods of Significant Service” Benefits to Nonprofits in One Year
Ten Maricopa County projects tracked 55+ volunteers in professional- and leadership-level roles over one year. 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
SUCCESS IN THE TRENCHES: USING OLDER
ADULTS TO EXPAND ORGANIZATIONAL CAPACITY
Linda Llewellyn, BSW, CAVS
Director Network Volunteer Services, John C. Lincoln Health Network
Sunnee O’Rork
Executive Director, Arizona Museum for Youth
Michelle Dionisio
President and CEO, Benevilla
LINDA LLEWELLYN DIRECTOR
NETWORK VOLUNTEER SERVICES
John C. Lincoln Health Network
John C. Lincoln Health Network
• North Mountain Hospital & Trauma Center• Deer Valley Hospital & Mendy’s Place• Anthem Urgent Care • Physician Practices• Outpatient Radiology Centers• Adult Day Health Care• Desert Mission Programs:
Food Bank, Community Health Center, Children’s Dental Clinic, Lincoln Learning Center, Marley House, Neighborhood Renewal
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
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
MICHELLE DIONISIO PRESIDENT AND CEO
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.
Volunteers Truly Are the Foundation of Benevilla
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.
Keys to Building a Strong Volunteer Base
• Invest in the right leadership for the program and make it organization-wide • A strong staff member is dedicated to skillfully interviewing, tailoring opportunities
and managing volunteers. • The entire staff is encouraged to act as ambassadors in growing current and recruiting
new volunteers. • Recognize and honor volunteers for their efforts
• The agency works with other community organizations to acknowledge volunteers through tokens such as free baseball tickets
• Regular quarterly staff and volunteer meetings are held to recognize contributions and build involvement
• An annual Volunteer Recognition event is held to recognize length service and to award the Volunteer of the Year award
SUNNEE O’RORK EXECUTIVE DIRECTOR
Arizona Museum for Youth
• John and Jack Whiteman Founders• Original Children’s Museum Focused on Art• 1st Children’s Museum in Arizona• Partnership with City of Mesa in 1987 • Mission: To inspire children of all ages to experience their world differently through art, creativity and imagination.
•
•
Mesa Arts & Culture Departments:Boomer Volunteers
Ubuntu Project: 3 Ability ExpertsStipend Volunteers- M.M.S.S. •Mesa Arts Center, Arizona Museum of Natural History and Arizona Museum for Youth
•Vicky Bundy- Technology •Karen Sherman –Evaluation & Way Finding
•Now- Museum Accounting Specialist and •AMY Board Member
OutComesNew Volunteer Program: $134,000 savings and hours for Gallery Educators and other staff
Partnerships:AgeWorks Americorps Vista - Exhibition Assistant,
3 Gallery Educators National Charity League, Phoenix Hands OnSecond-Wind Mesa United Way
NORA HANNAH CHIEF CONSORTIUM OFFICER
EXPERIENCE MATTERS
Expanded Opportunities for Funders to Support Connecting People to Social
Purpose
26
The Cycle of Poorly ManagedVolunteer Engagement
1. The nonprofit recognizes it needs assistance to achieve its mission.
2. The agency assesses its financial resources and finds them deficient.
4. The organization issues a call and finds volunteer(s) who may or may not be qualified for the task.
5. A staff person may oversee the volunteer effort, but expectations, accountability, & communication remain unclear.
3. The leadership (ED/board) assumes volunteers’ free labor requires little financial/ strategic investment.
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.
Born Population % Giving
1925-1945
“COA” ‘40s & 50’s
39 million 79% give
1946-1964
“COA”‘60s & ‘70s
78 million 67% give
1965-1980
“COA”‘80s & ’90s
62 million 58% give
1981-1991(18+ only)
“COA”‘90s & ’2000s
51 million 56% give
Traditionalists
Boomers
Gen X
Millennials
COMPARISON OF VOLUNTEER CHARACTERISTICS
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
28
Community
Contribution
Assignment
Incentive
Energy
Preference
Personality
Engagement
Reach
Direction
Drivers BoomerTraditional
TRADITIONAL BOOMERS Leadership Consulting Organization Management Business Process Re-
engineering Statistical Analysis Technical, computer Training Financial Corporate fund raising Specialist
29
Volunteer Skills & Expertise
• Teaching• Administrative• Accounting• Staff• Supervisory, management• Community fund raising• Generalist
• JCL = 178,000 volunteer hours last year
• @ $20 per hour = $3,560,000 of Financial Resources
• NOT including Fundraising, Donations and Legacy Gifts
• If you had an operating budget of $750,000 it would be a 500% return on investment (ROI)
New Volunteer Opportunities
I. Leadership• Team Leaders – oversee volunteer teams• Relationship Leaders – communication and peer-to-peer support• Transformational Leaders – develop future volunteer leaders
II. Consultant• Facilitate meetings• Diagnostic and analytic (non-medical)• Process review and re-engineering
III. Training• Train the trainer• On & off boarding processes
IV. Specialists• Documentation, presentation, and graphics experts• Technical projects• Event planning, fund raising, and coordination
V. Special Projects• Corps of “On Demand” volunteers
Purpose To develop and organize the Maricopa County
marketplace that connects individuals age 50+ to social purpose opportunities.
Vision Experienced People Building a Stronger Community
Mission To create a culture in our community and its
organizations that fosters meaningful work and service opportunities for experience people in the second half of life.
• The Learning Lab Three-day workshop for nonprofit leaders who want to
learn how to tap into the valuable and underused resource of community talent.
• Encore Fellowships Matches highly skilled executives and managers with
social purpose organizations for a high-impact assignment for 6-12 months.
• Explore Your Future Workshops Explore Your Future Workshops are a four-session series
designed for employees and individuals age 50+ who are in job transition or seeking to discover their pathway in the next phase of their lives.
• Your Experience Counts A nationally proven model, Your Experience Counts
will match adult mentors aged 55+ with students in grades K through 6 to provide mentoring / tutoring in reading, writing and math.
• Community Talent Leaders Stipend positions for trained individuals to assist
organizations in development, enhancement and implementation of new models of volunteer engagement.
Increase your grantees’ abilities to make a difference by engaging older adults:
• Encourage them to attend the Learning Lab
• Inform grantees that they can host an Encore Fellow in their organization
• Sponsor an Encore Fellow at one of your grantee organizations
Thank You
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.
top related