Building Social Capital by zhangyun


									Building Social Capital
With a First Rate
Volunteer Program

Anne B. Schink, Consultant in
Volunteer Management
Training and Facilitation
Social Capital
   Robert Putnam, Bowling Alone
       Network of relationships that yield benefits to
        those who are part of the network.
       Connections among individuals create social
        networks that reinforce norms of reciprocity
        and trustworthiness
       Social capital is the key to unlocking all the
        other essential forms of capital that nonprofits
        need: financial, human, and political.
The Charismatic Organization: Strong
Core and Cycle of Growth

          Resources        Active
          Contributed     Outreach

         Grow the Core
Two kinds of Social Capital

   Bonding—the links that tie a group

   Bridging—the links that connect a
    group to others outside of its
    organization or network
Bonding Social Capital

Build a strong organizational core
     1.   Mission-driven motivation
     2.   Can-do culture
     3.   Data-driven decision making
     4.   Purposeful innovation
     5.   People-focused management
Bridging Social Capital

   Build a strong external network
       6. Compelling communications
       7. Active outreach
       8. Meaningful involvement
Volunteer Management

   System-centered
       Elements of Volunteer Resources
        Management Checklist
   Volunteer-centered
       Flexible
       Fast
       Friendly
       Focused
1. Mission-driven motivation

   Written statement of philosophy
    related to volunteer involvement
   Periodic needs assessment to
    determine how volunteers should be
    involved to address the mission
1. Mission-driven motivation

   Volunteer resources manager and
    fund development manager work
    closely together
   Volunteer resources manager
    involved in top-level planning
2. Can-do culture
   Organizational culture is the organization’s
    personality or character: the shared beliefs,
    values, assumptions and expectations and norms
    that shape the organization.
       Written position descriptions for volunteer roles
       Written policies and procedures for volunteer
       Organizational budget reflects expenses related to
        volunteer involvement
       Consistent general orientation for new volunteers
       Consistent training for new volunteers regarding
        specific duties and responsibilities
3. Data-driven decision making

   Regular collection of information
    (numerical and anecdotal)
    regarding volunteer involvement
   Volunteer involvement is linked to
    organizational or program outcomes
4. Purposeful innovation
   Periodic risk management
    assessment related to volunteer
   Liability insurance coverage for
   Periodic assessment of volunteer
   Periodic assessments of staff
    support for volunteers
5. People-focused management

   Orientation for new paid staff about
    why and how volunteers are
    involved in the organization’s work
   Designated manager/leader for
    overseeing management of
    volunteers agency-wide
   Designated supervisors for all
    volunteer roles
5. People-focused management
   Consistent activities for recognizing
    volunteer contributions
   Consistent activities for recognizing staff
    support for volunteers
       Feedback loop from volunteer to supervisor to
        manager of volunteers.
       Informal check-ins.
       Staff support.
       Formal recognition through awards, events,
       Opportunities for professional growth
       Chart an advancement path.
        6. Compelling communications

   Information related to volunteer
    involvement is shared with board
    members and other stakeholders at least
    twice yearly
       Celebrate accomplishments and benchmarks
       Share the information widely
7. Active outreach
   Specific strategies for ongoing volunteer
       Recruitment is the third step (Susan Ellis)
            Organizational readiness
            Well designed program
       Know what you are looking for
       Target your recruitment
       Go directly to GO!
       Prepare relevant materials (organization and
        position descriptions, training requirements, and
        time commitments)
       Connect the dots. Make sure they know where to
        go, how to get to the right person, and what you
        expect from them.
8. Meaningful involvement
   Standardized screening and matching
    procedures for determining appropriate
    placement of volunteers
   Matchmaking and retaining volunteers
       Make sure you know what brings satisfaction
        to the volunteer.
       Be really clear about expectations.
       Adapt your plan to suit the individual, not the
        other way around.
       Supervision. Who is the volunteer accountable
       Ensure that this is a good fit before you hand
        off the volunteer to the supervisor.
Recruitment and Engagement

     Establish clear expectations both in terms of
      the work and the time involved.
     Engage in interactive interviewing. This is
      about achieving the best fit for both individual
      and organization, not squeezing a person into
      a pre-designed position.
     Define mutually satisfying outcomes.
     Conduct a thorough skills inventory. Find out
      all the skills the person has, not just the ones
      you think you are looking for. You may be
      surprised by what you find.
Recruitment and Engagement
   Flexible
              Flexible means that the job fits the needs of the
               volunteer, not the other way around.
   Fast
              Fast means that you need to respond quickly to
               inquiries or the person will go elsewhere.
   Friendly
              Friendly means an open and supportive
               atmosphere where the volunteer’s skills, time, and
               interests are respected and used effectively, and
               the person feels welcome in the organization.
   Focused
           •   Focused means time limited with measurable
               outcomes, deadlines, and expectations.

   Good websites for resources
   Contact Anne Schink:

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