1. V O L U N T E E R C A N A D A | B É N É V O L E S C A N A D A Building the Bridge for Volunteer Engagement The Canadian voluntary sector’s perspective on the trends and issues identified in Bridging the Gap January 2013

2. V O L U N T E E R C A N A D A | B É N É V O L E S C A N A D A Presentation Outline 1.Research Objectives 2.Methodology 3.Survey Highlights 4.Interviews 5.Case Study 6.National Round Table 7.Summary 8.Conclusion 2

3. V O L U N T E E R C A N A D A | B É N É V O L E S C A N A D A Research Objectives 1.To assess the capacity of organizations to address the gaps identified in the pan Canadian study - Bridging the Gap: Enriching the volunteer experience to build a better future for our communities. 1.To gather innovative practices and models that incorporate the key characteristics of volunteering. 2.To identify strengths and challenges for organizations in responding to the key issues identified by volunteers in their engagement with organizations.

4. V O L U N T E E R C A N A D A | B É N É V O L E S C A N A D A Methodology Online Survey A bilingual online survey was distributed to non-profit and voluntary organizations through the networks of Volunteer Canada, provincial/territorial associations, and local volunteer centres. Survey responses were collected from a total sample size of 583 respondents, 554 in English and 29 in French. Case Study A case study was conducted with the Canadian Cancer Society, Ontario Division discussing their intentional transformation around its volunteer engagement strategies. Interviews A total of 27 interviews were carried out to gather perceptions about the capacity of volunteer-involving organizations to respond to the gaps and key characteristics that emerged from Bridging the Gap, as well as their ability to incorporate advice from volunteers about improving the volunteer experience. National Round Table Leaders from the public, private, and voluntary sector, involved in national organizations, were invited to participate in a national round table discussion providing applied dissemination strategies for the research. 4

5. V O L U N T E E R C A N A D A | B É N É V O L E S C A N A D A Survey Highlights Which Bridging the Gap research findings resonate most amongst most among organizations? 5 Number of Respondents Today’s volunteers seek to fulfill particular goals and objectives to bring more satisfaction to their commitments. The greater demands being made by volunteers can be positive in that volunteers are actively creating more fulfilling positions, which can lead to stronger retention. On the other hand, organizations can find it challenging to ensure that their needs are still met for tasks that may be interpreted as less appealing to some volunteers.

6. V O L U N T E E R C A N A D A | B É N É V O L E S C A N A D A Survey Highlights Which Bridging the Gap research findings resonate most amongst most among organizations? 6 Number of Respondents 348 respondents agreed that more volunteers are looking for shorter-term opportunities. In the two years that have passed since the Bridging the Gap landscape research, this trend has featured prominently from coast to coast to coast. For some organizations, this requires rethinking volunteer programs and task division. However, for organizations that depend on long- term commitment and established relationships between volunteers and vulnerable groups, short- term opportunities are difficult to establish.

7. V O L U N T E E R C A N A D A | B É N É V O L E S C A N A D A Survey Highlights Which Bridging the Gap research findings resonate most amongst most among organizations? 7 Number of Respondents A large number of respondents (300) indicated that they either somewhat agreed or strongly agreed that many professionals are looking for volunteer tasks that involve something different from their work life. This research finding resonated strongly amongst organizations, and highlights the importance of not pigeon holing volunteers into positions related to their career path, but instead taking the time to discover volunteers’ interests, passions and motivations.

8. V O L U N T E E R C A N A D A | B É N É V O L E S C A N A D A Survey Highlights Organizations’ considerations when engaging volunteers 8 Not at allSomewhatSignificantly Volunteering is a two-way relationship763363 Volunteering is personal11109313 Volunteering is a way to transfer and develop skills7116311 Volunteering changes through our life cycle29219183 The demographics of our volunteer base is changing60206167 Organizations felt that “Volunteering is a two-way relationship,” “Volunteering is personal” and “Volunteering is a way to transfer and develop skills” were all very significant influences in how they engage volunteers.

9. V O L U N T E E R C A N A D A | B É N É V O L E S C A N A D A Interviews 9 “One of the greatest hurdles is a traditional mindset of what a volunteer is.” When it comes to using the language of “New Volunteerism” many organizations in Canada are accustomed to describing more traditional roles (long-term, service-oriented, structured) as opposed to new types of roles (short-term, skills-based, citizen engagement). “Volunteerism definitely changes over time, but it’s less about generations, and more about the realities of life stage.” Organizations that implement strategies to outreach and engage specific demographics and the realities associated with that life stage have more success in recruiting and retaining those volunteers. “More innovation and success is found when volunteer engagement is embedded at all levels of the organization.” Volunteer engagement benefits when it becomes a key strategic focus of the organization’s leadership. It can also strengthen an organizations’ culture when it is integrated amongst it’s staff members.

10. V O L U N T E E R C A N A D A | B É N É V O L E S C A N A D A Case Study – Canadian Cancer Society, Ontario Division The Canadian Cancer Society, Ontario Division, engaged approximately 60,000 volunteers annually. Volunteers engage on an regular schedule, weekly or monthly, or episodically 10

11. V O L U N T E E R C A N A D A | B É N É V O L E S C A N A D A Case Study – Canadian Cancer Society, Ontario Division Changing trends in volunteer engagement “What we’re seeing in Ontario, and our other divisions are seeing across the country, is that individuals are looking to volunteer but may not have a lot of time, or may want to do something in a group, or as a family. Individuals are looking for short-term roles that have an impact, that allow them to see what the results are.” - Cathy Hall, Director of Volunteer Engagement with the Canadian Cancer Society, Ontario Division. 11 Shifting volunteer engagement strategiesShifting organizational culture Focusing on the volunteer not the rolesHave publically supportive leadership Targeting individuals for leadership rolesTrain staff and volunteers around “volunteer engagement 101” Being more intentional about asking current or past volunteers about continuing engagement Integrated human resource practices – infuse volunteer engagement in processes and policies Adjusting recognition programs to focus on impact Changing vocabulary- replacing terms like “volunteer management” with “volunteer engagement” Report back on the results of volunteers’ involvement Engage volunteers in all areas of the organization

12. V O L U N T E E R C A N A D A | B É N É V O L E S C A N A D A National Round Table The World of Volunteering in 2017 and Beyond & Imagine Canada Summit Broadening the definition of volunteering – civic participation, community engagement and knowledge philanthropy Supporting volunteer engagement – supporting volunteers life cycles, newcomers, diversity Embracing Technology – virtual volunteering and social media Governor General Roundtable Discussions on Professionalization of the Voluntary Sector Demonstrating outcomes – finding appropriate social metrics and demonstrating impact Professionalization – How far? Supporting human resources practices without compromising volunteer’s enthusiasm National Dialogue on Volunteer Screening Increasing understanding screening - as an ongoing, integrated approach for the safe and effective inclusion of volunteers within an organization. 12

13. V O L U N T E E R C A N A D A | B É N É V O L E S C A N A D A Summary Insights from Canada’s volunteer involving organizations Culture shift- move from a culture of volunteer management to volunteer engagement with support from leadership staff Highlight impact- demonstrate the impact of volunteer contributions to your organization Skills-based volunteering- apply current skills and create opportunities for volunteers to learn new skills Adapt to short term volunteering - break up longer-term roles into multiple smaller roles for people with different skill sets Recruit pre-retirement- consider engaging retirees during their retirement planning, not after they have retired Make use of technology- support alternate uses of social media or consider offering virtual volunteerism 13

14. V O L U N T E E R C A N A D A | B É N É V O L E S C A N A D A Conclusion Bridging the Gap – Organization Experiences Today’s volunteer is highly autonomous and self directed. They are interested in achieving their own goals when volunteering. There is greater demand being made for short term volunteer opportunities. Volunteers are increasingly seeking volunteer tasks that are different from their own professional skills. Organizations can place themselves in a strategic advantage if they can align their recruitment efforts with demographic trends in their communities. Five key strategies for embracing the changing culture of volunteerism Promote a broader understanding of the concept of volunteering Provide a central repository of volunteer engagement tools, strategies and models Applied dissemination of key resources Canada’s 150 th Anniversary as a focal point for making the new changing culture Engage public policy makers in addressing some of the key issues identified in this research 14