1. Volunteer Engagement - May Update May 21, 2012 Helen Patricia Deb Willems

2. Introduction The decision to volunteer is a complex one. Understanding these factors is critical in developing programs to more effectively engage members and non members to volunteer on behalf of and for the Society. This presentation will present the background and the recommendations to engage volunteers.

3. Senate focus from FY12 Operational Plan Goal #4-Inclusive Global Community Actions Objective 4.3: Restructure volunteer opportunities that are adapted to the diverse lifestyles and priorities of our members as measured by increased volunteer participation 1.Develop plan for engaging volunteers in new and inventive ways with pilot implementation by BOD4 including Senate feedback and ongoing metrics (Owner: Senate & HQ)

4. Factors affecting volunteer engagement Many dynamics and trends impacting associations and volunteerism Need to consider personal benefits and satisfaction in volunteer experience Values drive volunteer choices The direct ask is a powerful tool. A meaningful experience keeps them coming back Involving the younger generation The professional benefits of volunteerism.

5. Factors affecting volunteer engagement Several levels of volunteering to be considered Governance – Elected leaders Standing Positions – Committees, Ongoing projects Transitory Jobs – Adhoc volunteering, as needed jobs Temporary – one time assignments Occasional assignments that involve limited time over regular intervals Interim - regular commitment to fulfill a project usually less than 6 – 9 months.

6. Adhoc Volunteering Volunteer Adhocracy A volunteer who steps up to the plate on an as needed basis such as flexible volunteering. Short term commitment 59.9% of people who volunteer say they do so on an as needed or “adhoc” basis (ASAE Decision to Volunteer Study) Page *

7. Factors contributing to volunteer frustration Re-inventing the wheel Unnecessary meetings Paperwork (w/o connection to results) Standing committees Lengthy time commitments Cumbersome systems

8. Sensitivity to member views W hat do we know about the needs, wants and preferences of our members, prospective members and customers relevant to this decision? Need for Individual engagement Many volunteers want to have ad hoc participation opps Members want volunteer opportunities for various reasons and personalized benefits Many members need individual contact to participate (similar across all generations) Members want fun, connections, knowledge that they are making a difference, flexibility and balance in their volunteer experience. Members don’t want reinventing the wheel, meetings for the sake of meetings, paperwork, standing committees, lengthy but required time commitments, cumbersome systems. Distinctions among age demographics need accommodation Members want virtual as well as personal relationships.

9. Foresight about future environment What do we know about the current and evolving dynamics of our profession relevant to this decision? One size no longer fits all – may require a la carte opportunities Greater return on investment Competitive advantage in enriching professional development Advocacy and information can be accessed in many ways (not just through SWE)

10. Insight about the organization What do we know about the strategic position and internal capacity of our organization relevant to this decision? SWE has difficulty filling existing positions in the society SWE members have an opportunity to volunteer to work for SWE or on behalf of SWE Membership tends to have fewer years of job experience compared to other engineering societies SWE is growing its services for all career stages, but still has gaps for certain sectors We are seen as a leader in diversity in engineering by the US national policy makers and among the engineering societies. AWIS and SWE are the voice of women in STEM community and the voice of STEM in the woman’s community.

11. Recommendations 1.Identify and accumulate internal volunteer opportunities (for SWE)(Senate?) 2.Identify and accumulate external volunteer opportunities (on behalf of SWE) (HQ) 3.Review internal processes for unnecessary work (i.e. – effectiveness – double it - resources – halve your work) (BOD) 4.Understanding and providing the forum for opportunity and networking on volunteer opportunities (i.e. website, social media) (HQ) 5.Training leadership on fostering individual engagement (Curriculum Advisory Board) 6.Build awareness on how to navigate the external community for our members (Curriculum Committee) 7.Recommend membership strategy on what SWE should look like based on current trends (proactive response) (Strategic Planning committee?) 8. Special Projects Database/forum (Senate)

12. Next Steps After February meeting decision in conjunction with PE, SPC and senate to postpone work on MI 121 (How do we change the conversation from what member value SWE provides to how engaged are our members?) Reviewed work to date and consolidated some of the recommendations from the MI with this effort to identify short term options. Recommendations for BOD review in at May telcon Finalize recommendations for June senate meeting Motion to adopt and close at BOD4.

13. Recommendations 1.Identify and accumulate internal volunteer opportunities (for SWE)(Senate?) 1. Leverage Sweeter futures or outreach events calendar, “Need help” forum in communities or new communities. 2.Identify and accumulate external volunteer opportunities (on behalf of SWE) (HQ) DONE-SWE Outreach Events Calendar http://aspire.swe.org/index.php?option=com_content&vie w=article&id=60&Itemid=120 http://aspire.swe.org/index.php?option=com_content&vie w=article&id=60&Itemid=120

14. Recommendations 3.Review internal processes for unnecessary work (i.e. – effectiveness – double it - resources – halve your work) (BOD) 4.Understanding and providing the forum for opportunity and networking on volunteer opportunities (i.e. website, social media) (HQ) – REPLACEMENT FOR COMMUNITIES – See number 2.

15. Recommendations 5. Training leadership on fostering individual engagement (Leadership Coaching) –Annual Leadership Training include this perspective include best practices from white paper, MI 121 appendix and update with new programs and services yearly 6. Build awareness on how to navigate the external community for our members (HQ, LCC) – Presentation for RG & Section Presidents, biannually webinar with SWE programs updates, update in All together (SWEeter Futures & Outreach Calendar) 7. Recommend membership strategy on what SWE should look like based on current trends (proactive response) (Strategic Planning committee) In-process

16. Recommendations 8.SWE Special Projects database and Forum Such as; Develop SWE App, Set up a section survey, Data Mining, outreach event activity (Senate) o Projects from committee without bandwidth, budget or expertise o Audience - Senior projects, under-employed, unemployed, SME o Standardize submission (Deliverables, Experience,, what will give students college credit) o Members can sign up for updates o Advertise on Facebook and publish projects on LinkedIn o Pilot with Cal Poly who is standardizing Senior project submission across College of Engineering.