1. Daniel Rose & Sally Wintle – Insights Team What does the volunteer survey tell us about managing change?

2. Warm-up If you had the super-power to change one thing at your property, what would it be? What difference would it make to volunteers, staff and visitors?

3. The Volunteer Survey Every September 18,000+ respondents – mostly regular volunteers 9 themes (drivers): Recommendation (KPI) Enjoyment Organisation & Management Leadership Engagement Communication Voice Empowerment Culture & Values Results on MI dashboard & from your VCI Consultant

4. Change will always have an impact…

5. How much did the Volunteer Recommendation KPI change?

6. So, does change have any effect on the KPI? Recommendation KPI201220132014 Capital investment60%64%60% Leadership59%57%58% Interpretation and display57%54% Organisation and management49%44%56%

7. Capital investment change

8. VR KPI Above average, and not really changing Propensity to recommend strongly connected to belief in the organisation IMPLICATION: The KPI isn’t as sensitive to change as other engagement measures. Belief, which often drives the KPI, is also insensitive

9. Capital investment change There are opportunities for me to be involved in the plan for the place I volunteer I understand how plans for the place I volunteer fit with the Trust's strategy The management team have explained their plans for the place I volunteer General Manager inspires people with clear vision I understand my role in the plans for the place I volunteer

10. Capital investment change There are opportunities for me to be involved in the plan for the place I volunteer I understand how plans for the place I volunteer fit with the Trust's strategy The management team have explained their plans for the place I volunteer General Manager inspires people with clear vision I understand my role in the plans for the place I volunteer

11. Capital investment change IMPLICATIONS: Successful management means not just explaining plans, but real volunteer consultation and empowerment When managed well, such projects can galvanise and bond people at the property

12. Interpretation & display change

13. Capital investment change – a reminder

14. Interpretation & display change VR KPI Some negative change

15. Interpretation & display change Approachable management People work together as one team Staff value and appreciate volunteers Volunteers are treated fairly and consistently New ideas are encouraged and opportunity to express opinion

16. Interpretation & display change Approachable management People work together as one team Staff value and appreciate volunteers Volunteers are treated fairly and consistently New ideas are encouraged and opportunity to express opinion

17. Interpretation & display change IMPLICATIONS: This type of change can be seen as disruptive. Volunteers have strong opinions about their property, and feel disappointed when changes are made with which they don’t agree. It is easy for volunteers to then feel detached from decision making. Their voice feels lost and their opinion insignificant. Making them feel unvalued, treated unfairly, and as if staff are working to a different goal. Fully integrating volunteers in the process is essential. When managed well the concerns volunteers feel are often short lived.

18. 5 principles from volunteering & the cause Volunteers feel involved in decision-making Volunteers feel valued and appreciated Staff and volunteers work together as one team Staff emphasise the ‘why’ behind the targets Time and space for reflection

19. Laurence Harvey – Castle Drogo

20. Conclusions

21. Remember the change curve…

22. Managing periods of change Overall, there is evidence to suggest a major improvement across the organisation in bringing volunteers closer to the decision making process, by involving them in the plans for properties. Change management is on the whole good, with most drops in engagement part of the natural, emotional response process.