stream 2 session 6 leisa donlan

Helping Volunteers Meet The Demands of A Changing Environment: 

Helping Volunteers Meet The Demands of A Changing Environment Working With Volunteers To Encourage Ongoing Involvement In A Changing Organisation

Please don’t let us lose any more volunteers!: 

Please don’t let us lose any more volunteers! We’ll do whatever it takes (almost)!!

Volunteers In The Real World: 

Volunteers In The Real World Members of club who are not paid Probably working outside their own experience Hold considerable responsibility & liability Have had little or no training Are victims of the cardboard box Have strong ownership of the club

Types of Change: 

Types of Change Moore’s Model Continuous Change Existing products, services, habits Evolutionary Sometimes Annoying Relatively Non Confronting Discontinuous Change Complete Departure From Past Revolutionary Disruptive Frightening

Responses To Change: 

Responses To Change Innovators - Change Junkies (about 2-3%) Like to tinker, they like to work with concepts and build prototypes. Early Adopters - Like To Be There From The Beginning (10-15%) See advantages, not just in the new way of doing things, but in being an early pioneer. Early Majority – The Critical Mass (30-40%) Without them change will fail. Want a proven, workable version with a 'how to' manual. Majority of them are psychologically and behaviourly incompatible with the first two groups, and a chasm begins. Some are 'bilingual‘ and these are the ones who will cause change to happen.  Identify who they are, make them your champions & change will take off Late Majority – Only Change If They Have To (30-40%) Look to the Early Majority for proof that the change works, and will insist on a risk free version. Laggards – Never Adopt Change (1-2%) See no sense in it at all, no personal benefits. They hold completely different attitudes and values from the other four groups.

Top Change Tips: 

Top Change Tips Ensure you do some risk analysis involving any changes before you implement them. Reduce as much of the risk associated with the change as possible. Help them manage the RISK, not the change. Always present volunteers with a written model of the change. Let them spend as much time as needed with the Innovators and Early Adopters. Never talk abstractly about changes you might make. You will only frighten your audience with uncertainties and concepts. Allow volunteers to provide feedback on changes and how they could work. Ask them to better define the change, create communication aimed at the rest of the Early Majority. Give them time to adapt the change to their environment, to improve on what the Early Adopters have done. Provide plenty of positive feedback and encouragement...they need to know that they will not take the fall if it doesn't work. Finally, encourage them to develop a full implementation plan, but watch the timing. Too slow and cautious and other people will lose interest. Too fast and these volunteers themselves will jump ship. Communicate, communicate, communicate

Case Studies: 

Case Studies When Things Go Wrong Between clubs and governing bodies Friend Or Foe? Between committees & members Club Meltdown Doing It Right Preparing before problems occur

Case Study - Friend Or Foe?: 

Case Study - Friend Or Foe? The Scene This club had existed for 45 years and had a historically good relationship with the governing body until a financial crises five years earlier had adversely affected the relationship between them. The governing body ran out of money and was rescued by the fund raising efforts of the club. Various changes to staff in the governing body and committee members in the club had resulted in the relationship becoming more and more confrontational and the history of the past was lost within the governing body. Once financial recovery was secure, the club felt they should have some say in how the funds they raised were spent in future. The governing body felt they should not because historically, they had not. Funds raised by the club constituted 35% of the overall budget of the governing body amounting to about $135,000.00 per year. To resolve the issue, the governing body proposed its staff as nominees for the club’s committee at its AGM.

Case Study - Friend Or Foe?: 

Case Study - Friend Or Foe? The Club’s Point Of View Lack of control over situation Increasing hostility from the governing body Governing body actively seeking to undermine us Lack of assistance from the governing body Unethical behaviour of the governing body Efforts were thwarted at every stage Scheduled meetings were cancelled without notice Requests were ignored Facilities & infrastructure were not provided People who had no previous interest in the club applied for membership in an attempt to take over the club and its funds

Case Study - Friend Or Foe?: 

Case Study - Friend Or Foe? The Club’s Governing Body’s Point Of View: Lack of control over situation Increasing hostility from the club Club actively seeking to undermine us Lack of communication from the club Unethical behaviour of the club Efforts were thwarted at every stage Scheduled meetings were cancelled without notice Requests were ignored Facilities & infrastructure were not properly looked after Rules & regulations were disregarded Lack of understanding by club they have no right to dictate how the governing body is run

Case Study - Friend Or Foe?: 

Case Study - Friend Or Foe? The above difficulties led to us feeling: Inadequate, stupid & inexperienced That we were the only problem That we had nothing worthwhile to offer Undervalued, bullied & exhausted This led to us thinking that: We should give up Resign our positions Leave the club

Case Study - Friend Or Foe?: 

Case Study - Friend Or Foe? Solutions: Some of the executive attended a meeting organised by SRQ where we began to realise that (a) there were other groups with problems but more importantly; (b) there was someone who could provide answers, who offered practical advice from experience rather than impractical theory. This helped us to think that: perhaps we were not the problem but that rather we needed skills to be better able to deal with what had previously seemed overwhelming problems.

Case Study - Friend Or Foe?: 

Case Study - Friend Or Foe? From Their Own Words - Club:  Following discussions and a questionnaire circulated to members we were able to meet with someone and perform a SWOT analysis and give some time and thought to our future directions. This gave us increased confidence in the skills we had to offer and our confidence increased. As our confidence was restored we regained our commitment and strength to continue and to utilise the information we had been given to effect change. We became more efficient, calm & professional We documented all conversations, and most communication was done in writing so that every statement could be confirmed. We sought advice and our new found resilience resulted in a complete change in the relationship between us and the governing body.

Case Study - Friend Or Foe?: 

Case Study - Friend Or Foe? From Their Own Words – Governing Body:  The club invited us to meet with someone and perform a SWOT analysis and give some time and thought to our their directions, including our own input. This gave us increased awareness of what the real issues were and took out the “personalities” of the situation. We realised we had to come to an equitable arrangement, they weren’t going away. Communication between us became more professional. We understood much more about the club’s goals, needs and wants including their expectation of us. Actions resulted in a complete change in the relationship between us. We have adopted some of the changes the club developed because they are well suited to us and we have recommended these changes to our other clubs.

Managing The Change: 

Managing The Change Planning

Case Study - Friend Or Foe?: 

Case Study - Friend Or Foe? The Power Of SWOT Its ALL about you Clarifies thoughts, feelings & perceptions Focuses on truths Is the vital first step to planning Gives clubs confidence & focus Sticking to the goal enforces change Doesn’t work in a drawer

Managing The Change: 

Managing The Change Communication

Key Questions For Planning: 

Key Questions For Planning

Case Study – Club Meltdown: 

Case Study – Club Meltdown The Scene The Club is from a high profile and competitive sport, well supported by a State Body. The Club’s Immediate Past President was in place for 9 years and formed a close working relationship with the Executive who they employed 8 years ago. Recruitment of new committee members has been difficult for the past five years. People just don’t want to volunteer these days. To fill the gap, the club began to allow staff to be co-opted onto the committee. There’s been no formal review of performances by past committees and a new committee has taken over in the last eighteen months. The relationship between the committee and staff has deteriorated and now the Executive Officer has been summarily dismissed.

Case Study – Club Meltdown: 

Case Study – Club Meltdown Committee attempts to instigate change Defines roles & responsibilities Considers impact of current committee makeup Reviews constitution to better suit club Wants better promotion of club for more members Aims for a higher level of results in the sport

Case Study – Club Meltdown: 

Case Study – Club Meltdown Meltdown Begins Executive begins to attempt to block changes Questions by committee go unanswered Becomes apparent current staff don’t have necessary skills for change Committee lack of experience results in poor HR practices

Case Study – Club Meltdown: 

Case Study – Club Meltdown Meltdown Continues Executive begins to lobby members Staff on committee become involved in the dispute Communication between committee & staff breaks down Unfounded rumours begin in club about Executive Special General Meeting is forced Committee begin to resign

Case Study – Club Meltdown: 

Case Study – Club Meltdown Club in Gatekeeper Mode Members lack knowledge about their rights Secretary has to manage a complicated process for the SGM Emotions & accusations become bitter & personal Stress begins to effect leftover committee Little business is being conducted

Managing The Change: 

Managing The Change Controlling Conflict

Case Study – Club Meltdown: 

Case Study – Club Meltdown Controlling Conflict Be clear about constitutional requirements Work with members to properly word motions, even if it hurts Carefully identify who has a vote / proxy Allow both sides to communicate with members prior to the meeting Set rules for meeting comments Suggest 3 mins proposer & seconder 2 mins others

Case Study – Club Meltdown: 

Case Study – Club Meltdown Controlling Conflict State communication guidelines for staff & volunteers very clearly Be open, honest & ethical in dealing with everyone involved Remember most of those involved are volunteers with differing levels of knowledge and expertise Don’t pretend your still friends NEVER make it personal Get help for the meeting if you need it

Case Study – Club Meltdown: 

Case Study – Club Meltdown After the Storm Debrief committee, what worked, what needs to be changed Consider information from members Try to find out the underlying reasons that allowed the conflict Make immediate changes & remedies while its still fresh Communicate changes & reasons with members Train & debrief staff & volunteers to make them feel secure

Managing The Change: 

Managing The Change Training

Volunteer Training: 

Volunteer Training Start with a sound understanding of the organization Focus on the business, history, politics, experience Training is only a means to an end Focus on volunteers who understand, rather than volunteers who are trained Involve the right people. Training should come from people who understand the issues Interactive learning is best Engage them, discuss, talk & then read

Case Study -Getting It Right: 

Case Study -Getting It Right The Scene A new club has formed to allow juniors to participate and enjoy their sport, which traditionally doesn’t view children as desirable. The club has a few, key volunteers who are excited about the club, highly skilled and enthusiastic. The club was incorporated under the model rules to allow a funding application for club development to go ahead. The application was successful. Sponsors have rushed to support the new venture and participation has gone from one event with 12 players to 10 events with 70 players in less than three years. The current committee enjoy each other’s company and are having a blast doing their thing! To protect the club’s vision they realise planning is vital, not only to encourage growth but to control it.

Case Study -Getting It Right: 

Case Study -Getting It Right Conformance Model rules need rewrite to better suit the new club Blue cards are required but not properly understood Insurance issues need to be clarified Participation Need for very controlled growth Planning Risks need to be properly assessed Succession planning is an issue Need to identify goals, aims & values

Managing Change: 

Managing Change Anticipate Problems

Case Study -Getting It Right: 

Case Study -Getting It Right Planning Workshop Governance Risk Management Document System Collation Of Organisational Records Identifying Volunteer Management Plan Development of Strategic Plan Specify areas for future funding & continued improvement

Managing Change: 

Managing Change Own It

Anticipate & Own It: 

Anticipate & Own It Strong Change Agents Appreciate seriousness of issues Want to anticipate problems Enjoy a cohesive plan for growth May need to put time aside for planning Happy to take what works for others and develop it to suit Are delightful to work with but rare

Recommended Reading: 

Recommended Reading Managing Change Crossing the Chasm by Geoffrey Moore Managing Transitions: Making the Most of Change by William Bridges; Paperback Planning Strategic Planning for Nonprofit Organizations: A Practical Guide and Workbook (Paperback) by Michael Allison, Jude Kaye Managing the Non-Profit Organization: Principles and Practices by Peter F. Drucker Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement, 3rd Edition by John M. Bryson The Budget-Building Book for Nonprofits : A Step-by-Step Guide for Managers and Boards (Jossey-Bass Nonprofit & Public Management Series) by Murray Dropkin Managing a Nonprofit Organization in the Twenty-First Century by Thomas Wolf Simplified Strategic Planning: A No-Nonsense Guide for Busy People Who Want Results Fast! by Robert W. Bradford Applied Strategic Planning: How to Develop a Plan That Really Works by Leonard Goodstein Volunteers Stop Managing Volunteers: New Competencies for Volunteer Administrators by Sue Vineyard Managing Volunteers Effectively by Phil McSweeney, Don Alexander