About Volunteer Engagement

in the MS Society
what Key Informants had to say Overview/Summary Purpose Who
Key Informant Interviews were held during August and early September (2013) to inform the work of the Volunteer Engagement Task Force and to effectively position the initiative - to optimize the opportunity and investment. Interviews were held with those in a position to understand the current volunteer culture of the MS Society, to help define expectations of the Volunteer Engagement initiative, and to shape the future of voluntarism through their leadership. Those interviewed included Board chairs, the CEO and Division Presidents, selected experienced volunteers, and volunteer coordinators. Twenty-nine individuals contributed. 1. The Strategic Plan asks that the MS Society intensify volunteer engagement; the Renewal Initiative asks the Society to actualize the power of volunteers. If you were asked for three phrases that summarize The State of Voluntarism in the cross Canada MS Society from your perspective, what would they be? 2. A National Volunteer Engagement Task Force has been established. Please identify three critical issues or challenges that you want to see the Task Force address. 3. When you think about actualizing the power of volunteers in the MS Society, do you find yourself focused on incremental change/fine tuning OR major, transformational change? Please explain the reasons for your choice. 4. The Volunteer Engagement Task Force has been asked to actualize the power of volunteers by developing and supporting execution of a nationwide strategy on volunteer engagement. From your perspective, what strategic directions would you like the Task Force to consider, strategic elements critical to volunteer engagement success? 5. Given your responses to the first three questions, can you comment on the organizations readiness for change and/or willingness to invest in renewal of volunteer engagement? By organization we refer to the one national organization including 7 regional divisions and 120 chapters. 6. In September, the Task Force will be conducting a National Volunteer Survey (MS Society). Are there key questions that you would like to see asked? 7. Do you have other comments or any advice for the Task Force? This document provides a high level overview of the most common themes and comments generated during the Key Informant Interviews. It introduces a 29-page report that clusters all comments made during the interviews; every comment has been recorded as close to verbatim as possible. The longer report contains the gems, individual observations that are not reflected in the most common responses summarized in the overview. Both documents are intended for limited distribution: to Volunteer Engagement Task Force and Advisory Team Members, to the key informants themselves, and to staff volunteer coordinators in the Divisions. 1

The Questions

Summary Report

The State of Voluntarism in the MS Society

The Key Informants speak of a Society that fully understands the importance of the volunteer and is committed to enhancing and leveraging this strategic asset. The MS Society is proud of its loyal, committed and long term volunteer corps, primarily operating at two levels: on Boards and on the front line (assisting with events, client services, fundraising and administration). The following concerns or opportunities were identified: sustainability - an aging volunteer base, often experiencing burn out, and the critical need to attract younger, more diverse individuals the need to update our traditional volunteer model to capitalize on well documented volunteer interest trends (e.g. episodic, meaningful, transactional) including modernizing the way we communicate with volunteers (e.g. social media, online scheduling) the underutilization of volunteers considering the immense potential of the high skill volunteer, able to contribute throughout the organization in virtually all areas weak, inconsistent support systems and our lack of progress in sharing best practices across the organization tension between staff and volunteer roles and the importance of empowering staff to nurture volunteer counterparts renewal toward one society is also a volunteer challenge.

the need for improved recognition, to truly demonstrate how much we value and need the volunteer contribution the importance of recruiting and nurturing high skill volunteers and finding meaningful roles for all the importance of consistent, modern, best practice application of volunteer support systems throughout the organization the need to build staff capacity to appreciate and utilize volunteers the need to truly understand the value of voluntarism the critical requirement to increase resources allocated to volunteer support the desirability of thinking of human resource capacity in a holistic way (staff and/or volunteer) the importance of celebrating the traditional, Chapter based volunteer support system while both modernizing support systems and pursuing renewal activities.

Critical Issues or Challenges

When asked about critical issues or challenges that the Volunteer Engagement Task Force must pay attention to, similar themes arose (to the list immediately above): aging and burnout the importance of revitalizing our approach to recruitment 2

Do we need incremental change OR major, transformational change?

Key Informants were split on this issue: 10 suggesting incremental change, another 13 recommending transformational change, with 8 providing arguments for a blended approach. The table below provides an overview of their perspectives and rationale for each of the three positions.

Rationale for INCREMENTAL CHANGE

were in pretty good shape, incremental will suffice too much risk in transformational change significant change only required in some aspects of voluntarism incremental because of the culture of the organization.

Rationale for MAJOR, TRANSFORMATIONAL CHANGE desire for a major shift in the way the MS Society approaches voluntarism transformational in the Renewal context now is the opportunity even though were in pretty good shape, we can do so much better infinite, untapped potential

Rationale for a BLENDED APPROACH although we need transformational, we can only handle incremental we need a big vision, a good overall strategy, and then small cautious steps to get started level of change required depends on location, aspect of volunteer support and context.

Potential Strategies
The Key Informants were asked to suggest solutions, strategic direction or elements of strategy that they would like the VE Task Force to consider. Each of the following ideas was identified by several individuals: develop a compelling vision keep current volunteers engaged both in the Task Force process and in their ongoing commitment to the Society put more emphasis on engaging volunteers with MS find ways to involve high skill volunteers at all levels and in all kinds of mission related work engage the Knowledge Philanthropist strive for more consistency the sharing and adoption of best practices across the system ensure a National Data Base with the software to fully support all aspects of volunteer engagement adopt a relationship building approach with volunteers similar to the donor pyramid that promotes understanding of motivations and pursues increasingly significant contributions integration of the Societys HR systems so that both staff and volunteers are considered when capacity issues are addressed, skills/talents are required, and/or support systems are enhanced modernize communication approaches social media, online volunteer applications to attract and support nextgen volunteers develop our capacity to capitalize on corporate team volunteering develop new approaches to recruitment find and implement modern, best practices address resourcing challenges. 3

Is the Society ready to change and willing to invest in volunteer engagement renewal?
Key Informants offered split opinions on this: however, there was more scepticism than optimism about readiness for change and willingness to invest. Comments are divided into three categories below (ready and willing, ready and willing with conditions, unsure).

Rationale for READY AND WILLING

it will work in the context of Renewal its a key element and weve demonstrated our commitment to the overall Renewal initiative early investment shows were serious the VE Task Force, a senior staff leader its important, we cant drop the ball this time were onside and ready to go at both board and staff levels

Rationale for READY/WILLING WITH CONDITIONS only if a good case and strategy is developed if we can find the resources response may vary by Division as long as were effective as change leaders and sensitive to pockets of hesitation/resistance

Rationale for UNSURE/DOUBTS many other priorities that always seem to get the attention we may not be able to find the resources required for implementation staff attitudes may hold us back leadership may be an issue change fatigue.

Key Questions for Volunteers

The Key Informants were asked what questions they would like to see included in the upcoming National Volunteer Survey. What do we need to know to develop an appropriate VE plan or strategy? Several general suggestions about the survey process were offered (see detailed report). Suggestions for survey questions focussed in the following areas: about motivation the more we know about what drives our volunteers, the better well be able to attract, support and retain them about meaningfulness questions about fulfillment, what roles are meaningful, what roles make a difference about how they are treated as volunteers do they feel valued? do they get the support they need and want?

about their connection with the Society connection to the cause, orientation, mission impact, support for organizational direction, trust/confidence about what a volunteer wants in return the transactional perspective about time commitment - what are they prepared to give, when is it too much, structure of time available (long term, episodic, etc.) about interest in providing other types of volunteer contributions in other areas, higher skill levels, responsibility desired general questions about how the Society can improve its volunteer engagement activities and systems. About their volunteer profile who are we working with, do responses to questions vary by type of individual, volunteer role, location, level, etc. 4

Other Comments and Advice for the Task Force

At the end of the Key Informant Interview, the interviewees were asked for any additional observations of any kind that might be of value to the VE Task Force. These final comments focussed on: The importance of the Volunteer Engagement initiative The need to be bold and courageous to develop a big and compelling vision to drive VE forward Process a range of tips, in some cases conflicting The importance of clear and simple recommendations, and Strong communication throughout the both planning and implementation processes The importance of sharing and listening to one another while moving towards consensus and consistency Cautions related to the amount of change currently taking place in the organization, the need for frankness, the importance of fresh approaches and the need for a realistic assessment of resource availability as implementation strategies are crafted. Compliments and positive feedback for the Task Force.