ENGAGING OLDER ADULTS AS UNTAPPED RESOURCES

First in the Series of Educational Forums:

Creating Arizona as a Great Place to Grow Older

MARC FREEDMANFOUNDER

CIVIC VENTURES

The Big Shift: Navigating the New Stage Beyond Midlife

CAROL KRATZ PROGRAM DIRECTOR VIRGINIA G. PIPER CHARITABLE TRUST

The Boomer Solution: Skilled Talent to Meet Nonprofit Needs

1. Prevention of disease and disability

2. Attainment of peak physical and psychological functioning

3. Participation in rewarding and productive activities

Successful Aging, Rowe and Kahn, 1998

Elements of Successful Aging

Maricopa County Elderly Population, 2000-2050

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

1,600,000

1,800,000

2,000,000

2000 2005 2010 2015 2020 2025 2030 2035 2040 2045 2050

Year

Pop

ulat

ion

Age 60-69 Age 70-84 Age 85+

Productive Aging

More seniors - boomers

Healthier, living longer

Educated More financially

Prepared What next?

Create Programs and Spaces2002-2007

Maricopa Commission on Productive Aging-4 Next Chapters - Cities of Tempe, Chandler;

Scottsdale and Mesa Community Colleges-Civic Ventures Consultants

Embed Older Adult Civic Engagement into Community

-Experience Matters Planning with Civic Ventures - 2008-2009

-Experience Matters Consortium launch offers - 2009 to present: Explore Your Future for Older Adults, Temple University Training Lab for Nonprofits and

Encore Fellows

Older Adults Train for New Careers

2007-present

Gateway Community College

Older Adults Tutor Children

-Experience Corps Mesa and Tempe - 2006

- present-Your Experience

Counts Phoenix - 2011

Train Nonprofits to Utilize Older Adults

-National Council on Aging Models of Significant Service - 10 local

agencies - 2008-2009-Mesa United Way - 2009-present

-Area Agency on Aging-2010 -present

Expand Funders and Collaborators-Arizona Community Foundation - 2010

to present - Experience Matters and Forums

-BHHS Legacy - Forums -2010-St. Luke's Health Initiatives - Forums -

2010-Grantmakers in Aging and

Grantmakers in Arts Forums- 2010

Piper Trust Investments

Potential Contributions of Professional and Leadership

Volunteers Professional advice

and/or assistance that you can’t afford or that is not provided by your Board members

Examples include: legal, accounting, marketing, public relations, grant writing, evaluation, and community outreach

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New Ways of Engaging Design ladders of engagement that

offer a variety of flexible and meaningful opportunities from the boiler room to the board room, such as:

Leadership- and professional-level roles as well as direct service

Bridge jobs

Internships

Short-term consulting projects

Self-directed team projects

What Does This Mean for Non-Profits?

Creating a menu of unpaid and paid opportunities

Tailoring marketing and recruitment strategies

Finding the right fit-balancing organizational needs with individual interests

Supporting and empowering an expanded workforce rather than top-down management

“Methods of Significant Service” Benefits to Nonprofits in One Year

Ten Maricopa County projects tracked 55+ volunteers in professional- and leadership-level roles over one year. Calculated the value and return on investment using the Strategic Metrics and Results Tracking (SMART) tool.

The value of the leadership volunteers’ work: $ 1,340,000 The investment for the programs by 10 nonprofits: $ 218,380

The return on investment: $ 1,121,620

SUCCESS IN THE TRENCHES: USING OLDER

ADULTS TO EXPAND ORGANIZATIONAL CAPACITY

Linda Llewellyn, BSW, CAVS

Director Network Volunteer Services, John C. Lincoln Health Network

Sunnee O’Rork

Executive Director, Arizona Museum for Youth

Michelle Dionisio

President and CEO, Benevilla

LINDA LLEWELLYN DIRECTOR

NETWORK VOLUNTEER SERVICES

John C. Lincoln Health Network

John C. Lincoln Health Network

• North Mountain Hospital & Trauma Center• Deer Valley Hospital & Mendy’s Place• Anthem Urgent Care • Physician Practices• Outpatient Radiology Centers• Adult Day Health Care• Desert Mission Programs:

Food Bank, Community Health Center, Children’s Dental Clinic, Lincoln Learning Center, Marley House, Neighborhood Renewal

Mission Critical Roles North Mountain Auxiliary –

fundraising/leadership Information Desks/Public Areas Courtesy Van Spiritual Support Friendly Visitor Specialty Projects/Committees Teaching new volunteer orientation Handicraft items Scholarship Program

Impact Financial - $126,575 in grants to network Taking initiative on projects/services and ensuring outcomes Positive, comforting first impression that gives confidence Provide staffing during weekdays Dependable, Reliable, Commitment and Tenure Provide best training for new volunteers & serve as role model Experienced and safe-driving record Lifelong communication skills, life experiences & hospital

experiences provide for enhanced support, visits & interactions Developed comprehensive network handbook for new

volunteers Assist in teaching new volunteer orientation w/ real examples &

stories Add a personalized touch to the experience Awarded $32,600 in heathcare scholarships

MICHELLE DIONISIO PRESIDENT AND CEO

Benevilla

In mid-2011, the number of volunteers contributing time to the organization has hit an all-time high of 561.

That army of volunteers extends the reach of each one paid staff member by 5.5 additional people and enables us to provide over 30,000 hours of service in the community.

Last year alone, the value of the volunteer contribution was $605,758.

Volunteers Truly Are the Foundation of Benevilla

Volunteers Offer Diverse Interests, Diverse Talents

As community needs change, both our services and our volunteers have changed.

Roles are being created that better suit the Boomer need to make a meaningful contribution and which provide opportunities for all ages, abilities and area of expertise.

Keys to Building a Strong Volunteer Base

• Invest in the right leadership for the program and make it organization-wide • A strong staff member is dedicated to skillfully interviewing, tailoring opportunities

and managing volunteers. • The entire staff is encouraged to act as ambassadors in growing current and recruiting

new volunteers. • Recognize and honor volunteers for their efforts

• The agency works with other community organizations to acknowledge volunteers through tokens such as free baseball tickets

• Regular quarterly staff and volunteer meetings are held to recognize contributions and build involvement

• An annual Volunteer Recognition event is held to recognize length service and to award the Volunteer of the Year award

SUNNEE O’RORK EXECUTIVE DIRECTOR

Arizona Museum for Youth

• John and Jack Whiteman Founders• Original Children’s Museum Focused on Art• 1st Children’s Museum in Arizona• Partnership with City of Mesa in 1987 • Mission: To inspire children of all ages to experience their world differently through art, creativity and imagination.

•

•

Mesa Arts & Culture Departments:Boomer Volunteers

Ubuntu Project: 3 Ability ExpertsStipend Volunteers- M.M.S.S. •Mesa Arts Center, Arizona Museum of Natural History and Arizona Museum for Youth

•Vicky Bundy- Technology •Karen Sherman –Evaluation & Way Finding

•Now- Museum Accounting Specialist and •AMY Board Member

OutComesNew Volunteer Program: $134,000 savings and hours for Gallery Educators and other staff

Partnerships:AgeWorks Americorps Vista - Exhibition Assistant,

3 Gallery Educators National Charity League, Phoenix Hands OnSecond-Wind Mesa United Way

NORA HANNAH CHIEF CONSORTIUM OFFICER

EXPERIENCE MATTERS

Expanded Opportunities for Funders to Support Connecting People to Social

Purpose

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The Cycle of Poorly ManagedVolunteer Engagement

1. The nonprofit recognizes it needs assistance to achieve its mission.

2. The agency assesses its financial resources and finds them deficient.

4. The organization issues a call and finds volunteer(s) who may or may not be qualified for the task.

5. A staff person may oversee the volunteer effort, but expectations, accountability, & communication remain unclear.

3. The leadership (ED/board) assumes volunteers’ free labor requires little financial/ strategic investment.

6. When the effort achieves little, volunteers receive the blame and are approached with skepticism, if at all, the next time their service is required.

Born Population % Giving

1925-1945

“COA” ‘40s & 50’s

39 million 79% give

1946-1964

“COA”‘60s & ‘70s

78 million 67% give

1965-1980

“COA”‘80s & ’90s

62 million 58% give

1981-1991(18+ only)

“COA”‘90s & ’2000s

51 million 56% give

Traditionalists

Boomers

Gen X

Millennials

COMPARISON OF VOLUNTEER CHARACTERISTICS

Civic Duty

Time

Administrative

Socializing

Routine

Participation

Well meaning

Rules oriented

Local community

Status quo

Make a positive difference

Expertise, skill

Projects, team based

Adding value

Challenge

Value-added contribution

Progressive

Change Agent

Network-wide

Forward

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Community

Contribution

Assignment

Incentive

Energy

Preference

Personality

Engagement

Reach

Direction

Drivers BoomerTraditional

TRADITIONAL BOOMERS Leadership Consulting Organization Management Business Process Re-

engineering Statistical Analysis Technical, computer Training Financial Corporate fund raising Specialist

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Volunteer Skills & Expertise

• Teaching• Administrative• Accounting• Staff• Supervisory, management• Community fund raising• Generalist

• JCL = 178,000 volunteer hours last year

• @ $20 per hour = $3,560,000 of Financial Resources

• NOT including Fundraising, Donations and Legacy Gifts

• If you had an operating budget of $750,000 it would be a 500% return on investment (ROI)

New Volunteer Opportunities

I. Leadership• Team Leaders – oversee volunteer teams• Relationship Leaders – communication and peer-to-peer support• Transformational Leaders – develop future volunteer leaders

II. Consultant• Facilitate meetings• Diagnostic and analytic (non-medical)• Process review and re-engineering

III. Training• Train the trainer• On & off boarding processes

IV. Specialists• Documentation, presentation, and graphics experts• Technical projects• Event planning, fund raising, and coordination

V. Special Projects• Corps of “On Demand” volunteers

Purpose To develop and organize the Maricopa County

marketplace that connects individuals age 50+ to social purpose opportunities.

Vision Experienced People Building a Stronger Community

Mission To create a culture in our community and its

organizations that fosters meaningful work and service opportunities for experience people in the second half of life.

• The Learning Lab Three-day workshop for nonprofit leaders who want to

learn how to tap into the valuable and underused resource of community talent.

• Encore Fellowships Matches highly skilled executives and managers with

social purpose organizations for a high-impact assignment for 6-12 months.

• Explore Your Future Workshops Explore Your Future Workshops are a four-session series

designed for employees and individuals age 50+ who are in job transition or seeking to discover their pathway in the next phase of their lives.

• Your Experience Counts A nationally proven model, Your Experience Counts

will match adult mentors aged 55+ with students in grades K through 6 to provide mentoring / tutoring in reading, writing and math.

• Community Talent Leaders Stipend positions for trained individuals to assist

organizations in development, enhancement and implementation of new models of volunteer engagement.

Increase your grantees’ abilities to make a difference by engaging older adults:

• Encourage them to attend the Learning Lab

• Inform grantees that they can host an Encore Fellow in their organization

• Sponsor an Encore Fellow at one of your grantee organizations

Thank You

UPCOMING GIA PROGRAMS

Economic Security – September 2011

Healthy Aging – December 2011

EngAGEment Initiative Design Team ....needs your help to plan the next events!Just complete the volunteer form on your

table.