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News Flash – KnowledgeConnector.ca launches

Attention senior leaders and volunteers: Regional Capacity Coordinators now working in Alberta communities

 

Leaders of nonprofit/voluntary organizations often raise concerns that they don’t always know where to find professional development and learning opportunities and don’t have time to search. KnowledgeConnector.ca is the solution!

KnowledgeConnector Initiative Phase One is now launched, where five Regional Capacity Coordinators are working in communities across Alberta to connect learners and learning providers across the nonprofit/voluntary sector with the KnowledgeConnector Initiative.

Once fully operational in Fall 2011, KnowledgeConnector.ca will provide a free assessment tool then connect nonprofit/voluntary sector leaders with professional development providers and opportunities. TheKnowledgeConnector Initiative enhances the capacities of organizations – large or small – to achieve their missions and strengthen local communities in Alberta.

It’s all about strengthening communities! 

“The KnowledgeConnectorwill allow me to quickly and easily assess my capacities as a leader, manager and board member” said Lisa Topilko, Director of the Volunteer Vegreville (and a Volunteer Alberta Board member).“From right here in Vegreville, KnowledgeConnector.ca will enable me to connect with learning opportunities strengthening my ability to lead my nonprofit organization and better support the needs of our community.”

Toby Rabinovitz, Project Manager of the KnowledgeConnector Initiative explained: “From sports and recreation to social services… from education to environment, the leaders, managers and board members of nonprofit/voluntary organizations – both large and small/ rural and urban – depend on tools and knowledge to build their capacity.”

“The KnowledgeConnector will be a “one-stop shop” web-based portal of opportunities, providing a searchable listing that enables organizations and individuals to find targeted learning opportunities in line with their specific interests, needs and training objectives” said Rabinovitz.

ABOUT

The KnowledgeConnector Initiative is managed by Volunteer Alberta on behalf of the nonprofit/voluntary sector in Alberta. Rather than duplicating, the KnowledgeConnector is about connecting with learning opportunities already available.

With significant financial support provided by the Rural Alberta Development Fund, the KnowledgeConnectorenables leaders from nonprofit/voluntary sector organizations to assess their strengths and abilities based on a Competency Framework, and fill identified gaps with targeted learning opportunities. The Initiative works to ensure rural and eventually urban communities and nonprofit/voluntary organizations can sustainably provide key services to Albertans.

MORE INFORMATION

Please visit www.KnowledgeConnector.ca or contact a

Regional Capacity Coordinator directly for more information.

– North West Region –   Yvonne Rempel        780-827-1464
– North East Region –     Donna Smith             780-718-5379
– Central West Region – Robert Mitchell         403-704-7122
– Central East Region –  Victoria Poschadel   780-945-6134
– South Region –              Amanda Leipert        403-977-4610

 

Edmonton Journal -A letter from Volunteer Alberta on how generous Albertans are (December 10, 2011)

Is Canada’s culture of giving actually falling?

Some lament that rates of charitable giving and volunteering are on the decline. There is a false perception that too many charities pay their CEOs “over a million dollars with unlimited expenses” and non-profit misspending leaves only small portions of donations for actual charity.

Myths need to be dispelled and facts presented.

Volunteer Alberta compiled Statistics Canada data (visit www.volunteeralberta.ab.ca) clearly demonstrating Albertans are charitable with their time and money.

With donating, 85 per cent of Albertans gave financially in 2007 undefined an increase from 79 per cent in 2004 to 85 per cent in 2007.

Albertans donated the largest amounts ($596 average per person).

Fifty-two per cent of Albertans volunteered an average of 172 hours in 2007, up from 48 per cent in 2004 (also higher than the Canadian average of 48 per cent). Over 1,445,000 Albertans volunteer their time.

Regarding CEO pay, Canada Revenue Agency already requires charities to disclose highest compensated staff and rates of pay (donors can easily check this at www.cra-arc.gc.ca/charities).

Ask people working in the non-profit sector. But with few exceptions, most employees are not making wages anywhere near those in the private or public sectors.

Targeted research, planning and administration are necessary for efficient program delivery. Moreover, of Alberta’s roughly 19,000 non-profit/voluntary organizations, 58 per cent are completely volunteer run.

Albertans are generous and they naturally want to live in stronger and more vibrant communities.

This culture of giving does not mean we should let up. Instead, let’s continue researching where our financial contributions make the biggest difference in our communities and explore ways of volunteering using our talents and skills in more specialized ways.

Karen Lynch, executive director, Volunteer Alberta, Edmonton

Read more here.

 

National Study Finds Pitfalls and Opportunities in Changing Volunteer Landscape

Organizations Urged to Strengthen Strategies to Improve Volunteer Satisfaction

 A new national study shows that while Canada’s voluntary sector is the second largest in the world after the Netherlands, a significant number of volunteers report an experience that is less than satisfying.   The latest data on the changing culture of Canada’s voluntary sector was released today by Volunteer Canada, the national leader on volunteerism, in partnership with Manulife Financial.

The study found that 62 percent of Canadians who volunteer on a regular basis indicated they had at least one ‘negative experience’ either due to perceived organizational politics, the belief that their skills were not being put to  best use, feeling like they were not making a difference, or frustration with lack of support related to the volunteer activity.

The national research study gathered practical information for use by organizations to attract and retain skilled, dedicated volunteers.  The study revealed there are significant gaps between the opportunities organizations are providing and the meaningful experiences today’s volunteers are seeking.

“The primary gaps include the fact that many Canadians are looking for group or short-term activities but few organizations have the capacity to offer them or prefer a longer-term commitment,” said Ruth MacKenzie, President & CEO of Volunteer Canada. “In addition, many of those with professional skills are looking for volunteer tasks that involve something different from their work life.  While organizations are expected to clearly define the roles and boundaries of volunteers, many Canadians want to create their own volunteer opportunity,” she said.

Other respondents indicated that they would like to achieve some personal goals through volunteer work while at the same time help meet the needs of the organization.

Engaging volunteers in strategic roles in organizations will help nonprofit/voluntary sector organizations advance their mandates, and will create opportunities for individuals choosing to apply their skills sets to make a bigger difference in their communities,” said Karen Lynch, Executive Director of Volunteer Alberta. “We provide a number of programs, services and resources (through the Resource Centre for Voluntary Organizations at Volunteer Alberta) that will assist nonprofit/voluntary organizations across Alberta implement some of the ideas and trends captured in this study.”

Unlike earlier surveys that emphasized overall participation rates, this new research captured what Canadians want in their volunteer experiences, how easy it is for them to find satisfying volunteer roles, and what organizations can do to enhance their volunteer base and ultimately build stronger communities.

“Advances in technology, shifting demographics and increased resource pressures mean today’s organizations must re-evaluate all facets of their volunteer policies and practices, and ultimately embrace different approaches,” added MacKenzie.   “The findings suggest the optimal formula for engaging volunteers is one where organizations are well organized but not too bureaucratic and open to letting volunteers determine the scope of what they can offer.”

“The results also clearly indicate that it’s important to match a volunteer’s skills to the needs of the organization but not assume that the volunteer wants to use the skills specifically related to their profession, trade, or education,” she said.

Conducted on behalf of Volunteer Canada in the summer of 2010 by the Centre for Voluntary Sector Research & Development at Carleton University and Harris/Decima, the study provides the most current national data about the changing culture of Canada’s voluntary sector and the perspectives of four key groups:  youth, baby boomers, families, and employer-supported volunteers.

Respondents in these four groups revealed that the volunteer experiences individuals are looking for change significantly as Canadians move through the different stages of their lives.  The results also pointed to an increasing number of recent immigrants of boomer age, who could play a pivotal volunteer role in helping to integrate and support new immigrants into Canadian society, thanks to their unique cultural and linguistic skills.

Compounding the need for new approaches is the fact that Canadians are not necessarily following in the footsteps of Canada’s ‘uber volunteers’ who are getting older.  These uber volunteers represent about seven per cent of Canadians who contribute approximately 78 per cent of the volunteer time in Canada.

The research study results offer practical information that Canadian organizations can use to improve the way they involve volunteers by exploring the characteristics, motivations, and experiences of current volunteers, past volunteers, and those who have yet to try volunteering.

Overall, respondents indicated that organizations could improve the volunteer experience by: getting to know volunteers’ unique needs and talents; using a human resources approach that integrates both paid employees and volunteers; being flexible and accommodating to recognize volunteers’ other time commitments; respecting volunteers’ gender, culture, language and age differences; as well as providing more online volunteer opportunities.

“As Canada marks 10 years since we celebrated the United Nations International Year of Volunteers in 2001, applying the lessons learned from this research can help bridge the gap to more meaningful volunteer engagement in the future, and solidify volunteerism not just as a fundamental value of a civil society but as a true act of Canadian citizenship,” said Rosemary Byrne, Board Chair of Volunteer Canada.

The study was conducted on behalf of Volunteer Canada and in partnership with corporate leader in the sector Manulife Financial.  The research initiative is part of a multi-year program Manulife Financial is implementing to strengthen volunteerism in Canada in order to help build strong and sustainable communities for Canadians.

See the full study: Bridging the Gap

 

Letter: Volunteer Alberta –Submission to the Premier’s Council for Economic Strategy

August 10, 2010

The Honourable David Emerson, P.C.

Premier’s Council for Economic Strategy
11th Floor, Legislature Annex
9718 – 107 Street
Edmonton, Alberta
T5K 1E4

Attn: Honourable David Emerson, P.C.

Premier’s Council for Economic Strategy, Council member

Re: Volunteer Alberta –Submission to the Premier’s Council for Economic Strategy

Dear Mr. Emerson:

The recent acknowledgement by the Premier’s Council for Economic Strategy (in An Invitation to Help Shape Alberta’s Future) of the investment and contribution volunteers make to communities in Alberta and to the overall economy was unexpected, but welcomed by Volunteer Alberta’s members and collaborating organizations.

Volunteer Alberta applauds the Council’s recognition of the strong linkages between the strategic development of Alberta’s economy and increasing the development of the ‘brainpower of people’ or the so-called social and human capital aspects of the economy. The Council rightly identified how creating strong and vibrant communities will attract and retain the human capital necessary to diversify and strengthen our economy.

It should be highlighted how the ongoing activities of the nonprofit/voluntary sector in Alberta are already complementing three of the Council’s conversations in the report, particularly related to:

  • #3 creating new wealth through knowledge and innovation;
  • #4 ensuring healthy, skilled and engaged citizens;
  • #5 ensuring communities are vibrant, supportive and inclusive.

Nonprofit/voluntary sector organizations in Alberta are actively working to make communities stronger and more desirable places to live. Volunteer Alberta encourages the Council to focus public policy and financial investment on the nonprofit/voluntary sector to achieve its objective of raising and sustaining the quality of living for Albertans.

The Social Investment Volunteers Make in Alberta

Alberta leads the way in 21st century volunteerism. The rural roots of the province established the foundation for generations of volunteers, at a time when neighbours relied on each other for social and economic stability. Although the demographics of Alberta volunteers reflect an urban shift, the intensity of the act of sharing time and talent has not diminished. Some characteristics of the sector include:

  • Alberta has a volunteer rate of 52 percent exceeding the Canadian average of 48 percent.
  • Roughly 1,445,000 Albertans contributed an average of 172 hours in community services in 2007 (6 percent more than the national average).
  • Of the 19,000 nonprofit/voluntary organizations in Alberta, approximately 58 percent have no paid staff and are entirely volunteer run.[1]

How can strategic Volunteerism contribute to Alberta’s Economic Strategy?

Nonprofit/voluntary organizations provide cost-effective structures to deliver social services and respond to grassroots level community needs. The efficiency and effectiveness of voluntary organizations goes a long way, making for a high social return on investment. However, if the only value added is that of low cost delivery systems, Alberta’s economic and political leaders are missing the overall impact that community based organizations make to create a standard of living that is unparalleled.

Besides delivering services that are integral to the quality of life in communities, volunteer participation also builds trust and reciprocity among people, encourages social solidarity, and enhances citizens’ belief that they live in a caring community.

There are several other benefits from volunteering noted in the recent Canada Survey of Giving Volunteering and Providing (2007) as well as in academic research about how volunteering enhances an individual’s own social capital (expression of values and what makes people fit into a social reference group) and human capital (the skills, enhancements, competencies, and knowledge an individual gains).[2] A learned and connected populace promotes civil engagement and creates a valued community.

The nonprofit/voluntary sector not only serves underprivileged and vulnerable populations (this is often acknowledged by elected and corporate leaders, but is a facile observation that does not nearly reflect the diversity and integration of the sector in every single Albertan’s life), but also serves and are supported by ordinary, middle-class Albertans. Every day in Alberta, individuals and families participate with volunteer groups such as the 4-H Club, Big Brothers Big Sisters, local sport associations, or volunteer firefighters.

Many segments of the Albertan population benefit from volunteer activities. The classification of the voluntary sector relies on the ‘John Hopkins International Classification System’.[1] Volunteer Alberta recommends adoption of this internationally recognized system, which underscores the diversity of the nonprofit/voluntary sector and its 12 distinct subsectors. [2] From sports and recreation to social services…from education to environment…from arts and culture to business and industry ­ –organizations large and small depend on volunteers as they provide community programs and services to assist, entertain and connect local residents.

Volunteer contributions generate considerable benefits for organizations, individual volunteers, people served by volunteers, communities, and society at large. These benefits should not be taken for granted. Volunteers are not free –indeed they are citizens whose investments of time and energy require support.

Challenges facing the Sector

Increasing economic pressures are challenging the capacities of nonprofit/voluntary organizations to maintain the levels of active citizenship and community engagement in Albertan communities. Some of the practical and conceptual challenges facing the nonprofit/voluntary sector include:

  • Organizations are financially vulnerable as the Alberta government decreases an already lower than national average level of investment in the sector and are struggling to meet growing demands with the same or less revenue;
  • Staff leading nonprofit organizations struggle to generate revenue, maintaining contract arrangements, and recruit and retain skilled employees – all the while trying to create an elusive level of sustainability;

Volunteer engagement trends are fluctuating dramatically. Organizations struggle to respond to changing demographics in Alberta. (For instance, a core of highly-engaged people (10 percent of volunteers) contributes 54 percent of all hours. Losing these types of volunteers

  • would have disproportionately adverse effects on organizations and local communities. New strategies are available and investment is required to implement recruitment and retention for youth, immigrant populations, baby-boomers, etc. as volunteers).

Recommendations:

Volunteers support individual Albertans and provide life to our communities.

Volunteer Alberta encourages the Council to consider strategies which harness and support the powerful spirit of citizenship in Albertan communities by supporting volunteers and nonprofit/voluntary organizations. Strategic actions might include:

  • Allocating both financial and thought investment to reinforce the efforts of volunteers and nonprofit/voluntary organizations;
  • Expanding the levels of support for ‘made-in-Alberta’ legislation, programs and services designed to remove barriers to volunteerism in Alberta. A heightened understanding of the impact of legislation on the nonprofit/voluntary sector either as delivery mechanisms or responders to the changes in community is required.
  • Supporting ‘capacity-organizations’ (such as Volunteer Alberta, Edmonton Chamber of Voluntary Organizations, Calgary Chamber of Voluntary Organizations and others) in providing human resource tools, training initiatives and more, to better assist the operations of nonprofit/voluntary organizations;
  • Assigning specific resources to support research and development in the nonprofit/voluntary sector, with the aim of generating innovative programs, services and policies in response to the needs of local communities.

Volunteer Alberta: Supporting Volunteerism in Alberta

Volunteer Alberta is the only provincial capacity builder for the voluntary sector. Since its founding in 1990, Volunteer Alberta evolved to become an expert source of knowledge on volunteerism and the nonprofit/voluntary sector, with hundreds of members reflecting all twelve subsectors –including arts and culture, social services, education and health.

Volunteer Alberta leverages its knowledge to provide tools, initiatives and resources that build internal leadership and help community organizations engage volunteers to achieve their missions.

By energizing volunteerism and empowering local organizations, Volunteer Alberta shares with the Government of Alberta the goal of improving the quality of life for Albertans by creating on-the-ground action that will build strong, engaging communities.

Volunteer Alberta accesses networks (both formal and informal) and resources/information that could assist the Premiers Council for Economic Strategy in further developing strategies for the province.

For more information about volunteerism in Alberta, visit Volunteer Alberta on our website at: http://www.volunteeralberta.ab.ca/ or phone 780.482.3300.

Sincerely,

Karen Lynch

Executive Director

Volunteer Alberta

 

cc: Volunteer Alberta Board of Directors

 

[1] Salamon, Lester M. and Helmut K. Anheier, “The International Classification of Nonprofit Organizations: ICNPO-Revision 1, 1996.” Working Papers of the Johns Hopkins Comparative Nonprofit Sector Project, no. 19. Baltimore: The Johns Hopkins Institute for Policy Studies, 1996.

[2] These subsectors include: culture and recreation: education and research; health; social services; environment; development and housing; law, advocacy and politics; philanthropic intermediaries and voluntarism promotion; international; religion; business and professional associations, unions; and not elsewhere classified.

 

Letter: Submission for the Advisory Committee on Health

July 23, 2010

Mr. Fred Horne

MLA, Edmonton Rutherford Chair, Minister’s Advisory Committee on Health c/o Legislature Office #721 Legislature Annex 9718 – 107 Street Edmonton, AB T5K 1E4

Re: Submission for the Advisory Committee on Health

Dear Mr. Horne,

I am writing as Executive Director of Volunteer Alberta, Alberta’s only provincial capacity builder for the voluntary sector. Volunteer Alberta works and collaborates with a network of voluntary and non-profit organizations across the province to leverage knowledge to provide tools, initiatives and resources that help community organizations engage and retain volunteers, build internal leadership and achieve their missions.

Volunteer Alberta was encouraged to read the Minister’s Advisory Committee on Health report which emphasised wellness, prevention and overall quality of life as being intricate parts of health care. The report reiterated the insight Volunteer Alberta and its partners have long expressed about the powerful investment Alberta’s 19,000 nonprofit/voluntary sector organizations make every day creating an unparreled quality of life for Albertans. Volunteer Alberta and its member organizations agree health is about much more than medical care. Many factors impact a person’s health. Families, the environment, education systems, and communities are the widely recognized so-called “social determinants of health.”

As Alberta modernizes its health legislation, greater emphasis needs to be placed on wellness, prevention and overall quality of life. Voluntary sector organizations are about enhancing quality of life in Albertan communities. From sports and recreation to social services…from education to environment…from arts and culture to business and industry –organizations large and small depend on volunteers as they provide community programs and services to assist, entertain and connect local residents. Voluntary organizations play a critical role in supporting quality of life and peoples’ overall wellness. These organizations are often heralded as basic and elemental by community leaders, but the financial investments in this province do not always reflect that importance.

Volunteerism is vital for health care. Continuing care organizations, for example, often rely on volunteers for enhancing quality of life of their residents — engaging them in recreational activities, providing a hand to hold, offering friendship and companionship, etc. In Alberta (based on 2007 statistics) health volunteers gave an average of 71 hours annually for a total of 16 million hours volunteered for health organizations. It is noteworthy that while approximately 2% of the nonprofit/voluntary organizations in Alberta are health organizations, upwards of 8% of Alberta’s population volunteered for health organizations. Health volunteers are motivated by the opportunity to make a contribution to the community (92%), or because they are personally affected by the cause of the organization (73%). (see Volunteer Alberta’s website: www.volunteeralberta.ab.ca for more health care volunteer data and information). Volunteerism does not replace the work of health professionals. It complements their skilled work and helps enhance the overall patient or resident experience while in a health care institution. This is but one example of volunteerism’s role in health care; there are thousands more.

Volunteer Alberta understands the Alberta Health Act will make provisions for ongoing engagement of Albertans as future decisions about the health system are made. In designing such engagement processes, we encourage the increased use of existing community networks. Voluntary sector networks are extensive, and are right down at the community level. The nature of their work is such that they are engaging everyday Albertans from all walks of life. The nonprofit/voluntary sector can connect with thousands of Albertans easily and readily, be it a cross-section of society or very targeted groups from specific backgrounds and interests.

Volunteer Alberta and the many organizations it represents would welcome the opportunity to partner, participate and assist in engaging Albertans and Alberta communities in the future as decisions about health are made.

Volunteer Alberta knows that volunteers are valued in this province. The reality is that health care legislation in Alberta needs to formally recognize the inputs invested every day from volunteer-engaging organizations. Thank you for your consideration.

Sincerely,

Karen Lynch

Executive Director

Volunteer Alberta

cc: Angela Keibel, President, Volunteer Alberta

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