Leadership Victorias Greatconnections Program

CLIENT

MANAGERS

GUIDE

2013

Table of Contents

Table of Contents2The GreatConnections Program3Our Vision3Our Mission3How GreatConnections Works9GreatConnections Processes11GreatConnections Organisation Registration and Renewal Cycle12GreatConnections Project Cycle13GreatConnections Volunteer Participation Cycle14GreatConnections: Role of the (Volunteer) Client Manager15LV Operational Support for Client Managers18GreatConnections Client Manager Contact Details20GreatConnections Code of Ethics24Project Description Form (Projects)25Project Description Form (Mentor Request)27Project Description Form (Board Placement)28Volunteer Project Induction Checklist30Sample Correspondence31

The GreatConnections Program

Our Vision

Every community organisation utilising transformative, skilled volunteers to build a better Australia.

Our Mission

We support community organisations and causes by engaging community leaders to be transformative skilled volunteers.

1. Introduction Our Strategy

This Strategy results from the integration of Leadership Victoria's Skills Bank and Greatconnections activities, into a new program named GreatConnections. The integration of Greatconnections and Leadership Victoria (LV) in 2012 has enabled immediate development of a new model of transformative skilled volunteering for Victorian community organisations.

GreatConnections program framework aims to help build a better Victoria by mobilising skilled and experienced volunteers to support community organisations and leaders. The intended outcome is to enhance the wellbeing of individuals and communities by building leadership skills and organisational capacity thereby creating social impact, increasing community connectedness, enhancing awareness of important issues, and undertaking projects with practical outcomes.

Our vision for GreatConnections is Every community organisation utilising transformative, skilled volunteers to build a better Australia. Our mission is To support community organisations and causes by engaging community leaders to be transformative skilled volunteers.

To achieve this vision and mission, the Social Impact Program (SIP) will focus on clearly defined strategies, which are articulated in this document. LV has developed a new framework for a "Social Impact Strategy", focusing on the significant increase in the development and deployment of skilled transformative volunteers for Victorian community organisations.

LV's definition of Social Impact is based on that of the Centre for Social Impact, i.e. "the net effect of an activity on a community and the well-being of individuals and families" (Centre for Social Impact 2012). The intent of LV's SIP is to be positive, i.e. to enhance well-being. LV's interpretation of the scope of such activities is broad, including "community sector services but may also include cultural, environmental, and not for profit social enterprises and overseas community development projects. Most LV activities will be in partnership with community organisations which are "charitable" (within the ATO meaning), or on policy areas related to the activities of such organisations.

The model is illustrated in the diagram below.

2. Our Focus

This framework focuses on building the community sector's efficiency and effectiveness through:

a. Capacity Building Projects and Governance Support: utilising transformative volunteers to address specific issues in organisations or groups of organisations and supporting the governance of NFPs through appointments to Boards and other forms of governance review.

b. Strategic Mentoring: supporting NFP leaders to address organisational and systemic issues, and supporting specific community members to build leadership

c. Strategic Projects: addressing sector-wide issues in a medium-term timeframe

These programs are supported by individuals and teams of volunteers drawn from LV's integrated pool of volunteers, which include skilled and experienced professionals and the alumni and graduates of LV leadership programs. These programs are the Williamson Community Leadership Program (WCLP); the Folio Leadership Program (FLP, Formerly Experience Bank, EBLP); Ignite Leadership Program (ILP); and the Board Leadership Programs (BLP).

GreatConnections has adopted a model of service delivery that is innovative and reflects best-practice. A key component of the model is an intermediary role of support from a bank of Client Managers (volunteers) who liaise with and support volunteers and community organisations and / or individuals. The benefits of this model have been documented in various research papers internationally. A literature review, conducted by C Pedicini for Leadership Victoria in 2012, confirmed the value to stakeholders of the investment in an intermediary and the increased capacity to enhance impact for stakeholders.

3. Guiding Principles

GreatConnections supports community organisations in Victoria to reach their vision and mission. The program and activities are underpinned by our guiding principles, which include:

Effective program design based on research, evaluation and consultation.

Informed by and adapted to, best practice models for volunteers and community organisation engagement.

Responsive to requests by community organisations that focus on community capacity building, governance and mentoring.

4. Objectives of GreatConnections:

Provide a mechanism for leaders in community organisations to build the capacity of their organisation through the transfer of skills from transformational volunteers.

Provide a means to match volunteer capacity to organisational requests seeking support and advice to contribute to strategic outcomes.

Provide support, training and professional development opportunities for volunteers to develop skills, expertise and experience in community sector issues and causes.

Provide clear pathways for engagement with volunteers and community organisation members.

To have a strong evidence base of applied best practice models of volunteering and engagement with community organisations.

To utilise tools and frameworks that will lead to improved outcomes for volunteers and community organisations.

To provide organisational support to volunteers and community organisations through efficient processes and systems.

The program will be managed by LV with organisational support and accountabilities.

To implement an expert monitoring and evaluation framework that will measure the social impact of the GreatConnections activities.

5. Focus of GreatConnections for Community Organisations and Volunteers

The Program will provide the following for Volunteers:

Induction, training and development of volunteers to ensure their readiness

Quality assurance through considered recruitment and selection

Operational and management support for volunteers and Client Managers

Evaluate impact of volunteering activities with community organisations

Regular communication and events for volunteer development and networking

The program will provide the following for Community Organisations:

Induction and learning opportunities for community organisations, How to make the most of your membership

Organisational support from LV to facilitate smooth and efficient engagement

Clear and regular communication from GreatConnections

Supported and trained Client Managers who will liaise with community organisation clients

Evaluate social impact of volunteer and organisation engagement

6. Management of GreatConnections

The GreatConnections is the main program through which transformational volunteers are matched to community organisations to address their development needs. It will operate and be managed by:

A best practice volunteer program model, including recruitment, selection, matching, support tools, training opportunities and evaluation

Clear pathways and processes for community organisations.

Program governance will be the responsibility of the GreatConnections program, with accountability the responsibility of the Social Impact Manager.

7. Key Success Factors

The key success factors for the GreatConnections program in 2013 are detailed below.

Key Success Factor

Process Indicators for GreatConnections

1. Strategic alignment and commitment.

Clearly articulated areas of strategic focus and desired social impact.

Articulated alignment between social impact aspirations of GreatConnections and community organisation (clients).

Formal commitment and sign-off from executive level of NFP and GreatConnections, supported by written policies.

All volunteers understand and commit to the GreatConnections aspirations

2. Sustainable business model

Adequate human and physical resources (infrastructure) are allocated to effectively manage, monitor and evaluate GreatConnections activities

Impact of monetising service analysed and reviewed.

3. Client (NFPs) and volunteer stakeholders

Networks and systems are in place to establish and maintain strong partnerships with NFP community organisations.

Networks and systems are in place to attract and nurture skilled volunteer talent.

Networks and systems are in place to leverage access to opportunities and volunteers through professional membership and organisational peak bodies.

4. Flexible and skilled relationship management

Resources an