Exploring the possibilities

of T80 and beyond

Presentation to National Volunteer & Philanthropy Centre (NVPC)

18 February 2019
Contents

❖ Project background

❖ Stakeholder analysis

❖ Issue analysis

❖ Strategy

❖ Recommendations

❖ Impact assessment

❖ Conclusion

❖Appendix

Building Bridges | 2
Project background
Case background Organisation level

• The growing culture of giving throughout Singapore cannot • Improve volunteer recruitment and
be done by NVPC alone but requires the efforts and retention rates to the ratio (20/80)
influence of many. With an increased willingness of today’s
society to participate/volunteer, NVPC aims to expand its Team level
pool of volunteers by providing the right volunteer
leadership & management. • Build group functionalities as planners
or communicators
• NVPC aims to seek new strategies to improve volunteer
management, which is vital to the internal processes and Individual level
management of the organisation. This helps to inculcate
the spirit of volunteerism into NVPC and its ecosystems. • Allow staff or skilled volunteers to take
on supervisory and planning roles
• To be able to improve its volunteer management and seek
scalable volunteer solutions, a new strategy (T80) was Society level
conceived and further explored by our team.
• Advocate stronger volunteer
management practices that are scalable

Building Bridges | 3
Contents

❖ Project background

❖ Stakeholder analysis

❖ Issue analysis

❖ Strategy

❖ Recommendations

❖ Impact assessment

❖ Conclusion

❖Appendix

Building Bridges | 4
 Stakeholder analysis – Overview
Keep satisfied Manage closely
High
People &
Corp. services
Knowledge
Extent to which this group/ persons

NVPC
buy-in is needed to move forward

& Insight
Partners
Marketing Strategy &
& Advocacy Policy
Influence

Co-labs Training Skilled

Volunteers
Monitor Keep informed
Public Partnerships
relations
Retail donors Casual
Volunteers

Digital
Government
Innovation

Low
Low Interest - NVPC business function High
Extent to which the project will
impact this group/ person - External stakeholders

Source: NVPC Building Bridges | 5

Stakeholder analysis – NVPC

Public relations Leadership

External communication Mission & function

Marketing strategy Policy research

Advocacy Overall strategy

N
V Success
P of T80
C Manpower Training programs

Volunteer Management Process standardisation

Onboarding/ offboarding Skill-building

Organisation development

Source: NVPC (Appendix A) Building Bridges | 6

Stakeholder analysis – Volunteers
Youth volunteer statistics in Singapore
• 154 survey participants between 15-35 years old
• Online survey conducted through youth and social service organisations that predominantly engage youth volunteers

Volunteering in various sectors

Percentages of volunteers
Volunteer age groups Underlying motivations for
41%
41%
volunteering
5.41
5.06 16% 16%
11%
7% 5% 5%
Percentage

26%
3.45
2.99 3.05 2.92 Children Elderly Social Disability Mental Animal Others

VFI
18% & Youth Services Health Welfare
16%
Sectors

Frequency of volunteering
15-19 20-24 25-29 30-34 Monthly
Age ranges (24.3%)

68% employed 32% employed in Desire to Motivation to learn more Occasional

help others through different skills and Weekly
in skilled casual roles (36.9%) (38.8%)
engagements (execution of projects) experiences

Source: The role of non-profits in building socially conscious leaders (Conjunct Consulting, July 2018) Building Bridges | 7
Stakeholder analysis – Volunteers
Youth volunteer statistics in Singapore (Continued)

Leadership roles for volunteers* Leadership characteristics of volunteers

Interpersonal skills, openness to new

Others 1.9%
Leadership flexibility 10.5 experiences and perspectives, as well as
flexibility when working with others
Managed a
specific 56.3%
programme
Self efficacy 8.9 Self-perceived leadership competence

Board member 18.4%

Characteristics relating to
Coordinated/mana Task orientation 15.6
87.4% completion of projects or tasks
ged other leaders

0% 50% 100% 0 2 4 6 8 10 12 14 16 18

* Percentages do not sum to 100% as some volunteers have

more than one role

Source: The role of non-profits in building socially conscious leaders (Conjunct Consulting, July 2018) Building Bridges | 8
Contents

❖ Project background

❖ Stakeholder analysis

❖ Issue analysis

❖ Strategy

❖ Recommendations

❖ Impact assessment

❖ Conclusion

❖Appendix

Building Bridges | 19
Recommendations – Overview
Action areas Description

• Recruitment of volunteers to NVPC including

Volunteer marketing, applicant touch points and overall
recruitment process recruitment process
Areas under
NVPC’s external
administration • Roles for volunteers within NVPC and beyond the
organisation as advocates
Volunteer utilisation
• Capacity in which volunteers can contribute within
NVPC
Identified issues
Volunteer • NVPC’s general management of volunteers
including structure, incentives and off-boarding
retention
Areas under processes for volunteers throughout their journey
NVPC’s internal
administration • Culture & communication within NVPC including
Culture & interactions with different stakeholders (staff/
Communication
volunteers), and between levels of organisational
hierarchy

Building Bridges | 20
Recommendation 1 – Volunteer recruitment
Cumulative time taken for recruitment cycle Net benefit to organisation
35
1. Selecting ‘Right fit’ of volunteers ~1 day

30

11 days 2. Hiring process overhaul ~8 days

Total time taken (Days)

25 shaved off
recruitment
process 3. Future recruitment process
20 ~1 day
improvements

15
Base case 4. Project owner detachment ~3 days
(Refer to Appendix C)
10
~2 weeks
Total days saved for organisation
5
Actions
within Main benefits:
0 recruitment
process ✓ Reduce time-to-fill cycle
✓ Removes potential staff bottlenecks
✓ Improves recruitment handling

Methodology for calculating time taken for recruitment cycle: See Appendix G(i)

Source: NVPC, Building Bridges analysis Building Bridges | 21

Recommendation 1 – Volunteer recruitment
Volunteer recruitment actions and initiatives

Action areas Key actions Key benefits

• Introduce smarter forms in screening phase that filter profiles based on • Reduce staff work
specific requirements of the organisation. during screening
“Right fit” of phase
volunteers • Target recruitment efforts towards relevant audiences (based on mission/
• More effective
Project Owner requirements). recruitment

• Shift responsibility of shortlisting of candidates and interviews from Project • Reduce staff
Volunteer hiring Owner to HR. Project owners only involved in initiation. involvement
process • Merge candidates’ reference check with shortlisting under HR (as ‘screening’), • Combine processes
conduct screening before interview stage. for quicker process

• Develop robust volunteer database based on well-defined characteristics. • Improve scalability of

Future volunteer • Keep database of all candidates, accepted or rejected, for future demands. recruitment
recruitment • Utilise database as primary means of future recruitment before launching new • Synergy with other
actions
recruitment efforts.

Proposed volunteer recruitment process in Appendix G(ii)

Building Bridges | 22