Volunteer Handbook
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Mapping Success in Employee Volunteering
Learning, Practice, Results. In Good Company Mapping Success in Employee Volunteering The Drivers of Effectiveness for Employee Volunteering and Giving Programs and Fortune 500 Performance To help community involvement professionals steer their volunteer programs toward high community and company impact, this report presents an absolute and a relative benchmark of effectiveness for employee volunteering. The absolute benchmark consists of the Drivers of Effectiveness for Employee Volunteering and Giving Programs composed of the six practices or drivers that, according to existing research, generate community and company impact. The relative benchmark consists of findings from a survey of over 200 Fortune 500 companies that measured collective compliance with the drivers and identified best practices from high performers. On the cover: Lockheed Martin’s “Engineers in the Classroom” program aims to inspire students to think of careers in engineering as compelling, rewarding and even fun. Learning, Practice, Results. In Good Company By Bea Boccalandro Contents Faculty Member Message from the managing director i Executive summary Boston College Center for 1 Introduction Corporate Citizenship 1 Purpose 1 Author and partners 1 Definition of the Drivers of Effectiveness This project sponsored by for Employee Volunteering and Giving Programs (EVGPs) 1 Methodology behind the Drivers of Effectiveness for EVGPs 4 Methodology behind the Fortune 500 survey 7 Drivers of Effectiveness for EVGPs and Fortune 500 performance 7 An overview of Fortune 500 performance 10 Driver 1: Cause-effective Configuration 15 Driver 2: Strategic Business Positioning 21 Driver 3: Sufficient Investment 24 Driver 4: Culture of Engagement 29 Driver 5: Strong Participation 32 Driver 6: Actionable Evaluation 37 Conclusions 39 Project advisers 40 References © 2009 The Boston College Center for Corporate Citizenship. -
Uncivil Supervisors and Perceived Work Ability: the Joint Moderating Roles of Job Involvement and Grit
J Bus Ethics (2019) 156:971–985 DOI 10.1007/s10551-017-3604-5 ORIGINAL PAPER Uncivil Supervisors and Perceived Work Ability: The Joint Moderating Roles of Job Involvement and Grit 1 2 3 Dana Kabat-Farr • Benjamin M. Walsh • Alyssa K. McGonagle Received: 28 June 2016 / Accepted: 8 June 2017 / Published online: 20 June 2017 Ó Springer Science+Business Media B.V. 2017 Abstract Uncivil behavior by leaders may be viewed as an grit, there was no significant relation between supervisor effective way to motivate employees. However, supervisor incivility and PWA, regardless of employee job involve- incivility, as a form of unethical supervision, may be ment. However, we found some evidence that for those low undercutting employees’ ability to do their jobs. We in grit, having high job involvement was associated with a investigate linkages between workplace incivility and stronger relationship between supervisor incivility and perceived work ability (PWA), a variable that captures PWA. Findings attest to the importance of unethical employees’ appraisals of their ability to continue working supervisor behavior, showing the potential for supervisor in their jobs. We draw upon the appraisal theory of stress incivility to erode PWA, as well as the importance of grit and social identity theory to examine incivility from as a potential buffer. supervisors as an antecedent to PWA, and to investigate job involvement and grit as joint moderators of this associa- Keywords Workplace incivility Á Perceived work ability Á tion. Results from data collected in two samples of working Grit Á Job involvement Á Unethical supervision adults provided evidence for three-way interactions in relation to PWA. -
Ci 2015 Annual Report
Annual Report 2015 1 Table of Contents I. Executive Summary .........................................................................................2 II. Mission Statement ...........................................................................................3 III. Review of F2015 Results ................................................................................4 I V. 2015 Funding Priority Going Forward ......................................................11 V. Appendix ..........................................................................................................13 Calculating Charity Intelligence’s Informing and Influencing Factor Audited Financial Statements Charitable Registration Number: 80340 7956 RR0001 405-30 Church Street Toronto, ON M5E 1S7 www.charityintelligence.ca 2 Executive Summary 2015 was a year of phenomenal growth. With the generous funding from Canadian donors, Charity Intelligence continues to grow in influence. Intelligent giving focuses on results. Here are the highlight Charity Intelligence results for F2015 221,000 people visited our Charity Intelligence website and downloaded more than 1.7 million charity research reports. Charity Intelligence posted research reports on 654 Canadian charities, covering 53% of annual giving. Charity Intelligence informed an estimated $39.4 million in Canadian giving. With total operating costs of $223,106, Charity Intelligence is lean, thereby maximizing stakeholder returns. Every dollar you donated to Charity Intelligence informed $176 in Canadian giving. -
(CAPS) Desktop Pay Setting Guide Revised February 2021
Commerce Alternative Personnel System (CAPS) Desktop Pay Setting Guide Revised February 2021 INTRODUCTION: The key element of the Commerce Alternative Personnel System (CAPS) is a pay system that improves the Department’s ability to both attract and retain quality employees. This is done through a variety of avenues: flexible pay setting for new hires; promotions and competitive reassignments; supervisory performance pay; pay for performance, which provides for pay progression within broad pay bands; and basic pay and locality increases. The authority to exercise these flexibilities is delegated from the Office of Personnel Management, to the CAPS Board, to the Operating Personnel Management Boards (OPMBs), to the supervisors with appropriate oversight as necessary.1 PURPOSE/SCOPE: To provide a Desktop Pay Setting Guide for employees, supervisors/ managers, and human resources (HR) professionals on basic pay setting flexibilities in CAPS. This Guide is not a comprehensive pay setting policy, and does not replace the pay setting policy in the Federal Register Notice of 1997 or the CAPS Operating Procedures Manual.2 POLICY: In addition to the pay setting policy authorized in Federal Register Notice Vol. 62, No. 247, Wednesday, December 24, 1997, and explained in the CAPS Operating Procedures Manual, as well as this Desktop Guide; it is the policy of the Department of Commerce when setting pay for any reason (new hire, promotion, competitive reassignment, reinstatement, transfer etc.) that supervisors/managers must consider the applicant’s level of experience and overall qualifications for the position as well as the salary that is being or has been offered for similar positions in the bureau or operating unit (OU). -
Audit Technique Guide – Fundraising Activities
Audit Technique Guide – Fundraising Activities Introduction This guide addresses examining tax exempt organization fundraising and provides: Background information Audit guidelines Audit techniques Audit procedures This guide is not all-inclusive and doesn’t intend to limit agents to identifying issues or using techniques not listed in this guide. For information on fundraising issues involving political organizations, see the Audit Technique Guide for Political Organizations. For information on fundraising issues involving gaming activities, see the Audit Technique Guide for Organizations Conducting Gaming Activities. This manual is organized into five sections: Background information Activities (professional fundraisers, fundraising events, internet fundraising) Records (solicitations, disclosures, cash contributions, non-cash contributions) Reporting (Form 990-EZ, Form 990: Core Return, Schedule G, Schedule M, Form 990-PF, Form 990-T) Audit procedures (pre-audit, field/OCEP, penalty considerations, case closing) Background Most, if not all, tax exempt organizations need money. Many exempt purposes can only be achieved via the application of money. Thus, large numbers of organizations devote significant resources to acquiring money. These organizations use various methods to obtain funds, ranging from selling a product or service, conducting a fundraising event, to just asking for money. Traditional methods of obtaining funds include soliciting donors via the mail, phone calls, newspapers, radio, television, and now via the Internet. Organizations have become creative over the years, conducting activities and events, such as the sales of foodstuffs, car washes, raffles, casino nights, auctions, and pledge drives, evolving towards more sophisticated ways to fundraise, such as targeting solicitations, using patronage levels, crowd-funding, and tax planning, such as conservation easements, lending arrangements, and charitable gift annuities. -
A Guide to the Supervision of Apprentices and Trainees
A GUIDE TO THE SUPERVISION OF APPRENTICES AND TRAINEES Supervision is a key element of the Training Contract* between an employer and their apprentice/trainee. Supervision in the workplace is critical to enabling the apprentice/trainee to become competent within a safe work environment. Levels of supervision vary according to the working conditions and progress in the apprentice’s/trainee’s confidence and abilities. This guide aims to assist employers to provide supervision arrangements that are not only sufficient for their apprentice or trainee at any particular time but that also meet legislative (legal) requirements. * Under the terms of the Training Contract, an employer must provide the appropriate facilities and experienced persons to facilitate the training and supervise the apprentice/trainee while at work, in accordance with the Training Plan. See the end of this guide for definitions of terms such as Training Contract and Training Plan. Supervision staff Staff member Supervisory responsibilities The employer Assessing whether the workplace is an appropriate environment for the apprentice/trainee. Deciding what level of supervision should apply at various stages of the apprenticeship/traineeship. The Workplace Ensuring that the apprentice/trainee is given opportunities Supervisor** to learn and practice skills in structured training and on-the- job. The Workplace A more ‘hands on’ role, teaching, training, mentoring and Coach** monitoring progress on a daily basis. ** In some workplaces, both the supervisor and coach will be the same person. In all cases, supervision staff must be appropriately qualified to undertake that role. Supervising progress The competency of an apprentice or trainee depends on successful demonstration of: • Task skills Being able to competently carry out a given task or a specific piece of work. -
Occupational Health Psychology
Leka 9781405191159_1_pretoc Final Proof page 3 5.2.2010 5:42pm Occupational Health Psychology Edited by Stavroula Leka and Jonathan Houdmont A John Wiley & Sons, Ltd., Publication Leka 9781405191159_1_pretoc Final Proof page 2 5.2.2010 5:42pm Leka 9781405191159_1_pretoc Final Proof page 1 5.2.2010 5:42pm Occupational Health Psychology Leka 9781405191159_1_pretoc Final Proof page 2 5.2.2010 5:42pm Leka 9781405191159_1_pretoc Final Proof page 3 5.2.2010 5:42pm Occupational Health Psychology Edited by Stavroula Leka and Jonathan Houdmont A John Wiley & Sons, Ltd., Publication Leka 9781405191159_1_pretoc Final Proof page 4 5.2.2010 5:42pm This edition first published 2010 © 2010 Blackwell Publishing Ltd Blackwell Publishing was acquired by John Wiley & Sons in February 2007. Blackwell’s publishing program has been merged with Wiley’s global Scientific, Technical, and Medical business to form Wiley-Blackwell. Registered Office John Wiley & Sons Ltd, The Atrium, Southern Gate, Chichester, West Sussex, PO19 8SQ, United Kingdom Editorial Offices 350 Main Street, Malden, MA 02148-5020, USA 9600 Garsington Road, Oxford, OX4 2DQ, UK The Atrium, Southern Gate, Chichester, West Sussex, PO19 8SQ, UK For details of our global editorial offices, for customer services, and for information about how to apply for permission to reuse the copyright material in this book please see our website at www.wiley.com/wiley-blackwell. The right of Stavroula Leka and Jonathan Houdmont to be identified as the authors of the editorial material in this work has been asserted in accordance with the UK Copyright, Designs and Patents Act 1988. All rights reserved. -
The Future of Employment Services Department of Jobs and Small Business August 2018
The Future of Employment Services Department of Jobs and Small Business August 2018 Volunteering Australia Contacts Ms Adrienne Picone, Chief Executive Officer [email protected] (02) 6251 4060 Ms Lavanya Kala, Policy Manager [email protected] (02) 6251 4060 The Future of Employment Services About Volunteering Australia Volunteering Australia is the national peak body for volunteering. We work to advance volunteering in the Australian community. Volunteering Australia’s vision is to promote strong, connected communities through volunteering. Our mission is to lead, strengthen, promote and celebrate volunteering in Australia. We work collectively with the seven State and Territory volunteering peak bodies to deliver national, state/territory and local volunteering programs and initiatives in accordance with the Government’s priorities. As the primary link between the volunteering sector and federal government, Volunteering Australia provides feedback into key decision making. All feedback is informed by research, evidence and consultation with the volunteering sector. Introduction Volunteering Australia welcomes the opportunity to provide a submission to the Department of Jobs and Small Business on The Future of Employment Services. Volunteering is at the centre of Australia’s national identity, with 5.8 million Australians or 31 per cent of the population engaging in formal volunteering activities and programs.i There is strong evidence that reinforces the economic impact of the contribution of volunteering. Volunteering delivers a $4.50 return for every dollar invested.ii Research demonstrates that volunteering yields a 450 per cent return for every dollar invested.iii Nationally this is an estimated annual economic and social contribution of $290 billion.iv In this submission Volunteering Australia outlines that as we explore the future of employment services, it is important to consider the role of volunteering in providing a critical pathway to employment. -
Non-Profit Service Opportunities
Non-Profit Service Opportunities 1/29/2019 Organizations listed serve Gilbert residents in need A New Leaf: Provides individuals and families in crisis or homeless services & shelters http://www.turnanewleaf.org/make-difference/how.html Group Opportunities: o Prepare and Serve a Meal . Dinner and sack lunches are provided for 94 men living in A New Leaf’s East Valley Men’s Center 365 days a year. The kitchen is a licensed facility by the Arizona Department of Health Services. Dinners are purchased, prepared and served by volunteer groups. Sack lunches are purchased, prepared and can be delivered on site the night before the lunch is needed. One-Time Group Project o Day of Service projects may include: . Outdoor sweeping and raking . Window washing . Sanitizing kitchens and classrooms . Providing an on-site holiday party to include refreshments and activities Donation Drives o Collection of any NEW item, from kitchenware, appliances, linens, non-perishable food, toiletries, and the list goes on. o Official Drives . January, February, & March: Paper & Hygiene . April & May: Non-Perishable Food . June & July: Back to School . August & September: Pillows, Linen, & Kitchenware . October, November, & December: Holiday Giving Aid to Adoption of Special Kids (AASK) Focuses on finding relationships for children in the AZ foster care system to ensure every child has someone who cares. http://www.aask-az.org/mentoring Volunteers with the AASK mentoring program are matched with children and youth from two age groups, based on their personal interests and mentoring skills. Younger children (ages 9-15) - Become extended family for the child, joining them in fun activities, helping with homework or just being there when they need to talk. -
Volunteering & Social Welfare
Volunteering & Social Welfare People who are in receipt of Social Welfare can volunteer for as long and as frequently as they wish without affecting any of their social welfare payments. However, if you are in receipt of payments from the Department of Social, Community and Family Affairs due to being unemployed or disabled, there are certain criteria, which apply to you. We have compiled this information here for you. Please take care to read this fully. If you need further assistance contact us by e-mail, phone, fax or just call in, we will be happy to help you. People who are unemployed, we believe should have the right to volunteer. The range of voluntary work available is endless and by volunteering you can: 1. Gain Job Experience Volunteer experience looks great on a resume. Also, some of the work you do could lead to a job doing similar work. 2. Improve Your Health and Self-Esteem Volunteering to help others has been shown to reduce stress, give you hope, and boost your self-esteem. 3. Meet Real Community Needs Helping people learn to read, or get basic food, clothing, shelter or furniture makes a huge difference! Whether the project is planting a tree or tutoring children, the community will look and feel better. 4. Gain New Skills and Develop Talents Whether you enjoy working with computers, children, or seniors, any interest you have can be developed through volunteering. 5. Potential employers By volunteering, unemployed people are showing potential employers that they can commit to work, are used to the work routine and have recently used, and possibly improved, their skills. -
The American Legion
3. Choose your assignment preference Traditional assignments Non-traditional assignments Patient escort Virtual volunteers NEARLY 100 YEARS OF SERVING VETERANS Volunteer drivers Fundraisers The American Legion Clerical positions Managers and recruiters Volunteers are the cornerstone Information desk Corporate representatives of our great organization VETERANS AFFAIRS VOLUNTARY SERVICE Ambassador program Trainers and educators as highlighted in the preamble Chaplain service Writers to the American Legion Constitution … (newsletters, recruitment ads) ”to consecrate and sanctify our comradeship Pharmacy Community liaisons by our devotion to mutual helpfulness.” VAVS Nursing Volunteer sports opportunities PROGRAM (Team River Runner - kayaking; Ride 2 Recovery - cycling; Golf Supports Our Troops - golfing) Guest relations program Outpatient assignment Caregiver positions 4. Contact the VAVS program manager at a nearby VA facility or sign up at www.va.gov/volunteer THE AMERICAN LEGION For information concerning individual participation contact the VAVS program manager Veterans Affairs & Rehabilitation Commission at your nearest VA medical center. They will 1608 K St. NW arrange an initial screening and help you in Washington DC 20006 choosing the program that best meets your www.legion.org interests. More information is available at www.va.gov/volunteer This institution is an equal opportunity provider. www.legion.org/vavolunteers Stock# 70-017 Artwork# 32VAR0820 VETERANS HELPING VETERANS d. Youth volunteers (VolunTeens). This VA veterans in their communities. Coordinating program offers excellent opportunities for youth with on-site VA-administrative officers will The American Legion has been a staunch supporter exploring career options, gaining experience in ensure proper certification of volunteer hours. and active participant in the Department of a health-care environment and learning new • Fisher Houses: The Fisher House Foundation Veterans Affairs Voluntary Service (VAVS) skills. -
The Living Wage – Information Pack for Members of the Overview and Scrutiny Management Committee 25 September 2013
THE LIVING WAGE – INFORMATION PACK FOR MEMBERS OF THE OVERVIEW AND SCRUTINY MANAGEMENT COMMITTEE 25 SEPTEMBER 2013 1.0 INTRODUCTION AND BACKGROUND 1.1 What is the Living Wage? • The Living Wage is an hourly rate set independently and updated annually (in November). The UK Living Wage (outside of London) is currently £7.45 per hour. This figure is set by the Centre for Research in Social Policy at Loughborough University. In 2012, the Living Wage was increased from £7.20 to £7.45 (an increase of 3.4%). • The National Minimum Wage (NMW) is £6.19 for anyone who is 21 years and over (rising to £6.31 on 1 October 2013). Unlike the National Minimum Wage, the Living Wage is not a statutory requirement but a voluntary undertaking. Apprentices are excluded. • Based on a full-time employee working 37 hours per week, the Living Wage would be £14,372 per annum for Gloucestershire County Council employees. 1.2 A brief history of the Living Wage • Citizens UK launched the modern Living Wage campaign in the UK in 2001 with parents in East London. Today it is a national movement. The Living Wage Foundation, which is part of Citizens UK, is responsible for promoting, supporting and administering the formal accreditation of Living Wage Employers. Once accredited, organisations can display and use the Living Wage Employer’s Mark. 1.3 How is the Living Wage calculated? • The Living Wage calculation (Appendix1) takes into account the Joseph Rowntree Foundation Minimum Income Standard (MIS) research in which members of the public identify what is needed for a minimum standard of living.