Cornell University
Volunteer Program
Monday, March 14, 2016
A List of Questions
WHY
Why does Cornell have volunteers? .........................................................................................
Why do alumni volunteer for Cornell? ……………………………………………………………………………………
page 2
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WHAT
What does Cornell need from its volunteers? …………………………………………………………………………
What do volunteers need from Cornell? …………………………………………………………………………………
page 4
page 5
What are the costs to have a volunteer program? ………………………………………………………………...
What are the benefits of a volunteer program? ……………………………………………………………………..
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What is a meaningful volunteer engagement opportunity? …………………………………………………..
What is an effective volunteer organization? …………………………………………………………………………
What is a strategic volunteer pipeline? …………………………………………………………………………………..
What does a strategic volunteer pipeline look like? …..……………………………………………………………
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page 10
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WHO
Who owns the volunteer program? ………..…….………………………………………………………………………..
page 14
WHEN
When do students, alumni, parents and friends participate in it? ………………………………………….
page 15
WHERE
Where will it live? …………………………………………………………………………..……………………………………….
page 16
HOW
How will we organize it? …………………………………………………………………………………………………………
How will we manage it? ………………………………………………………………………………………………………….
How will we measure it? ………………………………………………………………………………………………………..
How will we sustain it? …………………………………………………………………………………………………………..
How will we resource it? ………………………………………………………………………………………………………..
How will we staff it? ……………………………………………………………………………………………………………….
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Page | 1
Cornell University
Volunteer Program
WHY does Cornell have volunteers?
o
o
o
o
o
o
o
o
Engagements result in giving
RRRRRRRRRRRR (12)
o To engage and educate its constituency so everyone’s philanthropic capacity and
inclination may be realized; this must be done with a strategic eye towards identifying,
cultivating, and stewarding constituents
Don’t have enough staff and money to do the work of Cornell RRRRBB (10)
o To be an additional, if limited workforce; again, we must understand that relying on our
volunteers in this capacity creates engagement and investment, but that this also gives
up some control
Knowledge/expertise
BBBBBBBBB (9)
o To leverage the knowledge and expertise of our constituency in situations where the
university needs advice; we must understand that relying on our volunteers in this
capacity creates engagement and investment
Access-ers (open doors to markets and people)
RRBBBBB (7)
o To leverage the connections of our constituency in situations where the university needs
access; we must understand that relying on our volunteers in this capacity creates
engagement and investment
Alumni representatives (Inside information on alumni perceptions)
RRBBB (5)
o To better understand our constituency and their perceptions from the inside so we stay
true to them and their interests
Alumni messengers/ambassadors (credibility)
RRBBB (5)
o To have a knowledgeable constituency that can share the message of the university and
lend credibility to that message
Create unique, alumni-appreciated experiences
B (1)
o That add value to the alumni experience
The desirability of having an engaged alumni body to boost the image of the University in the
world at large
Goal:
Participants:
How:
Identify and prioritize the top reasons for volunteers.
Page | 2
Cornell University
Volunteer Program
WHY do alumni volunteer for Cornell?
o
o
o
o
o
o
o
o
o
o
o
Devoted/loyal to Cornell
Give back
Want to participate in meaningful roles
Networking opportunities
Help students
Value higher education
Preserve the Cornell they know and love
What to get something out of it
Maintain and enhance Cornell’s reputation
Recognition
Stay connected with their favorite faculty and administrators
o
o
o
o
o
o
Share the Cornell story with others
Build skills
Learn more about Cornell
Want to keep up with changes in their alma mater
Feel needed
Expand social circle
Goal:
Participants:
How:
RRRRRRRRB (9)
RRRRRRRR (8)
RRBBBB (6)
RRBBBB (6)
BBBBB (5)
BBBB (4)
RR (2)
RR (2)
BB (2)
B (1)
B (1)
Identify and prioritize the top reasons for alumni to volunteer.
Page | 3
Cornell University
Volunteer Program
WHAT does Cornell need from its volunteers?
o
o
o
o
o
o
Givers
RRRRRRRRRRRRB (13)
o To be open to engagement and understand the importance of making a gift of time,
talent and treasure at a level appropriate to their circumstances
Advocates
RRRRBBBBBBB (11)
o To share and advocate for the university’s message at different opportunities, Cornellrelated or otherwise
Do-ers
RRRRRRBBB (9)
o To accomplish the tasks assigned to them, while being open to receiving guidance and
perspective from staff
Providers
RRBBBBBBB (9)
o To provide us with expertise, connections, and information while being open minded to
the fact that we may not always utilize them
Communicators
BBB (3)
o To offer personal and alumni perceptions and reactions to the university and to
communicate university information to prospective students, alumni, parents and
friends in a transparent, time appropriate way
Engagers
o To have a lifelong experience with Cornell through multiple volunteer experiences
Goal:
Participants:
How:
Identify and prioritize what Cornell needs from its volunteers.
Page | 4
Cornell University
Volunteer Program
WHAT do volunteers need from Cornell?
o
o
o
o
o
o
o
o
Defined roles
Worthwhile, valuable experiences
Sense of purpose; impact
Recognition
Training
Access to accurate and current resources/information
Feedback
One-stop shopping for Cornell information
o
Opportunity to have multiple volunteer experiences at Cornell
Goal:
Participants:
How:
RRRRRRRRBB (10)
RRRRRRRRB (9)
RRRRRRBBB (9)
RRBBBBB (6)
BBBBBB (5)
BBB (3)
BB (2)
B (1)
Identify and prioritize what volunteers need from Cornell.
Page | 5
Cornell University
Volunteer Program
WHAT are the costs to have a volunteer program?
Volunteers:
 Time
 Money
 Lost opportunity to volunteer elsewhere
Volunteer Managers
 Time
 Training
Cornell
 Time
 Money
Goal:
Participants:
How:
Identify and prioritize costs for volunteer program.
Page | 6
Cornell University
Volunteer Program
WHAT are the benefits of a volunteer program?
Cornell has volunteers who are:
 Passionate and knowledgeable partners, who lend significant credibility to Cornell through civic,
business, and philanthropic accomplishments
 Articulate spokespeople, who represent/advocate Cornell with other constituents
 Patient, collaborative, and strategic partners with professional staff and faculty, who create
access to and form connections between alumni and non-alumni with particular interests that
Cornell can address
 Active, process-focused, results-oriented, insightful contributors, who invest in and give
feedback on institutional strategy and academic priorities
 Strategically aligned with university priorities
Cornell’s volunteer managers have volunteers who are:
 Passionate and knowledgeable partners, who patiently, collaboratively and strategically work
with them on programmatic goals
 Articulate spokespeople, who represent/advocate the program with relevant stakeholders
 Creators of connections between alumni and non-alumni with particular interests that the
program can address
 Active, process-focused, results-oriented, insightful contributors, who invest in and give
feedback on programmatic initiatives
 Identifiers of tomorrow’s volunteer leaders for the program
Cornell’s volunteers receive:
 Inside knowledge and understanding of Cornell and higher education
 The opportunity for impact (making Cornell a better institution, mentoring students/young
alumi, etc.)
 New friends and contacts
 Networking opportunities
 Emotional -- “Feel good” feeling -- connections
 Skills and leadership training
Goal:
Participants:
How:
Identify and prioritize benefits for volunteer program.
Page | 7
Cornell University
Volunteer Program
WHAT is a meaningful volunteer engagement opportunity?
A volunteer engagement opportunity is meaningful when all parties – volunteers, volunteer managers,
and Cornell – understand and agree upon its purpose, role, scope and impact, and feel its benefits
outweigh its costs.
All volunteer engagement opportunities will include the following information:
 Volunteer Organization
 Impact Statement
 Volunteer Title
 Time, Talent, and Treasure Contribution
Expectations
 Volunteer Position Description
 Location of Role
All of this information will be housed in an AAD database. Volunteer managers will create position
descriptions using a template, with pull-down menus (one sample list is below), created by the
Volunteer Program. The benefits of this method are consistency among volunteer position descriptions
and immediate collection of data.
Time, Talent, and Treasure Contributions
Time
Commitment
1-2 hours/day
3-5 hours/day
5-7 hours/day
7-10 hours/day
1-2 hours/week
3-5 hours/week
5-7 hours/week
7-10 hours/week
Talent
Skill Set
Advising
Building Consensus (Managing Conflict)
Collecting/Analyzing/Summarizing Data
Evaluating Programs
Event Planning
Finance/Budgeting
Fundraising
Government Relations
Interviewing
Investment Strategies
Managing/People
Managing Programs
Marketing Communications
Mentoring
Persuasive Speaking
Recruiting
Duration
One-offs
Short-term (1 day – 1 week)
Mid-term (1 semester – 1 academic year)
Long-term (1 – several years)
Tech Transfer
Web Design/Multi-Media Support
Writing/Editing
Industry Expertise
Accounting
Advertising
Agriculture
Arts
Biological Sciences
Communications
Consulting
Consumer Products
Education
Engineering
Page | 8
Entertainment
Entrepreneurship
Environment
Finance
Law
Government
Healthcare
Hospitality
Human Resources
Marketing (Branding)
Membership Organizations (non-profits)
Pharmaceutical
Public and Government Relations
Publishing
Sports
Technology
Veterinary Medicine
Specialty Expertise
Career
Inclusive/Diversity
Leadership
Motivational Techniques
Social Media
Tax Codes
Geographic Location
Lodging and travel recommendations
Top industries, organizations and secondary
schools knowledge
Event venue, time and location
recommendations
Key alumni, parents and friends knowledge
Treasure
Financial
Annual Fund
Major Gifts (including gift
planning)
Gifts-in-Kind
Advocacy
Students
Alumni
Parents
Friends of Cornell
(legislators, etc)
Access
Employment opportunities
Future friends of Cornell
Research/industry/governme
nt connections
Unengaged Cornellians
Before decisions are made about the staffing of volunteer engagement opportunities:
All volunteer managers agree to:
 Provide clear, straightforward assignments
 Explain how the opportunity supports university priorities
 Make sure the volunteer understands the intensity of the engagement
 Commit to closure of the assignment
 Offer timely feedback about the impact of the assignment
 Communicate with respect
All volunteers agree to:
 Accept the tasks, scope and intensity of the engagement
 Stay in alignment with university priorities
 Commit to agreed upon tasks and deadlines
 Complete tasks on time
 Attend agreed upon meetings or engagements
 Communicate with respect
Goal:
Participants:
How:
Agree on and flesh out each section.
Page | 9
Cornell University
Volunteer Program
WHAT is an effective volunteer organization?
A volunteer organization is effective when all parties – volunteers, volunteer managers, and Cornell –
understand and agree upon its name, charge, structure, membership, impact, and role.
All recognized volunteer organizations will maintain the following information (based on
recommendations from the Alumni Affairs and Development Task Force on Advisory Council Best
Practices):




Organization Name
Organization Structure and Leadership Plan Requirements
o A mission statement, statement of purpose, or goals statement
o An impact statement
o An organization chart
o Leadership positions with defined position descriptions and contribution expectations
o A Cornell staff member who will serve as volunteer manager
Membership Strategy Expectations
o Select a membership that will advance the priorities and needs of the organization
o Organize a new member orientation and other training opportunities
o Provide stewardship for service (plaque, certificate) to parting members
o Establish a rotating membership term cycle
o Follow a membership nomination and renewal process
o Look for roles outside the organization to which a rotating member can transition to
Operating Plan Expectations
o Establish annual goals that are in alignment with university priorities
o Hold annual meetings
o Set meeting agendas
o Provide meeting minutes
o Submit an annual report and annual assessment of the effectiveness of the organization
in meeting its goals and statement of purpose
All of this information will be housed in an AAD database and templates of best practice will be
accessible for volunteer organizations through AAD’s intranet. Furthermore, the Volunteer Program will
provide expertise in the area of membership recruitment, training and development, and stewardship.
The benefits of these methods are consistency of data, simple access to current best practice
information, and efficient use of Cornell staff time and expertise.
Goal:
Participants:
How:
Agree on sections and secure best practice templates.
Page | 10
Cornell University
Volunteer Program
WHAT is a strategic volunteer pipeline?
A pipeline of meaningful volunteer engagement opportunities is a collection of all of Cornell’s volunteer
organizations and opportunities, and how they relate to one another. A pipeline provides a roadmap
for volunteers to use when thinking about their lifelong relationship with Cornell. It gives Cornell the
chance to provide volunteers with opportunities of varying role, scope and impact.
The combination is mutually beneficial: volunteers benefit from a lifelong experience of continuous
learning and contribution, and Cornell benefits from lifelong supporters and new thinking.
A pipeline of meaningful engagement opportunities will be a group of organizations that are created and
organized by interest and affiliation (non-exhaustive lists below):
By University, College and Unit
Alumni Associations
Department advisory committees
College advisory committees
Board of Overseers
Board of Trustees
Presidential Counselors
University Council
Fundraising
By Industry
Cornell Business Communities
Entrepreneurial Network
Silicon Valley Network
Wall Street Network
Academic Interests
Admissions
Athletics
Arts
Career
Cultural (International population, for example)
Ethnicity
Gender
Politics
Religion
Service
Social
By Geographic Location
Clubs
By Year
Class Year
Decade
By Special Interest (Affinity Group)
A pipeline of meaningful engagement opportunities will consist of a balance of open and nominationsonly engagements. In all cases, both volunteers and Cornell will encourage Cornellians to participate
actively in the program through recommendations.
Open
Goal:
Participants:
How:
Nominations-Only
Agree on concept and finalize lists.
Page | 11
Cornell University
Volunteer Program
WHAT does a strategic volunteer pipeline look like?
Unlike its name suggests, a successful pipeline cannot be firm, narrow, straight, and two-directional (up
or down). Furthermore, it cannot look like a pyramid, with the appearance of success at the tip when a
volunteer becomes a trustee.
Trustee
Council
PCCW/CU Advisory Boards
CACO/CAA/Annual Fund
CAAAN, career, club,
class year, athletics, etc.
Instead, it must be wide and flexible enough to support the myriad interests and needs of Cornell
volunteers, but at the same time allow those who want to assume more leadership responsibility and all
it entails (increased giving of time, talent and treasure), the training and opportunity to do so. However,
the volunteer structure must facilitate the needs and interests of Cornell. Ultimately, it is those needs -identified in the University’s strategic plan -- that will form the structure of the volunteer program. The
volunteer program will serve as the steward of the plan with volunteer organizations by leading and
participating in periodic reviews to make sure organizations are in alignment with the University needs
and aspirations.
Cornell must embrace, celebrate and recognize that all volunteer activity is needed and required for it to
realize its potential. Volunteer activity and unique volunteer roles/organizations are not one in the
same, however. An ideal situation is one where roles/organizations will sunset in time because their
needs are no longer necessary, a true moment of celebration for the University and volunteers. For
example, it will be a great day of success when PCCW is sunsetted, given its original charge, because
they are no discrepancies between male and female faculty at Cornell. It will be another day of
celebration when the Tower Club no longer celebrates gifts of $5000 because yield has been met.
When Cornell embraces success as suggested above, the University and volunteers become true
partners in Cornell’s success.
A model that is inclusive, nimble, inter-connected, and sustainable is one that will best represent the
interests and needs of Cornell and its volunteers.
Page | 12
Roots—immediate impact on Cornell prospective students, students, alumni, staff, faculty, and friends;
horizontal and vertical growth opportunities; a lifetime of volunteer engagement opportunities
Purpose:
Key volunteer organizations:
Contribution expectations:
Selection process:
Alumni Associations, Clubs, Special Interests, CAAAN, career
etc.
Time *
Talent *
Treasure *
Open invitation
Trunk – training of tomorrow’s Cornell leaders; intense learning and engagement opportunities between
Cornell’s senior administration and volunteer leaders and Cornell’s future leaders; vertical growth
opportunities; limited time of engagement
Purpose:
Key volunteer organizations:
Contribution expectations:
Selection process:
To make sure Cornell’s volunteer structure represents the
diversity of its alumni population.
To recognize and create intentional, consistent learning
opportunities for Cornell’s leaders of tomorrow.
PCCW, Mosaic, Young Alumni Council, CACO, CAA, etc.
Time **
Talent **
Treasure **
Nomination-only
Branches – true, transformational impact; horizontal and vertical growth opportunities; a lifetime of
volunteer engagement opportunities
Purpose:
Key volunteer organizations:
Contribution expectations:
Selection process:
Goal:
Participants:
How:
To allow volunteers to help Cornell realize its potential.
Trustees, Council, C/U Dean Advisory Boards, C/U Department
Advisory Boards, Presidential Counselors, etc.
Time ***
Talent ***
Treasure ***
Nomination-only
Discuss and determine volunteer program structure.
Page | 13
Cornell University
Volunteer Program
WHO owns the volunteer program?


The primary owner is Cornell University.
The secondary owners are students, alumni, parents and friends.
WHO manages it?

The Volunteer Program team, led by the senior director of Volunteer Programs.
WHO participates in it?


The primary participants of Cornell’s volunteer program are students, alumni, parents and
friends.
The secondary participants are University staff and faculty.
WHO sustains it?

Students, alumni, parents and friends.
Goal:
Participants:
How:
Agree on stakeholder statements.
Page | 14
Cornell University
Volunteer Program
WHEN do students, alumni, parents and friends participate in it?
A robust volunteer program will always provide students, alumni, parents and friends the opportunity to
benefit from and participate in its program.
Students benefit from and participate in Cornell’s volunteer programs as follows:
Benefit from:
Admissions interviews
Financial aid
Career advice
Cornell advice
Mentoring
Participate in:
Recognition events
Alumni, parents and friends can benefit from and participate in Cornell’s volunteer program.
Benefit from:
Participate in:
To be completed
Goal:
Participants:
How:
Agree on concept and complete lists.
Page | 15
Cornell University
Volunteer Program
WHERE will it live?
Volunteer Program
Engagement opportunities will reside everywhere a need exists – electronically, beyond Ithaca, and in
Ithaca. As a result, the volunteer program will make all of its information accessible to volunteers
through a website.
Benchmark groups that do a great job of providing comprehensive information about their volunteer
program and opportunities are Stanford University and Emory University.
Stanford University - http://www.stanfordalumni.org/volunteer/home.html
Emory University – http://www.alumni.emory.edu/LMD-index.php
Volunteer Engagement Opportunities
However, a key strategy of the Cornell volunteer program will be to create meaningful engagements in
Ithaca, where volunteers will have an opportunity to re-experience their Cornell student days through
purposeful interactions with students, alumni, faculty and staff in buildings and locations of personal
significance and interest to them. When done well, Cornell enables volunteers to feel more inclined to
contribute to it in the future because they will be able to experience firsthand the impact of their
efforts.
Electronically
Advice (career, Cornell)
Updates/journals/blogs (study abroad, traveling, etc.)
Observations/data collection (http://www.birds.cornell.edu/netcommunity/page.aspx?pid=1732 and
http://www.birds.cornell.edu/celebration/data )
Beyond Ithaca
Advice (career, class year)
Interviews (CAAAN, career)
Lectures/Panels (Cornell on the Road, CEN)
Meetings and Meeting Spaces
Training (CALC)
In Ithaca
Advice
Meetings
Lectures/Panels
Goal:
Participants:
How:
Agree on concept and complete lists.
Page | 16
Cornell University
Volunteer Program
HOW will we organize it?
Fundamental to any self-sustaining program is a strong infrastructure. All volunteer opportunities will
engage in a process of good planning and management, known as a volunteer management cycle. The
stages outlined below ensure meaningful experiences for volunteers, volunteer managers and Cornell.
Each stage will be led by a member of the Volunteer Program team. S/he will work with a Cornell
alumni organization charged to be the thought leader for that particular stage/functional area
Furthermore, s/he will bring together a working group of Cornell staff and volunteer leaders to discuss,
implement, and review the work of all volunteer groups in this area of functional expertise.
Planning:
Laura Denbow
Trustee Task Force
Recruitment:
Rob de la Fuente
Development Colleagues and Research (Rebecca Weger)
Orientation/Training:
(volunteers and volunteer
managers)
Tina Gourley
CACO and Annual Fund
Supervision/Evaluation:
(volunteers and volunteer
managers)
Tina Gourley
CACO and Annual Fund
Recognition:
Beth Hamilton
CAA
Page | 17
Cornell University
Volunteer Program
HOW will we manage it?
Through a comprehensive volunteer management system, the volunteer program will have the
infrastructure necessary for success.





Data (collection, retrieval, analysis)
Volunteer Opportunities (position descriptions (learning outcomes/valued contributions), work
plans, evaluations)
Volunteer Organizations (charge/mission, bylaws, membership and nomination processes)
Education/Training
Communication (access, promotion, stewardship, recognition)
Each stage will be led by a member of the Volunteer Program team. S/he will bring together a working
group of Cornell staff and volunteer leaders to discuss, implement, and review the work of all volunteer
groups in this area of functional expertise.
Data:
Rob de la Fuente
Jennifer Cunningham
David Pinker
Volunteer Opportunities:
Carole Quealy
AAD Human Resources
C & U Associate Deans/Directors
Volunteer Organizations:
Laura Denbow
Jim Mazza (colleges)
Sara Rubin (units)
Margaret Gallo
Tim Mahar
Education/Training:
Tina Gourley
AAD Human Resources
Communication:
Mary Faber (communication)
Jennifer Cunningham
Andrew Gossen
Beth Hamilton (recognition)
AAD Donor Relations
Volunteer Management Oversight:
Carole Quealy
Page | 18
Cornell University
Volunteer Program
HOW will we measure it?
Metrics
 Cornell
o Quantitative Measures
o Qualitative Measures
 Volunteer Program
o Program work plan goals identified and achieved
o Pipeline Management (up and down)
 Volunteer
o Individual work plan goals identified and achieved
o Attendance
o Sense of engagement
o Contributions
 Volunteer Manager
o Volunteers Engaged and Trained
Strategic Planning
 Systematic Program Review – Individual Volunteer Programs
o Frequency, Participants, Outcomes (continue as is, revise, sunset)
 Systematic Program Review – Comprehensive Volunteer Program
o Frequency, Participants, Outcomes
Benchmarking
 Best Practices – Volunteer Models (within and beyond higher education)
 Best Practices – Cornell Volunteer Models
 Best Practices – Volunteer Management Cycles
Page | 19
Cornell University
Volunteer Program
HOW will we measure it (how will we know if we are successful)– Option A?
Cornell University ● Division of Alumni Affairs and Development
Strategic Plan for Alumni Affairs 2009-2014
Priority Area 1: Alumni Volunteer Engagement and Management
Goal 1: Establish a systematic and ongoing approach to identify and prioritize volunteer leadership opportunities.
Metrics
1) Number of existing volunteer opportunities in a given year
2) Number of new volunteer opportunities identified in a given year
3) Number of alumni who take on their first volunteer role each year
4) Number of affinity groups adding an official volunteer leadership structure in a given year
Goal 2: Work closely with development to establish a systematic and ongoing approach to identify and evaluate
alumni volunteers.
Metrics
1) Number of alumni assigned to volunteer leadership positions
2) Number of alumni who persist in their volunteer roles each year
3) Number of tracked prospects involved as volunteers
4) Number of identified student leaders who volunteer in their first year after graduation
5) Number of young alumni serving in volunteer roles
Goal 3: Establish a comprehensive training program for all alumni affairs volunteers (classes, clubs, affinity groups,
colleges, professional schools, and more).
Metrics
1) Number of volunteers trained in a given year as a percentage of all volunteers
2) Number of graduating students trained in a given year
3) Number of volunteer leaders who make a financial gift to Cornell as a percentage of all volunteers
Goal 4: Establish a consistent and volunteer-centric university-wide recognition program.
Metrics
1) Number of volunteer leaders (class, regional, and affinity groups) who are on council, now vs. three years
from now
2) Number and quality of alumni affairs-based nominations for CACO, CAF, Vanneman, and FHTR awards
Goal 5: Establish a method to identify, assign, manage, and track volunteer leaders and volunteer opportunities.
Metrics
1) Number of unique volunteers in a given year as a percentage of entire alumni population
2) Number of unique volunteers in a five-year period as a percentage of entire alumni population
3) Percentage of alumni volunteers who are annual fund donors
4) 70+ or higher score on Net Promoter survey tool (answer to question, “Would you recommend this event to a
fellow Cornellian?”)
Page | 20
Cornell University
Volunteer Program
HOW will we measure it (how will we know if we are successful) – Option B?
Givers
Definition:
Metrics:
Advocates
Definition:
Metrics:
Do-ers
Definition:
Metrics:
Providers
Definition:
Metrics:
RRRRRRRRRRRRB (13)
To be open to engagement and understand the importance of making a gift of time,
talent and treasure at a level appropriate to their circumstances
What kinds of talents would we like volunteers to bring to Cornell?
What kinds of treasures would we like volunteers to bring to Cornell?
RRRRBBBBBBB (11)
To share and advocate for the university’s message at different opportunities, Cornellrelated or otherwise
What reaction do we want our stakeholders to have to the service they receive from
volunteers?
RRRRRRBBB (9)
To accomplish the tasks assigned to them, while being open to receiving guidance from
staff and understanding that we know what is best for Cornell
What do we expect individual volunteers to accomplish in each volunteer opportunity?
RRBBBBBBB (9)
To provide us with expertise, connections, and information while being open minded to
the fact that we may not always utilize them
What ethnic and cultural diversity do we want represented in our volunteer
engagements?
What expertise, connections and information do we want represented in over volunteer
engagements?
Communicators
BBB (3)
Definition:
To offer insider views of their perceptions and reactions so they can provide a system of
transparent governance and feedback
Metrics:
What kinds of information do we want volunteers to share with us?
Engagers
Definition:
Metrics:
To have a lifelong experience with Cornell through multiple volunteer experiences
How well are we in moving people through different volunteer opportunities?
Page | 21
Cornell University
Volunteer Program
HOW will we sustain it?
Students, alumni, parents and friends need to “own” the success and future of the program, at both the
micro and macro levels. Cornell University must provide the training and recognition tools for students,
alumni, parents and friends to be successful in this crucial endeavor.
At the micro level, every time a student, alumnus, parent or friend leaves one volunteer engagement for
a new one, s/he must help secure and train her/his replacement. “Before you move forward, you must
give back.” Cornell will support the importance of succession planning by doing the following:
 Train and develop our Cornell volunteer managers in volunteer management techniques so they
can manage and empower volunteers in meaningful ways.
 Train and develop volunteers in volunteer management techniques so they can implement
effective succession plans.
 Recognize and applaud volunteers who successfully secure and train successors of their roles.
At the macro level, senior volunteer leaders at Cornell need to mentor younger volunteers. They have
the experience, passion, and perspective to inform the thinking and action of Cornell’s future volunteer
leaders. Cornell will support the importance of mentoring by doing the following:
 Create a consistent curriculum, regardless of volunteer opportunity, that focuses on the themes
that are valued by today’s core volunteer leaders at Cornell:
o Volunteer Management Techniques (training and succession planning strategies)
o Cornell University (unit, school, university-wide initiatives updates)
o Cornell’s Fundraising and Engagement Paradigm (AAD’s philosophy, structure and
practices)
o Themselves (personalized career development plans)
 Identify ways for senior leaders to connect with younger ones:
o Technology – online volunteer profiles of senior volunteer leaders so younger ones can
view career path scenarios
o Individual recommendations – moves management strategies
o In person, group interactions – the possible creation of a student leadership summit at
TCAM, mentoring opportunities at CALC, etc.
 Recognize and applaud volunteers who successfully embrace mentoring and bring in future
volunteer leaders.
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Cornell University
Volunteer Program
HOW will resource it?
Volunteer Management System (develop a robust volunteer management system for volunteer and
volunteer manager access)
 Data (collection (coding, retrieval, analysis)
 Volunteer Opportunities (position descriptions (learning outcomes/valued contributions), work
plans, evaluations)
 Volunteer Organizations (charge/mission, by-laws, membership and nomination processes)
 Communication (access, promotion, recognition, stewardship)
Financial
 Determine appropriate University resources for groups via pipeline placement.
Human
 Determine appropriate University staff liaisons for groups via pipeline placement.
 Determine appropriate interactions with University academic and administrative leadership via
pipeline placement.
 Determine appropriate interactions with Cornell volunteers via pipeline placement.
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Cornell University
Volunteer Program
HOW will we staff it?
Laura Denbow
 Functional Focus: Volunteer program strategy and structure
 Core Population: C/U and AAD department heads
 Volunteer Liaison: Council
Rob de la Fuente
 Functional Focus: Recruitment and pipeline management
 Core Population: MGOs (IGOs)
 Volunteer Liaison: PCCW
Tina Gourley
 Functional Focus: Volunteer education and training (volunteers and volunteer managers)
 Core Population: C/U and AAD volunteer managers
 Volunteer Liaison: CACO
Beth Hamilton
 Functional Focus: Recognition
 Core Population: C/U and AAD volunteer managers, and Donor Relations
 Volunteer Liaison: CAA
Carole Quealy
 Functional Focus: Volunteer management system
 Core Population: AAD Administrative Services
Mary Faber
 Functional Focus: Communication program
 Core Population: AAD Communications team and Communications Office
3/14/2016
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