Annual Report Explore career options Share your passion Connect with your community Create change

Transcription

1 Annual Report 2014 Explore career options Share your passion Connect with your community Create change

2 MESSAGE FROM THE BOARD CHAIR REPORT FROM THE EXECUTIVE DIRECTOR On behalf of the Board of Directors of Volunteer Toronto, it is my pleasure to thank you for supporting volunteerism across the City of Toronto and for taking the time to learn more about the important work that Volunteer Toronto has completed this past fiscal year. Over the past year, Volunteer Toronto has undertaken a number of significant organizational changes. In Spring 2013, the Board restructured the management model. Allen Davidov, who had served as a director of the Board, took on the position of Interim Executive Director to oversee this restructuring. The Interim Executive Director position was later jointly assumed by Michael Reynolds (Director of Operations) and Lorrie Hathaway (then Director of Training), who led the organization while the Board undertook a search for a permanent Executive Director. After an extensive recruitment process, the Board announced the hiring of David Allen as the new Executive Director in January The Board has also welcomed a number of governance changes over the past year. With the help of Altruvest s BoardMatch service, the Board was able to recruit several new directors, including Dana Dignard, Michelle Edwards and Natalie Brykman. The Board wishes to thank retiring directors Jennifer Tulk, Asif Mahmood and Allen Davidov for their service and commitment to Volunteer Toronto and wishes them well in their future endeavours. I am also pleased to report on the work of the Board s standing committees over the past year. The Governance and Human Resources Committee successfully undertook a human resources policy audit, created a new Executive Director evaluation process and renegotiated Volunteer Toronto s premises lease. The Finance and Audit Committee oversaw the successful year-end audit and drafted and recommended to the Board four new finance policies. Volunteer Toronto is in a financially strong position and these new policies have been approved by the Board to ensure that such position is maintained. The Strategic Planning Committee consulted with management in the creation of a new logo for Volunteer Toronto, created new criteria for the voting membership of the organization as well as took an active role in the creation of the newly introduced program mix strategy. Finally, the Board wishes to extend our deepest gratitude to all of our staff, volunteers, sponsors and donors. You are truly making a difference in the world that you can be proud of and for this, we thank you. A year ago, when Volunteer Toronto adopted a new mission and vision statement, we declared that we would strive for the following: Be recognized as a centre of excellence for volunteer services and support; Develop innovative approaches to volunteering; Bring leading-edge products and services to our city; Develop professionalism, collaboration and competence among our staff members, and Be recognized for our high level social / community impact. Soon after joining the organization in January 2014 and consulting with a wide range of stakeholders, it became apparent to me that our programs and delivery models needed revitalization if the above goals were to be realized. Our programs were of high quality and utilized well, but there were many untapped opportunities where we could fill service gaps in the sector and expand our reach. Volunteer Toronto has adopted a plan to implement a new program mix over the course of fiscal 2014/15. Our clients will soon observe enhancements in our membership model, training services and outreach activities. These enhancements respond to the changing needs of today s volunteers and the non-profits who rely on those volunteers. Another significant change to our operations includes the introduction of a fully functional, secure hosted cloud-based solution for our website and databases, encompassing content management, contact database, events, social networking, e-marketing, e-commerce and reporting. This integrates seven formerly supported separate systems into one, drastically reducing administrative load. Maintaining a robust database of volunteer opportunities is and will continue to be a key service sought by our clients. In addition, funders are demanding more detailed reports on program activities, which our new systems can produce automatically. Fiscal 2013/14 was a profoundly successful transition year in which Volunteer Toronto emerged stronger than ever, despite some leadership changes. We are very grateful to our major funders for their steadfast support through the transition. Those funders are the Ontario Ministry of Health and Long- Term Care (MOHTLC), the United Way of Greater Toronto and the City of Toronto. In fact, in 2013/14 the Ontario MOHLTC renewed its service agreement with Volunteer Toronto for another three years. Volunteer Toronto is blessed with a highly skilled and dedicated Board of Directors and a talented and energetic team of staff key ingredients to ensure success. Our commitment to revitalization is palpable. Trevor Zeyl Chair, Board Of Directors David Allen Executive Director

3 OUR MISSION AND VISION KEY ORGANIZATIONAL PROGRAMS Volunteer Toronto is a membershipbased charitable organization committed to enabling and celebrating volunteering in the City of Toronto. Our work strengthens the non-profit sector through volunteer recruitment support, consultation, training and advocacy. Volunteer Toronto is considered an expert in volunteer trends and the resource of choice for professional assistance by the voluntary sector in Toronto. Our Mission To help create the best possible volunteer experience. Our Vision To create engaged communities through volunteer action. Our Core Values Volunteering contributes to the vitality and capacity building of the community. Honesty, integrity, and fiscal responsibility are demonstrated in all areas of Volunteer Toronto. Diversity of community stakeholders is respected through a model of cultural competence and is reflected in policies and service delivery. Sharing of experience and knowledge is the cornerstone of community and leadership development. If you would like to live in a community in which you may have pride, then dedicate yourself in the spirit of humility to your responsibilities in that community. Herbert Victor Prochnow ENGAGING ORGANIZATIONS Supporting staff of nonprofits through training, consultation, volunteer referral and networking opportunities. 400 non-profits in Toronto subscribe to our services. 1,000 of their volunteer opportunities are posted on our website at any given time. 850 of their staff attend our specialized training programs and workshops on best practices each year. Monthly e-newsletters inform them about current volunteer activities and trends. COMMUNITY ENGAGEMENT Increasing public awareness of the benefits of volunteering and the positions available. 550,000 unique visitors/year search volunteer opportunities using our database. 18,000 total followers through our social media platforms. 7,200 potential volunteers receive our weekly blasts on volunteer activities. 11,000 members of the public/ year receive our advice in-person at various public meetings, workshops, conferences and outreach activities. ENGAGING LEADERS Increasing the involvement of higher skilled volunteers, and assisting community leaders of small, unincorporated non-profits to develop skills in volunteer engagement. 1,200 community leaders attend our various outreach and educational events on organizing volunteerdriven initiatives. Custom training was provided for a non-profit s entire organization. AN executive directors breakfast series was launched this year. ENGAGING YOUTH Facilitating youth-led volunteer initiatives and building capacity of nonprofits to involve youth in meaningful ways. 200 youth-friendly opportunities are posted on our dedicated youth portal at any given time. 8 youth were trained this year in developing and applying an audit tool to assess the youth friendliness of 10 nonprofits. 20 youth were coached in developing media pieces 4,400 Toronto youth volunteered 26,900 hours during the Change the World Youth Challenge.

4 TODAY S VOLUNTEER LANDSCAPE ANALYSIS VOLUNTEER TORONTO S RESPONSE Volunteer satisfaction increases when volunteers are given the opportunity to use their personal and/or professional skills, abilities or talents. Bridging the Gap, Volunteer Canada, 2010 Fostering meaningful volunteer engagement in Canada is not a capacity issue, but rather a strategic one. Bridging the Gap, Volunteer Canada, 2010 Volunteers Leaders of Volunteers Technology More Non-Profits Served Enhanced Training Expanded Outreach 47% of Canadians volunteer. Today s volunteers are more goal-oriented, autonomous, tech-savvy and mobile. Most volunteers are looking for short-term volunteer opportunities that are flexible, challenging and skill-oriented. Youth, families, boomers, newcomers and high-skilled individuals report substantial barriers to volunteering. Organizations There are roughly 5,000 incorporated non-profits in Toronto. 50% of non-profits in Ontario employ no paid staff. The popularity of and funding support available to unincorporated grassroots and community-based groups is growing. Professional development and networking supports for salaried Managers of Volunteers in established non-profits already exist outside of Volunteer Toronto. Non-profits without paid Managers of Volunteers do not have access to these supports. Managers of Volunteers often report a lack of support from their Boards and senior management to make the necessary improvements to their volunteer programs. Funders Funding programs are increasingly focused on community impact, with funds awarded to projects that provide measurable value rather than to core operating grants and assistance with overhead. Funding criteria increasingly require non-profits to make police record checks mandatory for all volunteer positions as an element of risk mitigation. Online webinars, courses and tutorials are growing dramatically as the preferred method of training, rather than in-person sessions. Consumers expect access to services and self-study 24/7. Protecting and charging for intellectual property is difficult. Free volunteer databases are proliferating among partners and competitors. Makes basic services such as volunteer posting and training available for free to small organizations with no paid staff. Allows unincorporated, nonprofit, social purpose grassroots and community-run groups to become subscribers and access basic services. Offers a new, more dynamic portal for subscribers to access our website and databases. Provides enhanced services to increase the value of subscribership. Delivers a variety of online learning opportunities to improve accessibility and increase reach. Expands opportunities for volunteer management networking to promote awareness of best practices. Offers sessions for non-profit Boards and senior managers to promote awareness and buy-in of the strategic value of volunteer engagement. Promotes fully volunteer-driven delivery models. Diversifies locations and events to better balance the equity groups served. Increases events targeting high-skilled and board volunteer recruitment. Aids individuals in finding or creating volunteer opportunities through expanded matchmaking. VOLUNTEER TORONTO IS OUR BEST SOURCE OF VOLUNTEERS OUTSIDE OF OUR OWN BRANCHES AND IS INVALUABLE TO US. THANK YOU FOR ALL THAT YOU DO FOR VOLUNTEERS AND VOLUNTEER PROGRAMS IN THE CITY. JOHN NEIL, TORONTO PUBLIC LIBRARY

5 FINANCIAL RESULTS VOLUNTEER TORONTO OUR TEAM Revenue Sources 26.0% United Way of Greater Toronto 21.7% City of Toronto Board of Directors BOARD CHAIR Trevor Zeyl Associate, Norton Rose Fulbright LLP TREASURER Graham Markham Manager of Corporate Development, Barrick Gold Corp. SECRETARY Mack Rogers Manager of Community Literacy and Learners, ABC Life Literacy Canada 34.8% Ontario Ministry of Health 11.6% Special Project Grants 4.6% Memberships 1.3% Other Total Revenues $849,773 Roberto Andreacchi Associate, McMillan LLP Michelle Edwards Corp. Director & Head of Global Rewards & HR, Agnico Eagle Mines Limited MEMBERS Natalie Brykman Senior Manager, KPMG LLP John Stubbs Associate Vice President, Corporate Cash Management CIBC Global Transaction Banking Dana Dignard Non-Profit Director Expenditure Allocations 28.4% Community Engagement 10.3% Engaging Youth 9.3% Engaging Leaders 14.6% Special Projects Staff Executive Director Operations Manager Marketing & Communications Manager Corporate & Community Programs Manager Community Development Coordinator Training Specialist David Allen Niranjala Mariathas Ainsley Kendrick Camara Chambers Otis Mushonga Melina Condren Volunteers Our over 100 volunteers who generously share their time and talents are integral to furthering the mission of Volunteer Toronto. Unless someone like you cares a whole awful lot, nothing is going to get better. It s not. Dr. Seuss 37.4% Engaging Organizations Funders Total Expenditures $873,215 Business Charitable Number: RR01

6 Volunteer Toronto connects you to volunteer opportunities Explore career options Share your passion Connect with your community Create change 344 Bloor Street West, Suite 404 Toronto, Ontario, Canada, M5S 3A7 Phone: Fax: volunteertoronto.ca