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Strategy Session Polling Results

National Collaboration

• Create and utilize consistent messaging – 31%
• Integrate with influential stakeholders – 19%
• Learn how other professions have transformed –

19%

• Continue the national-level conversation – 31%

Local Networks

• Develop national communications hub – 46%
• Create peer learning network – 20%
• Provide unified professional vision and voice – 18%
• Foster cross-sector collaboration and partnerships

– 17%

Funder Voice

• Expand the table – 11%
• Build common language – 40%
• Explode the paradigm – 29%
• Find out who cares – 15%
• Plan what’s next – 10%

Strategic Engagement

• Develop robust staff education strategy – 32%
• Develop shared vision for engagement – 15%
• Develop network/hub dedicated to promulgating

research – 54%

Open Space

• Create accredited degree programs – 19%
• Advocate equity with other nonprofit professionals –

15%

• Create online open-giving engagement platform –

13%

• Identify national convener – 38%
• Develop tech-based $ source – 5%
• Shift org change -> best practices – 20%

Cultivating Emerging Leaders

• Create national support organization/hub – 72%
• Invite and advocate for emerging leaders – 28%

Higher Education

• Disseminate list of research priorities – 14%
• Create research-to-practice listserve – 14%
• Institutionalize course work – 25%
• Identify standards to influence – 21%
• Bridge local action with academic work – 14%
• Create list of where education is happening – 12%

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What Makes the National Alliance Unique

The Alliance is a broader, strategic effort to elevate the conversation nationally, across sectors, about the critical role and power of leveraging volunteers in meeting

• rganizational missions.

We are leveraging and convening existing networks, organizations, and individuals to elevate and drive a national conversation about the power and potential of volunteer engagement, as well as encourage collective action for nationwide engagement strategies.

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Leadership Team

• Provides leadership and oversight of all aspects
• f the Alliance.
• Defines the scope of work and develops and

implements the strategic plan, ensuring that it aligns with the Alliance mission and vision.

• Develops and implements ongoing

communications plan to continue to attract interest and participation in the work of the Alliance.

• Develops recruitment criteria and process for

Working Group and Advisors participation. Holds Working Groups accountable for deliverables.

• Serves as the liaison between the Advisors and

the Working Groups to ensure effective communication and collaboration.

• Work closely with AL!VE and facilitators to plan

meetings, develop agendas, ensure budget management, as appropriate

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Com Communication

• ns

Wo Working Group

• Will make sure that communication

across the field is centralized on the national level, providing a critical network for information, tools, resources, best practices, and connections to other relevant

• rganizations.
• This national communications hub will

serve as a platform to cultivate emerging leaders, share research and best practices, and standardize impact measures.

• It supports a peer learning network

that offers mentoring and creates connections across communities of practice.

• Peer-owned and peer-driven, this

network accelerates continuous improvements in the field.

Na Nation

• nal Vision
• n

Wo Working Group

• Works in tandem with the

Leadership Team and Advisors to form a unified professional vision and voice that is channeled through a robust leadership pipeline, with collaboration maximized at the local and national levels and across sectors to elevate volunteer engagement.

• Perspectives will be broadened and

efforts will be leveraged to create lasting, meaningful change.

• Awareness of the need for

infrastructure and support inspires innovative investments and grant- making opportunities, and volunteer engagement is viewed as a strategy to measurably increase mission-driven impact.

Fut Futur ure e Conveni enings ngs Wo Working Group

• Through regular convenings (in

person and virtual), there is

• ngoing collaboration and

exchanges of best practices and cutting-edge innovations.

• Best practices in training for

effective engagement are shared across sectors.

• There is ongoing collaboration

and exchange between the local and national levels, amplifying their roles as agents of change.

• Will plan and deliver effective

gatherings designed to bring cross-sector professionals to strategize about the future of volunteer engagement and to learn and share skills and knowledge.

Advisors

• Experts and leaders in related

fields.

• They bring deep experience in

volunteer and civic engagement and a broad range of perspectives.

• From organizations across

multiple sectors including nonprofit, philanthropy, government, business, faith, etc. who have participation within the Alliance and/or who represent one of the Alliance’s networks, the broader volunteer and civic engagement community, or organizations with similar interests/objectives, etc.

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Next Steps

• Finalize Working Groups
• Launch Online Listening

Tours

• Develop our Strategic

Plan

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Please stay in touch!

www.allianceforengagement.org