Reviewing the Basics of a Successful Volunteer Program

1
Volunteer Resources Management Overview
Reviewing the Basics of a Successful Volunteer
Program
Nonprofit Learning Point March 6, 2015 The
Boulders Kathy Perun, CVA
804.521.5577

kperun_at_sjvmail.net
2
Volunteer Resources Management Overview
We must be the change we wish to see.
- Gandhi
3
Volunteer Resources Management The Basics
The Tradition of Volunteering in the USA
The Colonial Period to the Revolution
(1607-1781) The New Republic (1782-1850)
Reconstruction (1866-1899) Progressivism
To World War I (1900-1919) The Great
Depression (1920-1945) Social Change
(1946-1969) Hippies to Yuppies (1970-1989)
The Millennium Ends (The 1990s) The
Future Of Volunteerism
4
Volunteer Resources Management Overview
Never doubt that a small group of thoughtful,
committed citizens can change the world indeed,
its the only thing that ever has.
- Margaret Mead
5
Volunteer Resources Management Overview
Common Assumptionsabout volunteers

• If we just had enough money, we wouldnt
  need
• volunteers.
• Paid staff are the professionals, while
  volunteers are the
• amateurs.
• Some positions just arent appropriate for
  volunteers to
• do.
• Volunteers are a lot like paid staff,
  without a paycheck.
• Fact
•  
• We couldnt do what we do without our
  volunteers.

6
Volunteer Resources Management Overview
Volunteers are not paid because they are
worthless, but because they are priceless.
- Unknown
7
Volunteer Resources Management Overview
Volunteer Program Models
Model I The director, as head of the
organization, leads the volunteer program and
personally supervises volunteers just as s/he
does paid staff. Model II The director
designates a leader for the volunteer program and
all volunteers are recruited and supervised by
this Director of Volunteers. Model IIIThe
volunteer program is decentralized in that all
staff recruits and supervises volunteers acting
in their particular units. Model IV A mixture
of models II and III, in which the director
designates a Volunteer Program Director who
administers the volunteer program and recruits
volunteers, then deploys them to whichever units,
need assistance the line staff gives day-to-day
supervision. Model V Volunteers are self-led,
generally organized with elected officers,
committees, etc. and they carry out projects more
or less independently of your organization.
FROM THE TOP DOWN The Executive Role In
Volunteer Program Success, by Susan J. Ellis
8
Volunteer Resources Management Overview
The Volunteer Management Cycle
Evaluate
Plan
Organize
--gt
--gt
--gt
--gt
Record Keeping
Recruit
--gt
--gt
Supervise
Train
Screen
--gt
--gt
9
Volunteer Resources Management Overview
CCVA Core Competencies
The Five Core Competencies Are EthicsThe
ability to act in accordance with professional
principles. Organizational ManagementThe
ability to design and implement policies,
processes and structures to align volunteer
involvement with the mission and vision of
the organization. Human Resource
ManagementThe ability to successfully engage,
train and support volunteers in a systematic
and intentional way. AccountabilityThe
ability to collect relevant data and to engage
in meaningful monitoring, evaluation and
reporting to stakeholders. Leadership and
AdvocacyThe investment of personal integrity,
skills and attitudes to advance individual,
organizational and community goals through
effective volunteer involvement.
10
Volunteer Resources Management Overview
Plan
Organizational Readiness Volunteer
Mission Volunteer Philosophy Needs
Assessment Inclusiveness Risk
Management
2
11
Volunteer Resources Management Overview
Plan
Mission Driven Volunteer Programs How do
you convince the key decision makers that your
program deserves support? Always keep your
mission and your organizational priorities in
mind. To develop volunteer programs that ensure
your organization will better achieve its
mission gt Have a vision. gt Develop a
volunteer management philosophy. gt Put systems
into place that will help you and
others work effectively with volunteers.
12
Volunteer Resources Management Overview
Plan
Philosophy of Volunteer Involvement
"Our agency encourages the teamwork of salaried
staff and volunteers so that we can offer our
consumers the best services possible.
Volunteers contribute their unique talents,
skills and knowledge of our community to provide
personalized attention to clients, enabling
the salaried staff to concentrate on the work
for which they were trained. We believe that
volunteers educate the public about our
organization and its cause."
13
Volunteer Resources Management The Basics
Conducting a Needs Assessment
What types of questions could you ask? gt If
money were not an issue, what would you be doing
that you are not doing now? gt What is on
your wish list? gt What is on your to-do list
that never gets accomplished because you
dont have the time or resources? gt Is there a
population that needs to be served that you
have not been able to serve? Is there a program
that you have been wanting to start but
dont have the resources? Are there
marketing, technology, financial,
training or other types of skills needed to
support any of your projects? gt Others

14
Volunteer Resources Management Overview
Support of the Volunteer Program

• Executive Director Responsibilities
• gt Staff volunteer program appropriately.
• gt Provide the needed budget and equipment to
  manage the program effectively.
• gt Hire people who want to work with volunteers.
• gt Support the volunteer manager in decisions made
  in recruiting,
• screening, disciplining and tenanting
  volunteers.
• gt Keep Board informed of volunteer activity.
• gt Welcome volunteer input, listening carefully to
  praise, suggestions and criticisms.

15
Volunteer Resources Management Overview
Support of the Volunteer Program

• The Role of the Board
• gt Believe in the value of volunteers.
• gt Recognize that the board is a volunteer body.
• gt Consult with volunteers about changes in the
  agency that affect
• them.
• gt Consider input from volunteers that suggests
  the need for change
• in agency policy or procedures.
• gt Develop and approve policies that enhance
  volunteer participation
• and retention.
• gt Identify your agency as a good place to
  volunteer in the
• community.
• gt Attend events that recognize agency volunteers.
  
• gt Allocate adequate resources to manage the
  volunteer department
• effectively.
• gt Have volunteers serve on Board committees or
  form a volunteer
• Board committee.

16
Volunteer Resources Management Overview
Steps in Risk Management
Identify risks. gt What might go
wrong? Evaluate each risk. gt How likely
is it to occur? gt What is the amount of
potential harm? Control the risks gt Stop
or delay gt Eliminate or diminish gt
Minimize harm gt Transfer liability
17
Volunteer Resources Management Overview
Steps in Risk Management
Develop volunteer position descriptions that
support your risk management strategy.
Screen and interview prospective volunteers with
reducing risk in mind. Provide quality
training and orientation to new volunteers.
Inspect your facility for potential hazards or
risk. Create and enforce policies and
procedures relating to risk management.
Consider purchasing insurance that covers
volunteer activity.
18
Volunteer Resources Management Overview
Steps in Risk Management
Evaluating Your Decision The CLICK Model
Consequence - What are the consequences if I
do this? Who will benefit? Who will
suffer? Legal - Is it legal? Are there
considerations based on the law?
Image - Would I like to see this on the front
page of the newspaper? Will this decision
affect our public image? Culture -
Does this decision support or damage our
organization's culture and values? Knot -
Does it cause a knot in my stomach? Would
my mentor or hero approve? - Florida Power
Corporation by Lee Gardenswartz, Anita Rowe and
Patricia Digh
19
Volunteer Resources Management Overview
Organize
Policies Procedures Volunteer
Position Descriptions Preparing Staff
Designing Systems
4
20
Volunteer Resources Management Overview
Organize
What Can Policies and Procedures Do for You??
Establish a standard for behavior and a
common body of knowledge Support
unpleasant, but necessary requirements
Provide a valuable orientation and training tool
for volunteers, board members and clients
Help ensure operational consistency
Strengthen your defense if you are sued
Have a system for handling accidents
4
21
Volunteer Resources Management Overview
Organize
Volunteer Position Description gt Good
volunteer position design is pivotal to the
ultimate success of a volunteer
program. gt Understanding trends in
volunteering should impact position
design and re-design in your organization.
gt Expanding the ways volunteers are utilized
within your organization will enable it
to more effectively reach its
mission. gt Position descriptions should be
clearly written and include all
essential information.
Volunteer Resources Management Overview
22
It is not fair to ask of others what you are
not willing to do yourself.
- Eleanor Roosevelt
23
Volunteer Resources Management Overview
Organize
Volunteer Position Description
Worksheet gt Position Title gt Goal or purpose
of position gt Duties gt Time commitment gt
Qualifications (required, desired) gt Work
location gt Benefits to volunteer gt
Supervisor gt Date of position design or
re-design
24
Volunteer Resources Management Overview
Organize

• Trends in Volunteering
• gt Family and group volunteering.
• gt People are more interested in working for
  causes
• than for organizations.
• gt Volunteers are often looking for job
  experience,
• training, re-entry to employment.
• gt Many people with professional skills are
  available
• to nonprofit organizations.
• gt Multitude of motivations for
  volunteering.
• gt More voluntolds (e.g., requirement for
  high
• school graduation).
• 2007 Betty Stallings - Energize, Inc.

25
Volunteer Resources Management Overview
Organize
Changing Styles of Volunteer Involvement
gt Required Term Volunteer Meeting a
requirement from another institution
Recognition is through release from obligation
gt Long Term Volunteer True believer in
your mission Recruited by
self-commitment Willing to work on
whatever is needed Prefers recognition
in an organizational setting gt Short Term
Volunteer More connected to the cause than
the organization Wants a well-defined
position Prefers recognition that is with
peer group
26
Volunteer Resources Management Overview
Organize

Responses to Volunteer Trends gt Design
episodic, short-term positions. gt Offer position
sharing. gt Provide group volunteer
opportunities. gt Target recruitment to
professionals, youth, retired people, ethnic
groups, etc. gt Offer flexible hours and
locations. gt Organize a substitute system of
volunteers. gt Reimburse volunteer expenses. gt
Break down committee work into time-limited task
forces. gt More efficient use of volunteer
time. gt Broaden the ways volunteers are
utilized. gt Develop positions for evenings and
weekends. gt Develop positions that can be
performed off-site. gt Create opportunities for
students.

2007 Betty Stallings - Energize,
Inc.
27
Volunteer Resources Management Overview
Recruit
Four Recruitment Methods Warm Body
Recruitment gt Used to recruit for
positions that almost anyone can do
because no special skills are required.
require skills that can be taught in limited
amount of time. require large numbers of
volunteers for short-term, simple positions.
for new volunteer programs needing broad
community support to get
started. gt Spreads the message to as
broad an audience as possible - a "shot gun"
approach Brochures or posters
Mass media-radio, TV, newspaper
Contacting community groups
Virginia Office of Volunteerism
28
Volunteer Resources Management Overview
Recruit
Targeted Recruitment gt Used to recruit
for positions that Require
specialized skills Require a long or
intensive commitment of time or energy
Are difficult or "risky You have
just developed and represent a new direction for
your organization You are having
difficulty filling using other recruitment
methods gt Uses a carefully devised plan
to identify a target audience, research to
identify the position's unique appeal to that
audience and then conveys the best
message about the volunteer position to the
target audience Concentric Circles
Recruitment gt Used for positions that are
already established and are filled by current
volunteers gt Relies on current
volunteers, staff, clients, former clients and
others connected to your organization
to recruit new volunteers from among their
friends, families, neighbors, colleagues, and
the like
Virginia Office of Volunteerism
29
Volunteer Resources Management Overview
Recruit
Ambient Recruitment gt Used to recruit in
a "closed system" such as a corporation,
membership group, distinct profession,
neighborhood, etc. gt Creates a "culture of
involvement" among members and instills a belief
that volunteering is the "thing to do."
gt Requires a philosophy of involvement, early
orientation of new members, and
continual support of volunteer members
Virginia Office of Volunteerism
30
Volunteer Resources Management Overview
Recruit
Recruitment Plan Worksheet gt What are we
asking the prospective volunteer to do? gt What
are the skills/attitudes/traits/time needed to do
this position? gt Who has these characteristics
and what do we know about them? gt What do they
care about? gt What do they do in their paid work
and spare time? gt What radio, TV station do
they listen to? gt What are their free hours in
the week? gt How far will they have to travel
to volunteer with us? gt How much can they
afford to give to this program? gt What unique
benefits does this position offer to the
prospective volunteer? gt What is our message
to this particular audience? How can we reach
the potential volunteers with our message?
31
Volunteer Resources Management Overview
Screen
Screening process Interview gt
Use open-ended questions gt Encourage
questions from the prospective volunteer gt
Ask non-discriminatory questions gt
Confidentiality statements gt Code of
conduct gt Closing gt Reference
checks Matching Placement
8
32
Volunteer Resources Management Overview
You tell me and I forget. You teach me and I
remember. You involve me and I learn.
- Ben Franklin
33
Volunteer Resources Management Overview
Train
Orientation gt Welcome gt
Introduction of volunteers gt Nonprofit's
History and Mission gt Volunteering History
and Opportunities gt Performance
Expectations gt Volunteer Handbook gt
Questions Answers gt Signoff Form gt
Tour of the facility Training gt
Formal Training Sessions gt Informal
Coaching/On-The-Job
34
Volunteer Resources Management Overview
There is only one thing worse than training
your volunteers and having them leave - and
that's not training them, and having them
stay.  
- Unknown
35
Volunteer Resources Management Overview
Supervise
Successful delegation Good
supervision Recognition Risk Management
36
Volunteer Resources Management Overview
Supervise

• Tips for successful delegation
• gt Assess the work requirements and the
  corresponding abilities/time
• availability of the volunteer.
• gt Give assignment in terms of results, not
  just activities.
• gt Define the level of control/authority in
  the position.
• Communicate any guidelines and assess the
  volunteers
• understanding of them.
• gt Make resources and training available.
• gt Determine criteria for success (how
  results will be measured).
• Set up checkpoints, deadlines, and
  systems for reporting.
• gt Provide feedback and recognition (along
  the way and at the end).
• gt Watch out for reverse delegation!

37
Supervise
Volunteer Resources Management Overview
Supervise
Personal Qualities of a Good Supervisor
gt Trustworthy gt Consistent gt
Models good behavior gt Positive attitude,
sense of humor gt Empowering gt
Supportive Skills of a Good Supervisor
gt Trainer/educator gt Communication gt
Team builder gt Confrontation gt
Delegation gt Problem solving gt
Planning gt Evaluation/review gt Coaching
gt Climate setting gt Listening gt
Sharing knowledge gt Conflict resolution
gt Setting standards

38
Volunteer Resources Management Overview
Supervise
Formal Recognition Systems gt Who are you
really doing it for? gt Is it genuine, or
mechanical? gt Does it fit volunteer
motivations? gt Can it be more than just a
social event? Informal Recognition Systems
gt Day to day exchange gt Sharing both
responsibility and power gt Organizational
climate Matching Motivational Orientation
gt Achievement-oriented volunteers gt
Affiliation-oriented volunteers gt
Power-oriented volunteers Matching Style of
Volunteering gt Long-term volunteers gt
Short-term volunteers
(Taken from Volunteer Management Mobilizing
all the Resources of the Community by Steve
McCurley Rick Lynch)
39
Volunteer Resources Management The Basics
McClellands Theory of Social Motivators

40
Volunteer Resources Management Overview
Record Keeping
Individual volunteers gt Hours donated gt Work
assignments gt Performance reviews gt Training
completed Program results gt Numbers of people
affected by volunteer services and in what ways gt
Anecdotal accounts of services Planning
documents Policies and procedures
Position descriptions Recruitment plans and
promotions Interview questions and notes
Orientation materials Training designs
Program evaluations Staff involvement Your
work Others?
41
Volunteer Resources Management Overview
Evaluate

• Evaluation is both external and internal in
  nature
• and helps determine what activities should be
• repeated or increased, changed or eliminated.
• Program Evaluation
• gt Number of people affected by volunteer
  services and in what ways
• gt Program/volunteer evaluations
• Operations Evaluation
• gt Planning documents
• gt Policies procedures
• gt Position descriptions
• gt Recruitment plans and promotions
• gt Interview questions and notes
• gt Orientation materials
• gt Training materials
• gt Staff involvement

15
42
Volunteer Resources Management Overview
Evaluate
Five simple strategies for getting useful
feedback from volunteers gt Ask
them. Informally and formally, be sure to elicit
the opinions of volunteers. gt
Schedule a regular time for administrators to
meet representative volunteers
individually and in small groups as a "think
tank." gt During the orientation, be sure to
explain to volunteers how and when to
express opinions, both critical and
complimentary. gt Convene all volunteers
carrying the same assignment at least
annually with the employees of that unit so that
volunteers can share their thoughts on
what is going well, what needs improvement, and
what might be planned for the future.
gt On a regular basis, keep volunteers
informed about new services, changes
in personnel, and issues affecting your agency or
organization.
Energize Web site at
http//www.energizeinc.com
43
Volunteer Resources Management Overview
Evaluate
Benefits of Performance Reviews
gt Statement that volunteers are important and
held accountable. gt Volunteers want
success and feedback. gt A time to
express appreciation to volunteers valuation
feedback. gt Time for re-negotiating
working agreements. gt Chance to plan
for ways to improve volunteer performance in the
future (training, new placement).
gt Volunteers can express concerns and
escape an unfavorable
situation. gt Supervisor can share
concerns and dismiss, if warranted. gt
Take the opportunity of performance reviews to
discuss a volunteer's readiness for
new challenges, need for a change or a break,
etc. gt If there has been low
productivity or morale on the part of the
volunteer, it is important to discuss
remedies.
15
44
Volunteer Resources Management Overview
The Volunteer Management Cycle
Evaluate
Plan
Organize
--gt
--gt
--gt
--gt
Record Keeping
Recruit
--gt
--gt
Supervise
Train
Screen
--gt
--gt
45
Volunteer Resources Management Overview
"Every great dream begins with a
dreamer. Always remember, you have within you the
strength, the patience, and the passion to reach
for the stars to change the world."
- Harriet Tubman
46
Volunteer Resources Management Overview
GRAVA

• Mission
• The Greater Richmond Association for Volunteer
  Administration (GRAVA) is a membership
  organization devoted to providing educational
  opportunities for, promoting the professionalism
  of, and strengthening the leadership of volunteer
  organizations and programs in the Richmond
  metropolitan area.
• Purpose of GRAVA
• Promote professionalism in volunteer
  administration
• Offer educational opportunities for members and
  provide a forum for information exchange
• Provide networking opportunities among members
• Increase awareness and communication among
  organizations utilizing volunteers
• Broaden community awareness of volunteerism

47
Volunteer Resources Management
Overview
Act as if what you do makes a difference. It
does.
- William James