volunteer resources management: the basics volunteer resources management overview reviewing the...

Volunteer Resources Management: The BasicsVolunteer Resources Management: The BasicsVolunteer Resources Management OverviewVolunteer Resources Management Overview

Reviewing the Basics of a Successful Volunteer Program

Nonprofit Learning Point

May 8, 2015

The Boulders Kathy Perun, CVA

804.521.5577 [email protected]

Volunteer Resources Management Overview


“We must be the change we wish to see.”

- Gandhi



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 1990’s) :: The Future Of Volunteerism

Volunteer Resources Management: The Basics


“Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it’s the only thing that

ever has.”


- Margaret Mead

Volunteer Resources Management: The BasicsVolunteer Resources Management: The BasicsVolunteer Resources Management OverviewVolunteer Resources Management OverviewVolunteer Resources Management Overview

:: “If we just had enough money, we wouldn’t need volunteers.”

:: “Paid staff are the professionals, while volunteers are the amateurs.”

:: “Some positions just aren’t appropriate for volunteers to do.”

:: “Volunteers are a lot like paid staff, without a paycheck.”

Fact:

“We couldn’t do what we do without our volunteers.”

Common Assumptions…about volunteers


“Volunteers are not paid because they are worthless, but because they are priceless.”


- Unknown


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 III:The 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



The Volunteer Management Cycle


Record Keeping

Supervise Train

Evaluate Plan Organize

Recruit

Screen

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CCVA Core Competencies

The Five Core Competencies Are:

:: Ethics–The ability to act in accordance with professional principles.

:: Organizational Management–The ability to design and implement

policies, processes and structures to align volunteer involvement with

the mission and vision of the organization.

:: Human Resource Management–The ability to successfully engage,

train and support volunteers in a systematic and intentional way.

:: Accountability–The ability to collect relevant data and to engage in

meaningful monitoring, evaluation and reporting to stakeholders.

:: Leadership and Advocacy–The investment of personal integrity, skills

and attitudes to advance individual, organizational and community

goals through effective volunteer involvement.



2

Plan :: Organizational Readiness

:: Volunteer Mission

:: Volunteer Philosophy

:: Needs Assessment

:: Inclusiveness

:: Risk Management



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:

> Have a vision. > Develop a volunteer management philosophy. > Put systems into place that will help you and

others work effectively with volunteers.



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."



Conducting a Needs Assessment


:: What types of questions could you ask?

> If money were not an issue, what would you be doing that you are not doing now?

> What is on your wish list?

> What is on your to-do list that never gets accomplished because you don’t have the time or resources?

> 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 don’t have the resources? Are there marketing, technology, financial, training or other types of skills needed to support any of your projects?

> Others


Support of the Volunteer Program

Executive Director Responsibilities:

> Staff volunteer program appropriately.

> Provide the needed budget and equipment to manage the program effectively.

> Hire people who want to work with volunteers.

> Support the volunteer manager in decisions made in recruiting, screening, disciplining and tenanting volunteers.

> Keep Board informed of volunteer activity.

> Welcome volunteer input, listening carefully to praise,

suggestions and criticisms.



Support of the Volunteer ProgramThe Role of the Board:

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



Steps in Risk Management

:: Identify risks. > What might go wrong?

:: Evaluate each risk. > How likely is it to occur? > What is the amount of potential harm?

:: Control the risks: > Stop or delay

> Eliminate or diminish > Minimize harm > Transfer liability




:: 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.





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


4

Organize

:: Policies & Procedures

:: Volunteer Position Descriptions

:: Preparing Staff

:: Designing Systems



4

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



Organize :: Volunteer Position Description

> Good volunteer position design is pivotal to the ultimate success of a volunteer program.

> Understanding trends in volunteering should impact position design and re-design in your organization.

> Expanding the ways volunteers are utilized within your organization will enable it to more effectively reach its mission.

> Position descriptions should be clearly written and include all essential information.




“It is not fair to ask of others what you are not willing to do yourself.”

- Eleanor Roosevelt


Organize

:: Volunteer Position Description Worksheet

> Position Title> Goal or purpose of position> Duties> Time commitment> Qualifications (required, desired)> Work location> Benefits to volunteer > Supervisor> Date of position design or re-design



:: Trends in Volunteering

> Family and group volunteering. > People are more interested in working for causes than for organizations.

> Volunteers are often looking for job experience, training, re-entry to employment. > Many people with professional skills are available to nonprofit organizations. > Multitude of motivations for volunteering. > More “voluntolds” (e.g., requirement for high school graduation).

2007 Betty Stallings - Energize, Inc.

Organize


OrganizeVolunteer Resources Management Overview

:: Changing Styles of Volunteer Involvement

> Required Term Volunteer + Meeting a requirement from another institution + Recognition is through release from obligation

> 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

> Short Term Volunteer + More connected to the cause than the organization + Wants a well-defined position + Prefers recognition that is with peer group


Organize


:: Responses to Volunteer Trends

> Design episodic, short-term positions.> Offer position sharing.> Provide group volunteer opportunities.> Target recruitment to professionals, youth, retired people, ethnic groups, etc.> Offer flexible hours and locations.> Organize a substitute system of volunteers.> Reimburse volunteer expenses. > Break down committee work into time-limited task forces. > More efficient use of volunteer time.> Broaden the ways volunteers are utilized.> Develop positions for evenings and weekends.> Develop positions that can be performed off-site.> Create opportunities for students. 2007 Betty Stallings - Energize, Inc.


Recruit

:: Four Recruitment Methods

:: Warm Body Recruitment

> 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.

> 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



Recruit :: Targeted Recruitment

> 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

> 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 > Used for positions that are already established and are filled by current volunteers > 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




Recruit

:: Ambient Recruitment

> Used to recruit in a "closed system" such as a corporation, membership

group, distinct profession, neighborhood, etc.

> Creates a "culture of involvement" among members and instills a belief

that volunteering is the "thing to do."

> Requires a philosophy of involvement, early orientation of new

members, and continual support of volunteer members




:: Recruitment Plan Worksheet

> What are we asking the prospective volunteer to do?

> What are the skills/attitudes/traits/time needed to do this position?

> Who has these characteristics and what do we know about them?

> What do they care about?

> What do they do in their paid work and spare time?

> What radio, TV station do they listen to?

> What are their free hours in the week?

> How far will they have to travel to volunteer with us?

> How much can they afford to give to this program?

> What unique benefits does this position offer to the prospective volunteer?

> What is our message to this particular audience? How can we reach the potential volunteers with our message?

Recruit


8

Screen

:: Screening process

:: Interview > Use open-ended questions > Encourage questions from the prospective volunteer > Ask non-discriminatory questions > Confidentiality statements > Code of conduct > Closing > Reference checks

:: Matching

:: Placement



“You tell me and I forget. You teach me and I remember.

You involve me and I learn.”

- Ben Franklin



Train

:: Orientation > Welcome > Introduction of volunteers > Nonprofit's History and Mission > Volunteering History and Opportunities > Performance Expectations > Volunteer Handbook > Questions & Answers > Signoff Form > Tour of the facility

:: Training > Formal Training Sessions > Informal Coaching/On-The-Job



“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



Supervise


:: Successful delegation

:: Good supervision

:: Recognition

:: Risk Management


Supervise


:: Tips for successful delegation

> Assess the work requirements and the corresponding abilities/time availability of the volunteer.

> Give assignment in terms of results, not just activities.

> Define the level of control/authority in the position. Communicate any guidelines and assess the volunteer’s understanding of them.

> Make resources and training available.

> Determine criteria for success (how results will be measured). Set up checkpoints, deadlines, and systems for reporting.

> Provide feedback and recognition (along the way and at the end).

> Watch out for reverse delegation!

Volunteer Resources Management: The BasicsVolunteer Resources Management: The BasicsVolunteer Resources Management OverviewVolunteer Resources Management OverviewSuperviseVolunteer Resources Management Overview

:: Personal Qualities of a Good Supervisor

> Trustworthy > Consistent > Models good behavior > Positive attitude, sense of humor > Empowering > Supportive

:: Skills of a Good Supervisor

> Trainer/educator > Communication > Team builder > Confrontation > Delegation > Problem solving > Planning > Evaluation/review > Coaching > Climate setting > Listening > Sharing knowledge > Conflict resolution > Setting standards

Supervise


Supervise :: Formal Recognition Systems

> Who are you really doing it for? > Is it genuine, or mechanical? > Does it fit volunteer motivations? > Can it be more than just a social event?

:: Informal Recognition Systems > Day to day exchange

> Sharing both responsibility and power

> Organizational climate

:: Matching Motivational Orientation > Achievement-oriented volunteers

> Affiliation-oriented volunteers > Power-oriented volunteers

:: Matching Style of Volunteering > Long-term volunteers

> Short-term volunteers(Taken from: Volunteer Management: Mobilizing all the Resources of the Community by Steve McCurley & Rick Lynch)



McClelland’s Theory of Social Motivators



Record Keeping

:: Individual volunteers> Hours donated> Work assignments> Performance reviews> Training completed

:: Program results

> Numbers of people affected by volunteer services and in what ways

> 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?


15

EvaluateEvaluation is both external and internal in nature

and helps determine what activities should be

repeated or increased, changed or eliminated.

:: Program Evaluation > Number of people affected by volunteer services and in what ways > Program/volunteer evaluations

:: Operations Evaluation > Planning documents > Policies & procedures > Position descriptions > Recruitment plans and promotions > Interview questions and notes > Orientation materials > Training materials > Staff involvement



Evaluate


:: Five simple strategies for getting useful feedback from volunteers:

> Ask them. Informally and formally, be sure to elicit the opinions of volunteers.

> Schedule a regular time for administrators to meet representative volunteers individually and in small groups as a "think tank."

> During the orientation, be sure to explain to volunteers how and when to express opinions, both critical and complimentary.

> 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.

> 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


15

Evaluate

:: Benefits of Performance Reviews

> Statement that volunteers are important and held accountable.

> Volunteers want success and feedback.

> A time to express appreciation to volunteers – “valuation feedback.”

> Time for re-negotiating working agreements.

> Chance to plan for ways to improve volunteer performance in the future (training, new placement).

> Volunteers can express concerns and “escape” an unfavorable situation.

> Supervisor can share concerns and dismiss, if warranted.

> Take the opportunity of performance reviews to discuss a volunteer's readiness for new challenges, need for a change or a break, etc.

> If there has been low productivity or morale on the part of the volunteer, it is important to discuss remedies.



The Volunteer Management Cycle

Record Keeping

Supervise Train

Evaluate Plan Organize

Recruit

Screen

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"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



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



“Act as if what you do makes a difference.

It does.”


- William James

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