1. © Copyright 2009, NorthSky Nonprofit Network. All rights reserved. The New Volunteer: The Fundamentals of Managing Today’s Volunteer Presented by:

2. Introductions Trends in volunteering The volunteer profile Conducting a volunteer assessment Redesigning volunteer programs & roles Gaining staff support for volunteers Using volunteers in leadership roles Volunteer infrastructure The volunteer manual Managing the challenging volunteer Follow-up training needs Workshop evaluation Workshop Agenda

3. Baby boomers have highest rate of volunteering and lowest volunteer retention rate. While overall volunteer hours are down slightly, more individuals and younger people are volunteering. (US Bureau of Labor Statistics) According to national polls, in 2007 volunteerism & civic participation were at an all time high. Trends in Volunteering

4. Volunteers are younger and more skilled then in the past. Family and group volunteering are popular. More people with professional skills available to nonprofit organizations. The types of volunteers are changing. Trends in Volunteering

5. Many volunteers are employed, students, or have young families. Desire for freedom, ability to act quickly. Volunteers want challenging, interesting assignments. Volunteers come from a broader cross-section of society. Volunteers expect to be treated professionally. Volunteers need flexibility in hours. Volunteers are busier & more discriminating. Trends in Volunteering

6. Boomers are looking to contribute meaningfully to the community. Donors want to contribute more than money. Graduation requirements create a pool of younger volunteers. Some are looking for job experience, training, re-entry to employment. Profile of the New Volunteer

7. Feeling compassion for those in need86% Having an interest in the activity or work72% Gaining a new perspective on things70% The importance of the activity to people the volunteer respects63% Independent Sector, National Survey Why do people volunteer?

8. How Do We respond to 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.

9. Breakdown 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 How Do We respond to Trends?

10. What is unique about Northern Michigan? The population is increasing: 10% in Benzie 8% in Grand Traverse 6% in Antrim Retirement communities Seasonal residents Rural culture/ sense of community

11. Discover the major strengths and weaknesses of the volunteer program Gather information which will impact the design of the program Create a successful program Conducting a Volunteer Assessment

12. Who volunteers for your organization? Who doesn’t? What is your volunteer retention? What is your organizational capacity for recruiting, managing, and retaining volunteers?

13. Designing Volunteer Programs for the New Volunteer Consider both continuous, ongoing and short-term, episodic assignments Consider work that individuals, small teams, and large groups can do Work that can be done by anyone with training and work that needs specialized skills On-site and off-site assignments On-call assignments

14. Designing Volunteer Programs for the New Volunteer Work beyond regular business hours- evenings and weekends Work in offsite locations Work with people and/or work with concepts/planning

15. Creating Roles for the New Volunteer Is the work to be performed meaningful? Can it be explained to a volunteer? Can the work be done by volunteers? Is it cost effective to be done by volunteers? Is a support framework in place for the volunteer? Are staff willing to have volunteers perform the work? Can we find volunteers? Do we have space, equipment, and supplies? Is our organization committed or is this just a “quick fix?” Basic criteria for creating a volunteer role

16. Creating a Volunteer Role Description Position descriptions should be clearly written and include all essential information. Sound position design is the foundation of a solid volunteer program, but it should also retain the fluidity necessary to continually undergo change.

17. Position Title Supervisor Goal or purpose of position Major responsibilities Time commitment Work hours Qualifications (required, desired) Work location Date of position design or re-design Creating a Volunteer Role Description

18. Employer/ corporate groups Create fact sheet –Organization mission purpose –What type of volunteers you need –Benefits for employer –Benefits for employee –Benefits for your NPO Creating a Volunteer Role Description

19. Exercise One Identify a new volunteer position for your organization that targets a demographic group that you don’t currently attract as a volunteer. Use the worksheet to outline a role description for the new role. What barriers will you encounter in implementing this new volunteer position?

20. Gaining Staff Support Fears: Time needed to supervise volunteers without clear benefit. Client confidentiality. Concerns that staff will be "stuck" with them if they say "yes." Justification for reducing a budget Job security May not actively sabotage but passively resist.

21. Methods to Gain Staff Support Influence Clarity Appreciation Competency

22. Sample: Staff Exercise 1 1)Think about a volunteer in your organization whom you would describe as ideal! Reflect on what he/ she has accomplished for the organization, for you, and for themselves. 2)After everyone has the ideal person and his/her impact firmly fixed in their minds, ask participants to imagine multiplying this person by 100 (you can choose any reasonable number for your organization). 3)Begin to share what could be accomplished if you had these 100 ideal volunteers working in your organization. Record all the responses. 4)After the ideal is pictured, ask: "What are the barriers, issues, or problems keeping us from accomplishing this?" 5)The last question is: "What can we do to begin breaking through these barriers to accomplish our vision?"

23. Sample: Staff Exercise 2 List all the duties of your current position. List the things you would like to do but do not have the time to perform now (your “Dream List”). Brainstorm programs or services you wish your organization could accomplish but cannot, due to limited resources. How can volunteers help? What’s on your plate this week?

24. Using Volunteers in Leadership Roles Types of roles –Managing projects –Leading committees –Managing other volunteers Type of person –Experience –Interest/ Motivation –Time –Likelihood of delivering

25. Clear role description Strong fit: interests, experience, ability Authority to accomplish the role –Budget –Span of control- when must they check-in before making a decision-making –Reporting & communication requirements –Communicate role to others in organization Critical success factors Using Volunteers in Leadership Roles

26. Volunteer Infrastructure Development Volunteer record keeping & reporting –Individual and overall volunteer hours –Impact of volunteer work Volunteer policies and procedures Evaluation and performance reviews Routine skills review, file updates, and compliance requirements.

27. Individual and overall volunteer hours Volunteer data: contact information, characteristics- age, type, etc. Date of performance reviews Impact of volunteers on programs, departments, and overall organization Volunteer database Volunteer Record Keeping & Recording

28. Microsoft Excel Volunteer Works Database software Filemaker Pro AccessVolunteer Donor Perfect Gift Works Fundraising databases Exceed E-Tapestry Organizers’ Database Volunteer databases Volunteer Record Keeping & Recording

29. Volunteer Policies & Procedures Confidentiality Absenteeism Use of Organizational Equipment, Supplies, including Internet Use Codes of Conduct Background Checks –Ichat.com –Watchdogus.com Health & Safety

30. Motivates and excites the volunteer Prepares the individual for success Builds team relationships Educates to be an ambassador Successful orientation of the New Volunteer

31. Be ready- name tag, handbook, equipment, etc. Be warm & welcoming; enthusiastic Spend sufficient time Reinforce the importance of their role Enthusiastic introductions to others Involve other volunteers in welcome Successful orientation motivates & excites

32. Provide thorough instructions on organization, volunteer role, and equipment Provide written resource & contact information Encourage & respond to questions Identify a volunteer “buddy” Schedule a follow-up date Successful orientation prepares for success

33. Involve other team members in orientation Notify and prepare team of volunteer role & start date Introduce to other team members Provide contact names & phone numbers Successful orientation builds team relationships

34. Provide verbal & written information: mission, values, systems and structure, history, future plans Discuss volunteer’s role as an ambassador - give examples Discuss volunteer’s role in customer service - give examples Review the 200-word water cooler message Successful orientation educates to be an ambassador

35. __Overview of organizational mission, values, history, services & programs, structure, future plans __Tour __Overview of department, introduction to executive team, staff & volunteers __Review written position description __Job instructions __Risk management issues __Relevant policies & procedures __Time log & absences __Equipment (as pertinent) –phones, copy machine, etc. __Policies __Dress code Successful orientation checklist

36. Concentrate all Volunteer reference materials into an easy handbook Influence Volunteer behavior and practice Educate Volunteer as to roles and responsibilities Improve Volunteer productivity and efficiency Ensure all Volunteers are “on the same page”- consistency Jump-start new Volunteers’ participation & contributions Insure legal compliance Provides a tool for managing challenging volunteers The Volunteer Manual purpose

37. 1. Welcome 2. Table of Contents 3. Overview of organizational mission, values, history, services & programs, structure, future plans 4. Contact names and numbers 5. Telephone use and instructions 6. Volunteer role descriptions 7. Code of Conduct 8. Time log/ reporting 9. Policies Reporting hours Safety Dress code Absenteeism Smoking Confidentiality Internet use __ The Volunteer Manual components

38. Other tips: Make it skim able – easy to quickly reference Use pictures, charts, graphics Update the manual annually Involve volunteers in reviews and updates The Volunteer Manual other guidelines

39. Evaluation and performance reviews Annual volunteer performance review Annual volunteer satisfaction survey Volunteer input – program evaluation, supervisor evaluation

40. CASE Study

41. Performance Problems Performance problems are gaps between what is expected from volunteers and what is actually happening.

42. Performance Problems First question: have I done everything I need to do to make expectations clear? Why do we often hesitate to deal with performance problems? Why is it critical to deal on a timely and effective basis with volunteer performance issues?

43. Why deal with Performance Problems Other staff/volunteers are effected. No accountability otherwise. Holds volunteer work in high regard. Poor behavior is reinforced when not noted. Volunteers won’t be able to be successful. Staff will resist utilizing volunteers. Volunteer may be in wrong position. Volunteer’s position may need to be changed. Volunteer may need to be dismissed.

44. What May Impact Volunteer Performance Problems Clear position descriptions Tailored and honest recruitment Placement of the right volunteer into the right position Organizational and position screening Clear, written, shared volunteer policies and procedures Excellence in delegation

45. What May Impact Volunteer Performance Problems Organization held accountable for supporting volunteers and volunteers held accountable for what they agreed to perform Mutual performance reviews Honest, timely feedback system Volunteers given opportunity for input into work assignment Effective, supportive supervision Ongoing appreciation

46. Rules of Constructive Confrontation Don’t attack personality; focus on performance Be specific. Do your homework and have specific examples of the behavior to share. Keep conversations private. Make intervention timely but do not approach until you are calm and rational. Reiterate expected behavior using “I” not “you” language.

47. Alternative Re-assign to new position in your organization. Train/coach or re-train. Provide a more motivating climate if volunteer has lost interest in the work/mission. Give information on where and how to find a better- suited volunteer position in another organization. If age or disability prohibits carrying out the position, retire the volunteer with style.

48. Procedures for Releasing a Volunteer 1.Official warning given to volunteer including specific information of what behavior needs to change and by when. 2.Provide assistance to help volunteer change the behavior – and document changes. 3.Give probation with special goals. 4.Dismissal if goals are not achieved.

49. Volunteer Recruiting The recruitment posting/ invitation must, minimally, include 4 elements: –The statement of need. (The need of clients, not of the agency!) –How the volunteer can help –Position requirements –Benefits of the position to the volunteer

50. Volunteer Center of the United Way of Northwest Michigan www.startherestaynear.com

51. Where else can you post openings? –On your web site –In your newsletter –News releases

52. What Questions Do You Have?

53. NorthSky Resource Center www.northskynonprofitnetwork.org

54. Rethinking Resources: Responding to New Volunteer Demographics Trainer: Pamela Evans Thank You Contact NorthSky at: 231.929.3934 Presented by: