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The Volunteer Management Cycle
 

The Volunteer Management Cycle

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The volunteer management cycle powerpoint presentation

The volunteer management cycle powerpoint presentation

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  • This presentation looks terrific. Thank you. The creator should put his/her contact info and get credit for it! I always credit the content I use. Reed Dewey of VolunteerFrontier.com.
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  • Slide 1In order to get to know where everyone is at, I’d like each of you to tell me four things:Tell us about one place you have volunteeredWas it a good experience Why or why notWhat kind of volunteer management experience you haveWho is willing to go first? Give this person a magnet!Talk about Airman’s Attic experience and how their situation may be a result of poor volunteer management.Today we are going to talk about the basics of the Volunteer Management Cycle. There will be lots of time for you to ask specific questions about dealing with volunteers. Click
  • Slide 2 ClickVolunteer programs can be delivered in two ways:By a Manager of Volunteers who handles the entire program, orBy each Program Coordinator If there are several Program Coordinators in an office, you have to be sure you are not competing for volunteers, annoying them with multiple requests etc. It would also be preferable for their to one database in order to track one volunteer’s activities completely and accurately.Click
  • Slide 3There are 8 basic components to Volunteer ManagementClick
  • Slide 4What do you think the biggest liability issues are in utilizing volunteers? Myth: Injury to the volunteer. You must also consider the potential harm a volunteer can do to both program participants and the reputation and financial wellbeing of the organization. Where does risk come from? Something as simple as not being prepared when a volunteer shows up to help, not providing the information they need to do a job, not matching them with the right job, not screening them properly etc. Every step in the volunteer management cycle should be approached with risk management as the main goal.Click through entries
  • Slide 5Click through entriesFavouritism can be overt or subtle. It might involve calling one volunteer all the time and not calling someone else equally qualified, or it might involve a demonstration of your personal, friendly relationship in front of other volunteers. Keep your personal relationships on personal time.
  • Slide 6Click through entries
  • Break into groups of six –Have groups designate one person as the note taker/presenter. Give them 7 minutes to list the things which should be included in the assessment of readiness for volunteer engagement.Return and create a master list from each groups input.Reward the note taker presenter in each group with a magnetIs the Centre ready to utilize volunteers?Volunteers are not free. Are there adequate physical, technical and financial and staffing resources available to support volunteers?Policies in place, space for them to work, insurance coverage etcVolunteers must never replace a paid staff memberAre the staff prepared and available to work with volunteers? Of course we all know that volunteers must be made feel welcome and valued in spite of personality clashes and that as professionals and community leaders, we are expected to demonstrate this.Click through entries
  • Slide 8Once you have decided an activity is an appropriate one for volunteer involvement, the next step is to design the position. Consider what kinds of qualities the volunteer will be required to have, including: availability, desire to fulfill this particular role (they might be the perfect fit but not interested), physical capabilities, matching skill sets, personality traits such as patience, creativity etc. Click through entries on slide 8 and 9
  • Slide 9Click through entriesThere is a sample position description in the Volunteer Management Manual. A position description bank may prove helpful.
  • Slide 10So now you are clear about what you would like your volunteer to do, how do you find one? Read the Recruitment motivation piece.Click through entries
  • Slide 11Okay, you’ve got a live one, what do you do now? Be cautiously optimistic. Many people who request information about volunteering or a volunteer application never follow through. If they do, call within 24 hours of receiving their application to set a date for them to come in and talk to you.
  • Slide 12Click through entriesScreening is serious business.
  • Slide 13Click through entriesPeople can look good on paper and sound great on the phone, but until you see them face to face it is difficult to make any sound judgment. EVERYONE should go through an intake interview.Be honest and let them know that you appreciate their interest, but do not have anything suitable to match them with. If there is a deficit in skills, time avaiability etc, let them know. If they would be a great volunteer, they may be worth investing in training! Also, consider other ways they might participate.Always be aware that your potential volunteer WILL talk to others about their experience with you. That can be beneficial or detrimental to your program. Volunteers are your best source for recruiting new volunteers!
  • Slide 14What is the difference between these two? Click3. Talk about the Run for the Cure experience
  • Slide 15Click through entriesWhen providing feedback, talk about areas of strength as well as areas needing improvement. Try phrases like – “I would like to see you…” Eliminate the word “but” from your vocabulary – it negates everything that came before it.
  • Slide 16Click 1 What is the difference between these two? Which is the most important?Click 2 How do you find out how a volunteer likes to be thanked? If you were going to learn to fly a plane…To enter flying competitionTo teach othersBecause you like to learn new thingsClick 3 Give event specific thanks at the event if possible, but NOT if it creates a problem – ie getting a paper certificate when you are doing massage in a park and you have greasy hands and no where to put it so it won’t get scrunched! Mail out letter and card within a week of the event. You can have a volunteer who is not involve with the event help you with this!Has anyone received thanks as a volunteer or been to a volunteer appreciation event that was particularly good or bad?Brainstorm events that are beyond the same old boring lunch or dinner
  • Slide 17To restate what we said at the start, it is easier and more cost effective to retain and retrain volunteers than to recruit new ones. We have come full circle.Click through entries
  • Slide 18Click through entries
  • Slide 19Has anyone had experience with volunteers either not showing up or not performing their jobs? How did you handle it? What was the result?You will reduce the potential for problems if your recruitment screening and training components are carried out properly.Still, sometimes, people surprise you and behave in unexpected ways.Exercise – Divide into four groups – each group to appoint a note taker/presenter solve a problem and share the answer. You have 7 minutesClick through entries

The Volunteer Management Cycle The Volunteer Management Cycle Presentation Transcript

  • The Volunteer Management Cycle
    Eight Steps (and 20 slides) to Ecstatically Happy,
    Supportive Volunteers
  • Role of the Manager of Volunteers
    In simple terms, the role of the Manger of Volunteer Resources is to ensure the right person is available for the right job at the right time and is ready, willing and able to fulfill their duties.
  • The Eight Step Cycle
  • A Word About: Risk Management
    Risk management is about minimizing the potential for harm to your participants, your volunteers, your staff and your organization
    It is the essential, overarching component of all volunteer management
    No program will ever be risk free
    There are steps you can and MUST take to protect everyone.
  • You Minimize Risk When:
    • You have a program which supports and is prepared for utilization of volunteers
    • All volunteers are valued for their skills and contributions and are treated fairly – avoid favouritism – it will poison your program
    • You ensure your volunteers have a sound understanding of the organization, it’s structure and mission
    • You ensure your volunteer’s background, personal goals, skill sets, certifications and training match the job you have asked them to do
    • Your volunteers understand the goals and objectives of the program and are well trained and equipped
  • You Minimize Risk When:
    You give volunteers constructive feedback about, and recognition for the work they do
    You give volunteers a reason to continue with your organization
    You maintain accurate records for each volunteer, including all administrative paperwork, communication, jobs assigned, hours worked, performance assessment, feedback and recognition given
  • Assessment
    Is the Centre ready to utilize volunteers?
    Is the job appropriate for a volunteer?
    Are there volunteers available?
  • Position Design
    Title
    Date, time and location of event
    Supervisor’s name and contact information
    Emergency contact information, especially if after hours
    Detailed description of responsibilities, as well as limits of authority
    Traits required for the job
    List of things to be provided by volunteer
  • Position Design
    Statement of cost reimbursement
    Date, time and location of training
    Where and when to pick up and return money, supplies, equipment etc
    Benefits to the volunteer
    This information is compiled into a Position description which is read and signed by the volunteer
  • Recruitment
    • It is easier and more cost effective to retain and retrain the volunteers you have than to recruit new ones.
    • Share your volunteer needs with your volunteers and AC members
    • Consider which demographic might fulfill your volunteer needs based on your position description
    • Where do you find that demographic?
    • Write your ads for that demographic and post where they will be seen by that demographic
    • Always present a problem, with the reader as the potential solution
  • Intake and Screening
    Prepare an intake document package. Include a Centre brochure if you have one, a letter of welcome outlining how volunteer’s efforts impact the community, a volunteer application or profile for them to fill out and, along with your contact information, a request for them to return it to you. When someone drops by, or calls, make sure you have packages ready to hand out (or send out, or e-mail) and that others know where they are. Get the information out immediately.
  • Intake and Screening
    There are 22 different levels of screening for potential volunteers
    The level of screening depends on the level of risk posed by volunteer involvement in an activity
    All potential volunteers should be interviewed using a basic question list
    High risk volunteers may require reference checks, police security clearances and more
    Security clearances are conducted through the MFSP Manager
  • Intake Interview
    Use a standard question format, a sample of which is included in the Volunteer Management Manual
    This is your opportunity to see how the potential volunteer presents themselves and to get a sense of whether they would be a good fit for the organization
    Let them do most of the talking, this is not an orientation session.
    If they do not seem to be a good fit, you do not have to accept them as a volunteer. Filling out the application does not guarantee them a “job”!
  • Orientation and Training
    • Orientation to the organizations structure, history, mission, vision, goals, objectives and policies is essential for every volunteer. A volunteer cannot represent your organization or advocate on your behalf if they don’t understand what the organization is all about. Lots of people do not clearly understand exactly what a CMFRC does or why.
    • Training is task specific and should be conducted by the task supervisor or a previously trained and trusted volunteer. You may feel a volunteer can “wing it”, but feeling unprepared creates discomfort and anxiety for many volunteers resulting in dissatisfaction with the volunteer experience. It may also result in your job not being done the way you want it
  • Supervision and Feedback
    • The person responsible for supervising the volunteer should be identified on the position description
    • Supervision must be appropriate to the experience of the volunteer and the level of trust between them and the supervisor. New volunteers should be supervised more closely – never assume they will know what you want unless you don’t care about how a job is done
    • Feedback, positive, constructive and instructive, must be given promptly and sometimes, with great patience and diplomacy!
  • Recognition
    Both informal and formal
    Must be tailored to the volunteer
    Timeliness is critical
  • Retention
    Can a volunteer have a career with your organization?
    Can you present them with increasing levels of responsibility or new challenges?
    Do they understand how what they do benefits their community?
    Is the work meaningful to them?
    Do you listen and respond to their feedback?
    Do they always feel welcome, honoured and valued?
  • A Word About: Record Keeping
    Utilize some form of comprehensive record keeping whether it is a binder, a database or specialized volunteer record storage service
    If you don’t have complete information about each volunteer or potential volunteer, you will not be able to manage them effectively
  • Troubleshooting
    Over-recruit – ALWAYS have a back-up volunteer, or cunning plan B. Hint – it shouldn’t always be staff!
    Volunteer Code of Conduct
    Rights and Responsibilities
    Volunteer Contracts
    Firing volunteers
    Succession planning
  • Questions?