Valuing And Managing Volunteers

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Valuing And Managing Volunteers

  1. 1. A Modern Approach To Managing and Valuing Volunteers
  2. 2. Why Place a Value on Volunteers? • How much is this woman worth to your organisation?
  3. 3. Why Place a Value on Volunteers? • To compare the value of different types of volunteers • To compare volunteer value to other types of supporters • To make a case for investment in volunteers • To understand which types of volunteers offer the highest value to your organisation • To understand which types of volunteer fundraising activities offer the highest value to your organisation • To understand how much you can afford to invest in building relationships and supporting different types of volunteers
  4. 4. Making a start: Segmentation Instead of treating volunteers as an ‘amorphous mass’ we need to: • differentiate types of volunteers • understand what makes each different We then need to create a comprehensive list of volunteer types for: i.groups ii.individuals
  5. 5. Optimising my team’s time How do I get them to focus their energies on what is most important for the business?
  6. 6. Value Days Assign a weighting to different activities undertaken depending upon their value to the organisation and the individual’s job Monitor time against those activities Calculate a weighted number of hours/days to measure performance Set targets for the number of value days per month or per year
  7. 7. Value Days Charity X - Value Days Weekly Timesheet Activity Value Time spent Value Target Variance (Hours) Hours Administration 0.1 10 1.00 Servicing existing supporters 0.5 9 4.50 Thank you events 1.0 0 0.00 Developing existing supporters 1.5 5 7.50 Finding new supporters 1.2 4 4.80 Finding legacy pledgers 2.0 5 10.00 Finding HNWIs 2.0 0 0.00 Pledger/HNWI Care 1.5 2 3.00
  8. 8. Optimising my investment How do we know where we should be investing our time?
  9. 9. Hierarchy of Support Framework Band Formal Informal Individuals Groups Groups High Medium Low
  10. 10. value:support matrix Used to plot the portfolio of community groups assessing their value (most often financial) against their required level of support. It can help organisations to better understand where each community group sits in terms of their actual performance relative to their support needs and how to assess what their future could be.
  11. 11. value:support matrix high VALUE low SUPPORT high
  12. 12. value:support matrix high VALUE low SUPPORT high
  13. 13. contribution:value matrix The logical next step as it goes beyond cash… It is designed to help fundraisers place a value beyond financial on their community groups and can be used in two ways: • to assess actual value • to assess potential value
  14. 14. contribution:value matrix
  15. 15. Budget 2010 Group name and type Criteria Contribution Value Matrix income (bands 1-10, each band worth £5k) Value Other value (bands 1-10, for values such as networks, amabassadors, Existing campaigners, etc.) Direct Costs (1 for no direct costs up to 10 in £5k jumps) Cost Staff effort (1 for no time up to 10 for very labour intensive) Community Fundraising Committees / Groups Profit income (bands 1-10, each band worth £5k) Value Other value (bands 1-10, for values such as networks, amabassadors, campaigners, etc.) Direct Costs (1 for no direct costs up to 10 in £5k jumps) Cost Staff effort (1 for no time up to 10 for very labour intensive) Potential (additional value and cost only) Profit comments Contribution:Value Matrix
  16. 16. Breakout Session -Supporting Groups How useful is segmentation as a driver for staff behaviour – currently and potentially? What could you and your team(s) do differently in the way that you manage and support Branches/Groups/Committees…so that you achieve volunteer income leverage without compromising customer service?
  17. 17. Breakout Session – Focus on Individuals What are the challenges that you face in order to apply the hierarchy model to individual supporters? How might you overcome these?
  18. 18. Rewarding volunteers • Why do I volunteer? • Passionate belief in the cause • Because I was asked by a friend • I want to put something back • I want to improve my CV • The job looked interesting
  19. 19. Rewarding volunteers • Thank them • Celebrate • Treats • Anniversaries (personal and corporate) • Social activities • Lapel pins (silver, gold, diamante) • Training • Promotion

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