Valuing and Managing Volunteers

  • 594 views
Uploaded on

 

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
594
On Slideshare
0
From Embeds
0
Number of Embeds
1

Actions

Shares
Downloads
9
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. A Modern Approach To Managing and Valuing Volunteers
  • 2. Why Place a Value on Volunteers?• How much is this woman worth to your organisation?
  • 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. Making a start: SegmentationInstead of treating volunteers as an ‘amorphousmass’ we need to: • differentiate types of volunteers • understand what makes each differentWe then need to create a comprehensive list ofvolunteer types for: i.groups ii.individuals
  • 5. Managing Volunteers• Recruiting• Managing• Rewarding
  • 6. Recruiting volunteers• Clarity of request• Job description• Hours, location required• Support, training offered• Who they’ll be working with• Interview, recruit
  • 7. Optimising my volunteer’s time How do I get them to focustheir energies on what is most important for the business?
  • 8. Value DaysAssign a weighting to different activities undertaken depending upon their value to the organisation and the individual’s jobMonitor time against those activitiesCalculate a weighted number of hours/days to measure performanceSet targets for the number of value days per month or per year
  • 9. Value DaysMonthly TimesheetActivity Value Time spent Value Target Variance (Hours) HoursAdministration 0.1 10 1.00Sending out mailings 0.5 9 4.50Calling supporters 1.0 0 0.00Attending HNWI events 1.5 5 7.50Finding new supporters 1.2 4 4.80Pledger/HNWI Care 1.5 2 3.00Total 30 20.80 30 -9.20
  • 10. Optimising my investmentHow do we know where weshould be investing our time supporting fundraising volunteers?
  • 11. Hierarchy of Support FrameworkBand Social Informal Individuals Community Crowds GroupsHighMediumLow
  • 12. value:support matrixUsed to plot the portfolio of community groupsassessing their value (most often financial)against their required level of support.It can help organisations to better understandwhere each community group sits in terms oftheir actual performance relative to theirsupport needs and how to assess what theirfuture could be.
  • 13. value:support matrix highVALUE low SUPPORT high
  • 14. value:support matrix highVALUE low SUPPORT high
  • 15. contribution:value matrixThe logical next step as it goes beyond cash…It is designed to help fundraisers place a valuebeyond financial on their community groups andcan be used in two ways:• to assess actual value• to assess potential value
  • 16. contribution:value matrixTo use this model effectively, an organisationmust be clear about how it measures value.A key benefit of using this model is it enables theorganisation to think about actual value as wellas potential value.So before making use of it, you must be able tolist value measures – both soft and hard.
  • 17. contribution:value matrix•To assess value, the fundraiser should:•decide how the organisation would measure value(e.g. income, time, activities etc.)•give each a score: 3 (high) – 1 (low)•you may wish to assign a relative value score•plot each measure•score each groupREMEMBER – this is about actual and potentialvalue
  • 18. contribution:value matrixValue measures might be:• active campaigners• their status in the real/virtual community (e.g. mayor, celebrity)• confident public speaker• Sneezer• understanding of the cause / personal experience• self-sufficiency• loyalty• longevity
  • 19. contribution:value matrixThen offset value against investment in eachgroup/individual, so follow the same process:• decide how the organisation would measure investment e.g. staff time, costs associated with the group e.g. travel / materials / resources• give each a score: 3 (high) – 1 (low)• plot each measure• then score each group against this
  • 20. contribution:value matrix
  • 21. 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
  • 22. Rewarding volunteers• Thank them• Celebrate• Treats• Anniversaries (personal and corporate)• Social activities• Lapel pins (silver, gold, diamante)• Training• Promotion