Growing Your Volunteer Program

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  • Partner Language:Michigan Community Service Commission, Michigan Nonprofit Association, Volunteer Centers of Michigan, Michigan Campus Compact, and The LEAGUE Michigan, with support from the Connect Michigan Alliance Endowment Fund and the Corporation for National and Community Service, are proud to support the Engage! Volunteer Management training.Boiler Plate:The Volunteer Centers of Michigan is a statewide network of 31 local Volunteer Centers serving 58 Michigan counties, working to strengthen, develop and connect volunteer centers throughout the state.Michigan Nonprofit Association increases the capacity of Michigan’s nonprofits to serve, strengthen and transform communities. With nearly 1,000 members, MNA serves as a statewide network for the sector, a resource center on effective management practices, and as an advocate for the nonprofit community.
  • The foundation for increased capacity and stability begins with strong volunteer management which means staffing and policies and procedures. This management fosters increased services which serves the organization’s mission.
  • Effective organizations recruit volunteers to serve a greater variation of roles including skilled volunteers, team leaders, virtual volunteers, corporate partners, etc. Thus, the greater investment. Service enterprises think beyond traditional roles of such as clerical type of duties and the very basic manual labor positions common to volunteer engagement.
  • As organizations evaluation their program some of the effective practices requiring staff consideration and time include clear goals and strategies, measurements of effectiveness and impact, training for staff and volunteers, and input from current volunteers.
  • There are 9 basic steps in the development of a volunteer program. These 8 steps can actually be summarized in 3 words—prepare, plan, pilot. The most important is to identify the roles volunteers will play in the organization and to insure that all staff and board understand the importance and relevance of the program.
  • Case statements can range from a few sentences to a few paragraphs.
  • A needs assessment begins to identify what might be added, done better, or more with volunteer time and skills.
  • Examples—Jffixler—brainstorm/focus group activity.
  • Include staff and current volunteers to develop policies and procedures related to each of the elements in effective volunteer management. Volunteer Centers of Michigan will provide additional information and training related to each of the 5 elements.
  • Growing Your Volunteer Program

    1. 1. Growing Your Program Engaging Volunteers as a Solution The presentation will begin momentarilyPlease be certain that you have computer speakersor use the dial-in number for your phone then enter the access code followed by the #. Presenter: Sandra Miller saltzmiller@gmail.com 1
    2. 2. Michigan Community Service Commission, Michigan Nonprofit Association, Volunteer Centers of Michigan, Michigan Campus Compact, and The LEAGUE Michigan, with support from the Connect Michigan Alliance Endowment Fund and the Corporation for National and Community Service, are proud to support the Engage! Volunteer Management training.www.mnaonline.org www.mivolunteers.org www.michigan.gov/mcsc 2
    3. 3. Creating Change 3
    4. 4. Charting The Course Statisgram mduple5 4
    5. 5. The RationaleCreate a Common Understanding 5
    6. 6. Changing Expectations• Funders • Evidence-based • Increased Need• Legislators • Increased• Volunteers Competition• Community • Changing Expectations 6
    7. 7. “Grantmakers, government, business, and nonprofitshave to work together to increase awareness and supportfor volunteer resources, management. In turn, thenonprofit sector must develop better ways to assess andreport the impact of volunteer services. . .”UPS/United Way ―A Guide To Investing in Volunteer Resources Management-- ImprovingYour Philanthropic Portfolio‖ 7
    8. 8. Reimaginingservice.org―National Core Capacity Assessment Tool Dataset—Research Summary‖, TCC Group (Dec. 2009) 8
    9. 9. Supports Strategic Plan Enables Increased Service DeliveryStrong Volunteer Management Lays the Foundation Reimaginingservice.org 9
    10. 10. The Cost of A Volunteer, The Grantmaker Forum on Community and National ServiceBecause of changing demographics and expectations among those who volunteer, organizations are compelled to invest more time and money in the recruitment, training and retention of 21st volunteers. . .‖ 10
    11. 11. POLLDoes your organization make the investment ? Implement clear goals and strategies Measure and communicate impact Train volunteers Offer volunteers opportunity for input Train staff 11
    12. 12. Making The Investment Generating Buy-In, Creating Strategies 12
    13. 13. 9 Steps• Revisit your organization’s mission.• Develop a case statement• Gather Ideas—Conduct a Needs Assessment• Develop the opportunities• Determine the structure & program design• Develop the resources• Address risk management & legal issues• Develop effective volunteer management policies and procedures.• Start small—pilot, reevaluate 13
    14. 14. Volunteers Serve Your Mission – What are you trying to accomplish? – How do volunteers fit? – How could volunteers best generate impact? – How can volunteers help meet program goals? 14
    15. 15. The Case Statement • Demonstrates the value of the programA written statement thatexplains the object for • Provides structurewhich anything exists or and focus foris done or is made. activities • Used in outreach activities— letterhead, recruitme nt, etc 15
    16. 16. ExamplesThose who care for seriously ill children often suffer from the fall out-- divorce, alcoholism, drug abuse, depression. Volunteers who serve with our organization help strengthen and extend our ability to support and strengthen families with children suffering from a variety of illnesses and injuries.The ___ mobilizes volunteers to collect and distribute food to those in need as well as to provide effective education and support to promote healthy eating. 16
    17. 17. The Needs Assessment MAKING ENGAGEMENT STRATEGIC 17
    18. 18. POLLDoes your organization Include volunteer engagement in the strategic planning process Utilize a case statement Implement specific strategies for engagement Include a variety of stakeholders in the planning process? 18
    19. 19. Assessing Program Needs (Mencer, J.) /www.floridaliteracy.org/toolkitfiles/Assessing.pdf 19
    20. 20. Measure & Evaluate Assessing Program Needs (Mencer, J.) /www.floridaliteracy.org/toolkitfiles/Assessing.pdf 20
    21. 21. PURPOSE• Identify where volunteers should be placed• Identify where volunteers are no longer needed• Identify ways volunteers can increase staff efficiency• Implement effective practices• Create staff buy-in 21
    22. 22. The Process Interviews Surveys Focus/Advisory GroupsEXAMPLE: Jffixler.com Tools & Templates—Needs Assessmenthttp://www.jffixler.com/files/Needs_Assessment_1.pdf 22
    23. 23. Consider Corporate CultureInterviews SWOT/BrainstormClients SurveyCurrent Focus GroupVolunteers Large GroupStaff 23
    24. 24. 24
    25. 25. A Team Approach 25
    26. 26. Review Resources– Resource Page--Examples– SWOT Analysis/TOWS • Activity • Templates • Examples– Fact Sheet 26
    27. 27. POLLHow does your organization seek input? Interviews Surveys Focus Groups SWOT Analysis 27
    28. 28. PROGRAM DESIGN Goals Objectives Strategies 28
    29. 29. Starts with theVolunteer Position Description(s) Identify Supervision Develop a Recruitment Plan Identify the ―On-boarding‖ Process 29
    30. 30. DEVELOP RESOURCES Fund Development Budget Staff Responsibilities Staff Training Space & Materials 30
    31. 31. Policies & Procedures 31
    32. 32. Five Elements of Volunteer Management RecruitingFINALLY. . .Communicate policies•Volunteer Handbook•Volunteer Orientation Screening & Recognition InterviewTrain Staff PLANNING & MEASURING Supervision & Orientation & Evaluation Training 32
    33. 33. Identify Legal Issues Youth Liability Equal OpportunityRisk Management Safety Vulnerable Populations Confidentiality 33
    34. 34. Pilot, Evaluate, Revise 34
    35. 35.  Involve committed and enthusiastic staff & volunteers Look for quick successes Identify high impact opportunities Communicate success—Tell the storySTART SMALL 35
    36. 36. BUILD ON THE SUCCESS Color Run, Grand Rapids 2012, mLive 36
    37. 37. THANK YOUPlease respond to the evaluation that youwill receive by email. Your input is valuableNovember—Volunteer Recruitment 37

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