Volunteer Management Assessment & Standards Rachel Manuel Bruns Volunteer Wisconsin S
Changing the Paradigm Traditional Volunteer The New Paradigm Program Model S Volunteers serve in peripheral S Volunteers are central to functions accomplishment of agency missionThe Points of Light FoundationParadigm Project
Changing the Paradigm Traditional Volunteer Program Model The New ParadigmVolunteer program exists because of Involvement of volunteers is tied to history, accident, inertia the strategic plan for the organization
Changing the Paradigm Traditional Volunteer Program Model The New Paradigm Management of volunteers is Volunteer involvement & supervisioncentralized in the volunteer “program” is everyone’s responsibility
Changing the Paradigm Traditional Volunteer Program Model The New ParadigmVolunteers are second class workers Volunteers are equal partners with equal involvement
Changing the Paradigm Traditional Volunteer Program Model The New ParadigmVolunteers are just there to do a job Volunteers have creative ideas
Changing the Paradigm Traditional Volunteer Program Model The New ParadigmVolunteers are thought of as nice Volunteers are thought of as essential “add ons” to meeting the mission.
Standards*Standards created through the collective experience frommembers of the Volunteer Center Association of Wisconsinand Volunteer Wisconsin in addition to resources includingPoints of Light Changing the Paradigm, Service Jam White Paper, Department of Communities, Queensland, Reimagining Service Principles, and Energize 12 Elements. S
PlanningS Volunteer have a defined and integral role in meeting the mission and strategic direction of the organization.S A volunteer handbook is available and provides an overview of the organization’s policies, code of ethics, and any important information volunteers need to know before committing to volunteering with the organization.S Planning for volunteers takes place across the organization including developing volunteer job descriptions including time commitmentsS Volunteers are engaged to meet true and identified community needs balancing the role for volunteers of various skills and interests.
RecruitmentS The organization is flexible in how volunteers can get involved including online access, micro-volunteering, in- person, telephone, seasonal, skill-based, one-time or ongoing commitmentsS Volunteers and your volunteer recruitment strategies reflect the diversity of the community and the community populations served.S Volunteers are screened taking into consideration the skills required, background checks if working with vulnerable populations or information, and availability to meet the required time commitment and hours.
TrainingS A consistent orientation is provided to all volunteers providing them with the context for their service and how it is meaningful in meeting your organization’s mission.S Training and ongoing supervision is provided to volunteers consistent with the volunteer’s skills and experience.
ResourcesS Adequate financial resources are committed to volunteer engagement to ensure volunteers and staff have the resources do their jobs effectivelyS A committed staff person oversees volunteer coordination and maintains frequent communication with volunteers.S Professional development on volunteer management is provided for staff.S Staff understand their role in managing volunteers for the organization and it is integrated into staff job descriptions and performance evaluation.
Recognition & EvaluationS Volunteers are valued, their work is acknowledged, and they are recognized.S Volunteer involvement is examined and improved on an ongoing basis including providing opportunity for volunteer input.S The organization maintains record keeping on volunteer impact and hours served and reports the information in a public format.
AssessmentS Take the self-assessment surveyS Circle the top two areas you can realistically accomplish within the next six months S Discuss in group the top two and share ideas/suggestions S Start developing a plan with the Planning Document