This document discusses the skills, responsibilities, and impact of high performing volunteer leaders in hospice agencies. It outlines that volunteer leaders require skills in human resource management, customer service, training, commitment to quality, fiscal management, and community outreach. When volunteer leaders have these skills, they can impact agency operations, census growth, cost savings, innovative programs, community collaboration, and media/marketing. The document provides examples of performance measures and ways to document the value volunteer leaders provide through monthly reports and surveys. The overall message is that high performing volunteer leaders are essential to the success and sustainability of hospice agencies.
This is a presentation created by one of our Michigan State University Advancement workgroups that looks at how we can better align our university-wide stewardship efforts.
Ever had this nagging feeling you just weren't sure why a physician referred his or her patients to a competitor over you? You have the advanced technology, latest clinical trials, and maybe even a top-notch team of liaisons. Outside of insurance, there are many other functional and emotional factors affecting physician referral behaviors. Most of these can be indicated by leakage reports, but these don't explain the WHY behind them.
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This is a presentation created by one of our Michigan State University Advancement workgroups that looks at how we can better align our university-wide stewardship efforts.
Ever had this nagging feeling you just weren't sure why a physician referred his or her patients to a competitor over you? You have the advanced technology, latest clinical trials, and maybe even a top-notch team of liaisons. Outside of insurance, there are many other functional and emotional factors affecting physician referral behaviors. Most of these can be indicated by leakage reports, but these don't explain the WHY behind them.
In this presentation, given with St. Jude Children's Research Hospital, we explore the combined use of experience map and decision factors research to get at the heart of the issue...which ultimately drives clinical volume.
2017 Physician Strategies Webinar Series - Physician Relations StructureEndeavor Management
Acquire insight into how to develop a more strategic and operational approach that can grow your organization’s physician referral base in a continually evolving accountable care environment.
OHCA 16 - Winning The Millennial Market: How to Attract & Engage Millennials...OnShift
This presentation was designed to uncover the mindset and preferences of Millennials and how these relate to senior care provider’s operations. Modern recruiting practices to attract Millennials were also discussed as well as how providers can improve their organization’s culture and implement engagement strategies to retain talent.
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In this slide, we are trying to describe what is student retention, student monitoring system,impotent of leadership and why retention rate can be decreased.
This presentation, given by our President at the 2018 MGMA Annual Meeting, explains why cultural fit is so important and how to create a physician recruitment blueprint that focuses on fit.
Engaging volunteers effectively to create change requires organization and planning. This presentation provides tips and tools that can be used by organizations as they implement service projects whether a small, episodic project or a multi-event engaging hundreds of volunteers.
Micro-Volunteering: Pave the Way to Continued InvolvementHook
Micro-Volunteering: Pave the Way to Continued Involvement presented by Carolyn Hook, NJSCPA.org and Katie Paffhouse, IFT.org at ASAE Annual 2013
Take a critical look at the micro-volunteer trend, with a focus on what’s working, what’s not, and how these little volunteer activities fit into the big picture. What happens to micro volunteers after their service is complete? Are they really engaged? Examine different volunteer models and opportunities to identify which is right for your association and your members.
Wellness Connections--The Program Manager will be responsible for the overall establishment and daily operations of a Wellness Connections recovery center.
Winning The Millennial Market: How to Attract & Engage Millennials in Senior...OnShift
Learn the mindset and preferences of potential employees and how these relate to your organization’s operations. Uncover modern recruiting practices to attract employees to senior living. Discover how to spiff up your organization’s culture and implement scheduling best practices to engage and keep your top talent.
In this slide, we are trying to describe what is student retention, student monitoring system,impotent of leadership and why retention rate can be decreased.
This presentation, given by our President at the 2018 MGMA Annual Meeting, explains why cultural fit is so important and how to create a physician recruitment blueprint that focuses on fit.
Engaging volunteers effectively to create change requires organization and planning. This presentation provides tips and tools that can be used by organizations as they implement service projects whether a small, episodic project or a multi-event engaging hundreds of volunteers.
Micro-Volunteering: Pave the Way to Continued InvolvementHook
Micro-Volunteering: Pave the Way to Continued Involvement presented by Carolyn Hook, NJSCPA.org and Katie Paffhouse, IFT.org at ASAE Annual 2013
Take a critical look at the micro-volunteer trend, with a focus on what’s working, what’s not, and how these little volunteer activities fit into the big picture. What happens to micro volunteers after their service is complete? Are they really engaged? Examine different volunteer models and opportunities to identify which is right for your association and your members.
Wellness Connections--The Program Manager will be responsible for the overall establishment and daily operations of a Wellness Connections recovery center.
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If you haven't yet explored the tool you can find it here http://causes.volunteermatch.org/hungerservice This tool was developed for hunger-fighting nonprofits by VolunteerMatch in partnership with ConAgra Foods Foundation.
What You'll Learn:
Aggregate information on the hunger-fighting organizations that have used the tool so far.
Trends in volunteer managment and volunteer engagement in hunger-fighting organizations.
Benchmarks that can be developed based on initial information gathered by the tool.
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Fighting Hunger Together: The Basics of Volunteer ManagementVolunteerMatch
Modeled on our popular webinar The New Volunteer Manager’s Toolkit we’ll discuss all of the basic program components from volunteer handbooks to creating a comprehensive volunteer retention plan popular in volunteer engagement, but with a focus on the needs of hunger relief organizations. This webinar was originally designed for new volunteer managers, but even seasoned professionals can learn something new.
New to volunteer management? Looking for a refresher on the basics? This webinar will walk you through the three primary Rs - recruitment, retention and recognition. We'll discuss the most popular program components such as interviews, orientations, volunteer handbooks, and more. And, we'll talk about the importance of managing risk for your program and your organization. All attendees will also receive a sample packet with examples of program documents and program assessment checklists to help you evaluate your existing program.
4. Learning Objectives
• List knowledge, skills and expertise required of
a high performing volunteer leader.
• Identify results expected from a high
performing volunteer leader that will impact
your entire agency.
• Discuss measures for documenting and
reporting the value of a high performing
volunteer leader.
5. What’s the #1 Reason that
Volunteers Leave an Organization?
The Volunteer Leader Did
Not Know How to Lead!
6. What does it take to be a high
performing volunteer leader?
7. It’s not enough to look for a Volunteer
Leader who is outgoing and loves people…
9. Responsibilities of a High Performing
Volunteer Leader
Hospice Volunteer Program Resource Manual
Table of Contents
1. Standards and Regulations
2. Position Descriptions
3. Training
4. Competencies and Evaluations
5. Policies and Procedures
6. Forms
7. Program Development
8. Recruitment and Retention
9. Expanding the Hospice Volunteer Program – Growing Beyond the
5% Requirement
10. Resources
10. Skills Needed
1. Human Resource Management
2. Customer Service Representative
3. Trainer, Coach, Mentor
4. Commitment to Excellence – QAPI
5. Fiscal Management
6. Community Outreach Professional
7. Accountability
11. Human Resource Management
• May manage the largest number of staff
members in your organization
• Recruiters, trainers and supervisors
• Regulatory compliance, policies, procedures,
background checks, health screenings, training
requirements, competencies, evaluations, risk
management, safety and infection control
13. Trainer, Coach and Mentor
• How comfortable are you on a scale of 1-10
with standing up in front of people and
educating/training them?
• Tell me about your experience with this in the
past.
• What’s the difference between a coach and a
mentor?
• Share a story about a time that you coached
or mentored someone.
14. Commitment to Excellence
• QAPI has been identified as a gap in
knowledge for volunteer leaders
• Requires real integration and removal of silos
• Volunteer leaders as professionals and
advocates for the discipline
• It’s much more than meeting the 5%
requirement
15. Fiscal Management
• Is your volunteer manger included in the
budgeting process?
• Does he/she manage the volunteer budget?
• Can he/she read a financial report?
• Does he/she have a finance goal? Or, is he/she
held accountable for the organization’s goal
for operating margin?
• Do you believe that the volunteer department
contributes to reaching financial goals? How?
16. Job Characteristics of High Performing
Volunteer Leaders
• Fast-paced environment, urgency to reach goals,
multi-tasking, variety
• Relationship focus, team building, inspire,
motivate and engage commitment
• Cooperative/collaborative decision making, risk
taker
• Extrovert, warm, enthusiastic, empathetic,
persuasive, stimulating communication
• Delegates authority, strong commitment to
results, leadership based on motivating others
19. Results That Impact the Entire Agency
• Operations
• Census growth
• Cost savings
• Innovative programs and services
• Community collaboration
• Media and marketing
20. High Performing Volunteer Leaders Impact
Operations
• Must be seen as part of operations team
• Must be held responsible for the success of
operations
• Must share goals with operations team
• Must be fully integrated into the IDG and into your
leadership team
• Must serve on key committees such as PI, policies
and procedures, health, safety and infection
control
21. High Performing Volunteer Leaders Impact
Census Growth
• Community Relations Professional
• Collaborate with Marketing Staff
• Represent Organization to Community Referral
Sources
• Engage Ambassador Volunteers as Marketing
Team Members
• Every contact offers information for
volunteers, donors and patients
22. CO$T $AVING$
• National average value of volunteer hours -
$23.07/hour
• Value varies state to state
CA = $26.87/hr. vs. FL = $21.61/hr.
• May be calculated by volunteer service provided
• Divide volunteer hours by 2080 to find FTE equivalent
24. With the Right Volunteer Leader You Can
Do More!
• Volunteers can bridge gaps in service that are
required but do not generate reimbursement and
provide services that enhance the patient and family
experience of quality care
• Some examples include:
– Bereavement support - Tuck-in and Check-in Calls
– Spiritual care - New Admission Calls
– Integrated therapies
– Life reviews and legacy programs
25. Volunteer Leader Needs Staff Buy-in for
New Innovative Programs
• To identify unmet needs
• To develop volunteer role in meeting need
• To design training, oversight and ownership of
the program and “our” volunteers
• To celebrate success of collaborations
• To minimize concerns for job security
• Senior leaders’ “stamp of approval”
26. Community Collaborations
• Volunteer leader is key representative of your
hospice in community
• Builds collaborations with community groups
who can benefit existing and new programs
• Always makes the ask – volunteers, donations,
patients
27. Volunteer Leaders Seek Professional
Volunteers in the Community
• Human Resources
• Information Technology and Graphic Design
• Development and Grant Writing
• Public Relations and Marketing
• Training and Staff Development
• Medical/Licensed Professionals
28. – Volunteer Leader as WHV Champion
– Increases care for more Veterans
– Attracts Veteran groups in the community as
volunteers and donors
– Increases expertise of staff to work with unique
needs of veterans on all levels
– Positive recognition from all members of the
community
31. Benefits of High Performing
Volunteer Leader
• Improved quality of care and patient/family
satisfaction
• Increased patient and facility contacts
• New innovative services at low or no cost
• Increased census
• Improved operating margin
• Increased visibility and media attention
• Increased community collaborations
34. Performance Appraisals
What can be measured in terms of Volunteer
Manager Performance?
How can we evaluate success in this role?
Ideas??
35. Key Performance Measures
• Job duties based on position description
• Job performance based on individual goals
• Job performance based on shared goals
• Job performance compared to internal or
external benchmarks
• Professionalism, standards of excellence
• Potential
36. Incentives
• Bonuses for achieving
individual/department/organizational goals
• Treats volunteer leader as key to the growth
and sustainability of the hospice
• Incentivizes increased productivity
37. Sample Volunteer Manager Eval
Competency and Documentation 1. Consistently demonstrates the ability
to identify and anticipate
patient/family need, consider
alternative solutions, and collaborate
with IDT to promote quality and
continuity of patient/family care.
Measurable: QAPI data. Fill Rate of
95%
2. Documentation is in accordance and
compliance with the patient’s Care
Plan and Tidewell's policies
Measurables: Chart Audits. Note in
patient chart within 48 hours of task
receipt. Appropriate
Careplan/interventions and
frequencies. Recerts are timely.
Frequencies match volunteer visit
notes.
39. Sample Volunteer Manager Eval
Communication 1. Utilizes Volgistics for accurate and
timely communication to Volunteers.
Measurable: Review of database.
Auditing electronic volunteer files.
2. Demonstrates competent presentation
skills during Volunteer Orientation
classes. Measurable: Manager
observes presentation annually or
more frequently if needed.
3. Communicates in writing in a clear,
efficient manner. Measurable: review of
newsletter submissions and volunteer
contacts.
40. Sample Volunteer Manager Eval
Growth 1. Increases volunteer activities by 5%.
Measurable: service hour report
from database.
2. Have positive net volunteers (more
incoming than outgoing).
Measurable: volunteer database
review.
41. IDG Involvement
• Prompt/Accurate care planning and charting
– Re-certifications
– Scope and frequencies of visits
– Volunteer Interventions
– Volunteer compliance with visits
– Ability to fill requests
– Collaboration with team charting
42. Presentation Skills
• Volunteer leaders are educators and
marketers for not just the volunteer program,
but the entire agency!
43. Compliance Items
• Accrediting Body Standards
• Volunteer compliance with
state and COP regulatory
requirements
• How does the volunteer
manager effectively cope with
noncompliant volunteers?
Independently? Or do they
need assistance?
44. Measures for Documenting and Reporting
• New volunteer programs and services
• Volunteer hours
• Volunteer growth/attrition
• Requests filled
• Cost Savings
• Number of recruitment events/outreach
• Response time for applicant contacts
• Volunteer surveys
• Other ideas?
46. Satisfaction Surveys
• Send to Volunteers
– Determine how well the VC communicates with
volunteers
– Identifies program needs
• Send to Staff
– Identifies how well VC works with departments
and teams
– Helps identify new volunteer roles/needs to
expand services
51. National Summary of Hospice Care
2014 Agency
Mean 25th % median 75th%
Distribution of Total FTEs
Volunteer Coordinators 3.30%
Patient Caseload
Volunteer Coordinators 37.3 10 25 57.5
ADC Per FTE
Volunteer Coordinators 62.1 20.1 55.4 95.8
Staffing
52. Optional Survey Questions
• Check with your vendors as there are available
supplemental questions to measure aspects of
volunteer services
Sandi slides 3-17
Ask who is in the audience:
Volunteers
Volunteer Leaders (coordinators, managers, directors)
Members of the IDG (nurse, hospice aide, social worker, chaplain, bereavement specialist)
Clinical Managers
Administrators (CEOs, Presidents)
Explain that each presenter will discuss one of these topics in this order:
Sandi
Leanne
Stacy
Stacy, can you make this slide or should we take out the answer?
Ask audience what they think the #1 reason is that volunteers leave an organization. After discussion, click to slide the answer on the screen.
According too Thomas McKee, author of Volunteer Power News (2010), when asked why they are no longer with an organization volunteers consistently reported several key reasons.
Lack of professionalism in the volunteer program.
Volunteers received little feedback about their contributions.
Volunteers weren’t sure they made a difference or that their time was well spent.
Communication was poor.
If your organization sends out an annual volunteer survey, these would be four key questions to ask on that survey. These are the keys to retaining volunteers. We all know how costly it is to recruit and train them and we want to limit avoidable turnover for things that are in our control. Having the right volunteer leader helps to increase retention and reduce expense of a revolving door volunteer program.
Open discussion – solicit responses
The reality is most of the time the hiring supervisor doesn’t really know what to look for; and likewise doesn’t know how to evaluate performance after someone is hired for this position.
This is a non-clinical position in a profession that is dominated by licensed and often certified clinicians.
There is not one educational degree or career background that is required of volunteer leaders.
Out hope today is that we can help manager and leaders know what to look for when hiring, coaching, supervising and evaluating the leader of your volunteer program.
This is my number 1 disqualifier when I ask a candidate why he or she would like the job of volunteer manager with hospice. “Oh, I just love people!” This job does require that you love people, but it requires so much more! That’s what we’re going to talk about today.
Add price to page Members $74.99 and $89.99 for non members –
Copies are circulating
This is a professional role and volunteer management is a profession. Old rules no longer applies as the regs change for everyone. As Sandi already detailed, your volunteer professional has a multiplicity of COPS to manage and a high performer takes you levels and levels beyond .
# 6 Arlene will talk about the importance to your organization of your volunteer manager serving as a Community Outreach Professional. # 7 I’m going to leave the discussion about accountability to Stacy, for the last part of our presentation. She’ll be talking about holding volunteer leaders responsible for results, what to look for and how to benchmark those results with national standards.
It is not uncommon for volunteer coordinators/manager to supervise 100 or more non-paid staff members.
Group Discussion: How are your volunteer coordinators/managers trained in your organization? Who helps them to gain these skills and evaluates their competency to perform these skills?
Volunteer leaders serve many customers. We might see volunteers as their primary customer and that is true. But beyond that they serve patients/families, the entire hospice staff (IDT and support staff) and community members. A high-performing volunteer leader builds a culture of customer service. (Provide personal example of the VC at a hospice inpatient center in my home town.) They must be open to change, flexible, always communicate caring and appreciation and work side-by-side with multiple teams. Just as we said earlier that the #1 volunteers leave is because of their volunteer manager (same is true for staff - #1 reason staff leave is their supervisor); likewise the #1 reason that volunteers stay is their leader. Relationship building and relationship sustainment is key to being a HP volunteer leader. If you have a leader who is all about results and doesn’t have time for relationships; or if you have a leader who is all about relationships but has no results…neither will be successful. It’s about the blend of relationships and results!
These are examples of experienced based interview questions that help us identify someone’s comfort level and experience with these crucial skills.
Discussion: Ask the audience for their reaction to the 2nd question about coach and mentor.
Coach is more short-term and is related to teaching someone a specific skill. Example: a drama coach, a baseball coach etc.
Mentor implies a longer-term relationship with ongoing broad support based on the mentees needs. (Put in plug for our NCHPP mentoring program here.)
Handout: New volunteer manager competency checklist
Ask: Does your volunteer coordinator/manager serve on a QAPI committee? Have you had a PI project that involves your volunteer program?
Do you think that your volunteer leader and volunteers are truly integrated into the team? Why?
Examples of QAPI initiatives: Tuck in and Check in Programs; Covenant 24 Call Program
More than the 5% - Talk about Covenant’s Ambassador Program
Goals should be aligned and cascaded down through the organization. VMs at Covenant have the overall operating margin goals as one of their annual goals. Their merit increases are tied to organizational goals.
Results of Predictive Index PRO Reporter for this specific job role. Completed by high performing volunteer leaders and compiled by PI.
The summary of this report said “the core of this position requires a motivated and motivating team builder and organization developer.
This confirms our session title…hospice who engage a high performing volunteer leader will get results that impact the entire organization – they are organization developers!
Transformative volunteer leaders will challenge old norms:
We’ll move From: “What service should we allow volunteers to provide for patients and families? To: “What do our patients and families need that volunteers can provide?”
From: “What roles have volunteers traditionally filled in our organization?” (Ask the audience to name these. ) To: What are some new and expanded ways that volunteers can help our organization?”
From: “How can we cut back and save money on our volunteer program’s budget?” To: “How can our volunteer program save money for our organization?”
Arlene slides 18-31
What are the kinds of measureable results your agency can realize when a high performing volunteer leader is at the helm? ( Ask the audience what they would like to see??)
Operations include compliance, qapi collaboration, filling program gaps. While discussing these items individually, they are all inter related and impact each other.
If your volunteer leader is seen as separate from operations he/she will not succeed in getting the results you want. Think about here your volunteer leader’s desk is situated. Does she/he sit in the middle of the team or in a separate wing or office?
Volunteers will often be consulted by their neighbors friends and family for their opinion and experience of your agency. By virtue of their positive involvement, they will recommend your agency over another's and build confidence to the prospective patient.
Part of requirement is to look at cost savings report-
Hourly rates are 2014 numbers
Source = www.independentsector.org
Volunteers can run support groups, do home visits for bereavement follow up, provide spiritual support to supplement the chaplain visit in between visit frequency.
These extras can result in increases in satisfaction surveys and word of mouth referrals. Customer service law- won’t tell YOU if dissatisfied but will tell others.
Support of senior leadership team is crucial. Expectations for working with volunteer leader and volunteers must be evident throughout organization.
Requires internal collaborations with marketing and development.
Using the expertise and wisdom from the community you can enhance your ability to do more with less in many arenas- here are just a few examples. A volunteer leader can tap into professionals looking to bring their talent to a good cause and save the agency money as well. We have a volunteer graphic designer for example. Stacy can you speak to the use of clinical licensed professionals at your hospice?
A high performing volunteer leaders is able to forge relationships and bring programs and resources to enhance your position in your community. Here are two examples.
The first is available to all- the WHV program- taking this national program to our community has produced amazing results. While not a volunteer program per se, it does have a volunteer component to it that matches volunteers with veterans with patients who have also served.
A local quilter’s guild heard about our program and went on a campaign to make quilts as part of our pinning ceremony. News press story
Dream Foundation and VNHC “Bouquets of Love” flower delivery
Free flowers donated by local growers
Dream Foundation volunteers make bouquets
Hospice volunteers deliver each Saturday to new admits and patients with special occasions.
Keeps HIPAA compliant, increases hours, provides meaningful opportunity for weekend volunteers, welcomes patient and family
Partnership benefits everyone- high visibility
Stacy slides 32-53
Merit increases to transition into bonus slide
Stacy and Sandi provide examples from their programs.
How will this be measured and evaluated for the volunteer leader?
How will this be measured and reported?
Can you fault a volunteer?
Should this be moved somewhere else? More examples follow later.