Over 250 hunger-fighting organizations have used the Program Improvement Tool to evaluate their volunteer engagement programs. Come hear about what we've learned about the tool, the organizations that have used it, and the benchmarks that we're developing. 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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To hear the presentation
by phone call:
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Access Code: 678-717-667
Jennifer Bennett @JenBennettCVA
CVA, Senior Manager, Education & Training
Samir Shah
Senior Manager, Client Relations
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Hash tag: #VMlearn

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The Tool

3. Program Improvement Tool
• Designed for organizations of difference sizes and with
varied volunteer programs
• Provides an opportunity to evaluate your current
program and help prioritize resources and development
• Customized resources are provided for each component,
level
• Meant to be revisited as program grows, evolves
• Provides benchmarks for your program based on
number of volunteers engaged
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4. Program Improvement Tool - Update
• Last evaluation: 299, now 529
• Good distribution of organizations – size of volunteer
engagement
• Ad Hoc – Reactive – Proactive – Rooted - Optimized
• Very small changes in percentages across categories
• Have not seen organizations revisit the tool
• Previous polling indicated that time and organizational
priorities prevented programs from becoming more
developed
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5. Volunteer Engagement Strategy
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Volunteer programs are effective when the organization develops a strategy
that engages volunteers to serve the mission and goals of the organization.
Engaging volunteers strategically can transform the volunteer program from
being a nice-to-have to a vital part of your organization. It means allocating
adequate financial and human resources to deploy the time and talent of
volunteers. Thinking about strategy and strategic planning means focusing on
the long-term impact of the volunteer program not just the specific day-to-day
processes.
Statements to reach Reactive Level
• We have an operational, day-to-day plan for our volunteer program,
but we do not have long-term goals.
OR
• We have goals and a strategic plan for our volunteer program, but it
is not a part of our organization's overall strategic plan.

6. Volunteer Engagement Strategy
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7. Moving through Engagement Strategy
Key statement to jump from Reactive to Proactive
• We have a strategic plan for our volunteer program, including
specific goals and the tracking of key performance metrics (number
of volunteers, volunteer hours, volunteer retention, etc.).
Key statements to jump from Proactive to Rooted
• Our volunteer program plan is a part of our organization’s strategic
plan and includes tracking our volunteer program's impact on our
organization's operational goals.
• Volunteer positions are integrated into some of our departments or
programs.
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8. Management Support and Staff Buy-In
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This component focuses on a organization's commitment to the
volunteer program. There are adequate resources in place for the
program to succeed. Management and staff are committed to helping
develop the volunteer program. Support and appreciation for the
work that volunteers do is part of the organization's culture.
Statements to reach Reactive Level
• We have dedicated full-time staff managing our
volunteer program.
OR
• Our volunteer program manager is part of our
organization's management team.

9. Management Support and Staff Buy-In
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10. Moving through Management Support & Buy-In
Key statements to jump from Reactive to Proactive
• Our organization's staff works with the volunteer manager(s) to
identify needs, resolve problems and advance organization goals
through engaging volunteers.
• Our staff and volunteers are engaged in the identification and
creation of volunteer positions.
• We train staff on how to engage volunteers effectively and
understand their responsibility in the success of our volunteer
program.
• We regularly report on the performance of our volunteer program.
• We recognize and value volunteer resources as much as financial
resources.
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11. Moving through Management Support & Buy-In
Key statements to jump from Proactive to Rooted
• We have training for staff available to assess needs and create
volunteer positions that address organizational goals and priorities.
• Our volunteer program receives an adequate budget to succeed.
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12. Volunteer Program Infrastructure
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An effective volunteer program includes a strong infrastructure like a
policy and procedures manual and position descriptions. Infrastructure
should also address the tools needed to schedule and manage
volunteers, and gather the necessary information to evaluate impact.
This component also addresses any tools or systems needed to manage
the program day-to-day, and plan for any upcoming needs. Professional
development for leaders of volunteers should be in place.
Statements to reach Reactive Level
• We have clear guidelines and policies for volunteer
engagement.
AND
• We use technology to recruit volunteers.

13. Volunteer Program Infrastructure
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14. Moving through Volunteer Program Infrastructure
Key statements to jump from Reactive to Proactive
• We have written policies and procedures and communicate them to
volunteers (e.g., Volunteer Handbook).
• We use technology to track and manage volunteers.
• We anticipate the future day-to-day volunteer needs of the
organization and plan for them.
Key statements to jump from Proactive to Rooted
• We have comprehensive, organization-wide policies and procedures
that address common volunteer interactions, including performance
evaluations, conflict resolutions and dismissals.
• We use technology to onboard, orient and train volunteers.
• We align our day-to-day volunteer work plan with the overall
strategic plan of the organization. ​
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15. Volunteer Recruitment, Screening & Placement
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The processes in place to recruit, screen and properly place a volunteer in
your organization are often the ones most linked to the success of the
volunteer engagement program. Knowing what a volunteer needs to know,
do, or be to be the right volunteer for a role, and your organization, is
critical. This component addresses best practices in finding, screening, and
placing those volunteers.
Statements to reach Reactive Level
• We have a recruitment plan that identifies organizational needs
throughout the year.
• We have written position descriptions for all volunteer opportunities.
• We make an effort to develop diverse volunteer opportunities (e.g.,
project-based, virtual, skilled, group, etc.).
• We recruit volunteers in a variety of different channels including
online and offline.

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Volunteer Recruitment, Screening & Placement

17. Moving through Recruitment, Screening &
Placement
Key statements to jump from Reactive to Proactive
• We have a well-defined process that includes staff
(volunteer and paid) to identify organizational needs and
determine the right volunteer(s) for open positions.
• We communicate to current volunteers about new
volunteer positions.
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18. Recruitment, Screening & Placement
Key statements to jump from Proactive to Rooted
• We include the skills and experience required in all volunteer
position descriptions.
• We have diverse opportunities to meet the needs of many types of
volunteers (e.g., project-based, virtual, skilled, group, etc.).We align
our day-to-day volunteer work plan with the overall strategic plan of
the organization.
• Our position descriptions include skills, qualifications, impact of the
work, and expected outcomes.
• We gather feedback from volunteers about the recruitment and
placement process.
• We screen volunteers for skills and qualifications before they are
considered for a position.
• Most volunteers are interviewed before they are placed, and only
those who are right for the position are placed.
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19. Management, Recognition & Evaluation
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This component addresses the ongoing relationship a volunteer has with
your organization. There should be an opportunity for volunteers to move
into leadership roles, or learn new skills. It includes evaluating the success
of the placement and training of the volunteer. Feedback from both paid
and volunteer staff should be gathered, especially when a volunteer leaves
your organization. Understanding and sharing the impact that the volunteer
has on the organization and its mission, and incorporating that impact into
recognition activities are included.
Statements to reach Reactive Level
• We provide initial, position-related training for new volunteers.
• Our volunteers receive an orientation and understand how their work
fits into the work of the organization.
• We recognize volunteers in a variety of ways (e.g., personalized
note, appreciation event, reference letter, newsletter spotlight, etc.)
that are meaningful to individual volunteers.

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Management, Recognition & Evaluation

21. Moving through Management, Recognition &
Evaluation
Key statements to jump from Reactive to Proactive
• We check-in regularly to ensure volunteers and paid staff
work well together.
• Our volunteer recognition practices reinforce how
volunteers' work contributes to our organization's
mission.
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22. Management, Recognition & Evaluation
Key statements to jump from Proactive to Rooted
• Our volunteers receive position-specific, ongoing training.
• We gather feedback on how well our orientation and training
process supports volunteers’ ability to complete their work and fit in
with our organization's culture.
• Our volunteer manager(s) schedule meetings with volunteers at
least annually to understand what improvements could be made to
the volunteers’ experience.
• We gather feedback about the quality of recognition received.
• We have a progressive training program so that volunteers are able
to grow their skills and their contribution to the organization.
• We ensure that volunteers can advance or be promoted to different
volunteer positions including leadership roles.
• We hold exit interviews when volunteers change roles or stop
volunteering to learn what can be improved.
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23. Community Outreach
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Community outreach is fundamental to attracting volunteers. Part of this
outreach includes a communications strategy with long-term
communication goals that align with the overall volunteer program strategy.
A communications plan can include identifying internal and external target
audiences, defining messaging, identifying communications channels and
setting up measurements to define success. Partner organizations are vital
to effective community outreach.
Statements to reach Reactive Level
• We have identified the target audiences of our volunteer program.
• We have a communications plan with a timeline and goals aligned with
the volunteer program’s strategic plan.

24. Community Outreach
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AND one of the following
• We align the content of our messages with our target audiences and
our organization’s strategic goals.
• We have identified the most effective communication channels (word-
of-mouth, our organization’s website, VolunteerMatch.org, social media,
etc.) for our target audiences.
• We have a plan for communicating our volunteer program's successes
with the public.
• We ensure that local government decision makers are aware of our
volunteer program successes.
• We have information about our volunteer program on our organization's
website.
• A variety of online and offline tools are used to communicate key
messages and recruit volunteers.

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Community Outreach

26. Moving through Community Outreach
Key statements to jump from Reactive to Proactive
• We have information about our volunteer program on our
organization's website.
• A variety of online and offline tools are used to
communicate key messages and recruit volunteers.
• We have a communications plan with a timeline and
goals aligned with the volunteer program’s strategic plan.
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27. Community Outreach
Key statements to jump from Proactive to Rooted
• We align the content of our messages with our target audiences and
our organization’s strategic goals.
• We have identified the most effective communication channels (word-
of-mouth, our organization’s website, VolunteerMatch.org, social
media, etc.) for our target audiences.
• We have a plan for communicating our volunteer program's successes
with the public.
• We ensure that local government decision makers are aware of our
volunteer program successes.
• We have information about our volunteer program on our organization's
website.
• We reach out to local businesses and corporate volunteer programs to
assist with recruiting skilled volunteers
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Resources
Learning Center
Find upcoming webinar dates, how-to videos and more
http://learn.volunteermatch.org
VolunteerMatch Blog
Visit Engaging Volunteers, our nonprofit blog:
http://blogs.volunteermatch.org/engagingvolunteers/
Volunteer Engagement 2.0
Learn about our new publication with contributions from 35 leaders of volunteer
engagement
http://learn.volunteermatch.org/book

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For any questions contact:
Jennifer Bennett
@JenBennettCVA
jbennett@volunteermatch.org