Thriving On Engagement:

Building Service into Strategy

Worksheets

Workshop Presenter Nikki Russell, CVA

nmrussell3@gmail.com

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Leadership Session: Leveraging Volunteer Engagement to Accomplish Your Mission

Understanding Your Leadership Role

Why do nonprofits involve volunteers? Volunteer Engagement

Inspiring and supporting the involvement and commitment of community members in order to accomplish your organization’s mission and vision.

Reflection Exercise:

How are you involving volunteers?

How do you align volunteer activities with your mission, goals and priorities?

What do you invest to support Volunteer Engagement?

What is your return on investment (ROI)?

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How Do Volunteers Engage with You?

The Volunteer Engagement Cycle

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Your high impact volunteer:

What gets in the way of

engaging 100 high impact volunteers?

Key Issues in Volunteer Engagement

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Building Service into Strategy:

Leading the Way! Excerpted from Betty Stallings Thoughts on the Position of Leader of Volunteer Engagement

The work of the leader of volunteer engagement is to build Organizational Commitment, Capacity and Competency:

Commitment

Organizational commitment and vision to support creative engagement of volunteers is shared by all staff at all levels of the organization. Leaders help the organization to develop a vision of the ideal volunteer program and promote “buy-in” by administration, staff and volunteers to work as a team to develop and maintain effective engagement

Capacity

The systems, policies, planning, job design, recordkeeping, recruitment, materials development, risk management, budgeting, etc., that give the program a smooth foundation and effective operational procedures. This is frequently where volunteer resource managers spend most of their time.

Competency

Employees who interface with volunteers are trained in supervision, delegation, interviewing and other skills that will facilitate their work with volunteers. Volunteers placed within the organization are recruited and screened for competency to carry out the functions they have agreed to do and/or have a training or coaching program available to make certain they gain sufficient tools and skills to perform those jobs/tasks.

Reflection: What are your thoughts on the level of commitment, capacity and competency at your organization?

Have a vision for volunteer service aligned with strategic goals and priorities

Plan Strategically

Design 21st Century opportunities

Resource Engagement Efforts

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Key Leadership Action steps:

Set the Tone for Engagement via Your Philosophy Statement:

Carlsbad, CA City Library

Carlsbad City Library is best served by providing citizens fulfilling opportunities to utilize their skills

to enhance the quest for knowledge and the enjoyment of reading in the community. Citizen

engagement is a major part of the library.

We believe that citizen engagement:

• Improves customer service and our relationship with the community we serve

• Allows the library to expand our capacity and enhance our services

• Provides us with the community’s point of view and takes back to the community word of

our services

We are committed to the recruitment, training and support of citizen volunteers to ensure their

continued involvement in library services and to develop this resource to its fullest.

Set the tone for engagement

•Philosophy Statement

Plan Strategically

•Set Goals and Objectives

Provide Tangible Support

•Staffing

•Resources

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Philosophy Statement on Volunteer Engagement

Directions: A philosophy/Purpose statement grows out of discussion. Volunteer Advisory groups comprised of staff (including management level staff) and volunteers should participate in determining the purpose and philosophy of the volunteer program. If you do not have an advisory group, gather experienced and new staff and volunteers together to answer the questions on this form and then write up a draft statement. The draft needs to be approved by the administration of your organization.

1. Write the mission statement of your organization here.

Food Lifeline’s mission is to provide food to hungry people, advocate for change on their behalf and engage and mobilize the community to end hunger in Western Washington

2. Identify Key Stakeholders: (With key staff, board members and other volunteers, discuss the question, “If you had all the money you wanted to support the organization’s mission, would you still utilize volunteers and WHY?)

• Board

• Volunteers

• Management

• Staff

• Recipients 3. How are you envisioning (or do you envision) volunteers being involved in carrying out the

mission?

• Involve individuals and organizations that can donate food and resources

• Engage community groups, individuals and recipients in the sorting and distribution of food

• Involve skilled volunteers at all levels to facilitate food acquisition and distribution.

4. How are volunteers valued and integrated into the organization?

• Volunteers are viewed as partners with staff

• They bring skills and resources to the organization

• Their time is valued and positions are designed that meet the needs of Food Lifeline and the interests, skills and abilities of the volunteers

• Volunteer and staff accomplishments are acknowledged

5. Using the information from these questions, draft a purpose statement for the volunteer program.

The purpose of Food Lifeline’s Volunteer program is to engage….

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Writing a Purpose/Philosophy Statement

1. Your organization’s mission statement: 2. Who are the key stakeholders in the volunteer program? 3. How do you envision volunteers being involved (gather input from stakeholders)? 4. How are volunteers valued and integrated into the organization as a whole (gather input

from stakeholders)? 5. Using the information from these questions, draft a purpose statement for the volunteer

program.

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Plan Strategically: Set Goals and Focus on Priorities

Provide Tangible Support

• Understand Volunteer Resource Management Competencies

• Adopt Best Practice

Use the Volunteer Resource Assessment to guide you.

• Monitor Progress and Measure Results

Identify measurable outcomes for your volunteer

activity

Leadership

People Management

Program/ Project

Management

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VRM Assessment: Please complete this assessment to help us identify the strengths and weaknesses of

our volunteer involvement efforts.

Essential Elements of Volunteer Engagement

Organizational Support and Readiness Not

currently

being done

Somewhat

in place

Being done

to a large

degree

Not

applicable

or relevant

1. Written statement of philosophy related to volunteer

involvement

2. Sufficient resources, budget, staff, space and

equipment allocated for volunteer involvement.

3. Designated volunteer resources manager is included

in top-level planning

4. Staff and board leadership trained to work

effectively with volunteers

5. Volunteers are integrated at all levels or within all

units of the organization

Comments

Planning for Engagement Not

currently

being done

Somewhat

in place

Being done

to a large

degree

Not

applicable

or relevant

6. Volunteer assignments are aligned with

organizational priorities and outcomes

7. Organizational budget reflects expenses related to

volunteer involvement

8. Assessments to determine how volunteers should be

involved with the organization

9. Periodic risk management assessment related to

volunteer roles

10. Liability insurance coverage for volunteers

Comments

Effective Recruitment and Cultivation Not

currently

being done

Somewhat

in place

Being done

to a large

degree

Not

applicable

or relevant

11. Written position descriptions for all volunteer

assignments

12. Volunteer assignments are designed for a wide range

of skills and interests

13. Specific strategies developed for ongoing volunteer

recruitment and cultivation

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Comments

Onboarding (Screening, Placement, Orientation and

Training)

Not

currently

being done

Somewhat

in place

Being done

to a large

degree

Not

applicable

or relevant

14. Standardized screening procedures to determine

appropriate placement of volunteers

15. Consistent general orientation for all volunteers

16. Consistent training is provided to all volunteers

Comments

Supervision and Support

Not

currently

being done

Somewhat

in place

Being done

to a large

degree

Not

applicable

or relevant

17. Designated supervisors for all volunteer roles

18. Written policies and procedures for volunteer

involvement

19. Periodic assessments of volunteer performance

20. Consistent activities for recognizing volunteer

contributions

Comments

Record Keeping and Evaluation Not

currently

being done

Somewhat

in place

Being done

to a large

degree

Not

applicable

or relevant

21. Maintain accurate records on volunteers and collect

information on volunteer involvement

22. Results of volunteer involvement is measured and

regularly shared with stakeholders

23. Volunteer feedback and input actively solicited

24. Periodic Assessment of volunteer assignments to

ensure alignment with organizational priorities

25. Periodic assessments of staff support for volunteers

Comments

(Adapted from: A Guide to Investing in Volunteer Resources Management: Improve Your Philanthropic Portfolio,)

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Structuring and Supporting Effective Volunteer Engagement Nuts and Bolts Session

Planning for Engagement

Why Is Planning Essential?

Planning for Change

Vision + Skills + Incentives + Resources + Action Plan = Change + Skills + Incentives + Resources + Action Plan = Confusion Vision + + Incentives + Resources + Action Plan = Anxiety Vision + Skills + + Resources + Action Plan = No Change Vision + Skills + Incentives + + Action Plan = Frustration Vision + Skills + Incentives + Resources + = False Starts What ingredients are missing for your volunteer engagement efforts? What is the impact for your organization?

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Build the Infrastructure and Capacity

Volunteer Job Design: KNOW WHAT YOU ARE RECRUITING FOR

PositionTitle: ________________________________________________________

Goal or Purpose (what organizational need/priority is the position designed to meet?):

Intended Outcome/Results:

Essential Responsibilities:

Tasks and Activities:

Measuring Results (What will indicate success?):

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Job Requirements and Qualifications (Skills, Knowledge and Abilities):

Skills, Knowledge and Abilities

Timeframe:

Work Site or Setting:

Supervision:

Benefits:

Identifying and Managing Risk: Risk Factors:

Strategies for Managing Risk

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Volunteer Job Description Template

Title:

Reports to (Staff Contact):

Goal of Position:

Essential Duties and Responsibilities:

Schedule and Timeframe:

Estimated hours:

Worksite:

Qualifications/ Requirements:

Benefits:

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Targeted Marketing

Worksheet

Who is my ideal volunteer? (your target audience):

What would appeal to your audience (benefits to volunteer):

What impacts the value/benenfits of the opportunity (any real or perceived

barriers to volunteering):

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Worksheet page 2

What do I need to know about the audience to develop my marketing plan?

How do I get the best message about the product to the targeted audience?

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Crafting an Effective Recruitment Message

Message #1: Seeking a Summer Tutor We serve 250 children each summer with our summer tutoring program. Every day, each child will receive 2 hours of direct work in a small group with a tutor while also working with a larger group during their art and exercise time. Each tutor will be responsible for 15 kids and be planning and scheduling the daily break activities as well as preparing curriculum for each week. The volunteers will also be committing to spending 4 hours each day for three weeks with the children in the program functioning in a lead tutoring role Message #2: Take the time out of your busy schedule to give kids a 3-week oasis! Come and enjoy the beautiful summer weather of the NW by providing at risk kids with a place to play & learn our summer “Adventure Camp”. As a summer tutor you can add a valuable skill to your resume while also spending some time with great kids. You will work with experienced tutors to curriculum, structure free time and plan arts, crafts and exercise times. You may not think you have the gifts, skills or ability to work with kids but with a little training and a lot of support, you’ll find that the smallest amount of time and effort can change a child’s future as well as your own!

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Sell the benefits and share the features of the volunteer position Benefit: What volunteering does for the volunteers, such as teach a new skill, having fun, meeting people. Etc. Feature: Descriptive elements of the volunteer opportunity, such as when, where, doing what with whom, training and experience required, etc.

The two messages on the previous page emphasize one of the two characteristics listed above. Ideally, you would blend both selling the benefits and sharing the features into your message.

Your Recruitment Message:

Draft a 3-5 sentence recruitment message that “hooks” a volunteer’s interest. Be sure to touch on the need, the solution, any fears or questions a volunteer might have about their ability to be part of the solution, benefits to the volunteer and who to contact for more information!

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Identifying Your VPM Challenges:

The Big Rock Exercise:

1. Identify your current (Volunteer Management Challenges

2. Write down your challenges in the rocks outside the Jar- Prioritize by size of rock

3. Which are your 3 biggest rocks you need to put in the jar first?

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Volunteer Management Planning Form

Directions: Consider what exists in your volunteer program already. Decide what is most urgent

to do first. Begin with the end in mind.

Element Goal or Task Due Date

Program Purpose and

Objectives

Position Descriptions

Screening

Volunteer

Recruitment/Marketing

Volunteer Supervision

Volunteer Recognition

Evaluation

Managing the Manager

Professional

Development

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Additional Resources

1. Susan Ellis: The Moral Obligation of Recruitment Promises 2. 12 Key Actions of Volunteer Program Champions 3. Skill Sets Required for Effective Volunteer Engagement 4. Interview Considerations 5. Interview Design Worksheet 6. Training Design Worksheet 7. Measuring Results Worksheet

The Moral Obligation of Volunteer Recruitment Promises By Susan J. Ellis October 2007 Recruiting volunteers to contribute their time and effort to your organization puts you in the middle of an implied promise. By issuing the invitation to participate, you are representing that volunteers 1) will be working towards a meaningful mission and 2) will be valued partners in that work. When new people agree to volunteer, they initially commit because they believe in the genuineness of that invitation. Which means they believe you and respond to your sincerity. So recruitment sets up a moral obligation for each of us. What happens, therefore, when a little voice in the pit of our stomach nags at us with thoughts such as: “Oh, dear, what if this volunteer ends up in X department where the staff is so negative?” or “Will the risk manager argue against allowing volunteers to do it the way they want?” or “What will they think when they realize volunteers are taken for granted here?” It’s probably safe to assume that each of us believes in the mission of our organization – that its ultimate goal is truly worthwhile and its services of benefit to recipients. (If not, it’s time to change jobs. Really.) But it’s not enough to engage volunteers solely because of the importance of the long-term goal. For many organizations that goal is decades away, if attainable at all. None of us will wipe out all diseases or hunger in our lifetimes. And not all missions are to end something. A museum or a park expects to continue forever, give or take a century. But how an organization treats its participants (employees, volunteers, and clients) matters every single day, right now. This means that it’s imperative to create the most welcoming and productive environment for everyone – for the long haul. That’s why a leader of volunteers is ethically bound to tackle any issue that violates the promises made in recruitment. In my opinion, we have an ethical dilemma whenever we find ourselves:

Working around resistance from paid staff (or veteran volunteers) rather than confronting and changing it.

Seeing that there are no consequences when employees are unsupportive of volunteers and, maybe worse, that there are no rewards for doing a great job with volunteers.

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Accepting restrictions on what volunteers can and can’t do that are created under negative, outdated, or otherwise wrong stereotypes about who volunteers are and whether they can be trusted.

Allowing volunteers to be invisible or of lowest attention on organizational charts, in agency brochures, in annual reports, on Web sites, etc.

Watching donors of money receive adoration while donations of time and talent are undervalued – except for members of the board of directors, who are rarely acknowledged as volunteer. These sorts of concerns – which are rampant – ought to trouble us not just because they are frustrating and irritating to us in our jobs, but because they are symptoms of a disconnect between the organization’s stated desire for volunteers and its basic attitude towards them. If you’ve worked at improving these sorts of fundamental indicators of whether an organization values volunteers and you’re making progress, fine. But if these issues continue or multiply, can you in good conscience continue to recruit new volunteers into the organization? If your values about community engagement are clearly in conflict with those of the organization (or its leaders), are you not being dishonest in the promises implied in recruitment? Is it time to change jobs? Most of us need our jobs. I am not being cavalier in suggesting that resigning is an easy thing to do. And I’m not recommending that anyone threaten to resign as a strategy to get attention to frustrating problems. I am, however, urging honest advocacy. We can make it clear to our executives that we will not mislead potential volunteers nor place them into unreceptive units. We can point out the consequences when lip service about wanting volunteers is not backed by tangible support. We can even be up front when we recruit, telling prospective volunteers about the challenges they may face and offering them the chance to partner with us in changing the organization for the better. A volunteer can find many organizations with which to affiliate and do good in the world. What right do we have to ask people to choose our organization if they will be unfairly limited or have to navigate an obstacle course? We are cheating them by wasting the full potential of their time. And, ultimately, we are cheating our whole society by squandering talent resources. I truly believe that this is not a grandiose overstatement. What do you believe?

Have you had to confront a personal ethical dilemma in your work with volunteers? How did you handle it?

What else might place your values in conflict with those of the organization?

What are some other suggestions for handling such situations?

Energize empowers and inspire leaders of volunteers worldwide. Our specialty is creating and selecting the

most relevant, innovative resources in volunteer management. We’re advocates for the power of volunteers and

for the recognition of the leaders who unleash it

Energize, Inc., 5450 Wissahickon Ave., Philadelphia PA 19144 Phone: 215-438-8342, Fax: 215-438-0434

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12 Key Actions of Volunteer Program Champions Excerpted from Betty Stallings, 12 Key Actions of Volunteer Program Champions, CEOs Who Lead the Way,

Energize, Inc, Philadelphia PA, 2005

Which Characteristics of a Volunteer Program Champion do I exhibit

I serve as a volunteer and express a strong personal, positive philosophy of volunteer engagement.

I act on the belief that volunteer engagement is essential to accomplishing the mission of the organization and that my support is vital for the program’s success.

I designate and support a skilled volunteer resource manager and understand that the role of the VRM is to empower the organization to be successful in engaging volunteers.

I place the Manager of Volunteer Resources on the Management Team.

I contribute to a strong, positive written philosophy/ value statement on the organization’s engagement of volunteers.

I know that volunteers are not free and ensure that the costs associated with managing volunteer resources are reflected in the budget.

I provide clear expectations to staff regarding volunteer engagement and ensure that staff receives training, recognition and evaluation for their work with volunteers.

I believe that volunteers should be involved in all levels of the organization and model good volunteer supervision with my Board and other volunteers.

I integrate volunteers into other key components of the organization, such as development, community outreach, advocacy and personnel and encourage team efforts between these components.

I involve the Board of Directors in key issues that impact the organization’s volunteer involvement efforts.

I see the value of the volunteer program beyond just “saving money” to extending services, strengthening the donor base, connecting to the community, etc.

I effectively attract financial resources to support volunteer involvement.

Questions: Which of these characteristics do I exemplify in my organization? Which of these characteristics should I develop? Which one will I work on first?

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Skill Sets Required for Effective Volunteer Engagement:

• Planning

• Group Dynamics

• Computer and Internet Technology

• Training Design and Delivery

• Recordkeeping

• Written Communication Skills

• Budgeting and Fiscal Management

• Public Relations

• Organization/Scheduling/Coordination

• Event Planning

• Resource Development

• Media Relations

• Recognition

• Interviewing

• Recruitment

• Public Speaking

• Influence/Persuasion

• Conflict Management

• Graphic Arts

• Statistics

• Program Assessment

• Job Design

• Supervision

• Delegation

• Risk Management

• Coaching

• Community Resources

• Coalition Building

• Change Management

• Time Management

• Volunteer Trends and Their Impact

• Cultural competency

What skills are pertinent to the position of volunteer program manager in your specific organization?

With which of the skills listed above do you feel most proficient? What skills might you develop to enhance your effectiveness at engaging volunteers with your organization?

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Interview Design Worksheet

1. Volunteer position to which this screening process applies: 2. knowledge, skills and attitudes (KSAs) that volunteer(s) in this position need and whether the organization will recruit volunteers with it, or train for it, or both

Knowledge:

Skills:

Attitude:

3. Interview Questions:

1.1.1. Objective (KSA)

Question:

2. Objective (KSA)

Question:

3. Objective (KSA)

Question:

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Training Plan Worksheet 3. Volunteer position to which this

screening process applies:

4. Person completing this worksheet and date:

5. knowledge, skills and attitudes (KSAs) that volunteer(s) in this position need and whether the organization will recruit volunteers with it, or train for it, or both Knowledge: Skills: Attitude:

Recruit Train

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6. Training Design On the previous page, you identified KSAs for which the organization would provide training. For each KSA, write an objective and design a learning activity that will help volunteers develop that knowledge, skill or attitude.

1 Objective (KSA) Format:

Activity

Worksheet

Project

Poll

Other:

Game

Brainstorm

Lecture

Role Play

Learning Activity:

Description:

Materials

1 Objective (KSA) Format:

Activity

Worksheet

Project

Poll

Other:

Game

Brainstorm

Lecture

Role Play

Learning Activity:

Description:

Materials

1 Objective (KSA) Format:

Activity

Worksheet

Project

Poll

Other:

Game

Brainstorm

Lecture

Role Play

Learning Activity:

Description:

Materials

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MEASURING RESULTS WORK SHEET

Describe the volunteer activity?

Defining the result or outcome

What is the purpose and goal “What is the point (result) of this activity? What are we trying to

accomplish by having the volunteer engage in this activity?” Or complete the sentence: “I want this

done so that . . .”

Identifying the outcome measure

What will tell us if we have accomplished the goal (intended result) of the activity ?

Setting a Performance Measure (Target outcome)

What is the level of outcome desired (i.e. percent of clients attaining goal, etc.)

Who, How and When of Measuring Results

How will we obtain information about the outcomes? (Method for gathering information) Who will be responsible for collecting data/information? Who will compile and analyze the data and report results? When (how often)?