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To hear the presentation by phone call: (415) 655-0059 Access Code: 178-029-826 Jennifer Bennett @JenBennettCVA CVA, Senior Manager, Education & Training Samir Shah Senior Manager, Client Relations Follow this webinar on Twitter to join the conversation! Hash tag: #VMlearn

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The Tool

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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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.

Volunteer Engagement Strategy

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Strategy Levels Volunteers Ad Hoc Reactive Proactive Rooted Optimized Total Percentage

None 3 1 1

1 6 2% 1-25 18 20 5 1 1 45 15% 26-100 13 42 7 2 3 67 22% 101-500 18 33 16 6 9 82 27% 501-2500 7 11 9 6 8 41 14% Over 2,500 9 15 16 7 11 58 19% Total 68 122 54 22 33 299

Percentage 23% 41% 18% 7% 11%

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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Volunteer Engagement Strategy Polls

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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.

Management Support and Staff Buy-In

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Management Support LevelsVolunteers Ad Hoc Reactive Proactive Rooted Optimized Total PercentageNone 3 2 1 6 2%1-25 27 17 1 45 15%26-100 29 36 1 1 67 22%101-500 32 46 4 82 27%501-2500 8 28 4 1 41 14%Over 2,500 6 41 11 58 19%Total 105 170 19 2 3 299Percentage 35% 57% 6% 1% 1%

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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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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Management Support and Staff Buy-In Strategy Polls

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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.

Volunteer Program Infrastructure

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Program Infrastructure LevelsVolunteers Ad Hoc Reactive Proactive Rooted Optimized Total PercentageNone 4 1 1 6 2%1-25 33 10 1 1 45 15%26-100 34 19 14 67 22%101-500 47 19 14 2 82 27%501-2500 14 11 13 3 41 14%Over 2,500 16 21 18 3 58 19%Total 148 81 60 0 10 299Percentage 49% 27% 20% 0% 3%

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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Volunteer Program Infrastructure Polls

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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

Recruitment, Screening, and Placement LevelsVolunteers Ad Hoc Reactive Proactive Rooted Optimized Total PercentageNone 5 1 6 2%1-25 41 3 1 45 15%26-100 54 9 3 1 67 22%101-500 72 3 5 2 82 27%501-2500 32 3 3 3 41 14%Over 2,500 43 7 6 2 58 19%Total 247 25 17 1 9 299Percentage 83% 8% 6% 0% 3%

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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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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Recruitment, Screening & Placement Polls

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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

Management, Recognition, and Evaluation LevelsVolunteers Ad Hoc Reactive Proactive Rooted Optimized Total PercentageNone 5 1 6 2%1-25 36 4 3 2 45 15%26-100 49 9 9 67 22%101-500 46 16 20 82 27%501-2500 21 8 10 2 41 14%Over 2,500 33 11 13 1 58 19%Total 190 48 55 0 6 299Percentage 64% 16% 18% 0% 2%

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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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. 25

Management, Recognition & Evaluation Polls

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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.

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

Community Outreach LevelsVolunteers Ad Hoc Reactive Proactive Rooted Optimized Total PercentageNone 5 1 6 2%1-25 41 1 1 2 45 15%26-100 65 1 1 67 22%101-500 73 2 6 1 82 27%501-2500 35 2 2 2 41 14%Over 2,500 51 2 1 1 3 58 19%Total 270 5 11 3 10 299Percentage 90% 2% 4% 1% 3%

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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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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Community Outreach Polls

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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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Thanks for attending! Join us online:

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Follow us on Twitter: @VolunteerMatch

For any questions contact:

Jennifer Bennett @JenBennettCVA jbennett@volunteermatch.org