Your volunteers tell a compelling story. It’s time to share it.
If you’ve been reading this blog lately, you might think you’ve been switched to the ‘Volunteer Impact Channel.’ I’ve focused heavily on this question because strategic volunteer outcomes do the heavy lifting when it comes to volunteer program credibility. These metrics connect the dots in a concrete, data-driven way between organization’s mission and the value of your volunteer.
One thing, though ― for all of this emphasis, there is one important message that I want you to remember:
You don’t have to wait until you’ve creating volunteer impact measures to start promoting your volunteer program.
If you’re not quite there yet – and I know many of you need to plan the process for a future time, you still have plenty of quality material to educate and inform Executive Directors, Board members, Corporations, Faith-based organizations – and even your volunteers.
And best of all, you can achieve this education by creating a document that is easy to access and full of great info:
You can create a Volunteer Management Annual Report
This report is very similar to an organizational annual report. It’s a summary…
It’s trickier than you think to describe impact – and that’s good
Every time I offer a volunteer impact measures training, I’m struck by some new takeaway the helps me better explain how to do master this complex-but-valuable process.
Today, my takeaway is this:
When you create impact measures on a matrix, one column stands out as the trickiest to complete – and probably the most important.
That column has to do with (drum roll, please)… Indicators.
Let me back up for a sec. Impact measures are created using a logic model. A logic model is a matrix that maps out all of the components needed to evaluate the effectiveness of a program.
The various columns within the matrix – the activities, the inputs, the outputs, the indicators, etc. – all of these pieces lead towards creating the outcomes you actually want. It’s the outcomes that demonstrate exactly what your volunteers accomplished that served your clients or delivered on your organization’s mission.
You can’t create relevant outcomes without putting a lot of consideration into your Indicators.
The Indicator describes what improvement looks like, so that you can set a quantifiable goal to work towards.
Here are some general examples…
Need a better way to check in with your supervisor? Here’s some help
Is this how you prepare for a regular meeting with your supervisor?
You’re sitting at your desk, checking your calendar, and you see that the weekly check-in with your boss is scheduled for 2:00 pm – just 10 minutes from now.
When you meet, you know there are one or two priority items you absolutely must discuss – like the new volunteer manual and the schedule for corporate groups — no need to write down those topics.
And then there are a couple of other things you want to be sure to bring up – some volunteer requests and a staff concern. You take out a notepad and jot down those issues as you head out the door.
Oh, and as you enter your boss’ office, you remember it would also be good to talk about the fall appreciation event. You’ve already arrived, though, so no need to add that to your notes. You’ll just remember to mention it while you chat.
Or will you?
How many times have you sat down for a check-in with your supervisor and forgotten to mention half the…
Greater volunteer engagement, pet projects, promotions – here’s how to fast-track progress toward your goals
Once, there was a volunteer manager named Midge. Midge ran the volunteer program for a large after-school organization. She managed hundreds of volunteers who tutored, mentored, and advocated for low-income children in her community. The program was well-regarded and Midge loved her job.
Midge thought it would be good to start a pilot program – an advisory council to offer feedback to staff and the board. She was excited about the project and saw huge benefits for her nonprofit. She anticipated some resistance – she would need more buy-in from leadership. The staff would need to come around to the idea, too.
Having these conversations made Midge uneasy. She was more comfortable when everyone was already on the same page. And besides, she wasn’t sure when she would have time to actually make this project happen. She was already so busy – it would be a stretch to pull it off and stay on top of everything else.
Even though the pilot was a priority for Midge, she never seemed to find the “right” time to get her project…
We know it’s a good idea to set volunteer impact measures. So what holds us back?
Not too long ago, a friend of mine made an observation about leaders and how they perceive the value of volunteer programs. She pointed out that any resistance we experience to expanding our programs probably comes from one source: the lack of quantifiable measures to demonstrate volunteer impact.
That may seem like an obvious statement as you read it in print, but for me it was one of those smack-me-upside the head aha moments.
Let’s take our close cousins in the volunteer world, development programs. It’s easy to measure success in fundraising – money is numbers. If those numbers go up, then things look good. If they go down, then it’s time to regroup and figure out how to point those numbers in the upwards direction.
Managing volunteers is not so simple to quantify. Any experienced leader of volunteers will tell you that the number of volunteers or the number of volunteer hours is a poor indicator of program success – those figures tell you nothing about how a client’s life was transformed, or how effectively a program…
In an ideal world, nonprofit volunteers and employees are all considered staff. But that doesn’t mean we manage all this talent the same way.
A lot of agencies may take the view that volunteers are unpaid staff and should be vetted, placed and managed as paid staff would be. I often wonder how well that approach really works for the complexities involved in volunteer management.
I agree with the principal that volunteers should be vetted in the same way as paid staff. Taking the time to do a thorough reference and background check is important, especially if the volunteer is working with youth or other vulnerable clients. Besides the issue of liability and risk, an agency never wants to send the signal that volunteers can “slip through the cracks” of a vetting system.
However, once a volunteer is on board, does the idea that they are “unpaid staff” really hold up? How can/should good volunteer management practice differ from managing paid staff? This is a complex topic deserving more conversation and debate than can be accomplished with one blog, but perhaps the largest difference between paid staff and volunteers is that volunteers chose…
Hint: it’s part nonprofit culture — and part how you see your role
There are plenty of topics in volunteer engagement that generate a lively discussion: adequate compensation, the size of our program budgets, finding a user-friendly database These are largely discussions among peers who are on the same page.
But there is one topic in our profession that triggers wildly varying reactions from our colleagues, from the sanguine to the heated debate:
That’s the question of cultivating volunteers as donors.
On one end of the spectrum, I have spoken with volunteer managers who report to development directors and see themselves as valued members of the team. For these pros, volunteering is considered an essential point of entry into an organization. The volunteer program is fully supported and the volunteer services director sits on a leadership or decision-making team. Volunteers are appreciated and respected, relationships are developed over time.
On the other hand, there are volunteer managers who experience a de-valuing of their volunteer programs in the face of fundraising expectations. These are the organizations that talk about “converting” a volunteer into a donor, as if an individual somehow mutates from one category to another….
Data management systems may help build relationships faster than a face to face meeting. Really.
There are best practices. And there are better practices.
Two years ago, I wrote a post about DC Central Kitchen (DCCK) to praise their team collaboration in building deeper relationships with volunteers and donors.
DCCK was (and is) so committed to engaging the community that multiple staff: volunteer, development, communications – even data management, met on a weekly basis to discuss individual volunteers and donors and plan to strengthen those relationships.
I was so impressed by this process that I shared it as a best practice example at almost all of my trainings.
But here’s the thing:
DCCK doesn’t hold those meetings any longer.
With staff juggling busy schedules and housed in multiple sites, it became ever-more difficult to sit down together in person and touch base.
You can relate to this problem, right? While some teams succeed at regular meetings (think Volunteer Solutions, featured here in January), many of us find that the competing demands on our time run contrary to our best intentions.
When the DCCK team realized that it could not meet…
Like a medical resident who rotates through specialties, reporting to different departments will ramp up your volunteer management expertise
How did your nonprofit decide where to house the volunteer program? Is it part of Development? Does it reside under Operations? How about Program, or Human resources?
Volunteer engagement intersects with so many different functions within our organizations. We are a gateway for community connection, an administrative function that serves one particular type of staff, and the steward to one of the most powerful methods of delivering service to clients. No wonder that nonprofits are often challenged to figure out where we belong.
There is one organization, though, that has embraced the complexity within volunteer management. At Hillwood Estate, Museum and Gardens in Washington, DC, the volunteer program has resided under multiple different umbrellas – and come out all the better for it.
Just ask Lisa Leyh, the Head of Visitor Services and Volunteer Management for the estate. In her 12 ½ years with Hillwood, Lisa has moved with the volunteer program through several different departments within the organization.
“Every move of the volunteer program has brought opportunities,” says Lisa.
We don’t all belong to departments of one. Here’s how a large team of volunteer managers makes it work.
An email appeared in my mailbox a few weeks back. It’s the kind of message that I love to see.
The email came from Emily Thomas, who works for Volunteer Solutions, a program within the Fairfax County Virginia Area Agency on Aging.
Volunteer Solutions is a huge program that engages over 3,500 volunteers for a diverse range of volunteer roles – think everything from Zumba instructors to medical transportation. The program is a partnership of the Fairfax County Department of Family Services, Neighborhood and Community Services, and Health Department. They recruit, train, and manage, volunteers for Adult and Aging clients, Senior Centers, and Adult Day Health Cares.
I featured Volunteer Solutions a couple of years ago because the program succeeds at something that’s challenging for large volunteer programs: it is both structured and flexible.
Emily reached out because she’s so proud of the teamwork within Volunteer Solutions. She wanted me to observe it first-hand.
And that’s exactly what I did. I attended a Volunteer Solutions’ staff meeting to learn just…