volunteer engagement toolkit · this volunteer engagement toolkit was developed to help community...
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© 2012, Michigan Primary Care Association
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THE PURPOSE OF THIS TOOLKIT
We make a living by what we do, but we make a life by what we give. ~ Winston Churchill
This Volunteer Engagement Toolkit was developed to help community health organizations
effectively use volunteer skills to facilitate healthier communities. Volunteering is at the heart of
community action and a necessary component of a healthy community. “The more connected to a
community people feel, the more likely they are to take responsibility for the community … Mobilizing
community resources and expanding capacity through volunteers also enhance an organization’s general
profile, which can attract more volunteers, program participants, and funds.”1
While definitions vary slightly, any definition of a volunteer needs to contain three essential
elements. Volunteering is done by choice, without monetary reward, and for benefit (of the volunteer,
your organization and the community you both serve).
It is particularly important, when developing and managing a volunteer program, to retain a
broad view of potential volunteer involvement. Do not assume that the only individuals likely
to volunteer within your organization fit a preconceived stereotype. The landscape of
volunteerism is a continually changing paradigm, impacted by cultural and community factors,
as well as personal and organizational preferences. A well thought out volunteer program can
increase your organization’s impact, expand focus, and enhance services with a minimal amount
of well‐developed foresight.
Most individuals have a desire to serve their community, and can be persuaded to volunteer
within your community if the right engagement skills are utilized. By retaining a broad view of
volunteerism, you will greatly expand your potential outreach, see an increase in community
health, and limit potential liabilities.
Approach volunteer engagement just as you would approach the development of any other
organizational effort. Involve executive leadership, plan carefully, work systematically, and
collaborate effectively. Such efforts will produce success.
Avoid viewing volunteerism as the use of free resources, which will result in continuous
problems, and instead approach this effort as the effective stewardship of the human resources
available to serve within your community.
Any volunteer program will require managerial effort. Like any organizational initiative, you
will need to apply the same basic steps in program development and design, while also
1 U.S. Department of Health and Human Services: Substance Abuse and Mental Health Services Administration. Successful Strategies
for Recruiting, Training, and Utilizing Volunteers. Washington, DC: Center for Substance Abuse Treatment, 2005. Page 5.
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providing organizational staff with some additional education because of the possible lack of
familiarity and comfort with the concept of volunteer utilization. Program development and
design begins with an initial assessment of why your organization would like to utilize
volunteers, what the benefits and challenges are likely to be, and what systems can you
implement for Engagement and evaluation.
This Volunteer Engagement Toolkit will help you achieve success by exploring the Eight Essential
Keys to a Successful Volunteer Program. Each section of the Volunteer Engagement Toolkit will
explore current trends in volunteerism while providing singular focus on each Essential Key.
Eight Essential Keys to a Successful Volunteer Program
Section 1 Requirements
Section 2 Recruitment
Section 3 Responsibilities
Section 4 Recognition
Section 5 Recordkeeping
Section 6 Retention
Section 7 Rewards
Section 8 Resources
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SECTION ONE: REQUIREMENTS
Life’s most persistent and urgent question is: What are you doing for others? ~ Martin Luther King, Jr.
Effective development and engagement of a volunteer program requires parallel focus on three
priorities: Executive, Organizational, and Volunteer. Each priority has its own unique requirements
that will assist in the maintenance of a quality program. Successful implementation of volunteer
programming, will not only maintain these priorities, but will demonstrate impact that will bring
a return on social and financial investments.
Executive Priority The Executive Priority is an essential element of any volunteer program’s development and
engagement. It is the executive leader who cast the vision for the organization, and the inclusion
of integrated volunteers must be a part of the organization’s strategic plan if this effort is going
to truly succeed. According to Tina McKenzie, “A volunteer program will not make it if the executive
director and engagement do no walk the talk. Don’t bother with a volunteer program unless you truly
believe in the value added to your agency. It absolutely must come from the top.”2
Betty Stallings, recognizing the responsibility of overworked, busy executives says:
“…You may not have realized the significant influence that your leadership can have on your
organization’s volunteer involvement. Or perhaps, you have not personally experienced the
benefits of a strong, active, and skilled corps of volunteers and thus do not give this part of your
organization high priority.”3
Betty’s book, Leading the Way to Successful Volunteer Involvement then goes on to provide the tools
needed by a busy executive to help cast organizational vision for volunteer programming, noting
that it is the executives who initiate and lead “…a discussion throughout their organizations to create
a statement of philosophy on volunteer engagement.”4
If a volunteer program is going to succeed in a community health setting, then executive
leadership must be convinced that the use of volunteers will be an asset to your organization that
far outweighs any potential risk. There must be Executive Priority.
2 Stallings, Betty and Susan J. Ellis. Leading the Way to Successful Volunteer Involvement: Practical Tools for Busy Executives. Energize, 2010. Page 1. 3 Ibid. 4 Stallings, Betty and Susan J. Ellis. Leading the Way to Successful Volunteer Involvement: Practical Tools for Busy Executives. Energize, 2010. Page 8.
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Organizational Priority Once Executive Priority has been established, then there must be an organizational commitment
grafted into the organization’s strategic planning. Systems must be developed that will outlive
any one person, and set the parameters of a culture committed to volunteerism. Funding
requirements must be analyzed, risk‐engagement priorities must be considered and effective
tools for monitoring and evaluation must be developed and put into place.
There must be the creation of an engagement team, consideration of the board’s role (and
education) in the overall strategic plan to implement volunteers, staff roles and assignments
must be clearly defined, commitment and competency to work with volunteers assessed (and
training provided in preparation for volunteer engagement), and a responsible person placed in
charge of the coordination of organizational effort if the plan is going to succeed. Once this
process is in place, then a plan must be developed for the integration of volunteers in the
community health setting.
Volunteer Priority Finally, organization consideration must be given to the Volunteer Priority. There must be a
commitment to honor a volunteer’s rights, while encouraging responsibility in their work on
behalf of your organization. Volunteers may not be receiving financial compensation, but there
must be reward for their effort. How can your organization meet the needs of your volunteers?
Can you create a pathway to further skill development? Will you commit to maintaining an
environment in which the volunteer feels safe, appreciated, and finds purpose and meaning in
their volunteer activity?
Volunteers must be given clearly defined roles and responsibilities if their effort to serve your
organization is to succeed, and they must be able to clearly communicate their needs to the
organization as well.
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SECTION TWO: RECRUITMENT
Some people give time, some money, some their skills and connections, some literally give their life’s blood … but everyone has something to give. ~ Barbara Bush
Recruitment is the art of encouraging others to share from the resources they have to give. If you want
volunteers, then you must have a consistent structure for recruitment that does more than
simply locate volunteers. Your organization must develop a recruitment message that conveys
organizational value, demonstrates that your organization cultivates and values volunteers, and
recognizes that volunteerism is part of a commitment to a healthier community.
Volunteers want to know that their investment in your organization is worth their time, they
need to hear a message that directly communicates the needs and priorities of your organization,
establishes your commitment to consider their needs and priorities, and demonstrates a broad
view that encompasses a holistic view of individual and community health.
A good recruitment message will identify organizational and community needs that clearly
identify your potential volunteer as the missing piece. Because this message is so personal, it
also requires personal contact. Everyone in your organization needs to provide individuals with
opportunity to volunteer, by extending a personal invitation which also connects the potential
volunteer with a key individual to guide their entry point into the volunteer process.
Five Characteristics of a Good Recruitment Message
Identified Need There is a problem in YOUR community
Personal Solution YOU can help solve it
Skilled Answer Here is where YOUR skills can help
Volunteer Benefits This is what YOU will receive in return
Individual Contact This is the person YOU will need to contact
Three Recruitment Methods
While all volunteer recruitment is individual and personalized, different methods will be used to
address different organizational needs and appeal to the skills offered by those seeking to
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address the identified needs of your community. In addition, different volunteer opportunities
require various levels of pre‐screening, skill assessment, and risk management.
There are three commonly recognized methods of recruitment, familiar to anyone working in the
philanthropic, non‐profit, community sectors. However, it is vitally important that the method
fits the medium. Good organizational management recognizes that a well‐organized plan can
prepare in advance for each of the volunteer opportunities available, and the methods to be used.
Warm-Body Method This method is used when your organization is involved in a project that needs a large number
of volunteers for a short period of time. Generally volunteers don’t need well‐developed skills
or qualifications, and will need to be adequately supervised. In addition, if your organization
doesn’t already have a large pool of pre‐screened volunteers available for such a large scale
effort, in order to mitigate risk, it is imperative that there is more than a simple distribution of
the request to the general public.
Such activities should be well planned in advance and volunteers should be recruited from
participating organizations, staff contacts, contacts provided by other volunteers, area volunteer
organizations, local educational institutions, National Service programs and other well‐
established local organizations. Each group of organizational volunteers should have a key
contact person in case there are any issues, and they should be paired with one of your
organization’s staff members or pre‐screened highly‐skilled volunteers in order to ensure
adequate supervision.
Concentric-Circle Method This method is used when you want to recruit individuals who are already familiar with your
organization, and its message, for small to mid‐sized projects. As an organization, you should
have a continuous process in place that helps you identify and attempt to recruit populations
who benefit from, have consistent contact with, or a personal connection to your organization.
These individuals are happy to volunteer for your organization as long as there is minimal
responsibility, adequate supervision, and minimal commitment.
These individuals may be in your neighborhood, may be your clients and/or their families, or the
families and friends of your organization’s paid staff and regular volunteers. These individuals
should be pre‐screened before they engage in any volunteer activities within your organization,
should have clearly defined roles, and minimal responsibility. They SHOULD NOT be exposed
to any confidential information, and should not as a general rule be allowed to have direct
contact with the clients that your organization serves.
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Often this method of recruitment is a fantastic entry‐point into the volunteer activities within
your organization that may allow opportunity for skill‐development, greater understanding of
your organization’s goals and objectives, and deeper involvement with your organization.
Targeted Method This method seeks volunteers to address specific needs that require a high‐level of skill,
responsibility, and understanding of the confidentiality and risk management requirements of
your organization. These are volunteers who need to be well‐prepared, sincerely committed,
and adequately equipped before they begin their service with your organization.
These volunteers have a specific skill‐set that addresses an organizational need, may be
integrated closely with your staff, and require extensive pre‐screening, intense interviewing, and
clearly defined‐roles before they begin serving as a volunteer. Often, targeted volunteers are
used to fill roles that may become paid positions when fully developed.
The Importance of an Effective Volunteer Interview
As a general rule, organizations inadequately address the requirements of an effective volunteer
interview when using the Concentric‐Circle or Targeted methods. A volunteer interview seeks to
evaluate the skill‐set, ability and desire of the applicant to serve within your organization
without financial compensation. Unlike an employment interview, it doesn’t evaluate an
individual for a position, but instead seeks to define the applicant’s areas of possible service,
determine their needs, and identify their time and commitment constraints.
Employment interviews generally focus on who can do a specific job, while the focus of the
volunteer interview should be on: “Who can do these tasks and why would they want to do them on
behalf of our organization?” Once these key questions have been answered internally, it is much
easier to determine the fitness of a potential volunteer for service within your organization.
The volunteer interview should be conducted with the same sense of responsibility and
professional attention as an employment interview. Remember, these individuals will be
representing your organization. Be sure that your interview process devotes sufficient planning,
preparation, and time with the potential candidate in order to ensure that you have a good
understanding of the potential volunteer, and that they have had any concerns or questions
answered to their satisfaction. Look for personality indicators, skills, and volunteer preferences
to help you determine whether the candidate is applying for the right volunteer position within
your organization. If you have determined that the candidate doesn’t have the qualifications or
interests required of a particular volunteer position, don’t rule them out as a potential volunteer
for future endeavors. Make sure that you keep a record of your volunteer interview, and ask
permission to contact the potential volunteer when future positions become available.
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If the candidate seems like a good match for your organization, you will need to ensure that you
make them aware of the next steps: this should include reference checks, background checks,
additional requirements that may be required before they can begin serving (a second interview,
volunteer orientation, additional training, etc.). Explain your process, the timeframe, the
requirements for each phase of the process, and the candidate’s responsibilities throughout the
process.
Before a potential volunteer is offered a position within your organization, ensure that all
required authorizations have been signed and all required background checks have been
completed. The volunteer should have the opportunity to meet with the staff member who will
be providing them with direct supervision (if this is not one of the individuals conducting the
interview). Finally, make sure that the volunteer and the supervisor understand that the
volunteer relationship can be terminated at will, if the placement is not working.
Essential Elements of the Skill-Based Volunteer Recruitment Process Elements Key Tasks/Priorities
Pre‐Screening Candidate Completes Volunteer Application
o Includes Work History
o Includes Skills/Time Commitment/Volunteer Frequency
o Includes Small Personality Inventory
o Includes References
Pre‐Interview
Preparation
Develop Interview Questions
o Questions Related to Volunteer Tasks/Skills Needed
o Questions to Determine Candidate Motivation
Prepare Information for the Candidate
o Organizational History/Vision/Mission/Values/Priorities
o General Volunteer Requirements
o Specific Volunteer Description
Interviewing Discover the Candidate’s Interests/Abilities
Discover the Candidate’s Organizational Fit
Discover Pending Issues That May Hinder Candidate’s Effectiveness
Discover & Answer Questions/Concerns That Candidate May Have
Verification Conduct Reference Check
Conduct Background Check
Service Commitment
Selection Establish Next Steps
Orientation Prepare for Service
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SECTION 3: RESPONSIBILITIES
In every community, there is work to be done. In every nation, there are wounds to heal. In every heart, there is the power to do it. ~ Marianne Williamson
Especially in a community health setting, it is essential that the volunteer, once selected, is
adequately prepared for service. Regardless of the skill level of your volunteer, it is essential that
they receive adequate preparation before starting service, are integrated into your organization’s
team, and provided a context in which to successfully complete their work. Your team should be
committed to three primary responsibilities when working with volunteers.
Volunteer Orientation Just like an employee, a skills‐based volunteer who has been recruited to provide support for
ongoing responsibility through either the Concentric‐Circle or Targeted methods, need to be
provided with an essential understanding of your organization’s history, policies and
procedures, and operations. Although some of this will have been briefly reviewed with the
volunteer during the interview process, it is important that these be revisited in depth to ensure
that the volunteer is integrated into the overall functioning of your organization.
A well‐developed Volunteer Orientation ensures that the volunteer is adequately prepared to
operate effectively and perform appropriately in your organizational environment. A through
orientation will help your volunteer have a good overview of:
Organizational Hierarchy
Key Supervisory Staff
General Work Environment
Key Policies & Procedures
Cultural Expectations
Facilities, Parking, etc.
Continuous Skill-Development As an organization, you have identified the skills, knowledge, and behavior which are essential
for continual employee development and organizational improvement. This expectation should
be a part of your volunteer engagement as well. Committed volunteers should be given the
opportunity to grow professionally, and develop new skills, as a reward for their service within
your organization. This commitment to the individual will also strengthen the development of
your volunteer program, and provide additional value to your organization as well as to the
volunteer.
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In the process of developing volunteers, freely use the skills of existing volunteers to provide
coaching and training to newer volunteers. By giving these volunteers greater responsibility and
advanced training in recognition of their contributions, you are also strengthening their
commitment to your organization and community.
Supervision Supervision of your volunteers should follow already established organization guidelines.
However, there are some aspects of volunteer supervision that must be considered differently
from paid employees:
Flexibility Effective volunteer supervision must take into account that the volunteer is offering their
services, without financial compensation, to the organization. While reasonable expectations
should be maintained for both paid and volunteer staff members, a good volunteer supervisor
will recognize that there are times when a volunteer’s responsibilities will have lower priority
than other aspects of their life. Some flexibility of responsibility must be extended that would
not be extended to a paid employee.
Connectivity The myth that volunteers are “free” is often a detriment to good volunteer engagement.
Volunteers, especially skills‐based, committed volunteers, are not expendable. Volunteers are
priceless. Your organization must be committed to ensuring that those tasked with volunteer
supervision work hard to ensure that the volunteer feels like they are an important part of the
organizational team.
In her book, To Lead is to Serve: How to Attract Volunteers and Keep Them, Shar McBee advises:
“Look for ways to make the volunteers feel connected. When teamwork is strong, good ideas will
bubble up to the surface. The leader’s challenge is to link the individuals into a powerful team. The
stronger the link, the more the group will be able to accomplish.”
Accountability Ensure that the volunteer has an individual who is clearly identified as their supervisor. It is
critical that everyone is clear on who is responsible for regular supervision of the volunteer. In
addition to providing accountability for the volunteer, it also conveys the message that their
service is valuable enough to commit someone’s time to ensure that they are adequately
provided the support they need.
It helps if the volunteer’s supervisor has some personal experience serving as a volunteer. They
should personally have a strong positive commitment to volunteering, and a respect for the
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volunteer’s commitment to service. If the vision has been cast well by the Executive Team, this
commitment to volunteers will be an essential part of your organizational culture and strategy.
While a volunteer is priceless, your organization is also offering an incredible opportunity for skill
development and community participation that the volunteer should not be allowed to take
lightly. A successful volunteer program provides a direct benefit to the volunteer in place of
remuneration that requires some responsibility and reliability on their part. Don’t allow your
volunteers to view volunteering as a cheap opportunity! Make sure that volunteers understand
that there are reasonable expectations and commitments required by the volunteer positions
offered, and ensure that those expectations are met. Organizational excellence in volunteer
programming, represents commitment to overall excellence, and ensures that you will develop a
pool of volunteers committed to personal and professional growth.
Defining the duties of a volunteer should include a process of regular evaluation, goals for the
volunteer to work toward, and a commitment to continuous learning on the part of the
volunteer. Your organization’s supervision should provide healthy expectations that will ensure
responsibility, and help your volunteer understand their importance to the organization.
Absences, tardiness, and regular attendance are often considered “gray” areas when working
with volunteers, but effective volunteering engagement holds volunteers to a high standard.
Provide your volunteers with feedback, training, and materials that stress the importance of their
position and provide healthy expectations (including contacting their supervisor if they are
going to be absent).
While volunteer requirements often offer more flexibility, don’t allow the volunteer freedom
from organizational expectation. Volunteers are priceless, but the opportunity your organization
provides is a privilege that should not be taken lightly. Your volunteers need to know that you
take their commitment and participation seriously. Consider providing the following to ensure
mutual accountability for your organization and your volunteer:
Volunteer Rights and Responsibilities Documentation
Volunteer Sign‐in/Time Sheets
A Volunteer Dress Code
Identification Badges
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SECTION 4: RECOGNITION
There are unrecognized heroes among our ordinary neighbors. ~ Harold Bernard
Volunteers are serving for a reason. They may be serving without remuneration, but they aren’t
serving without payment. Volunteers expect something in return for their volunteer service.
Often, the price that is paid by an organization for the volunteers who serve it is the cost of
recognition. Take every opportunity to affirm your volunteers, pay them for their successes with
recognition, acknowledge their sacrifices, and celebrate their commitment. Make your
volunteers feel valued and appreciated. Praising your volunteers individually, or in groups, is a
key volunteer retention strategy. As a reward for their service, volunteers should experience
recognition that is frequent and personal. Volunteers should know that you recognize them as
one of your most precious resources.
Be sensitive to the volunteer’s personality and expectations, and design recognition activities
appropriate to the needs of the volunteer. Some volunteers may enjoy receiving a thank you
card from your organization’s Executive Director letting the volunteer know that you value their
commitment to service. Others may be motivated by a simple thank you from a paid employee,
or an invitation to lunch, as a reward for providing support to the employee.
A party may be right for the volunteer who loves to socialize or for all your volunteers after
they’ve supported your organization in accomplishing an important goal. Ensure that attendance
at such an event is a priority for the staff. This lets your volunteers know how much they are
appreciated as a part of the team.
SIX KEY RECOGNITION PRINCIPLES TO FOLLOW 1. Publically recognize your volunteers. Recognition loses much of its impact and defeats
your purpose if not made public. Volunteers deserve public acknowledgement, but
don’t forget to express private acclaim as well.
2. Timing is crucial. Sometimes it’s more important to recognize contributions
immediately. Some recognition is weakened by the impact of time. An immediate
“Thank you,” is sometimes much more important than an announcement at an awards
banquet six months later.
3. Tailor your recognition to the unique needs of the individuals who are serving. As an
organization provide supervisors with several recognition and reward options that will
enable them to acknowledge volunteer accomplishment appropriate to the task.
4. Deliver your recognition in a personal and honest manner. Sometimes small, sincere
statements of appreciation are more appropriate then expansive formal statements.
5. Strive for a clear, unambiguous, and well‐communicated connection between the
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volunteer’s accomplishment and their reward. Be sure that people understand why this
individual is being honored, and the criteria used. Rewards must be viewed as fair and
warranted.
6. Recognize recognition. It is just as important to recognize others, paid staff as well as
volunteers, who recognize others for doing what is best for the agency and the
community it serves. It creates a healthier team if everyone is committed to recognizing
and supporting excellence.
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SECTION 5: RECORDKEEPING
Volunteering is an act of heroism on a grand scale. And it matters profoundly. It does more than help people beat the odds; it changes the odds. ~ Bill Clinton
Recordkeeping is an essential element of volunteering programming. Good recordkeeping
demonstrates excellence, commitment to cost‐effectiveness, proof of community involvement
(which is essential in most community health and nonprofit endeavors), and can be a useful tool
for leveraging more resources.
Executive and managerial leaders must make critical decision regarding the stewardship of
available resources. Good documentation of volunteer engagement resources can enable these
leaders to see both the Financial Return on Investment (FROI) and Social Return on Investment
(SROI) and effectively analyze the benefits to the organization and community of volunteer
programming.
It is important to understand that effective documentation of volunteer resources can positively
impact an organization’s operating budget, and create new opportunities for increased
employee, volunteer, and community development.
Six Key Questions Answered by Recordkeeping
Who Is Volunteering What Impact Are Our Volunteers Having (Benefits and Overall Value)
When Do We Most Need Volunteers
Where Can We Recruit More Volunteers
Why Do Volunteers Want to Serve Our Organization
How Financial, Material, In‐Kind, and Human Resources are Being Effectively Used
Recordkeeping Priorities It is not the intent of this toolkit to discuss tools used for recordkeeping, although the data in
digital systems are much more easily manipulated than paper‐based systems. Depending on the
size of an organization’s volunteer program, there may be a need to purchase tools for volunteer
engagement, but for the purposes of most community organizations, the tools you need are
already available on your organization’s computers.
Rather, the focus of this Volunteer Engagement Toolkit are on the priorities and processes that will
enable you to capture the information you need to help you more effectively manage your
volunteer program.
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The following priority items should be maintained by your organization in order to ensure
effective engagement of your volunteer programming.
Volunteer Information A simple record would maintain the following information on organizational volunteers for
general use as a reference by organizational staff:
Volunteer Information
Name: Volunteer Assignment:
Day/Cell Phone: Supervisor:
Evening Phone: Weekly Schedule:
Address:
Email:
Start Date: End Date:
Emergency Contact:
In addition, confidential records should be maintained within your organization, with a copy of
the original Volunteer Application, a Volunteer Agreement signed by your volunteer, results from
your Background and Reference Checks, a signed Publicity Release (if required), copies of any
Volunteer Assessments including Volunteer Preferences, Skill Assessments, HIPPA/Confidentiality
Acknowledgements/Agreements and Evaluations.
Volunteer Time Reports/Sign-in Sheets
It is essential that volunteer time is recorded on a simple paper or digital form that allows you to
capture the cumulative volunteer hours contributed during a specific time period. Most
organizations rely on these individually submitted reports to demonstrate how resources are
being effectively leveraged. Train your regular volunteers to complete their time report every
day that they serve at your organization.
In addition, use volunteer sign‐in/sign‐out sheets to capture temporary or group volunteer hours
served within your organization. Use the information provided in the samples below:
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Individual Log
Name: Assignment: Date:
Summary of Activities:
Time In: Time Out: Total Time:
Comments/Questions:
Group Log
Organization Name: Date:Group Representative: Project:Volunteer Name: Assignment: Hours Served: Total Number of Volunteers: Total Hours Served:
Evaluation & Assessment Good recordkeeping leads to effective evaluation. Evaluation should be tailored to your
organizationʹs ability to assess. There are two basic types of evaluation. Formative Evaluation is
used to monitor ongoing effectiveness and to manage weekly activity. It guides project
adjustments and provides data for regular reports. This allows Executive Leadership to regularly
evaluate the growth and impact of volunteer programming. Summative Evaluation is a year‐end
(or project‐end) report that evaluates the effectiveness of volunteer programming by assessing
impact, strengths, weaknesses, and providing recommendations useful for strategic planning.
The questions you can ask to evaluate your volunteer programʹs effectiveness are almost endless.
Limitations of time, money, and staff will help you focus the evaluation questions in order to
determine the most essential elements for program improvement. Some possible questions
include:
Is our volunteer programming achieving its stated outcomes?
Are we making adjustments as needed, to ensure improvement and growth in our
programming?
Is evaluation data available for use in future planning?
Is the volunteer program operating in conformity with its original design?
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Reporting An effective recordkeeping system provides your organization with a continuous flow of
valuable information, which you can use to determine the impact of your volunteers, and their
return on investment (both financial and social).
Responsibly conveying the progress and achievements of volunteers collectively, both to your
organization’s administration and to the volunteers themselves, helps to maintain the energy
and growth of your volunteer programming. Good information, reported regularly, has a
multiplying effect. The time that it takes to compose a solid monthly report, will be minimal if
you have a well‐designed recordkeeping system in place. At a minimum your report should
include:
The hours served in each category of volunteer service.
Every volunteer assignment by department/title.
The number of active volunteers, including the number of volunteers who recently
joined your organization’s volunteer program, those who left, those who are repeat
volunteers, and those who served for a one‐time event.
If there are any major changes in statistics, such as a large rise or fall in the number of volunteers
offer an explanation in your report. When deciding which statistics to include give your program
credit by including things such as the number of prospective volunteer interviews, number of
requests from administration handled by volunteers, number of times someone from the
community was assisted, etc.
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SECTION 6: RETENTION
Every day thousands of unsung heroes bring caring and compassion to the lives of millions. Their names are never featured in the headlines, but our world would be a much darker place without them. ~ Charles Devlin
Volunteer Performance An effective strategy for retaining volunteers is through the development of a career path for
volunteers serving within your organization. Consistently promote exceptional community
volunteers to more responsible positions within your organization, which provides increased
skill development, and may eventually lead to a sustained position as a paid employee within
your organization.
For active professionals serving as volunteers, offer the opportunity to expand their knowledge
base through training, placement on key committees, or inclusion on your board of directors.
Continuous communication is another effective strategy for volunteer engagement and retention.
Use social media, email, and personal contacts to keep event volunteers informed of additional
volunteer opportunities within your organization.
Provide your volunteers with clearly defined position descriptions and project goals, which will
be used to provide fair and equitable performance evaluations, which help the volunteer grow,
and reward exceptional performance. Evaluation criteria should address the volunteer’s skills
and accomplishments. Criteria may include:
Dependability
Problem‐solving Skills
Accomplishments
Effective Communication with Paid Staff
Completion of Assigned Tasks
Meeting the Goals and Objectives of the Volunteer Position
Support of Organizational Mission and Vision
Options When Volunteer Performance Is Substandard
When volunteers are performing below expectations, or their service is no longer in the best
interest of your organization, it may become necessary to take corrective action. You may
consider:
Retraining
Transfer to a New (More Appropriate) Volunteer Assignment
Disciplinary Action
Termination of the Volunteer Relationship
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There are circumstances, difficult and often uncomfortable for both parties, when the dismissal
of a volunteer is necessary to maintain the credibility and integrity of your organization and its
volunteer program.
Volunteers should understand from their initial induction into your program that they may be
terminated at will. During orientation clearly convey that any infractions of regulations,
violations of the law, and other unsafe or inappropriate conduct are all grounds for immediate
dismissal from the program.
Grievance Procedure
Conflicts arise when working with individuals, and like paid employees, volunteers deserve to
have their concerns and grievances addressed. Your organization should have a well‐developed
procedure that allows volunteers to comfortably voice concerns and grievances without fear of
reprisal.
Exit Interviews
Exit interviews are an excellent way to gather information from volunteers who depart from
your organization. People will provide you with a lot of information when they know they are
leaving and this information will be extremely helpful in resolving organizational and personnel
issues and continuously improving your program. Following are some key questions that will be
helpful to ask:
What is your primary reason for leaving?
Did anything trigger your decision to leave?
What would you change about your position?
How do you generally feel about this organization?
Did you receive adequate support to do your tasks?
What was the quality of the supervision you received?
What would you improve to make our workplace better?
Did your volunteer position turn out to be what you expected?
Did you receive enough training to do your tasks effectively?
Underutilization
It is essential that you do everything you can to give volunteers work to do as soon as possible.
They are volunteering for your organization, because they believe that they can make a
difference, underutilization of volunteers creates serious retention problems for motivated
individuals who feel useless if they are not actively engaged with the organization’s activities.
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Unmet Needs
Make sure that you give the volunteer what they want. While the volunteer interview seeks to
determine the volunteer’s areas of interest, needs, and expectations, it is important to recognize
that volunteer needs change. Make the volunteer’s needs a part of every evaluation.
This includes identifying the right position for the volunteer, as well as identifying what it would
take for the volunteer to feel successful in their tasks. Always keep exploring this area because
the motivational needs of volunteers will undoubtedly change over their lifetime and during the
course of their relationship with your organization.
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SECTION 7: REWARDS
It is one of the most beautiful compensations of this life that no man can sincerely try to help another without helping himself. ~ Ralph Waldo Emerson
Currently, the Independent Sector5 estimates that the national value of volunteer time is
estimated at $21.79 per hour. This is their attempt to estimate the Social Return on Investment
(SROI) that volunteers provide. Collectively, in the United States during 2010, individual
volunteers donated almost 8.1 billion hour of volunteer service worth approximately $173 billion
dollars. 6
Although volunteer programming can be cost‐effective, it is not cost‐free. It will require an
investment of organizational resources, which if managed correctly will yield tremendous
rewards. However, it is imperative that your organization consider whether they are currently
positioned to make this investment. Understanding the costs and benefits will greatly enhance
the cost effectiveness of a volunteer engagement program.
Organizational Return on Investment Volunteers can improve your organization’s public image;
Assist in the development of a cohesive, motivated workforce;
Increase employee performance and productivity;
Reduce employee isolation from the community they serve;
Improve organizational relations with the surrounding community;
Assist in the effectiveness of corporate philanthropy;
Improve the recruitment and retention of employees; and
Improve the understanding of your community and of your client needs.
Volunteer Return on Investment Volunteering can improve leadership and interpersonal skills;
Increase self‐worth and personal fulfillment;
Improve the community services volunteers and their families use;
Increase interaction with other segments of the community;
Increase opportunities for volunteers to explore and develop new areas of expertise.
5 See: http://www.independentsector.org/programs/research/volunteer_time.html. Retrieved August, 2012. 6 See: www.volunteeringinamerica.gov. Retrieved August, 2012.
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SECTION 8: RESOURCES
Corporation for National and Community Service
http://www.nationalservice.gov/
Michigan Primary Care Association
http://www.mpca.net
Council for Certification in Volunteer Administration
http://www.cvacert.org/
National Association of Community Health Centers
http://www.nachc.com/
Energize
http://www.energizeinc.com/
National Council of Nonprofits
http://www.councilofnonprofits.org/
Hands on Network
http://www.handsonnetwork.org/
Points of Light
http://www.pointsoflight.org/
Independent Sector
http://www.independentsector.org/
Society for Nonprofit Organizations
http://www.snpo.org/index.php
Michigan Community Service Commission
http://www.michigan.gov/mcsc/
Stanford Social Innovation Review
http://www.ssireview.org/
Michigan Nonprofit Association
http://www.mnaonline.org/
Volunteer Centers of Michigan
http://www.mivolunteers.org/
For Further Reading How to Identify Great Volunteers by Ann Fawcett
Volunteer Management Mistakes to Avoid by Joan Heberger and Karen Thomas
Protecting Health Center Volunteers from Personal Liability (NACHC)
Successful Strategies for Recruiting, Training, and Utilizing Volunteers (SAMHSA)
A Volunteer’s Bill of Rights and Responsibilities (Idealist)
Helpful Links
Volunteer Center of Michigan Learning Center
http://www.mivolunteers.org/learningcenter.aspx
Rewarding Volunteers
http://www.youtube.com/watch?v=sC1H3UxrYtY&feature=player_embedded
http://www.rewardvolunteers.coop/individuals/watch‐and‐learn.php
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Volunteer Program Assessment Rating Scale
1 2 3 4 N/A Action Plan for Improvement
Organization has a good understanding of volunteering and related principles.
Executive team and paid staff support volunteer involvement.
The volunteer selection process is in place and being implemented.
Planning and review of progress is a joint effort between paid and volunteer staff.
All parties are clear about why volunteers are involved, and their respective roles.
Both volunteers and paid staff see themselves working toward common goals.
There is an overall acceptable turnover of volunteers, with a stable core group.
Channels of communication are clear and open to both paid and volunteer staff.
Volunteers are receiving adequate training and supervision.
Volunteer staff members feel valued by paid staff members.
Paid staff members feel valued by volunteer staff.
Collectively, our paid and volunteer staff are enthusiastic and creative.
Other points relative to our volunteer programming.
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COMMUNITY VOLUNTEER ASSET SURVEY Our volunteer program is committed to offering community members the opportunity to serve their local community. In an effort to make your volunteer experience as beneficial as possible to you, as well as the organization, we are asking you to complete this brief survey. Please take the opportunity to fill out this form so that we may better serve you.
Volunteer Information Name: Age:
Last First Middle Initial Contact Address:
Is this address: Home? Business? Temporary? (If your permanent address is different from above, please write it on the back of this form)
Day Phone: Evening Phone: Cell Phone:
Email Address: Home? Work?
How would you prefer to be contacted: Phone? Email? Day? Evening?
Current Occupation:
Current Employer/School:
Volunteer Skills Please describe any paid or volunteer experience you have had that might relate to your interest in volunteering here:
Please describe any training or formal education that might be helpful for us to know:
How long have you lived in this community? Please use to chart below to identify any areas of interest/experience you might enjoy using in your volunteer assignment. Write other areas in the blank spaces if needed:
Creative Organizational Physically-Active Community-Oriented Supportive Drawing Computers Sports Public Speaking Phone Calling Reading Marketing Heavy Lifting Leading Discussion Groups Mass Mailing Painting Management Carpentry Party Planning Distribute FlyersDecorating Organizing Plumbing Focus Groups Pick-up & DeliveryWriting Fund-raising Maintenance/Repair Community Issues Cleaning
Please use the chart below to show your current availability to volunteer. Mark only those times that you most prefer:
Monday Tuesda Wednesd Thursda Friday Saturda SundayMorning Afternoon Evening Weekly Monthly Periodical Today
EMERGENCY INFORMATION
Emergency Contact:
Name Relationship Phone
Allergies/Medical Conditions: (Providing this information is voluntary)
Your volunteer information will be placed in our database in order to measure the number of volunteer hours served by volunteers within our organization. Any use of these statistics will maintain your anonymity. Your information will never be provided to anyone outside our organization without your written consent.
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R E F E R E N C E S Ellis, Susan and Katherine Noyes Campbell. Proof Positive, Developing Significant Volunteer
Recordkeeping Systems. Philadelphia: Energize, 2003. Graff, Linda. Better Safe…Risk Management In Volunteer Programs & Community Service.
Ontario, Linda Graff & Associates, 2003. Herman, Melanie and Peggy Jackson. No Surprises, Harmonizing Risk and Reward in Volunteer
Management. Washington: Nonprofit Risk Management Center, 2004. Kentner, Neil. The Cost and Benefits of Volunteers. Michigan State University Extension. 2003. Lynch, Rick and Steve McCurley. Essential Volunteer Management. Online article. April
1999. CASAnet Resources. http://www.casanet.org/program‐
management/volunteer‐manage/essenvol.htm
Macduff, Nancy. Management and Supervision: Keeping Your Records Safe and Sound.
http://www.VolunteerToday.com: Online, 2002. Maryland Advisory Committee on Volunteerism. Best Practices for Developing a
Volunteer Program. Maryland: Online, 2004.
Rusin, Jo. Volunteers Wanted: A Practical Guide to Finding and Keeping Good Volunteers. Mobile:
Magnolia Mansions Press, 1999. Stallings, Betty. 12 Key Actions of Volunteer Program Champions: CEOS Who Lead the
Way. Philadelphia: Energize, 2005. Stallings, Betty and Susan J. Ellis. Leading the Way to Successful Volunteer
Involvement: Practical Tools for Busy Executives. Energize, 2010. Stallings, Betty. Training Busy Staff to Succeed with Volunteers. Pleasanton: Energize, 1998.
Wittich, Bill. Model Volunteer Handbook. Fullerton: Knowledge Transfer Publishing, 2003.