Editor's Note

Volunteers have been the foundation of the United States since settlers first arrived on our shores. This country has relied on the efforts of volunteers in a way that few nations have. To Americans, volunteerism is a way of life — a habit that we instill in our children. It’s been shown that volunteering is an activity that, when begun early, continues throughout life. Therefore, as we grow as a nation, we grow as volunteers.

In this month's issue of Fundraising Well, we take a look at the state of volunteerism in America and the important role it plays in shaping our society. But how can you ensure that your organization is maximizing volunteer efforts? We discuss seven steps you can take to improve the efficiency of your volunteer program.

Volunteerism Works
by April Parker, Product Marketing Manager, Blackbaud

A few years ago, President Bush’s “call to service” encouraged Americans to devote 4,000 hours over their lifetime to volunteer work, and Americans responded enthusiastically. Volunteer numbers increased by about four million, and the number of available volunteers continues to grow. In addition, earlier retirement means younger, more experienced, and better-educated retirees, which provides an opportunity for nonprofits to recruit more experienced and better-qualified volunteers.

Study has shown that America’s volunteer pool is steadily deepening. Approximately 50% of American adults volunteer in nonprofit organizations with an estimated $150 billion worth of service being provided annually. But, if so many Americans are spending so much of their time volunteering, and it’s clear that effective use of volunteers provides substantial benefits to organizations, why is proper volunteer management so often overlooked?

Challenges
In a study conducted by the Urban Institute in Washington, D.C., and funded by the UPS Foundation, the Corporation for National and Community Service, and the USA Freedom Corps, there is a clear snapshot of volunteer capacity that makes a strong case for the value of volunteer management. This study follows an earlier one showing that many volunteers report that nonprofits don’t always make the most of their time, skills, and interests.

More than 90% of the nonprofits polled reported that the work of volunteers greatly increases the quality of service and greatly reduces costs to their organization. In fact, most charities agreed that one hour of a volunteer’s time is worth about $20. Nine out of ten organizations claim they are ready to take on more volunteers; however, most of the organizations polled were unable to invest staff resources in volunteer management.

Among the Urban Institute study’s key findings is that nonprofits do not allocate enough resources toward volunteer management and few are actually using their volunteer resources to their fullest potential. While 62% of organizations polled report they have a person who spends time managing volunteers, the amount of time this person actually spends managing volunteers is very low — on average, about 30%. Only one in eight organizations surveyed has someone whose full-time job is volunteer management.

How can your organization ensure that it is maximizing volunteer efforts? Here are seven steps your organization can take to improve the efficiency of your volunteer program:

1. Appoint a Volunteer Coordinator.
The Urban Institute study shows that the strongest predictor of achieving maximum benefits from your volunteer program is having a person dedicated to managing volunteers within the organization. The study also showed a lack of investment in the overall development of volunteer programs industry wide. As organization administrators, you should carefully consider the value volunteers add to your organization. Give equal value to managing these volunteers. Keep in mind that working with volunteers requires both time and support.

A well-organized volunteer program produces amazing returns on investment for the organization’s time and money spent on a person who devotes100% of his or her time recruiting, training, supervising, and recognizing volunteers. This person will organize recruiting efforts, conduct volunteer orientation and training, track volunteer hours, solve problems, and help ensure that your organization’s mission is being furthered.

Unfortunately, many organizations feel they cannot afford to dedicate a person solely to volunteer management. Before you write it off, look at it from the perspective of how much money your organization could save by adding the help of 20 extra volunteers whose time is worth about $20 an hour. In the long run, a manager devoted to volunteers will be able to recruit and coordinate the efforts of a significantly higher number of volunteers, thus saving your organization a lot of money.

A good volunteer manager must be flexible and understanding. A volunteer’s motivation is different from that of a paid staff member. Managing people who aren’t paid for their work requires a great deal of finesse. When choosing your organization’s volunteer manager, choose someone who not only has good management skills, but also has the ability to spot potential talent.

2. Organize Your Workforce More Professionally.
As the volunteer pool fills with more professionals, so too rises the amount of refined skills and varied work experiences volunteers bring to your organization. Volunteer coordinators should respond in kind by formalizing their relationships with volunteers. Think of your volunteers as consultants to your organization — provide them with orientation, training, organizational policies, and measurements of volunteer impact. The more your volunteers understand your organization and how it operates, the better they will be able to fit its operating procedures and help further your mission. Arm your volunteers with a volunteer handbook. Include written job descriptions, your organization’s mission and history, policies and procedures, and contact information.

Write job descriptions that define your volunteers’ roles and responsibilities within your organization. Clearly defining goals and objectives will help your volunteers fulfill their mission, and in turn, help you fulfill yours. Job descriptions should include:

• The desired outcomes and goals of the project
• The amount of time and resources needed to complete the project
• The role of the volunteer and the desired skill set
• When and where the work should be done
• The benefits and value of the project

Use volunteer descriptions as the foundation of your volunteer program — in recruiting, interviewing, placing, supervising, and evaluating your volunteers. They will help your volunteers understand what tasks are involved and what skills are required. It will also help create continuity between volunteers.

Inform your volunteers of how they are supposed to perform their duties, but also give them some authority. Empower your volunteers by allowing them to be creative with regard to how to accomplish their tasks.

3. Understand the Psychology of Volunteering.
Why do people volunteer? There are a number of reasons ranging from pure altruism to career opportunities. Your volunteers may be looking for new experiences; they may have a little extra free time; they may be seeking to develop a new skill; or just want to develop their social network. Whatever their reasons, understand why they donate their time and talents and make sure that those needs are being met. If your volunteers are unhappy, they will look for another organization.

On the flipside, it’s equally important to understand why people don’t volunteer. The UPS study on volunteers discovered a variety of reasons why people choose not to volunteer. Here are just a few:

• They don’t feel that the organization really needs them.
• They don’t feel like their efforts make a difference.
• They don’t feel welcomed by the paid staff.
• They lack a background in volunteering.
• They don’t understand the mission of the organization.
• The volunteer tasks are too routine.
• Training isn’t offered.
• Their efforts aren’t recognized.
• They don’t feel like a part of the organization.

4. Match Assignments to Volunteers with Appropriate Experience.
Few nonprofits do as much as they should to make sure their volunteers are used effectively. You can make better matches by creating a more thorough interview process. Find out what motivates a volunteer and what they hope to gain from the experience. Ask them what they think they will be able to contribute to the organization and ask yourself, “What talent does this person possess that will be useful to my organization?” Then match your volunteers to specific tasks and focus on the satisfaction they will receive from performing these tasks.

Holding a volunteer’s interest can be very challenging. Whenever possible, assign volunteers to tasks that will allow them to exceed their own expectations. Provide them with opportunities to experience different types of jobs within your organization. A variety of experiences will lead to more highly satisfied volunteers. Keep in mind, the ability of your organization to successfully match a volunteer to a task is directly related to the quality of the volunteer’s experience. That experience, whether good or bad, will determine the degree to which the volunteer will become involved with your organization again.

5. Don’t Waste Your Volunteers’ Time. Ever.
Careful planning on your part will allow your volunteers to actually accomplish something with the time they have donated to your organization. Have tasks, assignments, and a detailed work plan ready for your volunteers when they arrive to work.

6. Shape the Volunteer Experience.
Volunteerism is a two-way street. Your organization and its volunteers should benefit equally from the experience. Create a climate where your volunteers feel heard and supported by paying attention to their needs and requests. Listen to their ideas and use them. People want to be involved where their ideas are heard and used.

Allow your volunteers to set goals for themselves and provide the tools they will need for success. This allows them to ensure they are getting what they want from the experience. Empower your volunteers by encouraging them to cultivate their leadership skills. They, like you, need to feel they are making a difference.

7. Keep Your Volunteers.
No promotions. No raises. No vacation days. No benefits. How do you reward a volunteer? Thank them. It’s as simple as that and a little praise goes a long way. Recognize and reward their efforts and thank them for their commitment to your organization. Let your volunteers know they’re needed and that they make a genuine, important difference in people’s lives.

Show your appreciation regularly and in a timely way. Make sure your recognition is sincere and tailored to the individual, if possible. Newsletters, cards, notes, and letters to their employers are all personal and meaningful ways to recognize your volunteers. Rewarding a volunteer’s efforts is essential to retaining them. If they don’t feel appreciated, they won’t complain. They just won’t come back.

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The information contained herein should not be construed as legal or professional advice. If you have questions about how this newsletter's content applies to your organization, you should seek advice from appropriate professional counsel.

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