SE ING Up
VOLUNTEER PROGRAM
GEORGIA DEPARTMENT OF
COMMUNITY AFFAIRS
Original Printing: 1988 Revised: April 1994

SET ING Up
VOLUNTEER
PROGRAM

If you are disabled and would like to receive this publication in an alternative format please contact the
Geor~a~p~ntofConunumty
Affairs at (404) 656-5527 or 1(800) 651-7954 (roD).

GEORGIA DEPAlUMENT OF
COMMUNITY AFFAIRS
1200 Equitable Building 100 Peachtree Street Atlanta, Georgia 30303
An Equal Opportunity Employer

Setting Up A Volunteer Program Table of Contents

Setting Up A Volunteer Program .

I

.... ... . . 12 Elements of A Volunteer Program ..

. .. 2

Chapter I

Staff Training ............................ 6 The Volunteer Coordinator ............................ 9 Volunteer Management Organization Chart ................... 10d

Organizational Climate

11

Chapter 2

Needs Assessment

17

Needs Assessment Questionnaire ......... 19

Producing Your Action Plan ...... 20

The Program Calendar

........................ 20

Action Plan Goal Statement Forms

21

Action Plan Goal Statement Example

21b & c

Action Plan o.

23

Action Plan Exampie 22b & c

Dynamics .............. 23a

Chapter 3 Job Descriptions .....

24

Volunteer Job Description Form

27

Sample Job Description

28

Chapter 4 Planning Orientation and Training

30

........ Orientation
Training

......................... ..... .. . . . .. . ... .... ... . . .. . . . . .

.

.

31 31

Chapter 5

R.ecruitment

33

...... ............... Finding Volunteers

36

Who, Where, What, When and How

.

38

Recruitment Logos .......................... 39

Chapter () Screening .

40

. ....... .. .. . Volunteer Interview Checklist

.. . . ... 43

. Non-directive Interviewing Suggestions . .......... ...... .. 44

i

Volunteer Registration Form .......... 45 Volunteer Application Form ... 46 Activity/Interest Inventory. . . . 47 Rating and Interviewers Cards. . . 48

Chapter 7

Orientation and Training

.

Orientation of Volunteers ......

Volunteer Orientation Checklists .......

Code of Responsiblllty for Volunteers ...

Training Volunteers

.

Learning Design Worksheet .............................

49 50 51-52 53 54 56

Chapter 8 Placement

57

Confirmation of Assignment ........ 59

Chapter 9 Supervision and In-8ervice Training ............ 60 Suggestions for Professionalizing Volunteer Programs. . . 63

Chapter 10 Rec.ord Keeping . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 64
Volunteer Hours - Master Record ........ 66
Supervisory Record . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67 Weekly Time Sheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
Individual Weekly/Monthly Report .... 69

Chapter 11 Bvalua.tlon

70

Volunteer Assessment Form .... 72

Evaluation of Performance Form 73

Job Satisfaction Interview. 74

Evaluation of Volunteer Program .. 75

Terminating A Volunteer's Services . 76

Termination Porm

77

Chapter 12 Motivation and Recognition 78 Certificate of Appreciation Form .... 81 Sample Proclamation ... ~ . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 82

u

SBTTlNG UP A VOLUNTBBR PROGRAM
This workbook has been designed to give basic information on tested methods for establishing orderly, well-managed volunteer utillzation programs. The material presented is not exhaustive in any area and should be used only as the introduction to the field of volunteer management. The 12 chapters deal with the 12 recognized steps or logical parts of managing volunteers in any application. Many examples of forms which are used in the management process are provided in the workbook as models which can be used in developing local program record keeping tools. In several cases, sample completed forms are provided.
The areas covered in the workbook are:
1. Staff Training 2. Needs Assessment 3. Job Descriptions 4. Designing Orientation/Training 5. Recruitment 6. Screening 7. Orientation and Training 8. Placement 9. Supervision 10. Record Keeping 11. Evaluation 12. Motivation/Recognition
A range of self-examination questions in each of the twelve areas follows on the next several pages. These are provided as "food for thought" for anyone considering the establishment of a volunteer utUization program and cover a wide range of issues encountered in the field.
More detailed information in any particular area covered in this workbook is available by writing: Georgia Office of Volunteer Services Georgia Department of Community Affairs 1200 EqUitable Building 100 Peachtree Street Atlanta, Georgia 30303
GaDCA 1988 1

12 BLBMBNTS OF A VOLUNTBBR PROGRAM
1. STAFF TRAINING How do you deal with paid staff paranoia and insecurity? What is the potential impact of the use of volunteers on the organization? Should written assurances make it clear to paid staff that they wlll not be replaced by volunteers? Should recognition programs for paid staff be put into place? Can you achieve acceptance of volunteers at the decision making level?
2. NEEDS ASSESSMENT What needs does the organization have that a volunteer might assist in filling? What needs does the community have that a volunteer might help fill? What major objectives does the organization have for the volunteers? Would volunteer activity help the organization and staff meet established program goals?
3. JOB DESCRIPTION What job do you want the volunteer to do? Has a job description been prepared? Who prepares the job description? Does the job description give adequate information about the job? Is the supervisor of the volunteer involved in preparing the job description? What type of supervision does this job require? Will the job be meaningful and rewarding to the volunteers? Is it possible to involve current volunteers in preparing new job descriptions?
4. PLANNING ORIENTATION AND TRAINING What particular skills does the volunteer need to be taught to do the job requested? What general information does the volunteer need to know about the agency and its work? (Orientation) What type of training is needed for the volunteer? Classroom? On-the-job? Both?
2

Who is going to do the orientation? Who does the training? Are other volunteers involved in the planning of orientation and training? Has on-going and/or in-service training been identified as necessary?
s. RECR UlTMENT
Whom does the staff personally know that they could ask to volunteer? What organizations could be approached? Religious? Labor? Service? Social? Business? Professional? Elderly? Sports? Youth? What volunteer recruiting agencies could be contacted? Has this agency informed other agencies of the type of volunteer they need? What kind of publicity will benefit the recruitment effort? Are current volunteers actively involved in the recruiting?
6. SCREENING Who screens the potential volunteer? Is the potential volunteer asked to fill out an application? Will the potential volunteer be interviewed? By whom? What happens to the potential volunteer the screening finds unusable to the agency?
7. ORIENTATION AND TRAINING Who does the orientation? Who does the training? What kind of training is used? Is the supervisor of the volunteer involved in the orientation and/or training? Does the volunteer have a chance to evaluate the orientation and training? Are experienced volunteers involved in the orientation and training?
8. PLACEMENT Do the supervisor of the volunteer and the volunteer coordinator (if there is one) consult about the volunteer's placement?
3

Is the volunteer involved in his own placement? Are the volunteer's interests and desires considered? Is the volunteer placed in a position he will find rewarding? Is the placement made for a definite period of time? At the end of this time. does the agency take the volunteer through the placement procedure again? Are the results of evaluations used and considered?
9. SUPER VISION AND IN-SERVICE TRAINING Who supervises the volunteer's regular assignment? How and when? Is the supervisor a paid staff member or another volunteer? How often does the volunteer see the supervisor? Does the agency hold periodic meetings of all volunteers for information. in-service training. evaluation. supervision. and socializing? Is the entire staff aware of the volunteer work being done and the volunteer's presence?
10. RECORD KEEPING Does the agency keep a record of the volunteer's hours and/or the frequency which the volunteer performs his duties? How is the information about hours and/or frequency collected? Does the agency keep a record of the different types of jobs the volunteer does? Does the record indicate what sktlls are involved in these jobs? Does the agency keep a record of the types of training the volunteer has taken? Who is responsible for doing long term record keeping?
11. EVALUATION Is the volunteer's performance informally evaluated by his/her supervisor and the other staff the volunteer works with? Do the volunteer's supervisor and other staff the volunteer works with regularly and formally evaluate the volunteer's performance? Is the volunteer informed about the areas of his work which formal evaluation will cover?
4

Does the volunteer know what the evaluation process is going to be? Does the volunteer regularly and formally evaluate the program and agency he is with? Are the resuJ~s of the evaluations shared with the volunteer? Is the information gathered in the evaluation process acted upon? 12. MOTIVAnON AND RECOGNITION Has the agency attempted to identify those things that motivate the volunteer? What rewards have been built into the volunteer's job? Is the staff outwardly appreciative and supportive of the volunteer and his work with the agency? Does the staff informally evaluate the volunteer? Is formal recognition planned for the volunteers? Has the agency considered ltnking agency publtcity to volunteer recognition?
5

VOLUNTEER PROGRAM ELEMENTS Chapter One: Staff Training
6

STAFF TllAINING
Before any move is made to implement a volunteer utlUzation program, the existing staff should be brought into the planning process and given an opportunity to help determine the work which the volunteers wl11 do. General insecurity and paranoia wl11 run rampant if paid staff are not involved and if they are not given reassurances that the volunteers are not replacing them or their jobs. The best way to circumvent staff resistance is by a thorough indoctrination to the impact which volunteers can have on any organization if they are properly managed. Providing paid staff with clear examples of what the volunteers are expected to produce wl11 put the paid workers at ease. The proposed output increase for the organization, of course, at the outset of implementing a volunteer program is purely guess work. But national statistics clearly indicate the tremendous payoff in terms of additional programming, greater community participation in the organization's work, and for little more than an investment in some additional administrative time and money, the work output can be tremendously increased.
If at all possible, the job (whether paid or unpaid) of Volunteer Coordinator should be seriously considered in any organization contemplating the creation or expansion of volunteer programs. The lines of communication between the paid management team and the Volunteer Coordinator should be clearly defined and adequate funds made available to ensure that basic program expenses are met. The job description of the Volunteer Coordinator wl11 depend entirely on the scope of the program in mind. It should include broad descriptive statements which allow the maximum creativity, flexiblUty and authority over the volunteer program as possible. Too often, paid upper level management pays little or no real attention to the value of the volunteer component of a community service program and consequently damages the potential for much valuable service to the organization by volunteers. Clear statements of support and a thorough understanding of what a volunteer management plan entails are necessary for the success of the program. Job skills for the Volunteer Coordinator wl11 vary from organization to organization based on the stated mission of each. In general, the Volunteer Coordinator should possess basic management and organization skllls necessary to assure the organization that good records are kept, a fair and unbiased approach is taken in dealing with personnel matters, and that the manager possesses good communications skllls. Keeping volunteers on track within an organization requires the same skllls (and to some degree even better skllls) as those required of a paid manager of paid staff. The same issues are at stake: personalities, egos, work disputes, work rules, deadlines, accuracy and efficiency, and the need for recognition for a job . well done.
7

The paid staff, volunteer coordinator and the volunteers should be given every opportunity to develop into a team which can work together to solve problems which the organization is in existence to address. The tried and true techniques used in managing paid staff should be used in the developmt;nt of a management system to oversee the volunteer workers. Volunteers won't work for people who do not treat them in a businesslike manner. Real resentment and early burnout will surely occur when either staff or management resentment, discourteous treatment, or fallure to recognize accomplishments are present. When the volunteer is psychologically underpaid, the entry level motivation and enthusiasm for the program wlll quickly wane and the organization will find itself back where it started - without volunteers. By following the suggested guidelines presented in this workbook, organizations as well as the people who run them will ensure the development of productive volunteer utilization programs and produce greater results for the community.
EXPLORING THE CREATION OF A VOLUNTEER UTILIZAnON PROGRAM After a consensus has been developed within your organization on the need to
establish a program, the next step is to set up an ad hoc task force or study committee to investigate all the particulars of creating it. The task force should be made up of about three to five persons, some from the Board and some from the general membership. These persons then read all the material they can get on the subject and begin to set up the parts of a program which they feel are needed. The next step in gathering information should be an internal needs assessment or questionnaire circulated among the officers, directors and members of the organization. This wlll stimulate thinking and involve everyone in the start-up of the program. A sample needs assessment form follows in the next chapter.
8

THB VOLUNTEBR. COORDINATOR.
The volunteer coordinator can play a pivotal role within any organization in terms of keeping a healthy, happy and productive relationship going between the paid staff and the unpaid staff. There are many roles which the volunteer coordinator wUl play, including: manager, advocate, program evaluator, personnel administrator. mediator, as well as others. There are certain basic qualifications which should be considered when either hiring (if the position is to a paid position) or recruiting (if it is to be an unpaid position) the volunteer coordinator.
Characteristics of the Volunteer Coordinator 1. Should have a background in volunteer service as a private individual. 2. Should possess good communication skills. 3. Should have basic organizational talents and be able to keep administrative
procedures operational. 4. Should have a thorough knowledge of the organization and what its mission is. 5. Should be a participating member of the Board of Directors and recognized by
the elected leadership as filling a position just as important as the elected positions. 6. Should have a thorough knowledge of the community, its leadership base, and its governmental procedures. 7. Should be willing to make a substantial time commitment to the job. 8. },lust be willing to accept the additional responsibility for a higher turnover in staff than supervisors of paid staff are responsible for. 9. Must be organized. 10. Should be diplomatic and have the ability to inspire others, keeping a positive attitude at all times.
Volunteer Coordinator Job Description 1. Supervise c1ay-to-day operation of Volunteer Program. 2. Maintain all records necessary to program operation. 3. Develop and provide all training necessary for volunteer job completion. 4. Attend all Board meetings. volunteer program planning sessions and other meetings. 5. Develop and implement recognition program.
9

6. Develop and coordinate recruitment program. 7. Conduct all interviews and screening of volunteers. 8. Develop, in concert with appropriate persons, all volunteer job descriptions. 9. Develop and monitor volunteer program budget. 10. Other duties as assigned.
BEWAREI
There are many pitfalls and traps which can beset the volunteer coordinator. The most dangerous of all is that of being trapped into doing the jobs of the volunteers you've recruited to do specific jobs. Too often, either because of slack Board supervision of the volunteer coordinator or because of slack recruitment efforts, or both, the volunteer coordinator will fall into the role of actually doing the jobs of other volunteers. This is a most unhealthy role for the volunteer coordinator and leads frequently to high stress levels, not only on the volunteer coordinator but on other staff persons as well. The effectiveness of the volunteer utllization program goes down sharply if this condition is allowed to occur. Burnout is the natural result of this situation and will more than likely lead to the resignation of the volunteer coordinator.
The volunteer coordinator, therefore, needs to be closely monitored by the Board to see that this trap does not occur. The entire Board of an organization is responsible for the success of the volunteer utilization program and therefore should share in the responsibility of assisting the volunteer coordinator achieve success. This can realistically be done if the Board and the volunteer coordinator develop a close working partnership in such areas as actually recruiting volunteers (word of mouth recruitment is the most effective method), assisting with the--design of program elements - job description and management forms - and assuring adequate budgets to enable the program to reach its goals. If all persons responsible for the overall mission of the organization view the volunteer utlllzation project as critical to the success of the organization, then happy volunteers producing effectively and efficiently will be the results for both the organization and the community.
10

There are four very broad roles for today's effective volunteer administrator, each with a unique set of challenges and responsibilities. They define the profession, regardless of the specific setting in which you may be working.
THE VOLUNTEER ADKINISTRATOR AS ADVOCATE AND EDUCATOR
The primary focus of volunteer administrators is to facilitate responsible volunteer involvement. They represent multiple publics -- their organizations, volunteers, paid staff, clients/patients and the community -- and have a unique opportunity to impact on each of them. As advocates and educations they must:
Recognize that volunteers can make a significant contributions and be deeply committed to helping them do it well.
Be responsive to individual human needs, extending the opportunity to volunteer to all segments of the community.
Understand "Who their volunteers are," their individual motivations, interests and needs and help them to blend their goals with those of their organizations.
Accept the responsibility to establish and enforce specific standards for their volunteers.
Continually strive to create a "pro-volunteerism" environment throughout their organizations, promoting and supporting both volunteers and paid staff as equal members of "the team."
Provide their volunteers with the information and tools necessary to become effective advocates for their organizations in the community.
Serve as role models, demonstrating a personal commitment to volunteerism through volunteer service in their communities.
THE VOLUNTEER ADKINlSTRATOR AS PLANNER
For most volunteer administrators, planning has traditionally meant the management-by-objective process. Today, however, if volunteer programs are to survive in an increasingly competitive environment, volunteer administrators must move beyond setting annual goals, objectives and program plans. As planner, they must:
Combine the resources available to them in creative ways to best accomplish their mission.
Develop a viable process for involving their organization's leadership, staff . and volunteers in the strategic planning process as well as defining specific
volunteer roles.
lOa

Cultivate a working knowledge of their organizations and communities, as well as the societal and technological factors affecting volunteerism, and integrate this information into the planning process.
Be proactive in terms of developing new volunteer assignments and services, assuming a leadership role in helping management and staff identify and evaluate possibtllties.
Have the vision and courage to eliminate or adapt programs or services that are obsolete, inefficient or unsound.
Think through their programs logically and carefully before placing volunteers.
Become increasingly accountable for results, not merely tasks for volume of activity.
Establish objective methods of measuring results.
Strike a balance between idealism and realism, setting challenging yet attainable goals.
THB VOLUNTBBR ADKINlSTRATOR AS MANAGBR OP HUKAN RESOURCES
Recruitment, interviewing, orientation and training, placement, supervision, evaluation, record keeping and recognition have long been recognized as the "basic principles" of the profession. However, while the functions themselves remain constant, approaches to them are changing. As managers of human resources, they must:
Replace traditional recruitment methods with marketing strategies that promote specific programs to well defined target groups.
Invest greater amounts of time and effort on the volunteer interview, recognizing this process as the key to successful placements.
Consider opportunities for personal growth and development when arranging volunteer placements.
Effectively decentralize programs, giving greater responsibtllty and accountability to volunteers and paid staff.
Increase emphasis on volunteer leadership development. creating equitable channels for volunteers to advance within the organization and providing opportunities for training a~d skills-building.
Make a strong commitment to promoting positive volunteer-staff relations, prOViding increased assistance to staff in planning and implementing effective training programs and designing appropriate patterns of supervision, motivation and recognition.
lOb

Develop objective evaluation criteria for volunteer performance as part of their quality assurance programs. Explore non-traditional, performance-based criteria for volunteer recognition and supplement established formal events and techniques with new strategies. Become proficient in "identifying" and "treating" volunteer burnout to ensure the "life" of their programs.
THB VOLUNTEBR ADIONlSTRATOR AS COLLBAGUB
In the vast majority of human service organizations, the position of volunteer administrator is a singular one. They often report feelings of isolation due to lack of understanding, support and identification with those in other disciplines. Volunteer administrators need to purpos~fully work on building relationships within their organizations and communities and through professional affiliations. As colleagues, volunteer administrators must:
Establish informal networks for sharing knowledge, expertise, concerns and support.
Assume active roles in their professional organizations, particularly in working toward establishing universal standards for the field. Serve as mentors, proving internship experiences for those seeking to enter their profession.
Actively pursue continuing education opportunities and endeavor to initiate new or expanded possibilities. Continually work to increase their internal and external visiblUty through participation on committees, task forces and so forth. Position themselves as both internal and community-wide specialists in volunteer administrator/management and on volunteerism-related issues. The role of the volunteer administrator in this age is unquestionably a demanding one. Yet it is an even more dynamic and rewarding one than ever before. Think for a moment. What other position offers .. limitless opportunities for creativity... tremendous potential for self satisfaction, growth and development . and most importantly, the ablllty to reach and affect the lives of so many.
Source: Volunteer Alabama Adapted from New Jersey Active Volunteer August 1988.
IOc

Volunteer Management Organizational Chart
Volunteer Board or
Elected Officials
Volunteer Officer or
Paid Gov't Employee

Volunteer Coordinator (paid or Unpaid)

-o
Q,

Publicity Coordinator

Photography Team Coordinator

Research Team Coordinator

Other Projects

Volunteers

Volunteers

Volunteers

Supplemental Survey
Coordinator

Volunteers

Volunteers

ORGA~AnONALCUKATB
The term "organizational climate" is used by behavioral scientists to describe how it feels to work in a particular situation or organization. You might say it is the atmosphere of any work community.
In the book Motivation and Organizational Climate, Litwin and Stringer define climate as "the perceived subjective effects of the formal system, the information 'style' of managers, and other important environmental facts on attitudes, beliefs, values, and motivation of people who work in a particular organization".
This concept is helpful in understanding, and hopefully dealing with the practical everyday problems of poor performance, lack of motivation, turnover, indifferent or hostile attitudes and conflicts between the personal goals of workers (whether paid or volunteer) and the goals of the agency or organization. It simply lllustrates how environmental and interpersonal factors directly mold and shape both motivation and behavior. In other words, this is the second blade of the motivational scissor.
Litwin and Stringer point out that there are four distinct elements that affect work-related behavior:
1. The motives and needs a person brings to a situationj 2. The job or task to be donej 3. The personal strengths, weaknesses and leadership style of the manager; and 4. The climate of the organization.
Both leadership style and climate are very closely linked. In fact, research indicates that just as climate is one of the most important determinants of motivation, managers are one of the major determinants of climate. So our responsibility as managers would seem to be to understand climate and then to create effective, positive climates in our organizations.
11

Litwin and Stringer have identified nine dimensions or factors that determine and define climate. These are:
1. Structure - the feeling that employees (and volunteers) have about the constraints in the group. How many rules, regulations, procedures are there; is there an emphasis on "red tape" and going through channels; or is there a loose and informal atmosphere?
2. Responsibility - the feeling of being your own boss; not having to double check all your decisions. When you have a job to do, knowing that it is your job.
3. Reward - the feeling of being rewarded appropriately for a job well done; emphasizing positive rewards rather than punishments; the perceived fairness of the pay and promotion policies.
4. Risk - the sense of riskiness and challenge in the job and in the organization; is there an emphasis on taking calculated risks, or is playing it safe the best way to operate. (Does only paid staff get to take risks or are volunteers allowed that privilege?)
5. Warmth - the feeling of general good fellowship in the work group atmosphere; the emphasis on being well-liked; the prevalence of friendly and informal social groups. (The cooperation and good feeling between paid staff and volunteers and the absence of cliques.)
6. Support - the perceived helpfulness of the managers and others in the group; emphasis on mutual support from above and below (and between staff and volunteers).
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7. Standards - the perceived Importance of Implicit and explicit goals and performance standards; the emphasis on doing a good Job; the challenge represented In personal and group goals. (Standards for volunteers set as high as stuff.)
8. Conflict - the feeling that managers and other workers want to hear different opinions; the emphasis placed on getting problems out in the open, rather than smoothing them over or Ignoring them.
9. Identity - the feeling that you belong to a group and you are a valuable member of a working team; the importance placed on this kind of spirit.
It is important to emphasize that these climate factors affect paid staff and volunteers alike and should be viewed from both perspectives continuously. Also the client/consumer is greatly affected by the climate of the agency.
It would be tragic to recognize and deal with unhealthy climate problems for volunteers while perpetuating or Ignoring them as they affect paid staff--or vice versa. As we said in the first paragraph, climate Is how it feels to work in (and we might add, be served by) your organization.
TRUST
And in volunteer programs perhaps the underlying factor that affects climate more than all of those stated by Litwin and Stringer is trust. It is implied in many of the other factors, but if it is missing, then it wlll have a tremendous impact on the whole organization. Trust must exist between volunteers, staff, clients, director of volunteers and administration.
The authors go on to state that different climates stimulate different kinds of motivation, cause distinctive attitudes about a person's relationships with other workers and have a profound effect on both feelings of satisfaction and levels of performance.
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Another interesting thing they discovered was that achievement motivation, affiliation motivation, and power motivation are aroused by very different kinds of climate.
1. To create an achievement-oriented climate they suggest:
a. emphasize personal responsibility b. allow and encourage calculated risks and innovation; and c. give recognition and reward for excellent performance - not for
mediocre or poor performance.
2. To create an afflllation-oriented climate:
a. encourage close, warm relationships; b. give considerable support and encouragement; c. provide a great deal of freedom and little structure or constraint; and d. make the individual feel like an accepted member of your group.
3. To create a power-oriented climate:
a. provide considerable structure, such as rules, policies, etc. b. allow people to obtain positions of responsiblllty, authority and and
status; and c. encourage the use of formal authority as a basis for resolving conflict
and disagreement.
Although many things influence the climate of an organization (such as the past .history of the organization, the type of organization, tasks to be done, and the needs and values of the group members), "The most important and dramatic determinant of climate seems to be the leadership style utilized by managers or by informal leaders."
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In fact, some researchers go one step further and state leadership determines not only the climate, but the actual success or failure of many enterprises or organizations. They have determined that out of every 100 new business establishments started, almost half of them fail and go out of business within two years. By the end of five years only one-third of the original 100 are still in business and they maintain most of the failures can be attributed to ineffective leadership.
If the rate of failure is that high in business, it is interesting to contemplate how high it would be in human service organizations if bureaucratic undergirdings, federal funding and traditional community support systems (e.g. United Way, local fund drives) were based more on productivity and effectiveness in meeting need and less on tradition, politics and grantsmanship. Perhaps we will soon know the answer, as the day of accountability seems to be upon us.
If leadership is so vitally important to the health and welfare of an organization, then it behooves us to spend some time examining it.
It would make our Job delightfully simple if we could isolate the personal characteristics or traits of a good leader -- whether they are tall or short, blue or brown eyed, young or old, male or female, Protestant or Catholic, amiable or stern, etc. However, in fifty years of study, the experts have concluded that leadership is a dynamic process and varies from situation to situation, based on the unique combination of leader, follower, work to be done, and situation.
This suggests that we need to concentrate on the behavior of leaders, rather than leadership traits. The effective leader is the person who knows himself or herself, knows the people who work with him or her, and knows the situation. and is then able and willing to adapt leadership style to varying situations. Remember the point made earlier. that the manager does not have a role. but rather many roles to fill.
15

One of the most widely read and frequently quoted books on this subject Is Douglas McGregor's The Human Side of Enterprise. McGregor maintained that how a leader leads (or manager manages) Is based to a great extent on that person's basic assumptions about people. He Identified two basic sets of assumptions clearly recognizable In work situations and called them Theory X and Theory Y.
Theory X assumes that people are basically Immature and Irresponsible, that work Is distasteful to them, that they want to be closely directed and controlled, and want to assume as little responslblllty for their work as possible. A manager with this set of bellefs would tend to be autocratic and authoritarian, making most decisions and exerting strong controls and close supervision.
Theory Y assumptions about people are very different. This theory maintains that people can and want to be basically self-directed and creative at work, that they are responsible and ambitious and that they want to develop their skills and ablllties. The managers who makes these assumptions about workers tend to treat them as mature adults rather than children. They would tend to exert as little external control and supervision as possible In order to enable the worker to develop self-control and self-direction. These leaders attempt to unleash the potential that Is within each person who works with them.
It would seem obvious that not all workers In anyone situation fit either set of assumptions, nor that all leaders would be capable of acting exclusively In either one of the manners described. Once again, both followers and leaders are probably some combinatlon of both.
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VOLUNTEBR PROGRAM BLBMBNTS Chapter Two:
Needs Assessment
17

NEBDS ASSESSMENT
Prior to initiating any volunteer program, those responsible for establishing the program should have a thorough knowledge of the organization's needs and priorities in order to define objectives for volunteer services and volunteer opportunities and requirements. Administrative support should be secured and staff involved in general ideas and identifying appropriate volunteer tasks. These tasks should be discussed from the very top level of the organization (board) all the way to the bottom rung on the pay scale. Everyone will have ideas as to what volunteers can do and bow they should do it. Surveys are useful tools to use to ask members of an organization how they feel about a volunteer program, the need for a paid or unpaid volunteer coordinator, and specific duties which the volunteers can perform. The survey can also function as a publicity tool and a general community awareness building tool of the "coming attraction" of a well-managed volunteer utilization program. Community leaders from the political arena, other civic organizations, and business leaders could also provide valuable insight into perceived community needs which could be addressed by a good volunteer program.
Once all the ideas are pulled together, the planning team should try to bring some sense of order to all the stated needs and possible solutions. This could, again involve some key paid staff or other key volunteers in the community who already have a volunteer program in place. Try to remember that there is very little that is new in running successful volunteer programs. Get all the facts, involve as many people as possible in the decision making process, plan systematically, focus on the results which can be accomplished through the volunteer program and settle all management disputes before the first volunteer is brought on staff. In this way, the volunteer and the organization will benefit from a positiv~ and upbeat working environment where everyone is in accord about needs, solutions, management procedures and ways to say "Thank You!" to the new unpaid staff, or volunteers in the organization.
Steps To Take Get all ideas, sort and organize. Write clear mission statements and begin to
clarify management procedures. Get all your ducks in a row before the first volunteer comes to work for you!
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NBBDS ASSBSSKBNT QUBSTIONNAIRB 1. What are the most pressing jobs/tasks that need doing right now?

2. Can any of these jobs be done by new volunteers? Indicate which ones.

3. Who should be responsible for these volunteers?

4. Should a management plan be developed to monitor and supervise the work of these volunteers?

5. Would there be any additional expense to the organization if these volunteer

jobs are created?

How much?

_

6. How could we supplement the budget to accommodate them?

_

7. Do you think the organization is clear on what the job responsibilities actually are and how much time a volunteer should commit?

8. Would we need to provide training in any particular areas which the present

Board and membership cannot provide?

If so, what and where

could we get the trainers?

9. How much would the training cost?

_

10. Is there any free training that you know of available anywhere?

_

If so. where?------------------

11. If we need to prepare job descriptions, who should write them?

_

12. Do you think it is a good idea to periodically evaluate the use of volunteers

in this organization?

If so. who should conduct the evaluation and

how should it be accomplished?

_

13. Should we build in a way to get rid of non-productive volunteers?

_

How could this be done? ----------------------

14. Do you think the elected officers and Board members of this organization

understand the process for managing volunteers?

_

15. If not. how do you think they could be brought around?

_

16. Would you be willing to assist in developing a volunteer utlllzation plan based

on proven volunteer management techniques?

_

17. If so. what could you contribute in terms of skllls. time or finances?

_

19

PR.ODUCING YOUR. ACTION .PLAN A good method for developing the program will be to write clear action plan goal statements and list all the resources and assistance needed to get your program off the ground. A sample planning document is provided to assist your task force in clearly stating the goals for your program. After this has been completed, the next step is to write your Action Plan, a precise tool for putting together all the steps needed to accomplish a project into operation. A sample Action Plan form has been provided for your use. THE PROGRAM CALENDAR A program calendar should be the next item you devise so that all parties to the project are working on the same schedule and aware of all major events which will take place. For example, you must remember that the volunteer project cannot supercede the other activities of the organization so merge your agenda into the regular organization calendar. This way you won't miss any key activities or opportunities to involve as many people as possible to work on your volunteer project. Be sure that all key officers, Board members, and members of the task force have copies of your calendar. The calendar should be developed as far ahead as possible with one quarter's events set down on paper at a minimum.
20

Georgia Department of Corrvnunlty Affairs Volunteer Program
Action Plan Goal Statement Name of Project:
Goal Statement:

1. Name of Community 2. Chairperson 3. Coordinator
4. Date this tonn _ I..J._

Page_of _

Steps to Complete Project

Resources Needed to Complete Project

-

DCA 4/1186 Revised 8/4187

(Continue on next page if necessary.)

21

Georgia Department of Community Affairs
Volunteer Program
Action Plan Goal Statement

1. Name of Community 2. Chairperson 3. Coordinator
..J._'_ 4. Date this form

Page_of_

Steps to Complete Project

Resources Needed to Complete Project

DCA 4/1/86 Revised 8/4187 21a

EXAMPLE

Georgia Department of Comrrunity Affairs

1. Name of COmmunlty

Volunteer Program

2. Chairperson

1------------------1 3. COOrdinator

Action Plan Goal Statement
a

4. Date this form _,_,_ Page _ (Attach additional pages as needed)

Name of Project: Implement Local KAS System

_ _
_ of_

Action Committee Work to be Completed:
The Task Force will apply the techniques developed by the Keep America Beautiful (KAB) Program in order to establish an on-going system in town to improve control of litter and solid waste and other aspects of our city's appearance.

Steps to Complete Project Clean Community Committee organized
Citizens Advisory Committee Coordinator for Clean
Coml1lmity Committee
Litter Penalty Signs
Ordinance Changes PUblicity Waste in Place Curriculum

Resources Needed to Complete Project
Mayor Task Force Executive Committee DCA Consultant KAB Coordinator from Georgia County
for Peer-to-Peer Assistance KAB Small town manual
Mayor appoints Task Force recommendalions
Green Thumb, Inc. Volunteer recruitment by mayor
and Task Force Local Fundraising to pay salary Task Force fundraising Committee
Local elected officials Correction Industries Task Force sign Committee
Local eleded officials. City Attorney Citizens AdVisory Council Task Force Ordinance Committee
Task Force Publicity Committee
Local SChool Board Georgia Clean and Beautiful Task Force SChoois Committee

DCA 4/1/86 Revised 8/2188 2Ib

BXAMPLB

Georgia Department of Community Affairs Volunteer Program
Action Plan Goal Statement (continued)

1. Name of Community 2. Chairperson 3. COOrdinator
4. Date this form _1_1_

_ _
_
Page_of_

Name of Project: Steps to Complete Project

Resources Needed To Complete Project

Clean-Up Recognition

Local Government CommerciaVlndustrial leaders
and residents Community Service Wor1<ers Task Force Special Event Committee
Local Eleded Officials DCA Task Force Recognition Committee

DCA 4/1186 Revised 8/1/88 21e

Georgia Department of Community Affairs Volunteer Program
Action Plan

1. Name of Community 2. Chairperson 3. Coordinator
4. Date this form --1._/_

Page_of_

Goal Statement:

Action Steps

Target Date

Group/Agency Responsible

Financial and Other Resources

DCA 4/1/86 Revised 6123188
22

Georgia Department of Convnunlty Affairs Volunteer Program
Action Plan

1. Name of Community 2. Chairperson 3. Coordinator 4. Date this form _/_/_

Page_of_

Action Steps

Target Date

Group/Agency Resoonsible

~lnanClal ana Other Resources

DCA 411/86 Revised 6123/88
22a

BXAMPLB

Georgia Department of Community Affairs Volunteer Program
Action Plan

1. Name of Community 2. Chairperson 3. COOrdinator 4. Date this fonn _/_/_

_ _
_
Page_of_

Goal Statement:
The Task Force will apply the techniques developed by the Keep America Beautiful (KAB) Program in order to establish an on-going system in town to irJ1)rove control of litter and sofld waste and other aspects of our city's appearance.

Action Steps

Target Date

1. Appoint Clean Community

1/15

Committee

2. Request Green Thumb

1/15

Enrollee to coordinate

Clean Community

System (CCS)

3. Request assistance from

1/15

DCA Consultant in

techniques of CCS

4. Meet with DCA Consultant

1130

to outline goals/objectives

using CCS techniques

where feasible

5 Identify and appoint

2110

Citizens Advisory

Committee

6 Ordinance Review

2120

7. Request assistance of DCA

2110

In developing UUer

Measurement System

a Green Thumb Enrollee

2115

hired as CCS Coordinator

Group/Agency Responsible

Financial and Other Resources

Task Force Chairperson

NlA

Mayor

Mayor

NlA

Task Force Chairperson

NlA

CCS Committee

NlA

CCS Chairperson

NlA

Mayor

Task Force Chairperson

Citizens Adv. Comm.

NlA

CCS Chairperson

CCS Chairperson

NlA

City Clerk Mayor

Title V Funds

DCA 4/1/86 Revised 6123/88

22b

EXAMPLE

Georgia Department of Cor1'1lnJnity Affairs Volunteer Program
Adion Plan

1. Name of Community 2. Chairperson 3. COordinator 4. Date this form _,_,_

_ _ _ Page_of_

Action Steps

Target Date

9. Meet with APDC Planner

2120

and DCA Consultant

reo Utter Measurement

System

10. Order Litter Penalty Signs

2120

11. Publicity Campaign Begins

2120

12. Meet with SChool Board

3101

reo Waste in Place Curriculum

13. Begin city-wide clean-up;

3130

govemment action first;

i.e., signs installed, free

pick up of heavy Items,

ordinance in place

14. CommerciaVlndustrial

4115

Clean-up

15. Baseline Litter Measurement

4130

Complete

Residential clean-up begins

16. Neighborhood teams

4130

appointed

17. The on-going CCS is in

8101

place; Waste In Place

adopted

Group/Agency Resoonsible
CCS Coordinator CCS Chairperson

FinanCial and Other Resources
General Revenue Funds

City Clerk
CDC Committee
CCS Chairperson CCS Coordinator
Public Works Director Sanitarian City Council

NlA
In-Kind from City
Bank provides litter bags/pickup City trucks

CCS Coordinator Merchants Factory Managers
CCS Coordinator APDC Planner
Chairperson,Mayor CCS Coordinator Neighborhood Teams
CCS Committee,Mayo Council, Bet of Educ., Citizens Adv.Council, Bus., Ind. Residents

Community of Pride Funds
Elementary SChool provides posters Bank provides bags

DCA 411/86 Revised 6123188

. 22c

Dynamics of Volunteer/Staff Mission Success
Mission Statement
Goals & Objectives Specific Tasks (Describe)

Volunteer Roles
(list)

Evaluation of Effectiveness (How)

Volunteer Job Descriptions

Monitoring of Performance (How)

Stoff Roles (Define)
.l
Stoff Job Descriptions

Training/Orientation Needs

Resources. Training.
....................~ Dev~~~:~~~~~ies.

<: 1

" .!.l..
Tronlng& Development
Needs

Ga. DCA 1988

23

VOLUNTEBR PROGRAM BLBMBNTS Chapter Three: Job Descriptions
24

WRITING JOB DBSCRIPTIONS
Job descriptions for the volunteer staff are just as important as ones for the paid staff. You can use the volunteer job description as a basis for:
Recruitment Training programs Supervision Assignments Evaluation of your volunteers. If you don't have a volunteer job description (or have one that needs revision). here is a simple format for constructing one. Change it according to your specific needs.
A. JOB TITLE Make a statement that is straightforward and accurate. Don't "dress it up" (a janitor is sometimes called a "maintenance engineer"). Do make it as attractive as possible ("receptionist" is more appealing than "switchboard operator").
B. STAFF COORDINATOR Your position title. not your name. since you may be promoted.
C. VOLUNTEER JOB SUMMARY After you have completed the following specific duties. summarize them in one or two concise sentences.
D. ACTIVITIES AND RESPONSIBILITIES Make short. easy-to-understand action statements: "Attends and participates in monthly board meetings." "Operates independently a one-position switchboard (PBX. cord board)." "Maintains order and discipline in a cabin with up to seven preteen boys." Avoid statements that cannot be measured - "loyal". "dependable". "works with " Include all of the specific duties. Then stop.
E. NEEDED CHARACTERISTICS. EXPERIENCE AND TRAINING If you list those factors that are absolute requirements (Examples: "Needs to be able to type accurately at least 40 wpm". "Needs to be able to pass a beginning swimmers test"). the recruitment selection process is easier for you and the volunteer when both know and understand the specific expectations.
2S

E. NEEDED CHARACTERISTICS, EXPERIENCE AND TRAINING (continued) Avoid fuzzy words in this segment. Instead give specifics such as: "Must be able to deal in a firm but friendly way with minority group teenagers." This tells the volunteer applicant specific expectations and allows the uncertain ones an easy opportunity to offer their services in another area. "Should be available at least one Friday night a month." is much better than "Must be rellable in attendance."
F. TIME COMMITMENT This tells the volunteer applicant that a commitment is expected and allows you to find out how much time that volunteer is wllling to give your program. It should be clearly stated if the time commitment is flexible or is a specific job to be completed within a certain time period.
G. SIGNATURE If the volunteer wishes to accept the position, get a signature, and you sign it also. This has the psychological effect of a "contract" and formalizes the commitment. Or you may wish to use a formal "contract" agreement.
Many job descriptions also include optional information such as: Training What wlll be provided for the volunteer in the area of orientation and/or training in preparation for the job and how much time it might involve. Assessment Procedure How and when the volunteer wlll be assessed.
Clarity, conciseness and understandability are the three key concepts when writing job descriptions. Does it say what the job is really about? Does it state clearly what the volunteer will be required to do? Did you make it sound like a job you would enjoy doing (but just don't have the time)?
(See blank Volunteer Job Description)
26

VOLUNTEBR. JOB DBSCIUPTION

A. JOB TITLB:

_

B. STAFF COORDINATOR:

C. VOLUNTEER JOB SUMMARY:

_

D. ACTIVITIES AND RESPONSIBILITIES: 1.
2. 3. 4.

E. NEEDED CHARACTERISTICS. EXPERIENCE AND TRAINING: 1.
2. 3. 4.

F. TIME COMMITMENT:

DAYS AVAILABLE

TIMBS AVAILABLE

MON TUE WED THU FRI SAT SUN

G.
VOLUNTEER
STAFF C.ooRDINATOR

DATE DATB

27

SAMPLE VOLUNTEER. JOB DESCRIPTION
TITLE: Cultural and R.ecreational Guide for the Blind
MAJOR OBJECTIVES: To offer blind persons self-confidence and a positive self image.
MAJOR RESPONSIBILITIES:
1. Plan and arrange outings with the client and serve as an escort/friend to the client.
2. Help client improve motor skills and develop self-confidence according to treatment plan.
3. Provide client the opportunity to attend cultural and recreational activities in order to stimulate clients's interest in community and hobbies.
4. Work with staff on the progress of the client and make the staff aware of any potential problems.
5. Help client development positive self image by reinforcing appropriate behaviors and attitudes.
QUALIFICATIONS: Mature individual. at least 18 years old. Ability to relate to people. Patient and non-judgmental in relation to client's interests and attitudes. Able to give guidance and support in a firm manner. Experience with working with the blind is helpful. but not necessary. Mus~ have access to transportation.
TRAINING AND/OR PREPARATION: Orientation to DHR with emphasis on Vocational Rehabilitation and volunteer services. Volunteers will be given special courses designed for instructors for the blind. emphasizing attitudes often expressed by both the sighted and blind individuals towards blindness and development of communication. listening. and assertiveness skills. Classes will be conducted by Vocational Rehabilitation staff and appropriate resource persons. These sessions will last approximately one day. Follow-up training sessions will conducted periodically.
TIME AND PLACE: Volunteer will meet with the client in the Vocational Rehabilitation facility once a week. At the mutual agreement between client and volunteer. meetings may be conducted elsewhere as will outings.
COMMITMENT: Minimum six months. One year maximum
ON-THE-JOB SUPERVISION: The designated Vocational Rehabilitation staff person will meet with the volunteer on a regular bi-weeltly basis.
Manual for Volunteer Services; Georgia Department of Human Resources; Office of Volunteer Services.
28

so YOU ALRBADY HAVB
VOLUNTEBRS WITHOUT JOB DBSClUPTlONS
No problem. Why not have each volunteer or a group of volunteers doing the same job write their own job descriptions? It wlll help the volunteers realize their importance, give you the exact scope of each Job already being performed plus save you time in the developmental stages of new ones. Give the volunteer a copy of the preceding instructions, some blank job description forms and prepare to be agreeably pleased with the results.
GBTTlNG CLBAR WITH VOLUNTEBRS Job descriptions should be developed when planning any volunteer job. The format and information needs to be clear, concise and easily understood. Job description should also be used during the recruiting, interviewing, placement and evaluation processes. Letting volunteers who don't have a job description write their own wlll help promote a better understanding of the job by both the volunteer and you.
29

VOLUNTEBR PROGRAM BLBMENTS Chapter Pour:
Planning Orientation and Training
30

PLANNING ORIBNTAnON AND TRAINING - CRInCAL DIPPBRBNCBS
Following the process of developing "do-able" and "manageable" job descriptions, the next step in designing your volunteer program is to think through and set down on paper, preferably on your yearly program or project calendar, all the orientation and training sessions which your volunteers will need in order to produce effectively and efficiently.
ORIENTAnON
There is a critical difference between "orientation" and "training". Many volunteer managers confuse the two. Orientation is merely the necessary information your volunteers will need to make it through the day in your organization. That is, what time to report in, where to sign in, if this is necessary, where to buy coffee, where to find the rest rooms, where the offices of key paid or unpaid staff are located, where to buy lunch, where to find supplies, what the reimbursement policies are for authorized expenses, what telephone usage policy is, and any other day-to-day survival information the volunteers will need. This orientation session should be held twice. The first, brief orientation session should be held at the time you officially sign up the volunteer. The second, in-depth orientation, should be held on the first day the volunteer reports for work. Remember, to prevent confusion, you should be sure that the volunteer knows Al.L he or she needs to know in order to make it through the first day of work. A good way to develop an orientation checklist for the volunteer staffers is to keep a "running list" of everything you do, or the volunteer manager does during a week-long work period that is of an organizational, clerical, or administrative nature. This will help you think of all the details you will need to share with the volunteer. You will need to keep in mind that you may have to provide written information or data sheets on some items, such as phone policy, or certain logging procedures if they are complicated in your particular organization.
TRAINING
Training is altogether different from orientation. Each job which you develop for a volunteer, just as it is for a PAID STAFF, will need certain training in the
31

NEVER ASSUME THAT JUST BECAUSE A VOLUNTEER SAYS HE/SHE KNOWS HOW TO DO A JOB, THAT THEY WILL KNOW HOW TO DO IT THE WAY YOU WANT IT DONE! Think through each Job and the duties you have described. Combine items of a similar nature for each job and then group these from all Job descriptions into "batches" of training needs. You can now see that there are significant areas which you need to provide training in. Remember to think of this training just as if it were for paid staff. The only difference, remember, is that you don't have to PAY the volunteer! There will be internal training resources which you or other paid staff can provide (remember to INVOLVE the paid staff in developing the training for best results!) and there will also be training which you will need to provide from outside the organization. If you need to pay for outside trainers, remem ber to include the cost in your budget. Locate good trainers who can provide your volunteers with the information they need to complete their job assignments.
Next, look at your program calendar and determine WHEN and WHERE the training will take place. Make it if at all possible during the normal time which your volunteers are available to work for you. The next item is MOST IMPORTANT! Be sure to include the reference to training attendance in the job description so that the volunteer knows up front that it is required, and not merely something dreamed up by management to keep them busy. It may be necessary, from time to time, to repeat training on subjects which are difficult or very complex OR if you have a high turnover of volunteers. Be prepared, in either situation, to either provide the training yourself or get it from outside in a timely fashion.
TYPES OF TRAINING
There are many ways to provide training for your unpaid staff. Keep in mind that one of the best ways to learn is on-the-job training. Unfortunately, this type is usually overdone in volunteer utilization organizations. The tendency is to allow one volunteer to pass on training and job information to other volunteers. The danger in this loose approach is that pretty soon, the job will become so loose and vague that the original job description will not match at all the actual Job the volunteer is doing. There is definitely a need for formalized, classroom type training periodically to both keep the Job description clear and to reinforce the formal chain of command within the organization. Keep on top of the training needs and you will have a happy, well-informed and productive unpaid staff.
32

VOLUNTBER PROGRAM ELEMENTS Chapter Five: Recruitment
'-.
33

RBCRUITIIBNT
There is no question that the need for volunteers is growing as we face increasingly complex and seemingly insoluble human. economic. and environmental problems. But at the same time the competition for people's attention and time is also growing. How often do we hear, "I would like to help but I really don't have time." or "I'm much too busy to volunteer. Sorry."?
As managers of v.olunteers. we bear a primary responsiblUty for identifying and recruiting new volunteers. If we are to meet the need. we are going to have to go beyond people who are already involved and attract new people into the "volunteer habit." To do that effectively. we need to understand WHY people volunteer and HOW people get involved as volunteers.
At a recent national conference one of the trainers asked participants to respond to the question "What motivates me and the people I know to volunteer?" If we were to group the answers on a chart, we would see that they cover a wide range - from those that are extremely idealistic, to those that are very much based on self-interest.
At one end of the chart, we would see answers like these:
o sense of duty toward the community;
o people who have should share with those who do not;
o love for your fellow men and a desire to serve them;
o to be able to give to help life.
At the other, we would find:
o to relieve boredom;
o as a part of career development;
o for recognition and reward;
o to learn new skills.
As with so many things in life. the truth lies somewhere in the middle. in that area where seif-interest overlaps with an outward-looking concern for others and for the community. It has been said that the best volunteering happens when needs overlap - the needs of the community (through an organization or an agency). the needs of individual consumers. and the needs of volunteers.
That means that we need to give much more attention to how we can use "people networks" to reach others. Think what the result could be if everyone of your current volunteers accepted the responsiblllty of finding just one other person to volunteer in the next three months. And then. that all of your old and new volunteers did that again in the three months following; after 6 months. you would have 8 times as many people involved as you do now!
34

It is much harder, of course, to set up and operate such a recruitment network than it is to print posters or write radio announcements. But the results not only Justify that effort; they also produce people who, in the future, can become the managers of the network.
Here's how the national conference participants expressed themselves when asked the best ways to recruit:
o "word of mouth" o personal approach - caring and loving o public speaking o through personal contact o by other volunteers o people who see the need ask others to help o share our experiences with others o "grab our own family members and relatives" o by example o by helping people to feel needed. In addition, they listed a wide range of activities based on the media and the use of printed materials. We can't overemphasize enough how much we can learn from our own personal experience. As volunteers, we have the same expectations, motivations, and .needs as everyone else. What we want from volunteering, what we have experienced when we have volunteered, what we have felt about the way we were treated as volunteers -- all of these are directly transferable to our Jobs as volunteer managers, whether we are filling that management role as a paid staff person or as a volunteer.
35

FINDING VOLUNTEBRS

Recruiting volunteers is an ongoing process. It becomes easier each time. You will soon become comfortable with it.
To be a successful recruiter requires some initial planning and forethought. It is helpful to divide the recruiting process into these areas:

awareness and contacting interviewing and orientation tryout commitment

AWARENBSS AND CONTACTING

There are people all around you actually waiting to be asked! Your Job is to make them aware of your needs and how they can help fulfill these needs.

TRY:

THINK ABOUT:

Business and Professional Groups: Police Firemen Bankers Lawyers Business Womens Clubs Airline Attendants National and Local Groups

Sharing their expertise Locate in the telphone yellow pages

The Printed Approach: Posters city hall laundromats grocery stores car washes Bullentin Boards businesses colleges Blll Boards Brochures and handouts real estate officers with bank statements schools groups libraries Newsletters Newspapers
Letters Displays
Paper place mats

Keeping your material simple Keeping it informative
Being descriptive
Market your material creatively Keeping your handouts attractive Use headings that get attention
STRESS A NEED A PICTURE IS WORTH A THOUSAND WORDS A personal request At summer fairs. exhibits
and libraries For fast food chain trays

36

TRY:

TIUNK ABOUT:

The Audio-Visual Approach: Television
Electric changeable message panels used by banks, businesses and retail services

Free public service spots need to be short, concise and catchy

Radio Audio-Visual displays

Call your local stations for information on their public service announcement segments

37

TO REACH: High scOOol students
College students
~
00
Young aduTts

ROCRUI'lMEN1' OF VOLtNrEERS WHO, WHERE, WHAT, WHEN AND HCM

a:N1'~:
1. SCOOol counselors 2. Social Studies
Faculty 3. Church Youth Groups

BESl' MEDIUMS:
1. SCOOol paper 2. School news in dailies
and weeklies 3. Posters, flyers 4. Radio, TV spots
s. Church announcements or
bulletin boards

APPKWlIES TO EMPHASIZE, PIANN]N;
1. SPecific1:asKs-identified 2. seIVice activity 3. Learning opportunity 4. A ~hire in planning
s. ()lick success
6. Recx:>gni.tion 7. letter to high school for files

1. Q'1e-to-one recruitment 2. Contacts with student
leadership 3. Ccmp1s organizations 4. Faculty

1. Posters, flyers 2. ~tings (mixers) 3. SChool paper 4. Radio spots

1. Course credit or field experience
2. Career exploration 3. Invo1varent in carmuni.ty
problems 4. Time limit required S. Turnover inevitable 6. letter to put in college
file

1. -Churches 2. Social Clubs 3. setvice organizations 4. welcane Wagon
S. Newspapers
6. Radio, TV
7. Persorme1 offices

1- Speaker's Bureau 2. Public seIVice
presentations 3. TV spots 4. Hunan interest and
interpretive news stories
S. Posters
6. Brochures 7. Columns

am 1. Need to eati:>a:t boredat1 loneliness 2. Olance to meet people 3. Chance to learn new skills or
techniques 4. Interest in special prd>lems
s. Be<xJne involved in camuni.ty
programs

(,
Semana Nacional del Voluntariad6
nat:fonaL voLaoLeer<. weel<

*VOLUNTEERS-Imp~rtant

;~AIib..

~~

v- -, n tm,Q ,1*.' . .;, .. ~ .c".o'F~ '..A, '.~ '''

~

(
.

1 '~ 1'

]
)

'~
I ..

~

,:
.'",:.

,.,
, "

~ V.l.p.: .' '~r:-j'~~ .,.- "Til' . ," .,;

r

'-

We Appreclate You -- Thank you \?olunteers' ;\.' "

r~ "po,
, ' " .

1~m , , ~.".,_Y. '.

,

,'ftt.':" ',~:r, ..;."'t" ...,.....~.".,"r;~ ""'.'r~'C''t~:"".';0..
,'~~~,W'i'j'.,;4'l ..' ....

".~<'~l' 'P.'~.!i

0;

:.'!<

\N \0

EVERYBODY" DOinG IT-- VOLUnTEER!

Gracias VoluntariosJ

Volunteer...YOU Make It Happen!
welR86dyoo

Tt-i~~m\~!

thank you volunte,ers! .

VOLUNTEER PROGRAM ELEMENTS Chapter Sa: SCreening
40

SCIlBBNlNG
Once recruitment is well underway, the next step in the process involves interviewing and screening the volunteer. It is the process by which you and/or your staff determine whether a volunteer is suited to perform a particular assignment within the volunteer program.
Tips on Interviewing
1. Be famlliar with the Job description.
2. Make sure that you get all the information you need to JUdge the applicant's qualifications. Explore thoroughly both the technical and soctal skills of the volunteer.
3. Begin the interview by talking about the background of the volunteer's education, previous work experience, both paid and unpaid.
4. Once both of you are relaxed, ask open ended questions which solicit the volunteer's opinions and attitudes (see attached list for sample questions).
5. Discuss why they want to volunteer and why they chose this particular agency and volunteer assignment.
6. Listen.
7. Mutually decide upon the appropriate job description.
8. Describe in detall the responsibllity of the job to be performed by the volunteer.
9. Make sure the volunteer has a realistic picture of the job and the agency and knows the level of commitment needed.
10. Listen.
11. Discuss your expectations of the volunteer -- the kind of environment he or she will be working in.
12. Listen.
13. Make the volunteer aware of your plan of action so he or she will know what the next step is.
Ilemem ber that not all volunteers you interview will fit into the needs of your program. The volunteer may decide that your program is not what be or she was looking for, or you may decide that he or sbe is not suitable for your program. In either case, treat the situation with tact.
41

Interviewing is a two-way communication process. It is a conversation with a purpose and provides an opportunity for you and' the eager volunteer applicant to assess each other, to give the applicant understanding of the volunteer opportunity and you a chance to evaluate the applicant's suitablllty as a volunteer. Have the volunteer complete an application form for your use in the interview. As you interview:
Choose a quiet place - Avoid interruptions so you can give your full attention to the volunteer.
Break the ice - make the volunteer comfortable. Ask questions that wlll lend themselves to being answered easlly. People enjoy talking about family, hobbies, and interests. (Avoid controversial topics unless they relate to the suitablllty of a volunteer for a special area.)
Following your Volunteer Interview Check List - The interview checklist wlll guide you through the interviews. It wlll be an aid and reminder to you to cover all areas and to have any handouts ready. Here are some open-ended questions that wlll help you learn about the volunteer.
"What interests you about the XYZ organization?" "What do you see as your strengths in working with people?" "What would you enjoy doing as a volunteer?" "Why do you want to volunteer?" Use your Volunteer Handbook - By developing a handbook for .the volunteer, you wlll be able to pull together a lot of information the volunteer can read on his own. Make it thick or thin, Just make sure it is appropriate. You might want to include: Your background Who others of the staff are and what they do The role of the volunteer(s) Volunteer benefits
42

VOLUNTEBR INTERVIEW CHBCKLIST
PURPOSE
Give a brief overview of the volunteer opportunity and tell how it fits in with tbe program or service as well as the organization's philosophy. Tell the interesting and rewarding aspects of the job. Tell also the difficult and demanding parts. Be candid. Be fair. Be enthusiastic. Be honest.
JOB DESCRIPTION
Here is a chance to use that volunteer job description as a framework for your interview with the applicant. Use the specific items to make certain the volunteer understands the position and that you feel he/she is suitable for it.
SPECIAL INFORMATION
If you are going to coordinate the volunteer's work, explain how and when you wUl be available and the kinds of support and assistance to expect. Make sure tbe volunteer clearly identifies the recipients of his/her time commitment (who and how many) as well as the specific days and hours of that pledge. If other volunteers are involved in the same program, tell something about them. Before any volunteer starts on a job, BE CERTAIN he/she understands fire and disaster procedures, accident and first aid procedures and whom to contact in an emergency.
INTRODUCTIONS
When a volunteer has agreed to be a volunteer, introduce him to those friendly folk with whom he will be working - staff, clients, and other volunteers. Above all, don't say "be here Tuesday night at seven and someone will show you around."!!!
ASSESSMENT
Explain that, just as for a paid staff member, the volunteer will have an opportunity to discuss with the responsible staff coordinator (you or a colleague) his effectiveness in the volunteer assignment, the reaction of clients, other staff and volunteer co-workers. Set a date and time for this evaluation NOT MORE THAN TWO WEEKS after the volunteer starts. Give the applicant a volunteer handbook and go through it with him briefly. Assign a locker, or desk space if applicable; be certain to explain that if this trial effort doesn't work out. there are other volunteer opportunities that should be explored.
COM.M.ITMENT
Bxplain that at the time of evaluation, or shortly thereafter. volunteers who are accepted for the program are expected to pledge a minimum number of hours and days over an extended program (usually six months, however it depends on the needs of your specific program). If you use a contract or pledge form, ask the volunteer to sign. after explaining that it is a moral and NOT a legal commitment.
43

NONDIRBCTIVB INTBRVIBWING SUGGESTIONS Sample List of Open-Ended Questions
ATTITUDES: -What have you enjoyed most in previous volunteer assignments? -What have you enjoyed least?
INTERPERSONAL RELATIONS: -What kind of people do you work with best as a co-worker? -What kind of people are you most interested in as clients and Why? -Are there types of people you feel you would be unable to work with?
MOTIVATION AND VALUES: -What would you consider to be the ideal volunteer job for you?
MOTIVATION: - Why are you interested in doing volunteer work? -What are your long-range objectives?
VALUES: -What do you like to do in your leisure time?
WORK HABITS: -What is your "energy" or "activity level" and how would you describe your work habits?
DECISION MAKING: -Thinking back. what are the most significant decisions you have made in your life and how do you feel about them?
EMOTIONAL STABILITY: - What makes you really angry - on the job or at home - and how do you deal with this anger? -Tell me about your family? -What has been the biggest disappointment in your life? -Describe your temperament. -If you could. what would you improve? What do you like best about yourself?
44

VOLUNTEER REGISTRATION

Date'

_

Service Area Requested, Name,

Local Address:....--

City-------- MaiDng Address~

State

City

State

Age

Sex

Educational Level Achieved

Weight

_ Phone
Height . SChool

Zip
Zip Marriedlo.o-

_ _ _
_ _
~_
_ _

List any previous experience qualifying you for service in the area listed above

Have you had any previous volunteer experience?

_

With what age group do you prefer wooong?

_

Do you have transportation?

_

How many hours per week would you like to volunteer?

_

Please list in rank order the days and times most convenient for you.

Are you available year round?

_

Please fist seasons available.

_

Comments: --------------------------

For Office Use

Interviewed By:

Status:

_

45

VOLUNTEER APPLICATION FORM

1. Name

Date

_

Address

City

State

Zip

_

Age

Married, Divorced, Single

Phone

_

Children(ages)

_

2. Place of Employment Days and hours?

Phone

_

_

Pre~ousjobexperience--

~

3. How much volunteer time per week can you give?

Days preferred

_

Will you commit yourself for 6 months?

Start when?

_

4. Check which groups interest you the most:
o Pre-schoolers o Elementary age o Junior High age
o Senior High age
o Adults

o Elderly o Mentally Retarded
[J Physically disabled
o Foster children
[J Child Abuse

5. We get occasional requests for assistance that we feel volunteers could fill. When the occasion arises, we would like to know if we may call on you. If you check any of the following, it means you would be willing to offer your services, If your time is free when we ask.

o Transportation
o Child Care
o Clerical
o Overnight Lodging
o Food
o Clothing o Yard Work
o Housecleaning

[J Interpreter [J Companion on a trip (to
doctor, shopping, etc.)
o Helping move o Money Contribution
(small)
[J Emergency sewing

6. Have you been a volunteer before?

Doing what?

_

7. Do you speak any language other than English?

_

B. Education and special skills

_

9. What do you enjoy doing in your leisure time?

_

10. Will you transport clients In your own car?

Adequate insurance?

_

11. Person to notify in case of emergency?

Phone

_

12. Character reference

Phone

_

46

ACTIVITY/INTEREST INVENTORY

Program
Name,

_

Date,

_

We would like for you to fill out this questionnaire so that we will have a better understanding of your likes and dislikes. This will help you in being placed in a job with someone who likes to do the same things you like to do. Please mark them the way you first feel about them.
Directions: Place a plus (+) beside the activities you like and a minus (-) beside those you dislike. leave blank those you don't feel one way or the other about.

Q Watching movies Q Playing Pool Q Seeing special shows :J Art museums & shows J Ballet Q Opera Q Parties Q Concerts Q Pottery
,r"
Q Photography Q Jigsaw puzzles

l:J DramalTheater/Acting l:J Reading books l:J Cooking l:J Sewing l:J Gardening l:J Auto mechanics l:J Shopping l:J Card games l:J Checkers Q Chess

lJ Watching TV lJ Ustening to music lJ Airplane rides lJ Hanging around with friends lJ Drawing lJ Painting lJ Singing lJ Rappingltalking with friends lJ Travel lJ Macrame

Q Woodwork/carving l:J Model planes l:J Motorcycle riding Q Bowling l:J Shooting pool Q Boxing Q Camping Q Canoeing CI Car racing CI Field hockey
a Pinball
Q Working on cars

l:J Writingpoetry, stories l:J Fishing lJ Go-karts l:J Gamblinglbetting l:J Handball l:J Hiking
a Horseback riding a Swimming
l:J Tennis l:J Track
l:J Volleyball
a Skin diving

lJ Baseball lJ Basketball lJ Bike riding l:J Hunting lJ Ice hockey lJ Ice skating lJ Climbing l:J Backpacking lJ Being with opposite sex lJ Miniature golf l:J JudolKarate

47

Rating and Inlclrvlewers Cards

Program _~

_

Interviewer's Report - Effectiveness of Match

Volunteer Name Interviewer Name
Descriptive I"l>resslons:

CBentName Date of Interview

(Use reverse side if needed)
Rating Scale: Has the volunteer helped the client to be more effective or successful in hislher everyday life (on various levels combined: school. job. peers law enforcement, etc.)?

1

2

3

4

5

6

I'-bnu:h

Very nu:h

Program

_

Interviewer's Report - Compatibility of Match

Volunteer Name Interviewer Name

Client Name Date of Interview

Descriptive Impressions:

(Use reverse side if needed)

Ratlng Scale: The oorrpaltllly of th6 maId'I is: 1 2 3 4 5 6

t-b CJX)d

Very Good

Note: These can be set up on 3- by 5- Index cards and kept close by your phone for CJ.Iick reference.
48

VOLUNTEBR PROGR.AM BLBMBNTS Chapter seven:
Orientation and Training
49

ORIENTAnON OF VOLUNTEERS
Try to remember your very own first day on the job in a new and strange environment! What did your first supervisor do to make you feel more at home and comfortable in your new surroundings? Can you do the same or perhaps better for your newly recruited volunteers?
The best method for conducting successful orientation of new volunteer staff is first of all, don't assume they know anything about the organization or facility they'll be working in. Put some thought into breaking down all the "necessary" survival items into a checklist which you can go over with each volunteer or in a group setting.
If you don't already have a checklist of this type, start setting down thoughts several weeks prior to your first orientation meeting. List everything that you do of an administrative, clerical, organizational and personal nature. In short, everything YOU would need to know on a daily basis to survive in you organization. This will include things like telephone use and logging policy, where the restroorns are, what normal office hours are, where the best places to eat lunch are close to the office, location of a staff lounge where "brown baggers" can retreat for lunch, and any other vital information that you might have taken for granted.
Introductions to other paid and unpaid staff are always a good way to put people at ease in a new situation. Don't expect everyone to get all the names right on the first day, however! Be prepared to answer questions during the orientation and also over the course of the next few days. Nobody can remember everything!
As your volunteer program develops and expands you might actually create a new job description for a volunteer as "Orientation Coordinator" and then you can turn this time-consuming task over to a well trained volunteer!
Now that the basics are out of the way, you can devote your time to going over the particulars of the job description itself with the volunteer to clarify all aspects of the job. You may need to write out explanations or details of the tasks listed to prevent confusion and mix-ups. Be sure to conclude the orientation meeting with a copy of the "Code of Responsibility for Volunteers" which will help reinforce the responsibility of the volunteer.
50

VOLUNTEBR ORIBNTAnON CHBCKLIST
Name of Potential Volunteer Date
Purpose of the program Job description Special information
Staff coordinator Persons or group served Other volunteer co-workers Time requirements Emergency procedures (fire,tornado,severe accident> Coat rack, office telephone, coffee room Staff for emergencies Accident procedures First aid Volunteer Handbook Set assessment date Locker assignment Introductions Other staff Other volunteers Office and maintenance staff
Assessment Date Staff - - - - - - - - - - - - - - Clients Other volunteers
Commitment Date Contract/Agreement
51

ORIBNTAnON CHBCKLIST
1. Location of restrooms. 2. Location of kitchen or staff lounge. 3. Parking location or transit particulars. 4. Where Is the boss's office? 5. The secretarial pool and work orders. 6. Telephone locations and telephone policy and procedures. 7. Explain the telephone logging system. 8. Where are the closest restaurants, snack bars and sandwich shops? 9. Normal office hours. 10. Time sheets. 11. Weekly reports.
12. Monthly reports.
13. Evaluation periods and forms. 14. Location of supplies. 15. Purchasing procedures. 16. Security. 17. Confidentiality. 18. Archives files. 19. Conference room usage and reservation. 20. Sick leave - who to notify. 21. :Motor pool. 22. Reimbursement procedures and limits. Authorization. 23. Other.
52

CODE OF RESPONSIBILITY FOR VOLUNTEERS Be sure: Look into your heart and know that you really want to help other people. Be convinced: Don't offer your services unless you believe in the value of what you are doing. Be loyal: Offer suggestions but don't "knock". Accept the rules: Don't criticize what you don't understand. There may be a good reason for it. Speak up: Ask about things you don't understand. Don't coddle your doubts and frustrations until they drive you away, or turn you into a problem worker. Be willing to learn: Training is essential to any job well done. Keep on learning: Know all you can about your organization and your job. Welcome supervision: You will do a better job and enjoy it more if you are doing what is expected of you. Be dependable: Your word is your bond. Do what you have agreed to do. Don't make promises you can't keep. Be a team player: Find a place for yourself on the team. The lone operator is pretty much out of place in today's complex community.
SOURCE: HOSPITALS, Journal of American Hospital Associations, 23:41,
February 1. 1958.
53

TRAINING VOLUNTEERS
With the variety of programs today, different types of training programs are essential.
By giving volunteers an opportunity for growth, you improve your work force. Even more important, volunteers can be trained for different and expanded responsiblllties for the future.
Training opportunities should be made available as soon as the volunteer has been recruited. Encourage staff and volunteers to participate together in the training.
Are any of these training suggestions appropriate for your volunteers?
BOARD LEVEL and PROGRAM LEVEL
1. Organizational structure Staff and lay organizational charts Board function Committee structure Corporate MBO's Budgeting and Finances Action planning
2. A broader view of your organization's potential. Programs and services offered by other organizations that could be adapted. (Remember, metropolitan, suburban and rural can learn from each other.)
3. Special areas: How to run a financial campaign. How to develop the planning process. How to recruit board members. What is endowment giving?
4. Teaching techniques: Group work methods. Communicating skills. Developing lesson plans. Avoiding stress and burnout.
5. History and structure: How your organization fits into the: Regional network National network International network
54

Workshop Title:

'I

Learning Design Worksheet

Group:

Dates:

Location:

Page: Trainer(s):

Hour Time

Activity

Process Description

Technical Aids

Material Sources

Trainer to be Resoonsible

VI 01

VOLUNTEBR PROGRAM BLBMBNTS Chapter Bight: Placement
57

PLACBMBNT
After all interviewing. screening and matching of volunteers to particular jobs have been completed. it is time to officially take the volunteer on board as a member of the staff. It is very important to officially notify the volunteer in writing that he/she has been accepted. The letter should refer to the job to be done (by title only). the place the volunteer is to report to. and the time. date and person to report to. and also REINFORCE the organization's delight in having the volunteer join the staff. All of these "positive reinforcers" add to the importance of the job and to the importance of the volunteer to the organization. It also indicates to the volunteer that the organization is run in a businesslike fashion. This approach will lead to clear communication between the organization and the volunteer and also lead to a heightened level of commitment on the parts of both.
Placement is an important part of the start-up phase of any volunteer program. It gives the volunteer the opportunity to be involved in the discussion of when and how much time is to be expected. It also makes it clear to the organization that it can expect a certain number of hours or days per week from a particular volunteer. The placement process merely officially irons out all the details of the work assignment. The placement procedure can be used to give the organization and the volunteer one last chance to be sure that all expectations on both sides are covered and there are no unclear items.
Changing jobs after entering the organization happens frequently to volunteers as they learn more about a project or a need within the organization. This should be looked at as a pOSitive growth factor for both the organization as well as the volunteer. As time in service lengthens for the volunteer, it may be necessary to rethink the job and possibly work in a new area if a new area fits talents better or if a particular job is not rewarding to the volunteer. The placement procedure should be followed each time there is a change in job or job description so that all parties are clear on what the expectations are. This will prevent unnecessary problems and misunderstandings for both parties.
Evaluations, which will be covered later in the manual. can be used effectively as the basis for redefining a job description or moving a volunteer into another job area. as well as a basis for severing a volunteer from the organization.
58

CONFIRMATION OF VOLUNTEER ASSIGNMENT

DATE

_

NAME OF VOLUNTEER

_

THIS IS TO CONFIRM THE ASSIGNMENT OF

_

- - - - - - - - - - (VOLUNTEER) TO WORK AS A VOLUNTEER WITH

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ (NAME) ON THE

_

_ _ _ _ _ _ _ _ _ _ _ PROJECT. THE JOB HAS BEEN THOROUGHLY

DISCUSSED WITH THE VOLUNTEER AND I BELIEVE THE MATCH TO BE

APPROPRIATE.

SUPERVISOR OF VOLUNTEER

(This form is for office use and file purposes.)

59

VOLUNTBBR PROGRAII BLBMBNTS Chapter Nine:
Supervision and In-service Training
60

SUPERVISING VOLU'STBERS
Your success with volunteer programs depends on your abtltty to keep the volunteers once you have recruited them. The techniques in supervising volunteers are the same ones used with paid staff.
o Give Leadership Do you know the goals and objectives? Do you work toward them everyday? Do you provide direction in developing new programs and service ideas? Do you provide direction in developing new policies and procedures? Do you set a good exampIe? Do you make sound decisions after hearing "all the sides"? Are you consistent?
o Communicate Does your volunteer have a clear understanding of his job? Are you sincere about helping? Is your volunteer able to discuss with you problems or concerns relating to his job? Do you have an "open door" policy to keep the lines of communication open? Do you have a volunteer newsletter or bulletin board for announcements and sharing of information? Do you spend time reviewing the volunteers assessment?
o Be a Manager Are you organized? Do you know your volunteers and their programs? Do you have regular meetings with your volunteers? Do you keep accurate records? Are they up-to-date? Can you delegate jobs to your volunteers? Do you? Do you train, observe and evaluate your volunteers? Are you able to get the job done through volunteers? If not, why not?
61

o Use the hours to work for you Show in your resume the numbers of volunteers you recruited. Volunteer program development is a plus when job hunting.
o Use the hours to help the volunteer The Federal Civil Service Commission, some state agencies and many companies now accept volunteer experience as work experience when determining the grade rating of an individual applying for a job.
o You may need to use these records as proof of presence if a volunteer has witnessed a specific incident on a particular day.
RBllBMBBR
Keep your forms simple Use forms everyone can understand Have them located at a central area accessible to all volunteers.
Develop an easy-to-use system Kake certain your recording system is well thought out and In writing 80 new staff and volunteers wnt understand It and use It. Be certain both staff and volunteers bow who Is responsible for recording hours. Have a system that all departments will buy Into. Only through cooperation wnt your system and the figures derived from It be effective.
(
'-
62

SUGGESTIONS FOR PROFESSIONALIZING VOLUNTEER PROGRAMS 1. Develop more challenging volunteer Job descriptions. 2. Provide formal training opportunities for volunteers. 3. Develop innovative recruiting techniques and target "nontraditional" groups.
such as senior citizens. retirees, active duty soldiers, teens, and other paid workers who might find volunteer work more rewarding than their paid positions. 4. Consider ways to assist volunteers with financial expenses incidental to volunteering.
s. Provide official letters of reference, not letters of appreciation, to departing
volunteers. Letters should identify specific knowledge, skllls, and ablllties of each volunteer so they can be used later in Job applications. 6. Consider establishing a Volunteer Coordinator to promote and managevolunteerism throughout the organization. 7. Visits by supervisor to volunteer work sites/functions, as well as making volunteerism a topic of conversation during meetings and social activities. 8. Involve volunteers in program planning meetings to provide input on community and program needs.
63

VOLUNTEBR PROGRAM BLBMBNTS Chapter Ten:
Record Keeping
64

R.BCOR.D KBBPING
While paperwork can be the bane of many a manager's existence, it is nevertheless important to consider whether or not records are important to the organization and the extent to which they should be used as management tools as well as documenting the work which is done. This chapter provides sample forms which many volunteer utlllzation agencies and organizations use to track and record the use of volunteers. They are provided for direction only in developing your own forms which record the things you need within your organization.
Reasons for keeping records: 1. to track individual hours of service by individuals, groups. teams on particular
projects or tasks - useful in developing budget requests for paid jobs as well as setting up subsequent work schedules and calendars for volunteer projects. 2. to provide documentation on community involvement and/or commitment to an organization, community need, or agency need - useful in preparing grant proposals to foundations and other funding groups (including local government). 3. to provide a method by which the organization develops its recognition program for individual or group service to the cause. 4. to provide documentation on either "promoting" or "firing" a volunteer. 5. to give both the organization as well as the volunteer a method for evaluating programs or projects. 6. to give a formalized way to reinforce the importance to the agency of the volunteer and to convey the message that the organization is run like a business.
WHO KEEPS THE RECORDS? At the time the volunteer program is developed, the person or persons responsible for record keeping should be determined. There is no need to adopt a record-keeping policy and then not maintain it. Usually the volunteer coordinator keeps the records or is responsible for seeing that they are kept by supervisors and some which are kept by volunteers themselves. All forms should be kept in the volunteer's individual file and put there only with his/her knowledge.
65

Volunteer Hours Master Record This Is a monthly summary of Individual volunteer time contributions and Is the official record for volunteer time reports.
In the monthly blocks after each name show the total nurner of hours (to the nearest half) contributed by that volunteer and the code indicating the using service.
Check One:

year
0\ 0\
Name

_ Jan. Feb. March April May June July Aug. Sept. OCt. Nov. Dec.

Total

Supervisory Record

for the Month of

_

Volunteer Weekly Contact

Weekly Contad

Weekly Contad

Weekly Monthly

Workshop

Contad Suorv. Mta.

Group

Client Contact

-

~
-.J

Weekly Individual Volunteer Time Sheet

Week Beginning

year

_

Week Ending

Volunteer Coordinator/Supervisor

Project

Name

Time Mon. Tue. Wed. Thur. Fri. Sat. Sun. Total Dept. or Hours Unit
In uut

68

INDIVIDUAL VOLUNTEBR WBBKLY/1I0NTHLY RBPORT

Assignment
Program Volunteer's Name Supervisor's Name

_

_

Date

_

REMARKS: (Give complete status report.)

_

VOLUNTEER'S SIGNATURE

_

SUPERVISOR'S SIGNATURE

_

(This report should be placed in project file.)

69

VOLUNTEER PROGRAM ELEMENTS Chapter Eleven: Evaluation
70

VOLUNTEBR. BVALUAnON Volunteers, as do paid employees, need a regular evaluation of their work. As you did in the initial assessment following the volunteer tryout, explain to the volunteer in advance that the evaluation is designed as a guide for self-improvement, then set a time (every six months is recommended), and on that date review with the volunteer: o how do other staff rate the volunteer? o how do other volunteers rate the volunteer? o how do clients rate the volunteer? o how do you rate the volunteer? o how does the volunteer rate himself? o how does the volunteer rate staff support? o how does the volunteer rate other volunteers? o how does the volunteer rate his experience o how does the volunteer rate the training received?
71

Volunteer Assessment

Name of Volunteer Staff Coordinator
Use the following scale below: 1-2-3 Excellent

Department or Unit

_

Date

_

Date of Last Evaluation _ _-..L./_---J/r....-_ _

4-5-6
Good

7-8-9 Poor

Staff: Please rate the volunteer In each of these areas:

1) Works to Capacity

1-2-3 -4 -5 - 6-7 - 8- 9

2) Demonstrates Resourcefulness

1-2-3-4-5 - 6 -7 - 8- 9

3) Demonstrates Enthusiasm

1-2 -3 -4 -5 - 6- 7 - 8- 9

4) Demonstrates Responsibility

1-2-3-4-5-6-7-8-9

5) Demonstrates Dependability

1-2-3 -4 -5 - 6-7 - 8- 9

6) Accepts Supervision

1-2-3-4 -5 - 6-7 - 8- 9

7) Gets Along with Other Staff

1-2-3 -4 -5 - 6-7 - 8- 9

8) Gets Along with Clients

1-2-3-4 -5 -6 -7 - 8- 9

9) Gets Along with Other Volunteers

1-2-3-4-5 -6-7-8-9

Comments:

Volunteer: Please rate your Job and the staff In each of these areas:

1) Staff Support 2) Staff Supervision 3) Working Climate 4) Training Received 5) Job Assignment 6) Staff Attitude

1-2-3-4-5-6-7-8-9 1-2-3-4-5-6-7-8-9 1-2-3-4-5-6-7-8-9 1-2-3-4-5-6-7-8-9 1-2-3-4-5-6-7-8-9 1-2-3-4-5-6-7-8-9

Comments:

72

Evaluation of Volunteer Performance

Name

Date

_

Position

Unit

Supervisor - - - - - - - - - - - - - -

Check the space that describes the volunteer's usual performance. This evaluation
is for local use only.

RellabIIIty Punctual Notifies supervisor ahead of time if: LatA
Absent Arranges for substitute when necessary Completes assignments
Interest Accepts assignments cheerfully Desires to learn as ITlJch as possible about assignments Suggests ways to perform assignments more effectively
Personal Attributes Responds flexibly to the unexpected Displays sense of humor Seeks Information upon which to base judgements Accepts co-workers as they are
Relatlonshlp to Organization Exhibits understanding of volunteer role Evidences knowledge of organization's purpose
Actively interprets work of organization

Never Rarely UsuaRy ANiaY/s

73

JOB SAnSFACTION INTBRVIBW
1. How does volunteer feel NOW about his/her assignment? 2. Is he/she getting satisfaction from the job? 3. What have been the rewards in the work? Is he/she growing? 4. Has supervisor been available when needed, and is volunteer getting as much
supervision as he/she wants? Comments:

5. Is he/she clear on what the goals of the assignment are?
6. Has he/she felt a need for further training? If so, in what?
7. Would he/she like to meet occasionally with other volunteers doing similar work to share experiences, problem solve, support each other, receive on-going training?
8. Any feedback on what he/she has experienced or seen in the program -- service, good staff assistance, gaps in services, frustrations, etc.
9. Does he/she feel any need to change assignments?
10. Any general comments on being a volunteer in this organization's program? Is there more the organization could do for the volunteer.

Date Interviewed ---------- Name of Volunteer

Interviewer

Supervisor

Assignment

74

TERMINATING A VOLUNTEBR'S SBRVICBS
When someone who offers freely to give time and falls to meet the necessary standards of time, performance or effectiveness, what do you dol Such a touchy problem ineptly handled could have serious results: hurt feelings, a disgruntled volunteer, unhappy associates and family members and unfavorable publicity. Yet such a situation must be dealt with firmly and effectively.
Should you find a volunteer who isn't able to cope adequately with a given assignment or is adversely affecting clients, other volunteers or staff, you must take positive action without delay.
o Set an early appointment to discuss the problem with the volunteer - what has caused the problem1 - would a different schedule help? - would the volunteer rather work with other staff? Volunteers?
o Be certain the volunteer understands the assignment, responsiblllties, and the time requirements.
o Emphasize the importance of the volunteer's task.
o Make certain the volunteer understands that he has made a firm commitment.
o Consider an alternate volunteer task. If that is acceptable, work with the volunteer in creating a new job description or alter the present one.
o Above all, be positive, helpful and encouraging.
If your first interview or a new volunteer opportunity doesn't improve the situation, the volunteer must be told as firmly and kindly as possible that his services are not appropriate to the needs of your program.
o Stress your gratitude for the volunteer efforts.
o Use the job description to illustrate your position.
o Use the attendance record, where appropriate, to show missed assignments.
o Suggest alternative appropriate volunteer opportunities In another community organization.
o Offer the volunteer an opportunity to try again sometime later.
o When releasing the volunteer do It in a way so the volunteer can "save face".
Above all, don't be discouraged. Some volunteers simply are not appropriate. You do them a favor when you help them reach this understanding of themselves. Remember, you can't win them all.
76

TER.KINAnON OF VOLUNTEER. SER.VlCBS

VOLUNTEER'S NAME - - - - - - - - - - - - - - - - - - - - - -

SUPERVISOR OF VOLUNTEER

DATE

_

THE VOLUNTEER HAS REQUESTED TO TERliiNATE ASSIGNMENT TO PROJECT:

_________________ DATE

_

FOR THE FOLLOWING REASONS:

VOLUNTEER'S NAME

_

SUPERVISOR OF VOLUNTEER THE SUPERVISOR

DATE - - - -
HAS REQUESTED TO TERMINATE

THE SERVICES OF THE VOLUNTEER ASSIGNED TO HIM/HER FOR THE FOLLOWING

REASONS:

77

VOLUNTEER PROGRAM ELEMENTS Chapter Twelve:
Motivation and Recognition
78

MOTIVATING AND RBWARDING THB VOLUNTEBR
Motivating and rewarding volunteers requires a great deal more time and energy than just issuing a paycheck or giving a raise to a paid staff member. It can also be more fun, creative, enjoyable and satisfying.
One of the best motivators for volunteers is the recognition of them and their accomplishments. Who doesn't like to be recognized? See what happens when you compliment a fellow staff member.
How many of the following suggestions have you tried? Add any of your own that may have been left out.
Host an Annual Social Special Bvent awards, dinner, party, picnic or banquet
Give Awards plaques, medals, pins, or patches To avoid duplications, have a schedule of awards you plan to give and the years of service for each.
Keep Up Communications Oral - a personal thank you is never out of place. It is music to all ears. Written - letters of thanks, handwritten notes,
letters to employers.
Give Certificates for dedication, recognition, merit
Provide Memberships partial or full memberships, individual or family
Offer Public Recognition monthly newsletters, pictures on bulletin boards, local newspaper articles,
volunteer honor roll, roadside blllboards or volunteer-of-the-month club
Provide Informal Gatherings breakfasts, luncheons, coffees, soft drinks, cocktails,
wine and cheese tasting parties
Give Reduction in Cost of Classes
79

And Most of All: Be Friendly!! Smile
Be aware of the volunteers' needs and problems Help when necessary - Be pleasant and patient Greet each volunteer by name - Take time to talk - Give a little extra effort
to please Tell absent volunteers they were missed and let them know you're
glad they are back.
TAICING CARE OF YOUR VOLUNTEERS R.ecrultlng the volunteer Is only the beglnnlng of success. Keeping committed volunteers Is Its culmination. It Is realistic to say that working with volunteers Is more time-consuming than dealing with paid staff. It should also be more personally rewarding. Your success In keeping volunteers active wlll depend on your abUltles as a supervisor; trainer and motivator. All these take time and energy; belleve It. they do payoff.
80

awar<.nBD La

-00

.J=OR. Oal:st:ODVlog uoLao-ceer< seRvice

WbicY2 bas ImpRoven Loe

QLlalf"td! O.J= Lf.J=e 10 oar< cornrnarlft:d!

~

HELPING HANDS: THE 'KEY TO SUCCESS

Sample Mayor's

Proclamation

Whereas, the

of

(citx)

offers all

persons an opportunity to serve their community through volunteer servic;:e; and

Whereas, by the dedicated work of hundreds who volunteer through the _ _ _ _ _ _ _ _ _ _ _ _ , people throughout the city realize the benefit of
community services; and

Whereas, it is estimated that (number of volunteers) volunteers contribute services valued at (dollar amount) dollars each year in (city) : and

Whereas, the County Fair. City Art Fair) and

in cooperation with the (4-H. will sponsor a booth on Volunteer Programs (date) :

Whereas, in recognition of the above, the

is

hosting an awards luncheon for their outstanding volunteers of (year) on

(luncheon date)

at the (luncheon place) in order to foster

recognition of the participation in volunteer services;

Now Therefore I,

(Mayor's name)

, Mayor of the City of

__

do hereby proclaim the week of

to be Volunteer Week ~n (city) J

(state)

, and urge all citizens to take cognizance of the special events

arranged for this time in recognition of our city'S volunteer services and the

campaign for their expansion.

Dated this day

Mayor

Note: National Volunteer Week is proclaimed yearly by VOLUNTEER: The National center. It is usually the latter part of April. The exact date can be obtained by contacting your local Voluntary Action Center or the National Center at 1111 N. 19th Street, Suite 500, Artington, Va. 22209.
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