Designing and Managing Volunteer Programs
productive labor without remuneration.
opportunity to foster passion and informally market program.
13 pp. 279
Volunteer Program Provides Structure to:
1. Recruit Volunteers.
2. Screen Volunteers.
3. Provide Orientation.
4. Assign Positions.
5. Provide Training.
6. Provide Supervision.
7. Encourage and motivate.
8. Give Recognition.
9. Evaluate the Volunteer Program.
Planning Volunteer Program
reasons for using volunteers.
Get paid staff
to help design and buy into program.
program integral part of organization.
program leadership part of job description for paid position.
descriptions for volunteer positions.
Plan for meeting
needs of volunteers.
management plan for volunteer program
effectiveness of volunteer program.
Plan to recognize
Why does the organization need a volunteer
Clearly state reasons for using volunteers
Danger: Dont call in volunteers before you do
Danger: Have a philosophy first.
Danger: It aint free. A sound volunteer program will take
Danger: Compute costs and benefits.
The UP-SIDE 1.
bring in passion and commitment.
closer ties with community; outreach.
The UP-SIDE 2.
great fund raisers.
project service to others rather than vested interest.
new contacts and sources for fund raising.
What is the philosophy behind the volunteer program?
What are the
How is the
volunteer program related to the work of paid staff?
How do you assure
paid staff that volunteers will not put them out of work?
How many and what
kind of volunteers will you need?
How will you
measure program effectiveness?
Building volunteer program?
Get Paid Staff
and prospective volunteers into the meetings and into the decision making..
building process will inculcate ownership and commitment to program.
Program Design Meeting
Benefits, such as
insurance, parking, and continued education
Use of agency
equipment and facilities.
Lower Volunteer Turnover by:
Have formal job
Integrate Volunteer Program into Organization
Major voice in
relevant decisions and policy-making.
superiors to represent volunteers.
from taking them for granted.
accountability for volunteer activities.
Focal point for
volunteer contact with organization.
Volunteer Coordinator: Duties
recruitment, interviewing screening, orientation and training.
need for volunteers: number, type, and expertise.
placement and coordinates schedules.
evaluation and recognition.
What should volunteers do?
survey or staff meeting, determine: jobs
they do periodically.
that do not require expertise of paid staff.
they dont like or are uncomfortable about.
that require skills that the staff lacks.
Aspects of a Job Description
Job title and
responsibilities and activities
invested in position.
relationship and supervisor.
Meeting needs of volunteers
them something useful to do.
them to do something good for others.
an interesting work environment.
them to gain useful experience.
their social life.
Management Style for Volunteers
Rely on teamwork.
Give them a
chance to grow.
Give them a share
opportunity for excitement.
Put them in
positions where they can use their best skills and can foster their strongest
Evaluation and Recognition
Create evaluation tools to assess degree to which
volunteer has met job objectives.
Manager, peer and self assessment process
Assessment of volunteer satisfaction with
duties,schedule,suport, training,opportunities for personal growth.
Always thank volunteers for job well done.
Create recognition ceremonies.
Develop process to have organization respond to
volunteer assessment of program.
Involve volunteers in program improvement.