Category Archives: volunteer project

Captains of Our Destiny: Captain Obvious Part 2

21 Wednesday Jun 2017

Posted by in charities, corporate volunteering, NGO, non-profit, organizations, part time volunteer manager, prospective volunteer, Uncategorized, Volunteer, volunteer coordinator, volunteer management, volunteer project, volunteer recruitment, volunteer retention

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Captains of Our Destiny

Ha, ha, working with volunteers is like herding cats. …non-profit staff member.

It is time we become captains of our own destiny. It is true that our work is not glaringly evident to all, so we can’t be Captain Obvious.

So, now what? We can captain our future and redefine our work in terms that befit its importance while illuminating our professional skill set. It’s on us to redefine volunteer services, to flip it from one of cutesy, fluffy extra touches to a dynamic and professional service.

How? Well, first off, we have to change the loose descriptions of volunteer engagement and instead use the professional terms they deserve. To do this, let’s look at two highly regarded and compensated jobs and re-imagine our profession in those terms and descriptions.

Instead of volunteer managers, what if we were called Volunteer Account Managers? In reality, volunteers open accounts with us, in the same way as donors or clients. (an account is something of value or worth-in this case a volunteer’s time, expertise, resources, knowledge, sweat equity, donations, word of mouth marketing, etc)

As such, we would use these terms:

Volunteer Account Management: the management of volunteer accounts, including the relationship with volunteers and the pursuit of volunteer satisfaction.

Volunteer expectations: the value a volunteer seeks from our organizations, such as training opportunities, positive feedback, admittance to the team, creative outlets etc.

Volunteer centric: the emphasis an organization places on volunteer involvement, including timely appreciation, seats at planning meetings, designated volunteer managers who are supported, educational opportunities, partnership opportunities.

Volunteer journey: the steps a volunteer goes through to become a viable and satisfied member of the organization.

Volunteer journey mapping: the process by which a volunteer manager maps the journey a volunteer takes from first contact to integration through onboarding-and more importantly, the ability to reconfigure the steps when necessary.

Volunteer profile: the ongoing process by which a volunteer manager educates staff about volunteers, including their needs, their changing dynamics, their skill levels, their rate of participation and their future involvement.

Volunteer satisfaction levels: measuring and reporting the satisfaction levels of volunteers through one on one interviews, surveys, questionnaires, etc. And more importantly, the ability to change areas in which volunteers lack satisfaction.

Volunteer benchmarking: the continual process of improving the relationship with volunteers. There are many methods of benchmarking, such as:

  • do volunteers choose our organization over others and why or why not?
  • do volunteers make time for us over other activities and why or why not?
  • do volunteers recommend our organization to their circle of influence and why or why not?
  • do volunteers increase visibility, donations and resources and how? (we all know instinctively that this is true, but benchmarking will prove it)

Volunteer benchmarking will then be a tool to change the processes that need change, in the same way fundraising evolves.

In order to Captain our own destiny, we must begin to flip volunteer services from the outdated idea that volunteers are summoned to fill a job and volunteer coordinators “herd those funny cats around, lol, isn’t that cute.”

Instead:  Volunteers hold an account with us and we are responsible for cultivating that account by continually improving our relationship with the volunteers. And this is where the highly skilled volunteer account manager comes in.

Next week: KAVM-the key account volunteer manager-what does this mean for us?

-Meridian

Volunteer Fresh

03 Saturday Jun 2017

Posted by in burn out, charities, fund raising, NGO, non-profit, organizations, part time volunteer manager, staff and volunteer relationships, Uncategorized, Volunteer, volunteer coordinator, volunteer management, volunteer project

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Volunteer Fresh

Every day, volunteer managers witness the passion brought by volunteers. We marvel at their skill. We see their pure work, unencumbered by thoughts of pay, or chains to the financial burden of staying somewhere not fulfilling.

But there is another positive that we can attribute to our volunteers. The number of hours they volunteer a week or month is often misconstrued as a shortcoming, but in reality is a gift: Volunteers are not burdened by the stress of working for us full-time.

Volunteers who show up once a week or month are like opening the window to let in the breeze. They come in, trailing currents of fresh air. They bring with them new experiences, a taste of outside ideas, and rejuvenated enthusiasm to our stale environment.

What factors contribute to a stale environment? Compassion fatigue, burnout, overwork, repetition, familiarity, slow to change movement, it’s always been done thus mentality, funding worries and stress. Each of these freshness killers lurks in the halls of non-profits, waiting to blow their stale breath into our lungs.

There is an under current of pressure on non-profit workers to be “on” at all times. This Pedestal of Perpetual Caring implies that every moment is as intensely compassionate as the first one. Who can live up to that standard when reports are due, projects need attention and budgets are withering?

Enter Volunteer Fresh:

Our volunteers, unburdened by the stresses of working with us full-time can and do exhibit the intense compassion every client needs.

Our volunteers are out there in the world 98% of the time and bring with them outside opinions, trends, ideas and methods.

Our volunteers bring infectious enthusiasm and continually remind us why we love our work. They plug us back into our missions.

Marketing Volunteer Fresh: (or, at your next staff meeting, use gimmicky but visual aids to encourage your organization to embrace volunteers as more than just those people who fill preconceived slots)

Bring a sandwich from a vending machine along with a fresh sandwich from wherever staff loves to eat. Use each ingredient of the fresh sandwich to explain the layers of volunteer fresh and compare the two.

Videotape volunteers speaking from the heart. Show staff the infectious enthusiasm volunteers bring. Remind them that opening up to each volunteer re-ignites their own passion.

Use a radiating circle of connections chart to show the connections our volunteers are making within the community. Use arrows in both directions to illustrate the wide swath of information and influence our volunteers create, both coming and going.

volunteer fresh pp

 

Here are some concrete ways to offer Volunteer Fresh:

Schedule “sit downs” between community engagement officers and volunteers. The engagement officer can ask volunteers to take the pulse of the community by asking pertinent questions of their friends, neighbors, civic groups, church members etc and then report back.

Create a campaign via WOMM (word of mouth marketing). Marketing can release a sub-campaign via volunteers to reach out into the community on a specific hot topic. Equip volunteers with flyers, business cards, etc. to launch campaign and monitor feedback.

Engage volunteers in stress relief. Create a team of volunteers to develop a stress relief program for staff and other volunteers. This volunteer team can institute ways to help over burdened staff cope with burnout.

Volunteers are a gift of freshness. How fortunate we are to be able to incorporate fresh ideas, enthusiasm, and passion into our culture by people who offer all of this for free.

Let’s encourage our organizations to open the window and let the freshness in.

-Meridian

New Words Added to the Volunteer Management Dictionary

05 Wednesday Apr 2017

Posted by in charities, corporate volunteering, group volunteering, NGO, non-profit, organizations, part time volunteer manager, prospective volunteer, staff and volunteer relationships, Uncategorized, Volunteer, volunteer coordinator, volunteer management, volunteer project, volunteer recruitment, volunteer retention, volunteer statistics

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Added to the Volunteer Management Dictionary

It’s that time of year when the Committee to Define Volunteer Management gets together at a back table in Pete’s Bar, Grill and Bait Shop. Together, these brave members scratch their heads over several pints and attempt to come up with a succinct explanation of volunteer management. This year, they gave up once again after rejecting the phrase “herding cats,” but they decided to add the following words to the dictionary of volunteer management.

Volvorce: When a volunteer divorces the organization as in “No, I just can’t go get new volunteer Dinesh, because since no one called him back about getting started after I introduced him to finance, he volvorced us.”

Meetcolepsy: When too many meetings cause you to simply fall into a stupor at the thought of another talk-fest as in “No, I couldn’t make that fourteenth meeting about using the volunteers to stand by the back door in case someone gets confused because I contracted meetcolepsy. Want to see my doctor’s slip?”

Latespectation: A last-minute request for volunteers that is expected to be filled as if you were given weeks to prepare, as in “Oh, so you need 5 volunteers tomorrow morning for an assignment that you said was extremely important? Your latespectation is showing.”

Creditjacking: When another staff member takes credit for a successful endeavor that you or your volunteers accomplished as in “Yes, I’m glad you praised that project during the senior managers’ meeting, but let’s not creditjack the volunteers’ work, ok?”

Duhtistics: Stats that are so incredibly obvious, like volunteers are super nice as in “I won’t bore the board with duhtistics that you’ve heard before. No, instead I want to point out some new and exciting projects we are undertaking.”

AVOL: A volunteer who inexplicably does not return calls, emails or letters as in “I’m glad you noticed volunteer Myrna has been missing lately. I’m trying everything in my power to get in touch with her. Right now she’s AVOL.”

Volunteer Lite: A request for a volunteer to do a menial, mindless task as in, “You’re asking me for one of our highly trained volunteers to clean out the storage closet so you can use it for your supplies? You don’t want a full-bodied volunteer, you want a volunteer lite.”

Miracalls: Calls made to volunteers for an especially challenging or late request as in, “Woah, that’s a really challenging request (or time frame). I’ll be holed up in my office for the rest of the day, making miracalls.”

Informashunned: (pronounced in-for-may-shunned) Not given the essential information needed to properly place a volunteer as in “I have recruited four of our best volunteers for that assignment, but my pleas for crucial information have been ignored. Right now, our volunteers are informashunned.”

Nopinion: Volunteers wanted, but not their opinions as in, “I’m glad you were able to use volunteer Mark’s expertise, but he felt rebuffed when he offered additional knowledge. I guess you really want an expert but nopinion volunteer.” 

Vombie: That volunteer everyone is afraid of and no one wants to council or fire, as in, “I know Janey is a handful and she’s been here for what, twenty years now. I guess she’s been allowed to attain Vombie status and now that I’m here, I will deal with it in a professional manner.”

Callwaiter: The notion that volunteers sit by the phone just waiting to hear from us as in, “It is Friday afternoon and most of our volunteers have already made plans for tomorrow. I’ll make some miracalls, but our vibrant and diverse volunteers aren’t callwaiters.”

Marathonitor: The running around, checking, double-checking and rechecking to ensure that volunteers have all the information and tools they need to succeed as in “Our fifteen volunteers are ready for Saturday’s important annual event, but in order for them to excel, I will be marathonitoring their involvement, so I won’t be attending any meetings tomorrow or making miracalls to fill latespectation requests.”

Well, there you have it. As one of the senior members of the Committee to Define Volunteer Management said after several glasses of Pinot Grigio, “Dang, defining volunteer management is really impifficult.”

-Meridian

The Inner Volunteer

15 Wednesday Mar 2017

Posted by in charities, corporate volunteering, NGO, non-profit, organizations, part time volunteer manager, prospective volunteer, Uncategorized, volunteer coordinator, volunteer management, volunteer project, volunteer recruitment, volunteer retention

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The Inner Volunteer

Do the words, skilled volunteers make you shudder?

One day Marcel reported his recruitment efforts to the executive action committee. “I had just reported on the addition of several new corporate groups when the executive director stopped me and asked why I couldn’t just get public school teachers to come in on Saturdays and read to the children at our shelters.”

The CEO asked, “wouldn’t it be a lot easier because teachers already have the skill set?”

Marcel continued, “In my head I wanted to ask her if, after a hectic week directing a charity organization, why didn’t she go on her day off and volunteer to run a startup charity organization. I mean, yes, I’m recruiting teachers because of their skill sets, but so many other types of volunteers passionately want to read to our clients’ children. To me, passion is what makes for a great volunteer.”

Skilled volunteers are often equated with perfect volunteers. Often, the term skilled volunteer becomes synonymous with the notion that volunteers are easy to recruit. Why not just get a lawyer, or a carpenter or an IT technician? But we know it isn’t so simple. Does a person with a certain desirable credential want to use that credential in volunteering? Sometimes, but of course, not always.

We’ve all had volunteers who wanted to forgo their professional skill set. We’ve seen them unlock their inner volunteer and utilize a side that would never appear on paper, but one that excites them and ultimately serves us so well. For example:

The FBI agent that becomes a hand holder for older male clients, This agent’s inner skill set came from having to listen carefully when interviewing suspects. Now he uses that skill in a new and gentle way.

The IT professional that creates an art therapy program. While her left digital brain is writing code, her right analog brain thirsts for the inner creativity she passionately exercises while volunteering. Ironically this volunteering outlet makes her better at her IT job.

The Stay at Home Mom who takes charge of a new program and excels at giving direction and getting results. At home, her inner manager directs her family’s activities, finances, and schedules with a precision borne out of love and necessity. She brings these honed skills to the program and treats her fellow volunteers as beloved family. They flourish under her direction.

And on the flip side, what about the skilled volunteer who taps into their inner director or educator and looks for more ways to help? What if they offer their expert advice and opinion on the workings of our organizations? Are our organizations prepared to accept this advice? For instance:

  • The teacher who wants to replace the reading program at the shelter because it is outdated and insensitive.
  • The carpenter who advises that the repairs on a project are unsafe and non-compliant with code.
  • The attorney who suggests that policies and procedures are antiquated, potentially a risk management nightmare and need a complete overhaul.
  • The marketing expert who points out that the latest campaign is fraught with errors and tired themes.

This begs these questions:

  • How does an organization define a skilled volunteer?
  • Are organizations willing to accept the advice that comes with experienced and accomplished people?  
  • Do organizations view skilled volunteers as peers, useful tools or something else?

This is why clarification is so important. When an organization asks for skilled volunteers, we need to ask these questions:

  • Do we value skill over passion and commitment?
  • Who is responsible for a skilled volunteers’ mistakes? Are these volunteers’ licenses or credentials at risk?
  • What are the legal ramifications of utilizing volunteers in a professional capacity?
  • Who is going to field expert questions from skilled volunteers? The CEO?

As organizations ask volunteer managers to recruit skilled volunteers for expert help, clarification is essential. Clarification goes far beyond a simple job description. It goes to the very core of the inner volunteer. Passion vs. skill. Sideline expertise vs. full skill set participation. Legal consideration vs. a laissez-faire attitude. Hands on vs. hands off risk management.

With skill there is ramification. Are we prepared legally to engage volunteers with licenses and certifications?

With skill comes expert advice. How much skilled advice are we willing to accept?

Or, are we just throwing out a poorly defined concept?

-Meridian

For a great article on skilled volunteering, please see Rob Jackson’s post on this subject.

 

 

 

We Should Start Our Own Cirque du Vol Show To Raise Money!

08 Wednesday Mar 2017

Posted by in charities, fund raising, NGO, non-profit, organizations, part time volunteer manager, Uncategorized, volunteer coordinator, volunteer management, volunteer project, volunteer retention

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We Should Start Our Own Cirque du Vol Show To Raise Money!

After Harry closed the door, Rasheem just sat for a moment, allowing himself to refocus. “Harry is one of those volunteers,” he said, “whose brain is constantly on the move. He is forever suggesting ways to improve and ways to reinvent. Often his ideas have nothing to do with the volunteer department. No, often he wants me to bring his ideas to marketing, fund-raising, finance, administration, and just about every other department we have. He’s not critical, but rather a great volunteer and he just wants us to be the best. But, this is exhausting.”

Some volunteers are their own whirling mini brain trust.  They see a challenge or an area that needs improvement and their minds go into overdrive. Funny thing is, most of the time, they’re right and you can see their point.

But when they come to you with their ideas, all you feel is the burden that comes with one of these choices facing you:

  1. Present the new idea to the appropriate person/dept and become a stressed middle man/woman.
  2. Tell the volunteer that while the idea is valid, this is not a good time.
  3. Refer the volunteer to the department in question and hope that they do not brush him/her off.
  4. Fib and say you’ll look into it and string the volunteer along for as long as you can.
  5. Quit-which is cowardly, but feels like the easiest thing to do.

Each choice presents such a VM burden that just hearing the words, “I have an idea,” sends you into a catatonic state. You begin to create little hiding places in your office so that you can slip under your desk, hands over ears, mumbling “If I don’t acknowledge it, it doesn’t exist.”

The question then becomes: Are volunteers just there to do what is asked or do volunteers bring vast amounts of creativity, knowledge, energy and experience to our organizational table? We, VM’s know the answer. So, what do we do? Besides quit.

One way to handle a volunteer improvement idea (vii)is to start a volunteer think tank. Gather your most creative volunteers and ask them to sort through each vii. Let them decide which ones are worth pursuing.

And here’s the thing about vii’s. They take an enormous amount of work to implement. No wonder marketing doesn’t want to hear how a cirque show will bring in loads of publicity. They’re busy with 50 other organizational ideas that they need to implement.

And while vii’s are lovely concepts, it is the results that matter. A think tank can pilot a program on a small-scale and present the results. Ask them to work on one project at a time to keep from overwhelming the system.

Your volunteer think tank wants a cirque?  Pare that big vii down to a manageable beginning.  Maybe they can hire a juggling clown for a marketing event so the kids in attendance will be entertained. See how that goes. Tell the think tank to: Start small. Get results. Gather stats. Take pictures. Tell the story. Compile feedback. Then do it all again.

We all have great ideas. But, ideas without the willingness to do the hard work are worthless. Instead of hiding under your desk, throwing your volunteers to chance, and  passing ideas on to other swamped departments, create a volunteer think tank and put those creative ideas to this test: Are we, the volunteers who believe in this great idea, willing to pilot a smaller project to prove that it is viable? And are we willing to put in the hard work in order to show results?

If the answer is yes, then who knows? The volunteers may start with a juggling clown. Then they’ll add acrobats. Then a full-blown cirque du volunteer may result. And you may just keep your sanity.

-Meridian

 

 

 

A Corporate Volunteering Interview Part 2

01 Wednesday Feb 2017

Posted by in charities, corporate volunteering, group volunteering, NGO, non-profit, organizations, part time volunteer manager, prospective volunteer, recruitment, Uncategorized, Volunteer, volunteer coordinator, volunteer management, volunteer project, volunteer retention

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Part 2 of the interview with Sadie on corporate volunteering-the day of the event.

 

VPT: So, on the day of the event, you and several other employees met up at the location. How did it go?

S: Well, we had an issue with parking. There were street parking spots, but a sign said ‘two hour parking only.’ We parked anyway. It was a four-hour shift so we figured we would have to come out and move the cars. Later, when we asked, they told us that the city had waived that rule and we could stay in our spots.

VPT: After you parked, you went in and what happened?

S: The building was a warehouse type of building and we had no idea how to get in.

VPT: What did you do?

S: We went around back, found a back door and went in through there.

VPT: And then what?

S: We found the makeshift kitchen where there was coffee and donuts and we announced ourselves to the people in there. They asked if this was our first year and we said yes, so they got another person to come and train us.

VPT: Were they volunteers or staff? How did you know they were part of the event?

S: I honestly don’t know if they were paid or not. But they wore stick on name badges.

VPT: Did they greet you?

S: They seemed stressed. It felt like they didn’t know what to do with us. They consulted the printed out sign up sheet and saw that we were listed so they said they would try to find a spot for us.

VPT: What did the training consist of?

S: About two minutes worth of what we were supposed to do.

VPT: And that was….

S: We were to walk around with the clients. They would have a shopping cart and we would go from station to station where they would pick out toys according to how many children they had and their ages. Then we would escort them to the stations where they would get boxes of donated food. I will say, the person who showed us what to do was very nice.

VPT: How were the stations?

S: The stations were very well set up, and organized. You could tell they had done this many times before.

VPT: Were you given any information on how to act around the clients, anything about sensitivity or confidentiality?

S: (laughs). At one point we were told to try to get stories of hardship from the clients so that we could direct them to a station that had extra toys. They had more toys than they needed, so I guess that’s a good thing.

VPT: Did someone check in with you during your shift to see if everything was ok.

S: Not with me, I don’t know about the others.

VPT: And you were there for four hours.

S: Longer. One of our group, Justin, who was helping at a food station, was told he could not leave until his replacement showed up. After thirty minutes of waiting, we just left. Some of us rode together and had to go.

VPT: Did anyone acknowledge you when you left?

S: No. Justin told his station manager and we left.

VPT: How was it working with the clients?

S: That was great. The people were very grateful and appreciated our being there to help.

VPT: Were you comfortable with the clients, given you had minimal training?

S: Surprisingly, yes. It felt very natural.

VPT: Did your firm get any acknowledgement, thank you, write-up, mention on website, anything?

S: No, nothing that I am aware of. In hindsight, we should have worn company t-shirts or brought something for them to use. They didn’t ask, though.

VPT: Did you have some sort of follow-up meeting with your fellow employees after the event?

S: No, we probably should have done that. But I did check in with them individually.

VPT: What feedback did you get from the other employees?

S: They thought it was worthwhile. They felt like they made a connection with the people being helped.

VPT: Will you be back next year?

S: Yes.

VPT: What will bring you back?

S: As much as I didn’t appreciate how it was run, it is about the people I was helping and it makes me feel good to help them. I wasn’t able to volunteer until I was a point in my life where I felt I was able to help others. Now that I can do that I feel like I’m also able to take on obstacles such as the people running the show. Maybe they started off like me, caring about the people more, and they never transitioned over to caring for the volunteers that help the people in need. I’m not sure, but I do feel like it comes with the territory.

VPT: Anything else?

S: Second reason I’ll go back is because it might not be the best environment to make me feel appreciated, but I’m comfortable now. I do have a busy life and I chose this organization for a reason. To find another one like it is time-consuming and what if it was just the same or worse? I feel comfortable at this organization now and next year I will be able to walk in, do what I came to accomplish and leave.

VPT: Thank you Sadie for sharing your experience with us.

Huh. Well, that was definitely eye-opening. So, I guess the takeaway is we should be relieved when volunteers put up with us because it’s just too darned time-consuming to find another place to spend their time and talents. And luckily for us, that new place might be worse.

And hey, here’s a thought. Maybe we should thank the people we serve for being needy. Maybe we could just give them a reward for keeping our volunteers coming back. We could call it the “Sob Story of Retention” award.

Or maybe we could just do better.

-Meridian

A Corporate Volunteering Interview

25 Wednesday Jan 2017

Posted by in charities, corporate volunteering, group volunteering, NGO, non-profit, organizations, part time volunteer manager, recruitment, Uncategorized, volunteer coordinator, volunteer management, volunteer project, volunteer retention

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I was really lucky to catch up with and interview Sadie, a busy mother and professional who took charge of a corporate volunteering event this past December for her financial firm. Here is the interview:

VPT(volunteerplaintalk): Thank you for speaking with me today. I understand that you took the reins on a corporate volunteer project over the holidays?

S: Yes, my firm allows us 4 hours of paid time to volunteer and I wanted to do something myself around the holidays because it felt like the time to give back. And because our 4 hours does not accrue for the following year, so I either had to use the time or lose it.

VPT: How were you chosen to head up the corporate volunteering event?

S: Quite by accident. I was just looking to fill my 4 volunteering hours.

VPT: So you had planned on only volunteering yourself?

S: Initially, yes, along with one of my friends.

VPT: Did you find the organization you chose on your own or did they reach out to you?

S: I found it on my own. It is a local toy drive put on by a local city organization and my mom had done something similar in Florida and I thought it would be a festive, holiday experience and I know that there is actual work that needs doing during the holidays to pull off these events.

VPT: How did you end up doing a corporate volunteer event?

S: Well, I approached my HR department to see if this organization would count towards my 4 hours and they told me that a number of employees hadn’t yet taken advantage of the volunteering hours for the year. They asked me if I would take charge of making it a corporate volunteering event and I agreed.

VPT: How did you feel about taking charge?

S: I really didn’t mind, because at our firm, we run projects, and so we are often in charge of other team members. But I will say, that there is more pressure when you are trying to create a worthwhile experience for a group. You don’t want to waste your fellow volunteers’ time.

VPT: So, how did you set up this volunteering event with the organization?

S: Well, I went to their website and saw that groups could volunteer. There were several categories, including sorting toys and food, setting up and also volunteering to help the people shop on the giveaway days of the event. I wanted our group to volunteer on the day they actually gave away toys and food to needy people, because I thought that it would be very meaningful for us.

VPT: And how did you sign up?

S: There was a place on the website to sign up for a particular date, so I did that with the names of the members of my group. I signed up two groups on two successive days. I also called the number listed on the website and left a message, because I wanted to make sure that my sign-up was recorded and I did have a few questions.

VPT: And what did you ask when they returned your call?

S: I never did get a return call.

VPT: What? No one called you back?

S: No, no one did.

VPT: Did you try again? Did you get a confirming email?

S: I called again and left a message. I did not get an email either.

VPT: Were you worried at that point?

S: Yes, very. I was now responsible for my co-workers’ volunteer hours, and time was running out on the year.

VPT: What did you do?

S: Well, I was very busy, what with all the family things to do and at work we had some projects with deadlines, so I waited for some sort of acknowledgement.

VPT: Did it come?

S: Luckily, yes. When I was about to look for another volunteer opportunity, I received an email asking me to sign up again through a website called signup genius. I clicked on the link and re-signed the  two groups for two separate days.

VPT: Did you get a response then?

S: Yes, an automated one from signup genius saying thank you and confirming.

VPT: But no personal response?

S: No, none. I did get a reminder from signup genius, so that was helpful.

VPT: Was that enough?

S: It would have been reassuring and helpful to get a personal phone call or email, but I just trusted that we were good to go.

VPT: And did you inform your group that you were good to go?

S: Yes, I forwarded the confirmation email to them with their names listed.

VPT: Did you meet with your group before the event?

S: No, we did not meet. It seemed pretty straightforward.

VPT: Did you have an idea of who and where to report to on your volunteer day and what role you would have?

S: I was in the day one group, so I could inform the group on day 2 of anything they needed to know. But, no, I had no idea who we were supposed to report to or where. I did have the address, though.

VPT: And so, in good faith you just…

S: (laughs) We just showed up.

VPT: And how did it go?

S: Well, parking was a real issue and we couldn’t figure out how to get into the building..

Sorry to cut it off here, but the interview is longer than one post. Next time-what happened on the day of volunteering: The conclusion of Sadie’s interview.

Thanks and have a great week!

-Meridian

Oh BTW, Get 42 Permanent Volunteers By Next Month-Part 2 Looking Back

14 Wednesday Sep 2016

Posted by in charities, NGO, non-profit, organizations, part time volunteer manager, prospective volunteer, recruitment, Uncategorized, volunteer coordinator, volunteer management, volunteer project, volunteer retention

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Oh BTW, Get 42 Permanent Volunteers By Next Month-Part 2 Looking Back

We have to be prepared for it. One day you’re working hard placing volunteers when bam, you’re now in charge of a new program. Your focused energy now has to be refocused. Your carefully managed time has to be completely reworked. Your priorities which you have so meticulously set have to be reset. It happened to me and I survived and here is a quick perspective regarding the project that was handed to me a long time ago.
First off, the Good:
Ok, I learned that I was fairly capable after I waded through all the self-defeating voices and just got on with it. I’ve found over the years that equating my work with my worth just held me back. Once I realized that no one concocted this project in order to make me fail, I could logically begin to actually put a plan in place. Tip: Personalizing thoughts can sabotage efforts, so focus on the task at hand in a logical, non-emotional way.

Now, the Bad: So I have to admit, I fantasized about all the accolades I would receive when I accomplished this gargantuan feat. But, I wasn’t exactly crowned prom queen. Results were ongoing, fluid and expected, therefore in organizational speak, I did not go above and beyond, even though I felt that I did. Tip: Be careful as to your expectations, but don’t go all “aw shucks” and downplay the results. Frame them in terms of volunteer accomplishments and benefits to organization and clients. Then ask for a raise.

And then, here are just a few Useables:
Cross-training volunteers is the same as having extra volunteers. When assessing a volunteer request, I learned to look to all volunteers and not just those on a particular list. I’d ask kitchen volunteers to go into homes of patients in their neighborhood (stop by on the way home? Please?) (Mind you, all volunteers got the full patient training). Nursing home volunteers who I knew did not attend a worship service would be asked to come in once in a while on a Sunday or Saturday. Everyone was cross trained so that they could fill in when necessary.
Volunteer staying power sometimes is really about finding each other. I learned to make sure that the members of groups working together as a team were compatible with each other instead of simply filling time slots. It took more effort and sometimes a time slot would remain open longer, but after losing volunteers due to mismatched teams, I realized the effort was crucial. Members of cohesive groups encourage each other, fill in for each other, and create that camaraderie that keeps them coming back.
When you have a big ongoing project, you at least have something to offer volunteers who are interested in volunteering with you instead of putting them on hold. In volunteer training, I used to tell the story of two new volunteers, Della and Debbie who told me that absolutely under no circumstance would they ever work in a kitchen. Well, you guessed it, they tried it temporarily, loved it and not only gave 12 years to the kitchen project, they did fundraising, trained new volunteers and filled in for other jobs.
Don’t pigeonhole a job: So, sure, kitchen work didn’t sound like meaningful stuff for many volunteers who wanted to work with patients, but we were able to expand the kitchen role by having volunteers take trays into rooms, and chat with families about menu choices which led to some real meaningful conversations. Some volunteers started in the kitchen and moved “up” to working exclusively with patients.
You have to honestly believe that every job matters and not just try to “sell it”. Why did it matter that volunteers were cooking for patients? Well, heck, the meal the volunteers prepared may have been the patient’s last real meal and shouldn’t it have been made with care? Besides, the patient’s family would see the pretty garnishes on the plate, see the homey touches in the food, and see the hand written signatures on the place mat. But do those tiny actions by volunteers really matter? Oh, wow, did I learn that it’s the smallest things that matter the most. Once I began to experience the project in terms of how it impacted real people, my recruitment pitch changed drastically for the better.

Somehow, in some way, make it your own. When you initiate a project, you already have ownership and buy-in. When you are handed a project, you need to find a way to make it your own so that your enthusiasm and commitment is akin to a project you created. Since I was handed no real guidelines to follow, I quickly made it my own by giving my project a title and mission statement, thereby taking it from the cold ‘Volunteer Dietary Project’ to ‘Homelike Meals Made by Caring Volunteers.’ It was a simple but very powerful transition from an antiseptic concept to a vibrant and purposeful one that I could get behind.

Big results come from big work. The effort may take a great deal of time and energy, may go forward then backward, may sometimes look impossible, but with the skills already honed from managing volunteers, a project can succeed. We, volunteer managers are stronger and much more capable than we might think.

-Meridian

Oh BTW, Get 42 Permanent Vols By Next Month-Part 1

07 Wednesday Sep 2016

Posted by in NGO, non-profit, organizations, part time volunteer manager, Uncategorized, volunteer coordinator, volunteer management, volunteer project, volunteer retention

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Oh BTW, Get 42 Permanent Vols By Next Month-Part 1

Is this the new volunteer manager job security? A dear colleague and friend to this blog, Eileen from Volunteering Counts in Dudley borough (volunteering counts.org.uk) has astutely pointed out in one of her comments that volunteer managers everywhere should be prepared to undertake new volunteer roles when budget cuts force them to supply volunteers for underfunded programs.

Ok, sure, but how prepared? Well, I had been on the job at a hospice for less than a year when my supervisor decided to rotate the volunteer coordinators into each other’s regions and so I found myself taking my cute inspirational signs off my newly decorated office wall and settling into a care center location. Here I would be in charge of home team volunteers,  nursing home volunteers and care center volunteers for a 14 bed facility. I felt energized, perfectly jazzed until one afternoon, I was summoned to a meeting with the care center supervisor who informed me that dietary would now be volunteer run.

“Excuse me,” I choked out.

“Yes, volunteers will be preparing patients’ meals and you will be in charge of meal plans with the help of a dietician, and you will also be responsible for food procurement, safety, health inspections and training of the volunteers in food management.”

I think I wet my pants a little at that point. (Maybe that’s why I kept a pair of clean skivvies in a locked drawer all those years)

I honestly can’t remember every emotion I experienced at that moment. I think I couldn’t feel my fingers. I mean, Saturday evening, Friday evening, Sunday morning, all the traditional time slots that were hard enough to fill on occasion-now I had to fill those permanently? Why hadn’t I listened to my mother and found a real profession?

Here’s the thing. Volunteer managers everywhere must be ready to have these types of requests dropped into their laps at any time. For most volunteer managers, a great deal of volunteer involvement is determined at meetings in which the VMs are not in attendance. Ideas for expansion, cutting costs or projects are often hammered out in board meetings and sent careening down the slope of middle managers until the edicts land in the laps of stunned volunteer coordinators. And sometimes, these ideas are conceived as a last gasp effort to save a program-“I know, we’ll get the volunteers to do it.”

I went home and cursed my supervisor. Why me? Honestly, I was terrified, completely afraid that I would never be able to accomplish this task. I calculated that I needed to put at least 42 permanent volunteers in place for all three meals a day, seven days a week. And the God awful hard truth was that it became a long slog.

When handed a huge project, especially with deadlines, every last millisecond of a volunteer manager’s time, energy and creative focus shifts away from other crucial duties and to the project exclusively. In order to maintain the ongoing programs, a VM has to find some balance and deputize seasoned volunteers into leadership roles.

When you can’t do everything, you can’t do everything. Identifying key volunteers in preparation for the possibility a big project will materialize is proactive volunteer management and will save your sanity. Ease volunteers into taking leadership roles in existing programs and by ease I mean work alongside them until they are comfortable and you are comfortable in how they handle their roles. But, in my experience, don’t “turn over” a program to someone else if you are in charge. The VM must still be the ultimate person in control and checking in continuously (asking questions, offering support, intercepting challenges) establishes your leadership continuum.

So, did my project succeed? Yes, it did. It’s still going 20 years later in multiple care centers.

Was it bone crushing hard?  Oh, goodness, yes, even the smallest of things. I still get throbbing headaches when I smell spilled Ensure and when I see food handlers without gloves.

Did it take time? I think I missed my son’s graduation from middle school, but he won’t say.

Would I do it again? If I was younger, yes.

Was I blissfully optimistic or sadly pessimistic about the possibilities? It depended upon the day I was having. Or whether or not I took my medication.

Did I learn anything of value? Oh, goodness, so much about so many things.

Can you share these things? Of course, I will, I promise-the good, the bad and the useable-next time:

Coming in part two,  A perspective: Takeaways from a huge arse-busting project.

(At least at this point, you know I survived intact!) (Well, maybe physically anyway.)

-Meridian