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Tag Archives: priorities

Let’s Design Mission Centric Volunteer Engagement

21 Wednesday Mar 2018

Posted by volunteerplaintalk in Mission centric volunteer engagement, NGO, non-profit, organizations, Uncategorized, volunteer management

≈ 3 Comments

Tags

charities, managing volunteers, Mission centric volunteer engagement, NGO, non-profit, organizations, priorities, volunteer, volunteer coordinator, volunteer management, volunteer manager, volunteering, volunteers

Let's Design Mission Centric Volunteer Engagement

Strategizing priorities when receiving volunteer requests ensures that volunteers are engaged in meaningful, mission critical work. (see Attention: The Volunteer Department Now Has Ground Rules )  By creating a weighted system around organizational priorities, volunteer services becomes focused on mission centric volunteer engagement. But there is one huge caveat that needs to accompany the priorities for volunteer requests. One very big one.

After strategizing mission centric volunteer engagement priorities, the areas that rise to the top are most likely:

  • working directly with clients
  • supporting the smooth day-to-day running of the organization
  • supporting work with key stakeholders

These three areas are where organizations spend the vast majority of their time, resources and efforts and the areas where volunteers’ contributions create the biggest impact.

So, why a caveat in these three areas? What is missing?

It is the inclusion of the volunteer manager in the planning, creation and continued input into the volunteer positions within these areas. Edicts, directives and mandates that exclude the input of leaders of volunteers are doomed to be ineffective or worse, fail.

Creating volunteer positions without the volunteer manager’s input is like a team showing up to a baseball game without bats, balls or gloves.  The players just stand there, unable to hit home runs and unable to catch a ball. The gear is integral to playing the game with success. We, volunteer managers possess the gear.

We, the equipment holders have to take a stand. Our volunteers need us to champion their involvement. Our organizations need our knowledge. Our clients need the excellence only we can provide. When advocating for a seat at this planning table, continually refer to the benefit of having you there.

My knowledge of our volunteers’ skills and motivations is necessary to strategize the most effective volunteer involvement. I bring our volunteers’ passion and will elevate the ways we can move forward while saving time, money and effort. I will shape these positions so that our volunteers are invested and will not only stay, but want to do more. I have the experience necessary to design each position in order to boost volunteer interest.

The most important volunteer positions must be defined by the person who leads volunteers, not only to maximize program results, but in order to ensure volunteer satisfaction and sustainability. Volunteer managers have the equipment needed to unlock volunteer potential while increasing results and retaining volunteers.

What happens when organizations fail to include the volunteer manager in planning volunteer engagement?

  • skilled volunteers quit due to lack of meaningful roles
  • potential game changing programs never get created
  • a vicious cycle of recruiting volunteers as “warm bodies” is perpetuated
  • the organization is viewed as archaic and out of touch
  • highly motivated volunteer managers quit
  • clients are denied excellent support
  • a toxic negativity borne from frustration prevails
  • organizations become stuck in outmoded ways

We, volunteer managers have to be willing to lobby for our seat at the planning table, not only for ourselves, but for our volunteers, clients and communities. Our organizations promise to deliver quality service and it is up to us to ensure that the volunteer piece provides excellence.

Mission Centric Volunteer Engagement means strategizing the priorities that further the mission, deliver the most bang for the buck, and ensure volunteer sustainability. None of this can happen without volunteer manager input at the planning table.

I’ll take my seat now, thank you.

-Meridian

 

 

 

Attention: The Volunteer Department Now Has Ground Rules

14 Wednesday Mar 2018

Posted by volunteerplaintalk in charities, NGO, non-profit, organizations, sustainable volunteering, Uncategorized, volunteer coordinator, volunteer management, volunteer retention

≈ 8 Comments

Tags

managing volunteers, NGO, non-profit, organizations, priorities, volunteer, volunteer coordinator, volunteer management, volunteer manager, volunteering, volunteers

Ground Rules for Volunteer Departments

“I need 8 volunteers or maybe 9, no wait,” she says, grabbing your arm in the hallway, “yeah, make it 10, the more the better, right?” Her attention is on the person down the hall, but she glances over her shoulder. “Have them at the Reed Center at 9 tomorrow.”

Well, hello ground rules. Continuing the conversation from last week, (and a big shout out to everyone who weighed in here and on LinkedIn with great ideas on their excellent ground rules) here are two ways to look at setting them up.

MY OWN PERSONAL FANTASY GROUND RULES:

Three staff members request volunteers. Count the number of letters to determine which request gets top priority: The smallest number of letters wins.

Amy: A

Roz: R

Herschel: H

 

Ground Rules

As you can see, Herschel clearly wins even though he only gave 3 days’ notice to find volunteers versus the week Roz gave.  And Amy, well, it will be a cold day in Honolulu before she gets a volunteer, unless it’s the guy that has to do court ordered volunteering, the one that talks incessantly about how he only had two beers when he crashed into that tree. Yep, Amy, I got your back.

Ok, now for real. What are some of the priorities that can actually be weighed against less important requests? When proposing the adoption of priorities versus non-priorities to upper management, bring a few examples of how you look at prioritizing volunteer engagement.

And don’t be afraid to drop the “S” word: Strategy. As in, “in order to better serve the mission, let’s strategize our priorities.”

Your list of examples will spur senior management to adopt a “Priority Principle.” Setting priorities means asking the following questions and assigning a weight to each one. Weight determines priority status.

Do the clients come first, no matter what? What does the mission say? Clearly, the client’s needs are the reason we exist. This is a great place to start, because weight should be the highest.

What does the organization need to run smoothly? Volunteers are vital in keeping the organization running. Do volunteers fill in for staff when they are absent? Do volunteers take weekend shifts? Do volunteers occupy roles that must be filled in order to serve clients? The weight here has to be really high.

Which stakeholders count the most? Donors, dignitaries, potential clients and influencers all carry weight. What events or strategies involve the most bang for the buck? This is where weight will flesh out low priority requests. Staffing a booth at a last-minute  weekend fair carries little weight against an annual festival with high visibility attended by key stakeholders.

Is the time frame reasonable? Weight needs to balance up and down between last-minute and timely requests.

Is the request feasible? It may be hard to define feasibility, because we typically entertain all requests. (which does not imply all requests will be met) Having a listing or report outlining the skills, availability and interests of the volunteers can be applied against requests. Weight is equal to feasibility. For example, you can say…

At this time, we do not have any volunteers who have an interest in washing the board members’ cars as a ‘thank you.’ Time spent trying to convince our volunteers that this activity is more meaningful than engaging with clients or keeping the reception desk staffed will deplete precious time from requests that further our mission.

What is the amount of work involved when enlisting volunteers? Work=time=there’s only so much, even if you work sixty hour weeks. How many volunteers are requested? How specialized are the skills needed?

Are any of the following factors within the request out of the norm? (timeframe, location, ability to get to assignment, duties, weather, duration, stress level, etc.) Complicated requests require additional time and if the complicated request holds a high priority, then the weight of other requests is reduced by a factor reflecting the extra effort needed to obtain volunteers.

How does this engage volunteers? We must add this one into the mix. Volunteer retention or sustainability is directly related to engagement. Strategizing retention must be highly weighted and given top priority.

We may not agree with all of the decisions made when administration strategizes priorities, but we have to be flexible because having administration’s ‘stamp of approval’ will be worth it the next time a flurry of requests are dropped on your desk.

Volunteer services is not a buffet of ordering without end. Actually, even buffets have a limited number of choices if you think about it. I can’t get Tantanmen at any of the buffets in my area, although I crave it. So, why should anyone be able to “get” a volunteer to sit outside the chapel “just in case an upset family member should enter?”

Professional, efficient volunteer departments need ground rules in order to ensure the priority requests are met. After all, at year-end, the organization is no better off because you ‘got’ five volunteers to dress up like clowns at some poorly attended event, right?

-Meridian

 

“The Volunteer Shelf Life” by Meridian Swift

http://www.amazon.com/Volunteer-Shelf-Life-Retention-Volunteers/dp/1463766971/ref=sr_1_2?s=books&ie=UTF8&qid=1329078415&sr=1-2

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