On this page are ideas to help you work more efficiently with volunteers. There are tips on recruiting, engaging, coordinating, and managing the work of volunteers.

~July 2009~

• Infrastructure: Planning in Volunteer Programs
• Performance Appraisals for Volunteers

Infrastructure:  An Essential to Surviving in Uncertain Times

         Infrastructure:

1. An underlying base or foundation
2. The basic facilities needed for the functioning of a system
   Riverside Webster’s II Dictionary


      PLANNING IN VOLUNTEER PROGRAMS


         Over the last two months I have done several training sessions for managers of volunteer programs.  Each group had an opportunity to assess its infrastructure.  In each session the managers’ of the volunteers stated that planning was lacking in their overall program.  It occurred to me that planning is treated as a luxury—when I have time—rather than an essential element of volunteer management that can aid in productive use of time [Every 15 minutes spent in planning saves one hour of work time].  Here are reasons why planning is important as it relates to volunteer engagement.

Planning is . . . . . . .	Explanation
1. . . a means of exercising self-control	Many managers of volunteers wear other “hats.”  Those other responsibilities can derail and interfere with effective volunteer management strategies.  A written and approved planning process to enhance the program for volunteers helps fend off extra assignments and can be used to focus work place planning.
2. . .  using an orderly process that accomplishes change and maintains the mission/purpose of the organization	Good planning for a volunteer program starts with knowing the plans of the overall organization as is related to its goals and/or mission.  It is from the organizational strategic plan that the volunteer plan needs to flow.  Goals should be related to overall target goals for the entire organization.
3. . .  a process of obtaining and providing information necessary for decision making	Plans are not written on stone.  The plan for the volunteer program must be flexible.  Frequently managers of volunteers are confronted with circumstances requiring adaptability.  Having a plan can aid in the decision making about human and financial resources.
4. . . . a process that helps one cope with, and adapt to, the present and the future	Volunteers should be engaged in the planning process.  An advisory group might have this as its primary function.  It could, also, be an ad hoc committee devoted to producing a plan.  Engaging  volunteers in planning means that the paid staff person or volunteer leader can leave, but there is a plan and work can go forward to keep the program healthy.  It is thinking about the future.  It is an aid to the new manager of volunteers, as well.
5. . . .  thinking things through before acting	Lack of planning means a person is working on whatever happens in the office today.  Planning allows the manager of volunteers to organize work flow with volunteer’s who are in administrative positions or chair committees.  It is thinking before acting.
6. . . . designing a system that enables redesign and renewal	A planning process can be replicated.  From year to year to year volunteers and staff may come and go, but if a planning process has been in place, it is likely to be replicated.  Volunteers, staff, and administrators come to expect the plan.  Sharing the plan with volunteers is a way to generate excitement about the future of volunteers in the organization.  Ditto for paid staff!
7. . . . fostering a learning process for groups and individuals	Many volunteers provide service in more than one area.  Engaging in a planning process in one organization can lead to the transfer of that process to another organization.  Planning requires research, too, and the learning for the volunteers and/or paid staff can help build institutional wisdom.

 

Interested in assessing your Volunteer program? Use One of the Volunteer program Evaluation Series Assessments Recruitment Risk management Volunteer and Staff Relations Screening Volunteers Volunteer Program Evaluation Series.

 

---

Return to the Menu

PERFORMANCE APPRAISALS FOR VOLUNTEERS
     

         Traditional volunteer positions engage volunteers quite often in long term continuous service.  Sometimes this service is of a sensitive nature.  Providing assistance to staff in a hospital, serving as a Court Appointed Special Advocate, visiting a person in the final stages of life are examples.  Volunteers in these position want and need to know if their performance is helpful to the organization and to the individual or individuals he/she is assigned to help.  It is essential for these sensitive long term positions that a volunteer participate in a performance appraisal.  Here are some tips to make that a productive experience for manager of volunteers and the volunteer.

• Review the position description.  Any evaluation is based on a written document that outlines the role and responsibilities of volunteers (duties).  If such a document does not exist it is unfair to assess a volunteer.  Be sure position descriptions are up-dated regularly and conveyed to all volunteers. 

Questions to ask when writing an appraisal for a volunteer

A Service of MBA Publishing-A subsidiary of Macduff/Bunt Associates All materials copyright protected ©2009
925 "E" Street Walla Walla, WA 99362 (509) 529-0244 FAX: (509) 529-8865 EMAIL: editor@volunteertoday.com
The content of all linked sites are beyond the control Volunteer Today and the newsletter assumes no responsibility for their content.