creating a volunteer program

A couple years ago I helped my parents downsize their home and found a letter written to my mother at some point during her career as a placement specialist for a volunteer staffing agency. According to the letter, my mom spent considerable time getting to know the letter-writer’s goals and connected her with a fantastic opportunity that was a great fit that also propelled a new career path.

The impact of this interaction clearly meant a lot to my mother and woman she helped. It’s a great reminder about just how much value nonprofit organizations provide to individuals who contribute enormous time, talent, and energy to nonprofits’ missions.

Having an impact is of increasing importance to each of us as the weight of the world’s and our own communities’ issues have become a call to action.

Everyone has a million tasks on their plates. But here’s a simple reminder: don’t take your volunteers for granted. Slow down, build relationships, and create meaningful experiences for these individuals who connect with and often times propel your organization.

One way to do that is by setting the stage with a great volunteer orientation. It’s not like any other staff meeting.

Position it as the kick-off to a long-term relationship that may grow along many branches. Here are eight tips to get you started.

1. Background on organization and mission.  New volunteers likely know about your organization, but not everything. Provide brief background information on what your organization is all about and especially what its purpose is. What do you stand for? What are you trying to solve?
2. Purpose of the event, program, or volunteer day. After sketching the big picture, move on to the purpose of your event or program and why your volunteers are there. Whether the volunteer experience is ongoing or short-term, provide a framework so the volunteers takes pride in their roles.
3. Big picture then details. Now that you’ve provided the big picture—briefly—you’re ready to share details on the volunteers’ specific roles. Be sure to introduce key staff members so they understand the organizational hierarchy and to whom to turn with questions or difficulties (which may not be the same person).
4. Storytelling that places the volunteer in the heart of the mission story. Let them know how vital their efforts are to the success of the whole and remember to weave in storytelling about your mission so they become part of the greater fabric of your organization.
5. Set standards and expectations. Drop down to another level of detail by describing operational and logistical expectations. What do you want volunteers to do and, just as importantly, not do?
6. Think in systems
   – Brand strategy. Your volunteers are a crucial set of ambassadors. How do you want them to represent your brand? Provide scripts for important messages. Instruct them on customer service protocols.
   – Hours. What hours do you need volunteers to arrive, to be in their position, to take breaks, and to complete their roles?
   – Individual roles. Describe individuals’ roles and let them know where they are to go and what specifically they will be doing when they get there. Volunteers want to contribute meaningfully; help them do that.
   – Supplies needed. If your volunteers need supplies on the job, where or from whom do they pick them up? How do they get from there to their post?
   – On the job. While your volunteer team is on the job, what can they expect? What do they need to check on, do, or say? What are the performance expectations?
   – When things go wrong. Things happen, especially if your volunteers are helping out with an event, festival, or conference. Let volunteers know when to get help and how not to make assumptions.
7. Who are the sponsors? Don’t forget to let your volunteers know who your sponsors are. If you have one soft drink company as a sponsor, for example, you wouldn’t want your volunteer wondering around sipping a bottle of a competing brand.
8. Feedback please. Finally, as the volunteers check out at the end of their shifts, debrief with each. How did everything go? How was their experience with the staff members they worked with and the operation overall? What would they improve? Use this information to update next year’s plans.

Life for everyone—kids and grown-ups alike—is super busy. Despite this, people still want to volunteer. Help make the experience fantastic so you create meaning for your volunteers and convert them to active, engaged donors and supporters.

Nonprofit managers have long recognized the value of volunteers, including cost reduction, enhanced constituent services, broadened community reach, and the addition of outside skill sets and perspectives. The ability to identify, secure, and retain quality volunteers can be a key factor in an organization’s ability to further its mission and make a meaningful impact on its constituents.

According to a U.S. Bureau of Labor Statistics (BLS) survey, almost one-fifth of the American adult population had volunteered at an estimated value of $188 billion during 2015. The survey also reports 72 percent of American volunteers devote a significant amount of time to the organizations they serve, an average of 52 hours annually.

Managers must devote significant effort to attracting and retaining volunteers and be cognizant of the fact that there is no one-size-fits-all approach to doing so. Here are some ideas.

Understand the need

To determine the best volunteer acquisition strategy, it’s important to know how the volunteer will be best engaged and most impactful. The three broad categories in which volunteers are typically placed are governance, program and service delivery, and fundraising (e.g., serving on the board or a committee, helping in a soup kitchen or seeking sponsorship for a marathon). Different skill sets are required for each category, and the category often drives the method of recruitment.

To reach potential volunteers, locate their gathering points. According to the BLS survey, approximately 39 percent of volunteers got involved because of a friend, relative, or a personal connection within the organization. Another 42 percent approached the organization on their own.

Never hesitate to ask employees to volunteer and be referral sources. Ensure your message is motivating, and get it out internally to solicit and educate potential future volunteers.

Capitalize on existing technology. Use targeted social media, such as Instagram for Millennials and Facebook for Baby Boomers.  Leverage any of the many online volunteer matching platforms, including Idealist, VolunteerMatch, etc.

Partner with for-profit organizations where employees have the skills needed to further your mission. Corporations are more actively encouraging community involvement among their employees, and many use corporate social responsibility as a retention tool, so you will likely find a receptive audience. Make connections with key personnel through networking or by simply contacting the HR or CSR departments.

Be intentional about retaining valuable volunteers

Keeping in mind that according to the BLS survey there has been a slight but steady decline in volunteerism since 2011, appoint a strong volunteer management function with protocols to build long-term relationships. The volunteer manager can help foster loyalty by staying in close touch with individual volunteers to address concerns and requests and assuring that responsibilities and tasks are clear to avoid wasting time. Make it a transformational experience; not a transactional experience.

Help volunteers do their work by providing appropriate tools and information. For example, in acknowledging the competitive demands for their troop leaders’ time, the Girls Scouts of the USA developed a Volunteer Toolkit, an online resource that offers meeting and project plans, as well as suggestions for activities.

Ensure that your nonprofit has a culture that is welcoming and supportive of volunteers. To gain the buy-in and support of staff, particularly those who will be charged with direct oversight of and engagement with volunteers, allow them a say in the planning, goals, and structure of the volunteer program. Provide both staff and volunteers with training in effective collaboration.

The quality of the volunteer experience is extremely important for volunteers’ ongoing efforts and future engagement in roles that might be different from those for which they were initially recruited.

Volunteers can be the catalysts to drive the mission while preserving organizational resources. An effective volunteer management program focusing on recruitment and retention is essential in maximizing volunteer engagement, improving strategic outcomes, furthering the mission, and preserving your organization’s good name.

 

Jennifer Hoffman, CPA, and Edward Miller, CPA, are audit partners in the Not-for-Profit and Higher Education practices of Grant Thornton LLP.

 

 

Jennifer Hoffman is an Audit Services partner in Grant Thornton’s Long Island office, a fully dedicated member of the East region Not-for-Profit practice and is the partner-in-charge of the metro New York Not-for-Profit practice. She joined Grant Thornton in September 2003 after spending eight years at a Big Four firm. Hoffman was selected by Long Island Business News as a member of their “Top 40 Under 40” Class of 2010, and was included in the “Who’s Who in Women in Professional Services” in the 2010 edition.

 

Ed Miller is an Audit Services partner in the East region Higher Education practice. He has more than 12 years of professional experience and is a member of Grant Thornton’s National Not-for-Profit Leadership Team. He was previously with Arthur Andersen.

 

Customer service isn’t a new concept in the for-profit industry.  It’s commonplace for businesses with paying customers to have a robust customer service management process in place, and they should, considering their customers keep their doors open.  Through the use of customer service management software, consumer research and marketing data, for-profit companies can better attract customers, understand their needs, appeal to their desires and provide wonderful service when needed.  It’s pretty black and white determining who the customer is at a for-profit company, but what about identifying the customer of a nonprofit organization?  Is the customer the population the organization serves, or is the customer those who give their time (volunteers) and money (donors)?  The argument can be made that they’re both a customer, both being a different type of customer.  Regardless, whether you’re being served by the nonprofits mission, or providing your time and money as a supporter, you’re receiving something in return which is a resulting experience.

Exploring volunteer management through the lens of the volunteer as the customer isn’t a new concept, but it’s one that gets a lot of push back.  It’s a concept that is often unrecognized, polarizing, even ignored in some circles.  As it relates to volunteer management, try taking a “volunteers as customer” approach.  Making this distinction by giving the title of “client” to the population the organization serves through its mission, and “customer” to the volunteer who serves.    This being said, nonprofit organizations or volunteer administrators who take a “volunteers as customer” approach to volunteer management, spend more time differentiating between their “clients” and “customers” as they’re different people.  But It’s when you come to the realization that they’re different, you begin to understand that the customers aren’t always the people you serve, and you begin to view volunteer management through a new lens that allows you to have greater appreciation for their service.

Applying the concept:  From a revenue generating model, to the nonprofit model.

At a company or business whose goal is increased revenue, the customer purchases a product or service, and the money they spend is received by that company or business as a monetary profit.  Because of the way a revenue generating business is structured, they’re designed to generate a profit that benefits the stakeholder or shareholders, often times in the form of dividends.

Now, let’s apply the same concept to a nonprofit, but in this case when we refer to the customer, we’ll substitute that word for the title volunteer.  At a nonprofit organization, the volunteer gives their time in exchange for advancing the mission or cause of the organization they support.  The organization as a nonprofit is in the business of providing a good or service, and as a result, the community or population the nonprofit serves receives that good or service.

Volunteers give something to the organization just like a paying customer, and what they give, is also just as precious as the donation of money.  Whether pro bono publico or an episodic one time service project, that volunteer will essentially give something they’ll never get back, and it needs to be handled with the same delicacy as a financial contribution.  Because of this, there are severe consequences if the volunteer as a customer has a bad experience, and, if the experience is great, it’ll pay huge dividends later.

Implications of bad customer service.

Thinking about customers being those that exchange money for services, it is important to keep in mind:

• An estimated 9 out of 10 customers will talk about that bad experience, with over 50% of them talking about that same bad experience all the time.  So, on average, each will tell 21 people.
• 6 out of 10 customers who have the intention to complete a purchase won’t follow through on a purchase solely because of poor customer service.

The positive impact of great customer service.

I believe volunteer recruitment goes beyond conducting outreach, and largely relying on word-of-mouth, by volunteers who continue to advocate for getting involved with the organization.  When volunteers receive great customer service that results in a good experience, the below statistics can have a tremendous impact on recruitment.

• Nearly 50% of all people are likely to try a new product or company because of a recommendation by a friend or family member based on a positive review.
• The influence of a positive customer review by friend or family member has a higher degree of impact than any sale or promotion.

Let’s imagine those customers were volunteers who came to the non-profit organization to give of their time.  Viewing volunteers as customers, using these statistics, it’s eye opening.  It makes you think about the volunteer’s experience and the implications if that experience is less than desirable.  In addition, when it comes to future donations, volunteers are 10 times more likely to give a donation to a non-profit than someone who doesn’t volunteer.

If you’re thinking that these statistics only ring true to paying customers at a for-profit business, think again.  A recent 2013 study by Journal of Extension, concludes that decision making when it comes to volunteering has, similar behaviors and motivations to those who are making the decision to make a purchases.  Most of these behaviors centering around the two primary categories of brand loyalty and satisfaction.  Similarly, a Fidelity survey indicates that nearly 50% of people agree that the volunteers of today have a different motivation than other generations.  Most of these motivations stem from their experience volunteering, versus what they actually accomplish as a volunteer.  Having a great experience as a volunteer plays a vital role.  It leads to a volunteer either being retained, or moving onto the next organization.  Worst case scenario, tell more than twenty people about their bad experience.  It’s important to recognize that volunteers are essentially “customers” of volunteer opportunities.  The volunteer opportunities are what the volunteer is seeking and ultimately shopping for.  When you take the stance of the volunteer being the customer, the above statistics are revealing.

Applying essential elements of customer service to apply.

Here are some of the essential elements of customer service and some measures that can be put in place to address each.

This is a list of 9 customer service musts that have a unique impact on what a customer thinks or feels about a brand.  I will hit on each of these from the perspective of volunteer management.

• Well-Designed Website:  A well-designed website aids in getting information about volunteer opportunities, calendar of events, how they can register or apply, or contact a lead staff member to get more detailed information.  As a result, potential volunteers can easily navigate the website, find needed information and apply to be a volunteer.  The fewer steps it takes to apply or register, the better.

• Ease of Access:  The easier opportunities are to volunteer for (accessibility of location, and scheduled date), the likelier it is that a volunteer will commit.  Try scheduling opportunities on dates and times that volunteers have off from work, and host the opportunity at a location that’s easy to transit to.  You’re likely to have a higher turnout because it’ll be convenient and less of a burden for the volunteer.

• Responsiveness:  Timely replies to email inquiries and returning missed calls in a timely fashion are key.  It’s important to strike while the iron is hot and their enthusiasm is high.  This will help with the urgency in which volunteers react to your call to action.

• Equipped and Trained Staff:  The worst thing to fall victim to is wasting the volunteers’ time by not being properly equipped.  Hurrying up only to wait is unacceptable and is one of the biggest points of negative feedback given by volunteers to nonprofits.  Simply not being organized.  Get ahead of this curve by training your staff and preparing in advance.  Properly equipped and trained staff will be empowered to direct volunteers, and provide the necessary guidance to accomplish the tasks assigned.  This will help cast a positive light on the organization and how it’s regarded by volunteers, communicating to them that your events are well planned and efficiently run.

• Patience Managing Your Volunteers:  While this is a must, this just means that over time, and likely through trial and error, the volunteer administrator or nonprofit organization staff will have to get good at knowing when to cut losses and decide when volunteers are a bad fit.  While I do believe that more can always be done to divert the energy of volunteers into productive outlets, as managers of volunteers, you can fire volunteers.  Being patient will allow enough time for you to determine the return on investment from a volunteer.  It will also help you better assess if certain volunteers are qualified for the job, if more training needs to be conducted, or if it’s time to part ways.  But the bottom line is only time will tell, you cannot rush to judgement here.

• Openness to Criticism:  nonprofit managers ought to look at each piece of criticism as a chance to change or fix something that is broken.  Do not take these as personal attacks.  Creating a survey that volunteers can respond to, and allowing for feedback in after action reports is crucial to making improvements.  Through these mechanisms you’ll be able to correct deficiencies, but it starts with being open to feedback.

• Positive Spontaneity and Appreciation:  A verbal “thank you” goes a long way, so I urge folks to not stop there, and be creative about it.  “Thank you” can include letters, cards or annual awards, but can also come through social media such as tweets, Facebook posts, blog posts on the website or even an article in an organization’s publication.  While volunteers won’t often ask to be thanked, kind gestures make all the difference.  It can leave them feeling over joyous about their experience only reinforcing their commitment to your organization.

• Trustworthiness:  Trust goes both ways.  You’ll need to trust that the customer’s feedback is true, whether it’s about the way they perceived something, an argument with a paid staff member, or receiving poor service.  In the end, the trust you put forth in volunteers will be reflected in the way these situations are handled.  If there’s no trust, it will show, and reflect back in how volunteers treat their commitments to the organization.  

• Managing Expectations:  I always tell people that the hardest part of managing a network of volunteers is managing personalities and expectations.  The expectation is formed from everything communicated to that volunteer, from the hours you tell that volunteer they’re committing to, to making sure the volunteers time is utilized effectively.  It is important to make sure the service project doesn’t deviate from what was originally communicated.  By properly managing expectation, you double down on trustworthiness, showing consistency which fosters an environment that’s comfortable and “known” to volunteers.

It’s no secret that many successful for-profit companies have entire teams, processes, policies and software packages.  Understanding the stigma that resides around the dreaded “overhead” or administrative costs at nonprofits, you may also claim you can’t possibly afford the same robust customer service packages and personnel needed.  While that’s true in many circles, I’ve learned there are many free and low cost alternatives that can be utilized.

Another thing I’ve learned over the years is that common sense isn’t always common knowledge.  In an industry where volunteers are utilized so often, with approximately 62.8 million Americans volunteering in 2015 alone according to Corporation for National & Community Service data, volunteer management as a profession, and the value placed on volunteerism is still awesomely underrated.  As a result, simple customer service practices are overlooked.  When viewing the volunteer as the customer, I’ve began to understand that human capital is so valuable to the sustainability of a nonprofit.  It offers countless benefits in the long term.  If similar customer service practices found in the for-profit industry are adopted in volunteer management, the return on investment can be seen in increased public engagement and awareness, new opportunities to cultivate support, and ultimately more donations for years to come.  It starts with valuing people first and seeing volunteers as customers who deserve to be a high priority.

The backbone of a nonprofit is its volunteers. I was once told that it takes many hands and many hearts to complete our mission. That is so true of many nonprofit organizations, including Wreaths Across America™. By working together, great things can be accomplished. Unity provides a strength that is denied to the individual. At Wreaths Across America, our strength lies in our volunteer system. We could not exist without it.

When you think about it, volunteerism in America is as old as the country itself. It’s in the very fiber of who we are. From barn raisings to collective harvests to the creation of local schools, fire departments and hospitals, volunteering — to help a neighbor in need or those less fortunate, or simply for the common good — defines who we are as Americans. This civic commitment continues today in many forms: community involvement, fundraising, adult education, special needs assistance and environmental cleanup, to name a few.

We’re a generous and giving people by nature, and faced with the opportunity to give back for all of the blessings we enjoy as Americans, many answer the call. The real challenge of creating a successful volunteer program is coordination — tapping into a vast pool of talent and expertise and matching the volunteer with the assignment that will produce the most efficient use of that person’s time and abilities, to best benefit the organization while keeping the volunteer active and engaged.

People have as many different reasons to volunteer as there are opportunities to volunteer. Certainly, they all share a common desire to “give back”; they’re good-hearted people who want to help in any way they can. Many are looking to expand by meeting interesting, new people. Of course, many are drawn to causes that have touched them personally. Some are simply looking to fill a void in their lives or develop new skills.

At Wreaths Across America, we have been blessed with a large, committed and dedicated group of volunteers. We’ve enjoyed substantial year-over-year growth in the number of active volunteers, and, frankly, sometimes I step back in amazement at how generous people can be with their time and resources.

I suppose it began in 1992, when my husband, Morrill, owner of Worcester Wreath Company, had a surplus of 5,000 wreaths. He had the idea of taking them to Arlington National Cemetery and placing them on veterans’ graves. The experience was life changing, and before he left he vowed we would continue to bring wreaths to Arlington each December.

We received some unexpected news coverage several years later in 2005, when a U.S. Air Force photographer took a photo of the 5,000 wreaths resting against the stones in a light snowfall. It was posted on the Internet with a poem, and, amazingly, went viral. By January 2006, we had received over 6,000 emails from people all over the country who wanted to participate and help — who wanted to be part of what we were doing. We were faced with trying to figure out how to organize a burgeoning volunteer force. Soon a second problem emerged. In addition to wanting to join our cause, people kept sending in donations — lots and lots of donations, which, of course, we couldn’t accept. We wound up hiring a person to return the money, along with an explanation of why we couldn’t accept it.

Requests for wreaths and wreath ceremonies came in from all over the country. We were able to coordinate with the Civil Air Patrol, as well as groups like the Patriot Guard Riders, veterans organizations, the Maine State Society of Washington, D.C. and American Gold Star Mothers. By December 2006, things had changed dramatically.

We formed a board of directors and Wreaths Across America became a 501(c)(3) in 2007. Since then, the volunteers have come to us in droves. We put together a program that clearly separated the Worcester Wreath Company from Wreaths Across America.

The number of locations where we’ve held ceremonies has grown from 583 locations — including 24 overseas — in 2010 to more than 1,000 locations — including 27 overseas — in 2014. Our volunteer fundraising groups have grown in number from 1,100 active groups in 2010 to 2,047 active groups in 2014.

Volunteers in donated trucks delivered every single wreath that was donated this past year to more than 1,000 locations nationwide. Volunteers organized every single ceremony held last year. All our volunteers come to us with a singleness of purpose. They all ask, “What can I do?” They all share in their gratitude to the brave men and women of the military who have sacrificed so much for the freedoms we enjoy every day.

Whatever the reason they come together, and whatever the focus of your organization, it is important to help your volunteers verbalize exactly what it is they hope to get from their volunteer experience. Matching the volunteer to the appropriate task not only gets needed work accomplished, but it also satisfies the volunteer’s desire to feel needed and useful. In the case of WAA, this is successful because of the dedication of our location coordinators and fundraising groups.   Having community members as “boots on the ground” is important. They know they do the lion’s share of the work. A shared cause that results in a shared accomplishment and sense of satisfaction will keep your volunteers coming back year after year.

Avoiding confusion among volunteer ranks is also very important. Be sure to clearly define everyone’s roles and responsibilities. Provide training if necessary and emphasize that there are no small tasks — every aspect of their duties is important. Be clear on how much time is required to complete tasks and the importance of communication and commitment. Do not be afraid to delegate authority when appropriate. Be humble enough to realize that your volunteers may be experts in areas you are not, and let them put their talents and experience to good use. And provide lots of positive feedback. Fostering a sense of team is key. “We’re all in this together” is not a cliché. It’s human nature to want to be a contributing member of a larger whole, and the satisfaction it produces creates a sense of self-worth that is payment in itself. We all want to feel as if we’re making a difference.

Wreaths Across America has grown on the passion of our volunteers, and we listen to each and every one of them. We are also ever mindful of other charitable causes.  When our active duty service members or veterans return to their communities, they do not live in a vacuum. Many face challenges like illness and poverty, so working with other charitable causes, in turn, advances our mission. We’re just a group of regular people who run a wreath business in Washington County, Maine. Many of our organization’s most successful ideas came from those who do the real work of organizing and carrying out our WAA ceremonies in their hometowns. These are our volunteers. We have nearly 600,000 of them now, and they make us strong. Together we stand firm in our mission to Remember, Honor, Teach. We are committed to stay true to our mission. An American Gold Star Mother who serves on our Board of Directors inspired us with these words that helped her in her healing, and has given us direction for the future: “In order to find yourself, first you must lose yourself in helping others.”