LIBS 1330: Volunteer Management
REC 2040: Marketing / REC 2030: Administration
Week 10
November 7, 2011
Recruit / Recognize & Retain Volunteers
Marketing your Product
Evaluation
Plan for Today
 Schedules for team project presentations
 Reminder to submit peer evaluation grading criteria
for the Volunteer Cycle / Agency Report / Marketing
Research Project by Tuesday, November 8th
 Grading rubric for Marketing & Volunteer sections of
this report
Plan for Today
 Reminder to submit your peer and personal
evaluations for the Food Bank Flash Mob (15% of
total grade for both Marketing & Administration)
• 70% general class participation = 100%
• 30 % for your group and individual participation

Final Report?

Final Youtube?
 Three micro-lectures on Volunteer management,
Marketing & Administration to give you time to work
individually or in groups on your projects tomorrow.
Presentation Schedule – Tuesday, Nov 15th
Administration – Training Team Presentation
9 – 9:30
Laura, Patricia, Melissa, Terry, David & Mike
9:40 – 10:10
Erica, Gabby, Hailey, Kim & Brittany
10:20 -10:50
Rachel, Prabjot, Andrea & Emily
11:00 – 11:30
Sarah, Josh, Jimmy & Justin
11:40 – 12:10
Kurt & Chris
12:50 – 1:20
Cassie, Steve & Joe
1:30 – 2:00
Jordana, Wendy, Nicole & Katelynn S.
2:10 – 2:40
Sam, Omid, Joey, Ryan & Brendan
2:50 – 3:20
Natasha, Nahed, Katelynn, Kali, Kelli & Jim Jon
3:30 – 4:00
Emma, Faythe, Catherine & Katelynn F.
Presentation Schedule – Tuesday, Nov 22nd
Marketing Project Presentation
9 – 9:30
Emily, Rachel, Emma, Catherine & Nicole
9:40 – 10:10
Sam, Brendan, Omid, Ryan & Joey
10:20 -10:50
Cassie, Joe & Steve
11:00 – 11:30
Sarah, Josh, Jimmy & Justin
11:40 – 12:10
Kurt & Chris
12:50 – 1:20
Andrea, Jo, Gabby, Kaitlyn, & Brittany
1:30 – 2:00
Jordana, Wendy & Katelynn S.
2:10 – 2:40
Faythe, Kali, Hailey, Erica & Kim
2:50 – 3:20
Laura, Melissa, Patricia, David, Terry & Mike
3:30 – 4:00
Natasha, Nahed, Katelynn, Kelli & Jim Jon
Peer Evaluation for Cross-Course Project
10% of Course Grade
Step 1:
As a group develop an evaluation protocol /
rubric or set of criteria for how you are going to
evaluate your group
Step 2:
As a group submit this via email by Tuesday,
November 8th
Step 3:
Using the evaluation tool you have developed
and all agreed upon, evaluate each member of
your group including yourself. Email your peer
evaluations together with an explanation of how
well you think this tool worked to me by
Wednesday, November 23, 2011. (“This tool
worked great” is not an explanation.)
Grading Rubric for Group Marketing Research Project
10% Written Report & 15% for Oral Presentation
Together this is worth 25% of your total marketing grade
Written Portion (10%) should be 10 – 12 pages and include:
 Overview and analysis (critical description) of the marketing
and promotional strategies used by your organization /
agency

Include examples in appendix where available

Look at print / in-house / web based, etc.

Think about who / why / what
 Provide realistic recommendations for how, or in what ways
the organization can improve or augment their existing
marketing and promotional efforts
Grading Rubric for Group Marketing Research Project
10% Written Report & 15% for Oral Presentation
Oral presentation portion (15%) :
 Provide general overview of your agency /
association / organization
 Explain marketing and promotional program
 Provide your recommendations and plan based on
your analysis of the situation
 Should be professional
Grading Rubric for Applied Volunteer Cycle
50% for written report & 10% for peer evaluation
Together this is worth 60% of your total Volunteer
Management grade, therefore it is expected that
you will put significant effort into this and that it
will include sufficient detail and description.
Grading Rubric for Applied Volunteer Cycle
50% for written report & 10% for peer evaluation
There are a number of steps that need to be completed:
1.
A general introduction including how and why the organization
needs and uses volunteers. You may want to include the various
ways volunteers are used in the organization.
2.
Identify a volunteer need in your organization

3.
Explain why this position is needed & how it fits in the organization
Create a plan for the development, recruitment, selection, hiring,
training, management and evaluation of this volunteer position

Develop a detailed plan for how you will develop this position. Explain how this
position fits within your general staffing / volunteer structure (is it a temporary
or permanent position/ full or part-time), where you will advertise or how you
will search for your volunteer candidates, explain the interview process and what
you are looking for in your selection & hiring, what kind of training the
individual will receive and how they will be trained, how will you evaluate this
position.
Grading Rubric for Applied Volunteer Cycle
50% for written report & 10% for peer evaluation
Create the position description
3.

This would be used to guide the hiring process and also as the job
description once the volunteer is in place. Should include a
description of the position, requirements, expectations, hours worked,
who they report to, etc.
Create a training handbook
4.

Should provide background and an introduction to the organization;
organizational charts; reporting structures; contact info; how are hours
tracked; general rules, policies & procedures of the organization as well
as those specific to the position or department where the volunteer
will be placed; general OH&S rules; industry specific information;
other information that is important to your organization and / or the
position you have created.
Volunteer Management
The Three R’s of Volunteer Management:



Recruit
Recognize
Retain
Volunteer Management
Recruiting Volunteers:
Starts with a set of basic questions –
1. Why do we want volunteers?
2. What is our vision for the volunteer program?
3. What are our expectations of volunteers?
4. How much staff time do we have to manage
volunteers?
5. What is the chain of command / reporting
structure?
6. Do we have the sufficient budget & resources?
Volunteer Management : Recruitment
Two important components:
 Job Design



Why do you need volunteers?
What do we want them to do?
Actual recruitment
“…to volunteers we owe an opportunity for self-development,
enjoyment, and actualization of ideals and aspirations. To
the organizations we are responsible for continuity and
vitality of the program and progress toward stated goals ….
both as a means of accomplishing the purposes and ideals
of the organization.”
Wilson, M. (1976). The Effective Management of Volunteer Programs. Boulder, CO: Volunteer
Management Associates.
Volunteer Management : Recruitment
Job Design
 needs to be interwoven into the organization

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Planning
What do clients need?
What will staff accept?
Why do we need volunteers?
Leadership Style
What will you delegate to the volunteers?
How will you supervise volunteers?
Organizational Climate
Will volunteers want to work here with us?
Volunteer Management : Recruitment
Job Design
Task Analysis: Achievement, Power or Affiliation


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Understanding and meeting motivational needs
If volunteers do not get satisfaction in the work they do – they
do not get much at all?
Necessary to develop meaningful opportunities
Volunteer Management : Recruitment
Most Responsible Volunteer Jobs
Define broad areas of responsibility and authority
Assign responsibility, not specific, detailed tasks.
Allow volunteer to negotiate time and manpower needs.
Leave room for initiative and creativity in how job is carried out.
Less Responsible Jobs
Task generally well spelled out fairly well.
Time & skills required are defined.
Lines of responsibility and authority indicated
Least Responsible Jobs
Duties , time and skills
clearly defined.
Tasks based on
what needs to
be done.
Volunteer Management: Recruitment
Job Design for Motivation:

Most jobs can be improved

Job content is related to job satisfaction

Motivation is directly related to job satisfaction and personal
freedom to work on a self-sufficient independent basis

Job design can be a means for individual and organizational
growth

Motivation and productivity are inextricably linked

Individuals seek and need meaningful work and the
opportunity for creative expression
Volunteer Management: Recruitment
To improve the design of jobs:
Job enlargement
1.

Increasing the number and variety of things a person does

However – 2 or 3 meaningless tasks do not equal 1 meaningful one
Job enrichment
2.

Deepen the responsibility by allowing workers to participate in
planning and evaluating as well as doing their job
Work simplification
3.

Combining or eliminating useless or redundant tasks

Changing the “we have always done it this way” mentality
Volunteer Management: Recruitment
Some Benefits of Involving Volunteers:
Increased services to clients
1.

Time, variety of services, individualized programming
2.
Providing a bridge between clients & community
3.
Community understanding and cooperation
4.
Social Action – Advocacy
5.
Fundraising
6.
Administrative & clerical assistance
7.
Technical assistance & professional consultation
8.
Bringing people together
Volunteer Management: Recruitment
Best recruitment tool is a good volunteer program and interesting and meaningful jobs.
1.
Do specific rather than general recruiting
2.
Choose appropriate audiences whose interests and priorities match your needs
3.
Determine where the skills are that you require and seek them out
4.
Be as specific and honest as possible
5.
Have a year-round recruitment plan
6.
Utilize a variety of recruitment techniques
7.
Utilize local volunteer resources
8.
Invite volunteers, don’t tell them they should be involved
9.
Be enthusiastic
10.
Include all segments of the community
Volunteer Management: Recruitment
Offer & Sign
Present
opportunities
Arouse
Interest
Contact
Keep
them
interested
and on the
job
Volunteer Management: Recruitment
Interviewing is:
 Asking questions


Directive – less productive
Non-Directive – attitudes, values, interpersonal relations,
emotional stability, and motivations
Listening
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Interest – Patience – Linking – Alertness – Concentration Deliberation
Placing
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Time is one of our most precious assets.
It is therefore important to use our volunteers time wisely
Volunteer Management: Recognize
‘Feed and caring of volunteers’
Nine basic rules of volunteer recognition:
1. Recognize – or else….
2. Give it frequently
3. Give it via a variety of methods
4. Give it honestly
5. Recognize the person, not just the work
6. Give it appropriately to the achievement
7. Give it consistently
8. Give it on a timely basis
9. Give it in an individualized fashion
Volunteer Management: Retain
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Volunteers are not to replace staff, but to enrich
and extend


Volunteer and staff relationship should be a creative and
powerful partnership
Never underestimate the power of a volunteer who
is well placed and trained for the job
Volunteer Management: Retain
The secret to retention is:
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Create interesting and meaningful volunteer positions
Match volunteer positions to the interests and needs of the
volunteer
Provide training and supervision
Involve volunteers in planning and evaluating the programs
they are involved with
Treat volunteers with respect
Value individual differences and interests
Provide opportunities for growth and development
Recognize contributions and achievements
Marketing Recreation
Marketing recreation and leisure services & products
is:
 Complex
 Diverse
 Varied
 Requires knowledge of your customer / client /
audience and awareness of trends /
opportunities
Marketing Recreation

Marketing is integral to the delivery of recreation
& leisure programs and services

Focus is on effective communication
Marketing Recreation
 Public focus of recreation and leisure services lends itself to
relational marketing strategies
 Traditional marketing is often referred to as transactional
marketing

Economic exchange or goods and services
 Relational marketing focus on building confidence

Development and fostering of relationships between public and agencies

Considers perceptions of many different groups of the public have of the
agency / organization or its actions / activities
 Participants and non-participants
 Supports and non-supporters
Relational Marketing
Three dimensions:
1. Social Trust

The degree to which individuals perceive the agency to share
their views, goals and values
2. Commitment

The investment, attachment, and longevity of the relationship to
the agency / organization
3. Social Responsibility

Attitudes towards the goals or public purposes of the
organization
Marketing Recreation
Effective marketing plan includes:
1. Identification of marketing objectives
2. Target audience selection

Roles in the purchase process (information gatherer,
decision maker, participant)
3. Communication objectives

Persuasion , introduction, or reminder
4. Creative Strategy
5. Media Strategy

How to deliver the message
Marketing Recreation
Importance of market research:
1. Listen to customer / client needs and desires
2. Watch but do not obsess what competitors are
doing
3. Watch what other industries are doing
4. Follow blogs / industry insiders / newsletters
5. Use available data – Stats Canada, Index of Wellbeing, other government reports
6. Ask for input / feedback
Administration : Evaluation & Planning
Evaluation is an integral part of the overall planning
process.
“What gets measured gets done!”
Organization Planning
Mission Statement: Defines an organizations core purpose and
work, it’s ‘reason to be.’


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Concise statement which guides all planning
“Connecting people and ideas through art” Kitchener – Waterloo Art
Gallery http://kwag.ca/en/about/resources/KWAG-2010AnnualReport.pdf
External message & Internal guide
Some questions to ask in developing or analyzing the mission:
1.
Why do we exist?
2. What “business” are we in?
3. What is our most important product or service?
4. Who are our clients, volunteers, and donors?
5. Why do they come to us?
6. How have we changed in the past five years?
7. What are our organizations unique strengths and major weaknesses?
8. What philosophical issues are most important to us?
9. What would be lost if we ceased to exist?
Planning: Mission vs. Vision
Mission:

Talks about the present

Lists broad goals upon which the organization is formed

Prime function is internal to help define measures of
success

Talks about WHAT, the purpose & objectives

Should be simple and memorable
Vision:

Talks about the future (possibilities and potential)

Outlines where the organization wants to be

Inspires

Is the WHY, communicates both purpose and values
Values
A Values Statement starts with the Mission and
Vision and outlines how the organization will ensure
that the work is done.



Assists with the “What’s more important questions”
Is the guiding principle about core beliefs of the organization
Talks about HOW
Business Model Statement
A brief summary that describes the organizations key
economic drivers.


Internal
“We produce plays and conduct youth workshops, sustained
through a mixture of ticket sales, foundation grants, workshop
fees, and an annual benefit.”
Masaoka, J. (2010). Nonprofit Business Model Statements. Blue Avocado. March 12. http://www.blueavocado.org/content/nonprofit-business-modelstatements
Planning
Planning is one of the four primary functions of
management (Planning, Organizing, Leading and
Controlling)
Planning can be defined as deciding what is to be
done and involves:


Setting goals
 What the organization wants to accomplish
Determining Objectives
 Specific steps to take
 Time table for completing the task
Planning
Planning involves thinking about the future!
It requires:
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Imagination
Careful thought
Research & understanding
Time
Articulated goals and objectives
 Goal – desired outcome
 Objective – means to achieve the outcome
Planning
A plan is a statement of intended means for
accomplishing stated results. A plan should answer
five questions:
1.
2.
3.
4.
5.
Why?
What?
When?
Where?
Who?
Types of Plans
Short, intermediate and long-range plans

Short-Range Plans
 1 year or less
 Most people are comfortable thinking 3 – 6 months ahead

Intermediate-Range Plans
 1 – 4 years

Long-Range Plans
 5 years or more years
Types of Plans
Strategic & Operational Plans


Strategic Plans
 Originated to describe planning & direction of large
scale military operations
 Describes a set of comprehensive plans for the purpose
of meeting defined goals and objectives derived from
the mission statement
 Used in non-profit sector since 1980’s
 Takes tremendous time & resources
Operational Plans
 More limited in scope
 Supports the strategic plan
Types of Plans
Single-Use and Standing-Use Plans
Most common types of plans and critical to success
of the organization

Single-Use Plans
 Examples include: budget, schedule (list of deadlines), or project

Standing-Use Plans
 Designed to be used over and over again
 Examples include: operational procedures, and policies
Types of Plans
Contingency & Crisis Planning


Contingency
 Sets alternative course of action that depend on
different conditions
 Most successful when trigger points are built into
process
Crisis
Planning Process
Five steps in formal planning
1.
2.
3.
4.
5.
Define objectives – what do you want to achieve
Assess the current situation in relation to objectives
Formulate options regarding future outcomes
Identify and choose among the options
Implement your decision and evaluate outcomes
Planning Styles

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Top-down Planning
Bottom-up Planning
Consensus Planning
Strategic Planning
Reasons for Strategic Planning
 Provide a good comprehensive road map of where
the organization is headed if used properly
 Often undertaken for the wrong reasons

Because we should / everyone else is doing it

To get board members engaged

To get everyone on the same page

For outside interests – foundations or other funders
Strategic Planning
What Strategic Planning can do:
 Gives Executive Director / Board / Management team time to
think things out as they listen to evolving conversations
 Time to discuss issues around values / priorities that are often
not discussed during regular meetings
 Board members tend to like the creative process of planning

Allows them to come up with new ideas

Gives them a sense of having value and a function
 Vehicle for leadership to raise new ideas and ambitions.
 Time to discuss real problems that have emerged in the
organization

Although this is not typically the best place to do this
Strategic Planning
Problems with Strategic Planning Process:
 Often driven by funders and need to “produce” a
document for continuation of funding
 Frequently used to deflect criticism, unrest or to
delay decision making
 Ritualized process with “star” high-paid consultants
Strategic Planning
What Strategic Planning Should Do:
 Needs to take financial sustainability seriously

Should be at the core of all strategic planning
 Needs to look at HOW the goals discussed will be put in
action

Strategy development
 Build analytic capacity and relationships for the
organization

Do not leave this to the consultant
 Answer the big question


Start the process with 4 or 5 that you want answered by the end of
the process
Process is not finished if questions are still left unanswered or vague
 Strategic Planning should be about “Doing Things”
Evaluation
 “Subjective determination of worth – to place a
value on something” (Getz 2005)
 “The process of critically observing, measuring and
monitoring the implementation of an event in
order to assess its outcomes accurately” (Bowdin et
al. 2006)
 “The art of asking interesting and provocative
questions” (Jackson 2004)
Evaluation
Internal
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Evaluate against objectives
Evaluate finances
Resource utilization
Audience satisfaction
Program evaluation
External

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Economic impact
Social / cultural impact
Environmental impact
Audience development objectives
Stakeholder / funder requirements
Evaluation
Evaluation should be based on well-defined objectives that
the organization has set and link to the mission, and to
consider effectiveness and efficiency.
Evaluation criteria should be:
Specific, significant, stretching
Measurable, meaningful, motivational
Achievable, attainable, acceptable, action-oriented
Realistic, relevant, reasonable, rewarding, results-oriented
Time Specific, tangible, trackable
Evaluation
Evaluation should be continuous and ongoing. A
system of constant reflection and learning that is
an integral part of the planning process
 To improve
 To demonstrate what happened
Five Stage Approach to Evaluation
Stage 1
Planning
Stage 5
Reporting &
Sharing
Stage 4
Reflecting &
Moving Forward
Stage 2
Collecting
Evidence
Stage 3
Assembling &
Interpreting
Woolf, F. (2004). Partnerships for Learning: A Guide to Evaluating Arts Education Projects. London: Arts Council of England.