Volunteer Management Practices

This Organizational Capacity Assessment is designed to help AmeriCorps Programs evaluate their
Volunteer Management Practices and identify areas for improvement. You can increase your organization’s ability to provide service through effective volunteer engagement. Please be as accurate and honest as possible when completing the form. It will be used for planning
and to identify training needs throughout the year. In a national survey, only 17% of nonprofits reported they were "strong" in volunteer management behaviors. The goal is not that your organization achieves a high rating in this Assessment, but that you gain a realistic view of your opportunity to grow.

Tools

Name:

A red asterisk (*) indicates required questions.

1. Market Research and Community Needs Assessment*

	The organization believes that volunteers are a valuable resource to achieve the mission, yet has no information on local volunteers.
	Organization has a basic understanding of local volunteers and utilizes the information in planning.
	The organization utilizes information from local and national volunteer research in planning overall volunteer engagement.
	The volunteer engagement plan is updated annually to reflect trends in the availability and interests of volunteers. Volunteers are a source of information about community needs.
	N/A

Needs Assessment and Opportunity Design: The need for volunteers has been identified and they are leveraged throughout the organization utilizing comprehensive position descriptions.*

	Organization knows that volunteers add value and engages them without a formal needs assessment or position descriptions.
	Some agency priorities are translated into objectives for volunteers in generic written descriptions.
	As organizational and community priorities change, volunteer activities are created and updated with specific written descriptions outlining duties, skills, and outcomes.
	With well-defined position descriptions, volunteers are engaged in all levels of the organization including skills-based, project, management, administrative, direct service, virtual, and group opportunities to meet the organization’s goals and mission.
	N/A

Strategic Plan: The organization’s strategic plan includes the integration of volunteers.*

	Volunteers are not included in the organization’s strategic plan and there is no volunteer program plan.
	Volunteers are engaged on an as-needed basis with short-term plans.
	The organization has a volunteer engagement philosophy and a purpose statement articulating why volunteers are wanted. Best practices are utilized in volunteer engagement.
	The Executive Director and Board endorse the engagement of volunteers in tangible ways and volunteers are evident in the organization’s long range strategic plan.
	N/A

Resources: Resources are strategically allocated to the priorities of the organization, including the engagement of volunteers.*

	There is not adequate funding to support the engagement of volunteers.
	Volunteer engagement is not evident in the organization’s budget, but is in some department budgets.
	A staff person is assigned to the recruitment and management of volunteers with responsibilities and outcomes outlined in a job description. Volunteers have the equipment they need to be successful.
	The organization’s budget includes adequate funding for volunteer engagement, technology, and a manager of volunteers with professional development opportunities and status equal to other management staff.
	N/A

Policies and Procedures: To provide a framework that defines and supports volunteer involvement.*

	Volunteer engagement policies are informal and not part of the organization’s policies and procedures.
	Written volunteer engagement policies are aligned with the organization’s policies.
	Potential risks are anticipated and policies are identified to manage and mitigate the risk factors, including training and insurance.
	Policies and procedures are developed and updated according to best practices, are followed consistently and are communicated to all staff.
	N/A

Recruitment: Variety: A variety of strategies are used to recruit a diverse volunteer force.*

	Volunteer recruitment is informal.
	All staff participate in promoting volunteer engagement, and information is included on the organization’s website and in materials.
	Genuine effort is made to recruit and select a broad range of volunteers from diverse backgrounds and with various skill levels, including skill-based, project, family and single days of service volunteers.
	A variety of strategies are used to recruit including the local Volunteer Center or Volunteer Wisconsin, technology-based tools, social media, corporate volunteers, service learning and days of service.

Messaging: Recruitment messages are designed to attract volunteers and articulate their duties.*

	Generic descriptions are used to recruit all volunteers.
	There is a unique recruitment message for each opportunity.
	Messages sell the position to applicants, are realistic and clear about the volunteer expectations.
	Recruitment messages are customized for various recruitment methods and are analyzed for effectiveness so appropriate changes are made.
	N/A

Partnerships: Collaboration with other organizations to recruit volunteers.*

	Partnerships are not pursued, yet the organization is open to these opportunities.
	The organization partners with groups for one day service projects.
	The organization builds relationships with companies, groups, congregations, funders and others to provide volunteer support beyond single days of service.
	Building partnerships is included in the strategic plan to develop both volunteer and financial support.
	N/A

Interview and Match: The organization interviews all ongoing volunteers and matches them with appropriate positions within the organization.*

	Volunteers are utilized with only a sign-up required.
	A consistent format is used to interview volunteers in person or on the phone to determine their skills and interests.
	Volunteers are placed in opportunities that match their skills, interests and motivation and there is a protocol for rejecting inappropriate volunteers.
	Clear understanding regarding duties and expectations is achieved with signed agreements.
	N/A

Screening: The organization screens volunteers to ensure their suitability.*

	There are no screening policies or procedures in place.
	Volunteers are screened at the discretion of the volunteer manager.
	Policies exist for background checks and screening, but they are not up to date.
	Reference and background screening policies are updated , based on a risk management approach, and are clearly communicated and applied consistently with no exceptions.
	N/A

Process: The sign-on process is thorough, yet flexible to meet the organization and volunteer needs.*

	An informal process is used at the discretion of staff.
	A protocol is developed that includes application, interview, screening and background checks and the same format is used for all volunteers.
	Volunteer inquiries are responded to within 24 hours and the process is flexible and streamlined with standard elements to meet the needs of different volunteer types (event, projects and ongoing).
	The organization meets the above criteria and reviews the process annually to accommodate changes in the organization, technology and trends in volunteer engagement.
	N/A

Orientation: Volunteers are oriented to the organization.*

	Each volunteer is oriented with information on an as-needed basis.
	The site supervisor provides a standard orientation.
	Volunteers receive a handbook and a standardized orientation including key organizational information which is updated based on feedback and changing needs.
	The orientation is streamlined using video or on-line tools for volunteers serving in short term roles, as well as groups and remote volunteers.
	N/A

Training: Volunteers are trained to ensure success in their roles.*

	Volunteers are trained by the supervisor on an as-needed basis.
	Each volunteer receives introductory and ongoing training specific to their role.
	A standard training protocol is used to set clear expectations and answer questions.
	Volunteers receive continued training, including attending in-service and training along with staff.
	N/A

Trained Supervisors: The organization has a trained supervisor designated to support each volunteer role.*

	Volunteers receive information from any staff available.
	Volunteers have a designated supervisor, however supervisors are not trained.
	Staff receive volunteer management information from the volunteer manager.
	All volunteers, including skill-based, remote, and committee volunteers, have a designated supervisor and a back-up in their absence. Supervisors receive standardized training in effective volunteer engagement. All staff understand the value of volunteers and respect their time.
	N/A

Coaching and Development: Volunteers continue to develop and grow within the organization.*

	Volunteers typically stay in the same role.
	Volunteers are coached on a regular basis to ensure they are successful.
	Regular communication is maintained to coach volunteers, and quickly address any concerns or conflict.
	There is a plan for volunteers to develop skills, gain greater responsibility, or accept leadership roles.
	N/A

Communication: There is regular communication with volunteers using a variety of methods.*

	No special effort is made to communicate with volunteers.
	Volunteers receive some publications from the organization and information from their department.
	Volunteers are included in all electronic and print communication from the organization.
	A specific newsletter and a variety of communication methods inform, recognize, and keep volunteers engaged. Volunteers receive information about the organization before it is released to the public.
	N/A

Recognition: Volunteers are recognized using a variety of methods.*

	There is no volunteer recognition plan other than regular thanks from the staff.
	Volunteer recognition is included in the budget and is designed to appeal to the volunteers.
	Volunteers receive frequent formal and informal recognition using a variety of methods.
	There is a formal volunteer recognition plan and the organizational climate values volunteers, including the acknowledgement of senior management.
	N/A

Value: The effort of volunteers and value of their work is recognized throughout the organization.*

	The overall value of volunteers is not determined.
	The staff who supervise volunteers are recognized for their efforts.
	The value and impact of volunteer contributions are understood and communicated to the volunteers and throughout the organization.
	The impact of volunteer work and the dollar return on volunteer investment are conveyed through facts and stories shared internally and with the community.
	N/A

Evaluate Volunteers: Volunteers are evaluated on a regular basis.*

	Volunteer hours and activities are tracked.
	Informal oral feedback is provided to volunteers on the quality and value of their work. Concerns are addressed as needed.
	Volunteers are given clear expectations and evaluated using a standard format which is recorded.
	Based on their performance and interest, volunteers are advanced to new positions and given additional responsibilities to meet their needs and the needs of the organization.
	N/A

Volunteers Provide Feedback: Volunteers evaluate their experience in the organization.*

	There is no mechanism for volunteers to make suggestions.
	Supervisors are open to informal feedback from the volunteers.
	The volunteer manager seeks feedback from the volunteers.
	Volunteers have a regular mechanism for offering suggestions and opinions and evaluating their volunteer experience. The information is used to improve volunteer engagement.
	N/A

Volunteer Program is Evaluated: The volunteer engagement process and volunteer impact are evaluated.*

	The volunteer management process has not been evaluated and volunteer impact is not measured.
	Volunteer hours are tracked and a value is placed on them.
	Current volunteer management best practices are generally followed.
	A formal assessment of volunteer engagement is conducted regularly. The organization measures both volunteer outputs and outcomes and the result are communicated to the community.
	N/A

Tracking: A volunteer tracking system is used to collect data.*

	Informal records are kept on each volunteer.
	A secure system is used to record demographic information, hours, retention, training and other relevant information.
	Organization has the appropriate technology to measure, manage, and analyze volunteer engagement.
	Statistical information about volunteer engagement is regularly analyzed and shared with staff and volunteers, and is used to improve overall volunteer engagement strategies.
	N/A

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