StartingVolunteerProgram 2010 HON

Starting a Volunteer Program
Program Planning
Instituting a new volunteer program or reenergizing an existing one
involves a process that covers a range of management functions
from needs assessment, volunteer position development and
recruitment, to supervision, evaluation and recognition. Together,
these interdependent processes create a synergy that will enliven your
volunteer program. Once instituted, an effective approach to
volunteer management will perpetuate itself.
Planning a volunteer program within an organization means changing
standard practices and routines. Funds must be acquired and
budgeted, relationships must be formed to link the volunteer program
into the organization, job descriptions and working relationships must
be modified, and policies must be created and approved to
accommodate care recipients.
There are many advantages to establishing a volunteer program
beyond that of accomplishing critical tasks with limited funds.
Involving community members in volunteer programs increases public
support and helps them understand the work and planning behind
management decisions. Volunteers help expand existing programs
beyond limits imposed by personnel ceilings and budget constraints
and enable more efficient project workflow. Instituting a volunteer
program is not easy nor can it be done instantaneously. Planning a
volunteer program includes job development, interviewing,
supervision, evaluation and recognition.
Needs Assessment
When planning volunteer programs, first conduct a needs assessment
of the local communities to be served and then decide whether or not
your program can help meet some of those needs. Organize a half-day
retreat centered around the question If we had more time or
expertise, we would . . . This exercise can help you create a more
abundant selection of volunteer opportunities that address the
important organizational needs your staff cannot currently address.
This will help you realize the potential of professionals and help staff
view volunteers as a resource and not competition.
Questions to ask before conducting a needs assessment

1. What is your organizational vision and mission?
2. What are you trying to accomplish in your community? What
is the programs purpose?
3. How do volunteers fit into the programs mission, strategies
and goals?
4. How could volunteers best meet the programs needs to serve
more people and make a greater difference in the community?
5. How can volunteers help meet program goals?
The Purpose Statement: A written statement that explains the

object for which anything exists or is done or is made
Example: The purpose of the Grand View Food Bank Volunteer

Programs is to coordinate the distribution of donated food to
those in need in the community through the efforts of volunteers.
Whom to Ask
Incorporating a volunteer
program into an organization can
impose many changes in the jobs
and working relationships of paid
staff. A joint planning process
involving organization leaders,
staff, board members, care
recipients and current volunteers
is vital to understanding each
partys needs and perspective.
The parties work to overcome
differences and reach agreement
on how the volunteer program
can be most effectively designed,
organized and managed to
pursue its mission and goals
Who has a stake in

strengthening or starting your
volunteer program?
Staff
Current volunteers
Clients and program

participants
Community organizations
Advisory groups
Potential volunteers
How to Gather Information

There are several methods for conducting a needs assessment
interviews, telephone surveys, mail surveys, focus groups, e-mail and
web surveys. The chart in Appendix A weighs the pros and cons of the
different methods.
How can I determine our

volunteers needs?
Interviews
Tests
Surveys
Focus groups
Volunteer programs should select

a method for conducting a needs
assessment based on internal
resources, staff time and
community resources available.
Content analysis: Framework

for analyzing existing
information
In an organization that has paid

staff, a volunteer coordinator
should begin the process of
creating volunteer jobs with the
help of other staff members.
SWOT analysis: Framework for

analyzing strengths,
weaknesses, opportunities, and
threats
Volunteers are best utilized with

staff support, so the volunteer
coordinator should consult with
staff when developing a volunteer
program. It is important to engage staff by discussing the needs of

the program as and where they are having problems reaching their
goals.
Questionnaire to assess staff attitudes
Experience level of paid staff working with volunteers
Have they supervised volunteers before?
Have they worked in agencies that involved volunteers?
Do they volunteer at other agencies?
Comfort level of staff working with volunteers

Are there positions that staff feel volunteers should not be
doing?
Are there program elements, such as additional staff training,
that should be instituted before volunteers are placed?
Anxiety level that staff feel toward working with volunteers

Are there risk management issues?
Are there worries about loss of staff jobs?
Volunteer Advisory Committee

Another model and an excellent use of volunteers is a volunteer
advisory committee organized specifically to benefit the volunteer
program. It supports the volunteer program and provides advice.
Recommendation: The position description for advisory board
members should clarify that policies about the volunteer program are
subject to approval by the Board of Directors. Advisory committee
members should understand that their role is not to give orders, but to
advise and assist.
What do I do when I have compiled the results?
Make a list of the benefits that can be created for the
organization, its mission and the people it serves by involving
volunteers in specific ways.
Share the results with those who can help build or rebuild
the volunteer program.
Use the information to guide your unit in the planning process
to improve or create a volunteer program.
Draft project descriptions with clearly stated goals and
objectives and engage volunteers in designing the
implementation strategy.
Design project-based volunteer opportunities that reflect the

long-term volunteer involvement your organization desires.
Consider what short-term, high-impact projects you can create
that will make use of the skills volunteers can provide.
Explore volunteer position sharing and team volunteering
options when developing projects.
Think creatively about projects that could be done by groups
of volunteers at various times throughout the year.
Design and frame volunteer projects as if you were engaging
consultants or project managers. Let volunteers play an active
role in setting project goals, procedures and timelines to

increase their commitment.
Provide opportunities for advancement. Reward increased
commitment and accomplishments with increased recognition
and responsibility.
Ask volunteers what skills they wish to develop or competencies
they need to demonstrate.
Develop a volunteer track for volunteers specifically looking
for continued and increased involvement.
Mission and Vision

Effective volunteer program planning begins with the mission of the
program. As a volunteer coordinator, you hold an important key to
turning the mission into action. It is your job to develop and fill
volunteer positions provide the services and care highlighted in the
mission. Volunteer programs, therefore, facilitate the kinds of
volunteer participation that will allow an organization to accomplish
its mission. Even for established programs, revisiting the mission
statement can be helpful when considering an expansion of services or
when changes occur in the population or geographic area served by
the program.
Example of a Mission Statement

The Mission of the Grand View Food Bank is to provide surplus,
gleaned, donated and purchased food to the poor.
Mission statements can talk about meeting a need, solving a problem,

or defining an organizations purpose. An organizations mission
statement is usually no more than a brief paragraph that pinpoints the
specific reason(s) for being.
Often an organization will also have a stated vision that expands on
the mission with a description of a desired future. The vision is a
mental image or view of broad elements that an organization or
program wishes to accomplish, based on its mission. The vision
clarifies the future the program is trying to create. It has been found
that a programs volunteers are most effective when there is a broadly
understood and widely articulated vision of the role of volunteers
in fulfilling the programs mission. When considering a direction for
your volunteer program that is based on your organizations mission
and vision, revisit the questions on page 2 of this document.
Use the answers to these questions to help you outline a strategy for
using volunteers. Consult with volunteers, staff and otherssuch as
coalition members and board or advisory committee memberswho
know and understand the organization. Together you can devise a
mission-based strategy for working with volunteers.
Example of a Vision Statement

The Grand View Food Bank was organized to address the issue
of poor nutrition and hunger among those living in poverty in
the town of Grand View. The organization mobilizes volunteers
and staff to acquire surplus food-stuffs that can be given to
the hungry. It also works to educate anyone interested in
the rudiments of healthy eating.
Volunteer Program Tracking Systems

Most volunteer programs have a large computer database with
addresses, hours served, awards presented and other vital information.
The most direct means by which computers can streamline the
management process is with the use of a volunteer database, which
can be created from software programs such as Microsoft Access,
Microsoft Filemaker Pro, Microsoft Excel or Lotus Approach.
Steps to ensure an effective database
Create a Records Advisory Team. This can include volunteers
who use the database or have knowledge about databases.
Create a written process for working with the database. Written

documents about database instructions reduce errors.
Assign a record-keeping king or queen. While several people
might be updating records, one person should take the lead and
report to the volunteer coordinator.
Train, train, train. Volunteers using the record-keeping database
are less likely to make mistakes if they are trained. As the
program improves, provide upgrade training for volunteers
using the database.
Limit database access. Only trained volunteers and trained staff
members should have access. It is easy to do this by using the
security parts of the program in the database. The recordkeeping king or queen should be in charge of access.
Clean up. Many volunteers serve in more than one capacity,
making it likely for them to appear more than once in the
database. There should be a regular system for eliminating
duplicates in the records and checking the accuracy of the
information you have.
Stay on top of Input. Keep the database viable by timely input
of data. This job is ideal for teens or college students in
computer classesunder the supervision of the record-keeping
king or queen. A good database is only useful when updated
regularly.
Produce a maintenance schedule. Most databases systems have
ways to identify problems. Establish a check-up system.
Think disaster. Organize a disaster plan. Back up records once
per month in an off-site location, e.g., ask your software vendor
for suggestions and/or involve technologically savvy volunteers
in this planning.
Originally published by the Points of Light Foundation in 2004

Revised by HandsOn Network in 2010

StartingVolunteerProgram 2010 HON

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Starting a Volunteer Program

Starting a Volunteer Program

Questions to ask before conducting a needs assessment

The Purpose Statement: A written statement that explains the

Example: The purpose of the Grand View Food Bank Volunteer

Who has a stake in

Clients and program

Starting a Volunteer Program

How to Gather Information

How can I determine our

Volunteer programs should select

Content analysis: Framework

In an organization that has paid

SWOT analysis: Framework for

Volunteers are best utilized with

program. It is important to engage staff by discussing the needs of

Have they worked in agencies that involved volunteers?

Do they volunteer at other agencies?

Comfort level of staff working with volunteers

Starting a Volunteer Program

Anxiety level that staff feel toward working with volunteers

Are there worries about loss of staff jobs?

Volunteer Advisory Committee

objectives and engage volunteers in designing the

Design project-based volunteer opportunities that reflect the

Starting a Volunteer Program

role in setting project goals, procedures and timelines to

Mission and Vision

Example of a Mission Statement

Mission statements can talk about meeting a need, solving a problem,

Starting a Volunteer Program

Example of a Vision Statement

Volunteer Program Tracking Systems

Starting a Volunteer Program

Create a written process for working with the database. Written

Originally published by the Points of Light Foundation in 2004

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