Twelve Key Actions of Volunteer Program Champions: CEOs Who Lead the Way

By Betty B. Stallings

There are not enough volunteer program champions, says Betty Stallings. These are CEOs and executive directors who not only understand the value that volunteers bring to their organization, but understand the value of having a volunteer program manager on staff. These CEOs and EDs go the step further and provide leadership for their volunteer programs.

 There is a connection between the raising of money and the engagement of volunteers and many organizations have made the mistake of treating these as separate issues. Because of this, few organizations have actually factored in the impact that a volunteer’s satisfaction has on either financial donations or connections to other donors that individual volunteers have.

States Stallings, “Philanthropy comes both in gifts of time and money, and together they have tremendous impact on the potential to reach our missions. It is time to recognize the missed opportunities when volunteer contributions are not effectively integrated into the work of an organization.”

A common mistake occurs when overworked CEOs pass off responsibility for volunteer programs to volunteer managers. While volunteer managers can accomplish much, management team work is needed to integrate volunteers into the entire organization.

With 28 CEOs who support volunteer management programs filling out a workbook developed by Stallings, the following 12 key factors were identified:

  1. CEOs who have been volunteers themselves hold a strong, positive philosophy of volunteer engagement.
  2. The belief is held that volunteers are essential in accomplishing the organization’s mission.
  3. Skilled volunteer managers are hired to successfully engage volunteers.
  4. The volunteer manager is part of the management team allowing the volunteer program to be an integral part of the organization.
  5. The organization’s written philosophy/value statement includes the engagement of volunteers.
  6. The cost of all volunteer programs is reflected in a separate budget and is part of the overhead of running the organization.
  7. Staff is informed of clear expectations for partnering with volunteers and all necessary support is provided as well as an evaluation of the work undertaken.
  8. Volunteers are involved at all levels of the organization.
  9. An integrated approach to the volunteer program is fostered and team effort is encouraged as all aspects of the organization are impacted by or impact volunteers.
  10. The board of directors is involved in key issues that impact the organization’s volunteer program.
  11. Volunteers are seen as strengthening the organization’s funding base and extending services, not as a money saving service.
  12. Financial resources are effectively attracted to support the volunteer program.

CEOs and EDs also identified the challenges they face in supporting volunteer programs:

  1. Acquiring sufficient funding
  2. Developing new ways to use volunteers
  3. Training staff to partner effectively with volunteers
  4. Carrying out a volunteer impact analysis
  5. Getting the organization to work as a team
  6. Involving the board of directors in issues that engage volunteers
  7. Receiving support/training from their national organizations
  8. Developing a written statement to guide their organization on volunteer involvement
  9. Knowing how to hire the right volunteer manager
  10. Locating resources that can help CEOs in their role of supporting volunteer programs

Check out http://www.bettystallings.com for more information.
 

 

Last updated: July 2, 2008