Fonda Kendrick, VolunteerHub.com
The vast majority of literature on volunteerism assumes that people giving their time to nonprofit organizations are doing so because they want to. Of course, in most cases this is true. However, the information does not necessarily apply to individuals, as Energize Inc. terms them, who are “voluntolds” — for whom volunteering is mandated and not a choice. This includes students needing to meet high school and/or college requirements; those recruited by employee volunteer programs; and individuals ordered to put in community service time either as a condition to receive assistance or as court-ordered punishment.
Energize Inc. links to a great resource on this topic published by Volunteer Canada titled Volunteering and Mandatory Community Service: Choice — Incentive — Coercion — Obligation: Implications for Volunteer Program Management. We’ll be presenting some of its highlights here.
A Trend Toward Mandatory “Volunteerism”
Volunteer Canada points out that mandatory service is growing not only in Canada, but in the United States as well. The group also argues that, in a time when budgets are tight, it may make sense to use this volunteer stream. However, the group advises that adjustments might need to be made to accommodate it, since the volunteer management paradigm nonprofits normally use may not hold up in this case. For example, a voluntold’s motivation is not the same as a true volunteer’s. Likewise, someone mandated to volunteer may not be familiar with your mission, have very little previous work experience, and generally is only scheduled to be part of your volunteer program for a limited time. The article also cites observations from sponsors of a workfare agency in California, which pinpoints some potential challenges with voluntolds, including “issues of behavioral/physical health, language/culture, education/aptitude, and social compatibility.”
On Your Terms
The white paper outlines that volunteer opportunities should always be based on an analysis of your organization’s needs. Although there may be an unspoken pressure to help with the court system or aid students seeking volunteer experience, Volunteer Canada warns against accepting volunteers “just because they are there.” Inappropriate workers of any sort can drain agency resources instead of contributing to your goals. However, don’t turn workers away if they can fill current needs. Additionally, don’t rule out the creation of new, short-term volunteer opportunities, again as long as they fit your organization’s goals.
Volunteer Canada suggests taking a proactive approach. Instead of being reactive to requests, take a look at the mandatory volunteer programs in your area and determine which ones may be most compatible with your agency. Then research their programs. Be sure to ask about:
- the number of hours mandated and the timeframe for fulfilling those goals.
- the availability of the potential volunteers. Does it mesh with your current volunteer opportunities?
- reporting requirements. Is the time spent on paperwork worth it?
- the skills of prospective workers. Are they sufficient for the tasks you have to offer? Or can they be trained in a reasonable time, given the length of service required?
Implementation
In the case of voluntolds, there are additional factors to consider before agreeing to bring them onboard. For example, are there safety risks? Be sure to ask the referring party for as much background about the volunteer as s/he is able to give. New screening tools or documents may need to be developed to fill in any holes in the information already available to you. Also, be realistic about your expectations. Since s/he is probably not motivated to be there, will a voluntold’s possible negative attitude and/or lack of enthusiasm affect the work done? A normal interview, in which a volunteer coordinator seeks to find what a traditional volunteer would like to do may not be effective in this situation; instead, focus on skills the mandatory volunteer has or what s/he is willing to do.
The approach toward orientation might also take on a different tone. Highlights may need to include a stress on what constitutes proper dress and acceptable behavior as it relates to both staff and clients. As opposed to traditional volunteers, the consequences of not showing up for assigned shifts or completing assigned duties takes on a new importance as well. Depending on the situation, your training procedures may need to be revisited, too — for both the volunteers and the staff who will be appointed to work with and/or manage them.
As mentioned above, supervision guidelines may often need to be revised. Without the motivation of a true volunteer, voluntolds may require a much higher level of supervision and stricter policies on corrective action. On the flip side, of course, make sure to reward mandated volunteers when it is merited. Customary recognition practices such as small tokens, though, are likely to be meaningless to someone required to contribute his or her time. However, be sure to praise good work, promote to a new position when the opportunity presents itself, be prompt in reporting hours worked, and, if appropriate, offer to write a letter of recommendation that may be submitted along with future resumes.
Volunteer Canada brings up an excellent point regarding program evaluation: just as other aspects of your volunteer management program are altered to fit the demands of working with compulsory volunteers, your standards of success as it relates to voluntolds will most likely need to be different than the measuring sticks used for traditional volunteers.
The Value of Mandatory Volunteers
From the perspective of nonprofits, individuals mandated to perform community service can help fill gaps, and many are available to put in time during hard-to-fill daytime slots. Those serving compulsory volunteer time can also realize benefits from their efforts. If treated with the same respect afforded a traditional volunteer, many participants’ initial attitudes about volunteering change over the course of their stay. They can gain skills, develop newfound confidence, witness the effects of their contributions, and take a positive impression of your organization and its mission back out into the community. Some individuals elect to stay on even when their required service time is over.
Volunteer Canada provides this final word of advice: “When done right, mandatory service holds the potential to inject a vast amount of much-needed and cost-effective labour into the non-profit sector. Ill-conceived and delivered ineffectively, it has the potential to drain resources from the sector for a questionable return and damage possibly the most important human resource currently available to the sector: ‘true’ volunteers.”
To view Volunteer Canada’s report in its entirety, click here.
Posted 8/31/2010
Fonda Kendrick, VolunteerHub.com
Following — or Leading?
In many traditional volunteer settings, volunteers are the followers. They show up for their volunteer shift, are given their assignment, and carry it out. But, I wonder, are some great opportunities being left on the table? What if some of these followers were transformed into leaders? How many of your volunteers are already in a management position at their “day job?” Why not use them in the same capacity, if they are willing, at your organization?
With funding being tighter than ever, imagine what could be done if more of your staff time could be shifted to volunteers in leadership roles. That new program you’ve been wanting to start might have a chance at getting implemented this way, too.
For advice on this topic, we cite literature developed by the HandsOn Network entitled “Volunteers as Leaders.” Here are some highlights:
Rationale and Logistics
The first piece of the puzzle is to provide an infrastructure for volunteer leadership:
Determine how the new initiative fits with your organization’s current mission.
Plan how you will manage and support volunteer leaders.
Pinpoint specific ways in which these new leaders can be utilized, whether it is to enhance existing programs or to establish new ones.
Job Descriptions
Be clear and specific about each position you create. Outline what is asked of the volunteer and what your organization will provide. This includes a job title, the purpose, location, responsibilities, qualifications, time requirements, support and training given by your agency, benefits to the volunteer, and a supervisor’s contact information. Once these details are in place, these document can be used as fodder for recruitment tools and as the basis of “contracts” between your agency and volunteers.
Along these same lines, draft a volunteer application. This should contain the following components: contact information, volunteer history, and an interest survey. You may also opt to require references, background checks, etc.
Recruit
Especially in this case, it makes sense to aim your recruitment efforts toward those you feel will be best qualified for these positions. Personally ask those you would like to see involved, and then widen your net using your usual advertising channels. HandsOn Network also suggests involving current volunteer leaders in the search for new recruits, as well as developing a “benefits package” for exceptional leaders (including items such as free workouts and/or meals, etc.)
Additionally, the HandsOn Network information encourages agencies to look at their current recruitment tools. In short, are your flyers and brochures informative and attractive — and getting the job done? PR recruitment pieces should be conveying “the need, how the volunteer can help and the impact that individuals can have on the issue.” HandsOn goes further to point out, “Keep the message short but meaningful, and don’t be afraid to appeal to people’s emotions and the things that motivate them to volunteer.”
Train
After you have screened and selected volunteers based on your recruiting campaign, it’s time for orientation and training. Because of their greater responsibility, this process should be even more in-depth than that of other volunteers. Be sure to clearly communicate your agency’s mission and goals, as well as the specific details and objectives of their project(s). Provide support and guidance for recruiting other volunteers and garnering donations from community businesses, if necessary. Don’t forget to agree on a means of evaluating the program at its completion.
Recognize
One of the most-overlooked aspects of volunteer programs is recognition. Don’t forget to informally and formally give credit to and appreciate the efforts of your volunteers. It can be as simple as a thank you note or as elaborate as a banquet. See HandsOn Network’s “Volunteers as Leaders” information for many terrific ideas.
Don’t Reinvent the Wheel
If you’re interested in creating more volunteer leadership positions in your organization, HandsOn Network also offers a:
- Volunteer Leader Needs Assessment Worksheet
- Volunteer Position Description Worksheet
- Volunteer Leader Application
- Volunteer Leader Recruitment Worksheet
- Leadership Diversity Activity
For access to HandsOn Network’s full “Volunteers as Leaders” publication, click here.
Posted 8/1/2010
Fonda Kendrick, VolunteerHub.com
A community volunteer fair can be a great recruitment tool. Potential volunteers can browse the booths in a low-key environment, while, at the same time, local organizations have the opportunity to raise public awareness of their missions. A volunteer fair also allows individuals who are considering donating time a chance to explore the options available in their area. Additionally, if held in the fall, a volunteer fair is a way to recruit high school and college students seeking a chance to fulfill service hour requirements for classes and Greek/honor societies.
If a volunteer fair sounds like a good idea, but the task seems daunting, team up with another agency or two. Perhaps you could approach your local high school or a college in the area to provide a space, while another community group might be able to help organize the event.
A great resource to help you through the entire volunteer fair planning process is Volunteer Manitoba. Its website offers:
- Things to consider when planning your volunteer fair
- A timeline
- Task list
- Sample letter and registration form
- Sample evaluation form
- Sample thank-you letter
In addition, the Volunteer Manitoba site gives sample PSAs, press releases, flyers, and more. If you are interested in taking a look at Volunteer Manitoba’s information, visit the group’s site by clicking here.
Valuable information on volunteer fairs is also supplied online by the Corporation for National and Community Service. Some tips listed on its site include:
- Create a fun atmosphere with free refreshments
- Invite local nonprofit and other community organizations to participate at no cost
- Request that each participating group provide a door prize, which will encourage attendees to stop at more booths
- Ask participating agencies to complete a feedback form for guidance with the following year’s fair
- Advertise through area churches as well as through newspapers, radio spots, etc.
- Decide what kind of volunteer opportunities your organization will feature at the volunteer fair
- Be mindful of your display space — since it will be limited, “think vertical”
- Display pictures of volunteers working in past events
- Think in terms of inexpensive promotional items to hand out — pencils, pens, etc.
- Make sure to take time to look at the displays of other participating organizations
Click here for more information on this subject from the Corporation for National and Community Service.
So, if you’ve been thinking about it but weren’t sure where to begin, here’s the springboard to getting a volunteer fair started. Not only will it be an important opportunity to recruit new volunteers, but it’s also a terrific way for community members to see all the valuable resources nonprofit agencies provide in your local area.
Posted 7/1/2010
Fonda Kendrick, VolunteerHub.com
When it comes to recruitment campaigns, does a one-size-fits-all approach work best? Or is it better to target certain demographics? If so, which ones? These efforts require time and money, so of course it makes sense to make the most of it. This month, we researched statistics based on the question: “Who volunteers?” Some of the answers we found may surprise you. (The numbers cited are generalizations made by the U.S. Bureau of Labor Statistics and pertain to the year ended in September 2009. Click here for the full report.)
Men or Women?
Women led the way for volunteerism, with one in three females donating their time, up from 29.4 percent the previous year. The volunteerism rate for men has held steady for the past two years at just over 23 percent. As noted in the study, “women volunteered at a higher rate than did men across all age groups, educational levels, and other major demographic characteristics.”
Married or Single?
Running counter to what one might think, married people are more likely to volunteer (32.3 percent) than individuals who had never married (20.6 percent) or those with another marital status (21.5 percent).
With Children or Without?
Parents with children younger than 18 had a much higher volunteerism rate than those who did not have children under 18 (34.4 percent versus 23.9 percent, respectively.) Of those with younger children, close to 50 percent of mothers and 39 percent of fathers chose to donate their time primarily for a youth service or educational group. On the flip side, volunteers who did not have children below the age of 18 were much more prone to choose volunteer opportunities with other agencies, such as community service/social organizations or hospitals.
Age
The statistics show that, by age, those in the 35 – 44 and the 45 – 54 groups claimed the highest volunteer rates (31.5 and 30.8 percent, respectively). Least likely to volunteer were individuals in their early twenties (18.8 percent). Seniors aged 65 or older volunteered at a rate of 23.9 percent; of this demographic, almost 45 percent chose to give their time to a religious organization.
Employment Status
Recently, many non-profits have seen a swell of volunteers due to high unemployment rates. However, employed persons still tend to volunteer at a higher rate (29.7 percent) than those who are unemployed or not part of the labor force (approximately 22 percent each). Part-time workers volunteer more than those employed full-time, 33.7 and 28.7 percent, respectively.
Education Level
A direct correlation was found between education level and volunteerism rates. Almost 43 percent of college graduates reported volunteering; this demographic tended to direct its efforts toward agencies with either a hobby, sport, or arts/cultural focus. High school graduates volunteered at a rate of approximately 19 percent, and the volunteer rate for individuals with less than a high school degree tallied at under nine percent.
Decision to Volunteer
Around 40 percent of volunteers said they took the steps necessary to become involved with an agency. However, another 44 percent reported volunteering after being invited to do so — the majority of the time by a person within the organization.
As you probably know, marketers in the business world have been segmenting their advertising based on a variety of demographics for many years. We hope that these statistics, along with your knowledge of the community you serve, can help bring the same focus to your next recruitment campaign.
Posted 5/31/2010
Shawn Kendrick, VolunteerHub.com
Getting into college has never been more difficult than it is today. Many students who apply have an excellent grade point average and strong SAT or ACT scores. Realizing this, students often try to differentiate themselves through extra-curricular activities and community service. However, in recent years, universities are noticing that most of their applicants have a great degree of community involvement, making it even more difficult for applicants to stand out.
So what can young volunteers do to separate themselves from the crowd in terms of volunteerism? One suggestion is to focus on fewer activities but participate for a longer period of time. Too many youngsters wait until the last half of their junior year or even the beginning of their senior year to start volunteering. At that point, in an effort to bolster their application, many opt to spend a cursory amount of time at a variety different programs. However, admittance counselors would rather see a pattern of meaningful involvement over a few years as opposed to participation for the sake of getting the experience on an application. As James Miller, director of admissions at Brown University, explains, “It’s most important to do something with enthusiasm, passion and commitment.”
To further illustrate how community service impacts an application, here are some findings of a recent poll that surveyed admissions officers at 25 of the country’s top 50 universities:
- Passion and consistency above all – 100% of respondents value consistent participation over sporadic involvement, even if the occasional situation is more intense.
- Time is more important than money – 68% say they would value working the summer at a homeless shelter over raising $100,000 for the same cause.
- Service is more important than who you know – Although academic achievement is always most important, those surveyed believe that a strong community service record is more important than reference letters and legacy standing.
- Effort is more important than affiliation – 84% believe that the fact that a prospective student does volunteer is weighed more heavily than where he or she volunteers.
For the volunteer coordinator, this means grabbing potential participants earlier in their high school careers. By working with school guidance counselors and other youth leaders, you can help freshman and sophomore students understand that getting started sooner may increase their chances of getting into the college they desire. Spring seems early, perhaps, but if you haven’t done so, now is a good time to make the necessary connections for these partnerships. Then you can smoothly kick off a targeted recruitment campaign when teens return to school in the fall. It also allows you several months to prepare for youth volunteers, if this is one of the areas on which you would like to focus.
In addition to assisting college-bound teens, sparking interest at an early age can be a great opportunity for your program as well. The point to keep in mind is that high school volunteers turn into college volunteers, who in turn eventually become professional volunteers. Earlier participation can help you grow a crop of volunteers that can participate at a meaningful level for years to come.
Posted 5/1/2010
Shawn Kendrick, VolunteerHub.com
The last couple of months we’ve focused on philosophical concepts such as mission and vision. As important as these two concepts are, they are only as good as their implementation. With this in mind, we’ve pulled some tips from business gurus Larry Bossidy and Ram Charan’s book Execution: The Discipline of Getting Things Done.
The book relies on Bossidy’s experience as CEO of Honeywell Industries and AlliedSignal, along with Charan’s as a consultant and professor, to develop some very easy to follow, common-sense rules for implementing initiatives. Although the book was written within the context of business, the concepts hold true for any organization with a need to get more done. The book has many strategies that could be useful to any organization; however, for this blog we are going to concentrate on what Bossidy and Charan feel are the “essential behaviors” of a leader who wants to improve his or her team’s execution.
1) Know your people and your business - It’s important that leaders know what’s really going on in their organization on a day-to-day basis. Many leaders get tons of information in the form of reports, but it’s important to remember that those have been filtered. The book suggests frequent visits to the front lines of an organization. Most of all, the authors stress that these visits should be meaningful, not superficial. It’s OK to start with water cooler talk, but eventually managers need to dig deep with all levels of employees.
2) Insist on realism - This means insisting that you are being told the whole story, both good and bad. As a leader, you have to be open to hearing some things that may not be positive. However, you can’t manage effectively if you are only hearing about how great the agency is and not hearing about what needs improved. The authors note that one of the most important aspects of this is the willingness to look at competitors (or in this case, similar non-profit agencies) and get an honest assessment of how your organization compares.
3) Set clear goals and priorities - This is an obvious suggestion. However, time and time again leaders fail to give a crystal-clear picture of what is expected. Bossidy and Charan emphasize the importance of being direct and plain-spoken when detailing plans. They also strongly suggest focusing on just a few main objectives at a time. The authors adamantly believe that a leader should have no more than three or four large-scale priorities.
4) Follow through - Again an obvious point, but one that sometimes gets forgotten. Think about the last planning meeting you had. At the end, did anyone set a specific time and method of following up on progress? Often meetings break with the best of intentions, but because there’s no assurance of a follow up, the initiative falls by the wayside. Often managers put new initiatives to the side because they feel the need to “put out fires” is more important. In this case, leaders didn’t stress the importance of the new initiatives. Communicating that there is an expectation that things will be done and there will be a method of checking is key.
5) Reward the doers - For volunteers and/or non-profits, this may sound strange, but you do need to reward your best performers. Of course, in business this is usually in the form of a monetary bonus, but non-profits can also give rewards. For instance, simple recognition in front of peers can go along way. Also, if you feel that you need to give a tangible reward, you may consider leveraging support from a local business. For example, a restaurant may be willing to donate a meal to volunteers who meet certain goals.
6) Expand people’s capabilities through coaching - It’s not enough to simply tell employees/volunteers what they are doing wrong and direct them to make some changes. A leader who wants to get things done consistently in the future uses the moment to teach. Sure, in the short term, it may seem faster to give directives and move on. In the long run, though, your team will be much more effective if you take the time to be more transparent and give lessons on the reasoning behind your criticism.
7) Know yourself - Bossidy and Charan believe that every leader really needs to take the time to complete some self-discovery. To be most effective as a leader, acknowledge your strengths as well as your weaknesses. Leaders who play to their strong suits and improve weaker points improve their people skills. As such, these leaders are better equipped at getting the most out of their teams, which will ultimately lead to better results.
More details about Execution: The Discipline of Getting Things Done can be viewed at the publisher’s website:
http://www.randomhouse.com/catalog/display.pperl?isbn=9780609610572
Posted 3/31/2010
Shawn Kendrick, VolunteerHub.com
In a recent blog article, we discussed the importance of an organization’s mission statement. This month, as promised in that article, we’re going to take things a step further and discuss vision statements. Vision statements are extremely important, since they help guide an organization’s future aspirations. As we explore what a good vision statement should look like, we’ll use an article by James Lucas called “Anatomy of a Vision Statement” as a guide.
Clear vision
Unlike a mission statement, which describes what an organization is, a vision statement is more forward-thinking. In short, it tells us what an agency aspires to be. Lucas explains that we need vision statements for several reasons:
To guide us – A good vision statement can be viewed as a map leading everyone to where they need to be. Because everyone is reading the same directions, it should keep all employees and volunteers on the same path.
To remind us - You’ll know you have good statement when you can look back at it — a month from now, a year from now, or even later — and still understand where the organization is headed.
To inspire us - This need is particularly important for volunteers. An inspirational statement can help keep them motivated and working toward a common purpose.
To control us - Although growth is important, an agency never wants to wander too far outside of its core competencies. A big part of good vision is maintaining focus.
To free us - As a forward-looking statement, a vision message can be freeing. Although the past is important, sometimes it holds us back. Strong vision keeps us from floating along and challenges us to break out of useless patterns.
As an example of a strong vision statement, Lucas mentions Rubbermaid. This organization’s message, Our vision is to be a global company of Brands That Matter and great people, known for best in class results, does a great job of being future-oriented and inspirational. It is loftier than a mission statement, but not to the extent of being unreasonable. Rubbermaid also designed this statement to acknowledge the role their employees will play in the company’s vision.
Blurred vision
When writing or evaluating a vision statement, beware of traps to avoid. Lucas warns that one tendency is to draft a message that is sugar-coated. Your statement should be more inspiring than your mission statement, but avoid being too flowery. Stick to the facts of what your core values and principles are, as well as how you’re going to use them in the future. Also, remember that your statement is not an advertising slogan or a time to discuss your organization’s history.
Vision — what an agency strives to be and how it plans to get there — should be a part of both operations and strategy. Your organization’s future depends on it. As the old adage says, “If you’re not moving forward, you’re moving backwards.”
Posted 3/2/2010
In addition to VolunteerHub’s automated text message (SMS) event reminders, VolunteerHub has added a feature that supports manual SMS messaging directly to volunteers’ cell phones. Administrators can now send a text message manually to a user group, an event group, or to users registered for a specific event.
Since cell carriers may charge for delivery of these messages, each volunteer must provide his/her mobile number and opt-in for the service.
See below to learn how to 1) add a mobile phone number prompt in the user form; 2) create an opt-in for text messages; and 3) manually text message volunteers.
Collecting a volunteer’s mobile number
To allow a volunteer to provide a mobile number (if you haven’t already), follow these steps:
Step 1. Click the Setup tab on the navigation bar.
Step 2. Click the User Form subtab.
Step 3. Click the Add Question subtab.
Step 4. For Question Type, select Phone Number.
Step 5. Set Prompt to Mobile Phone.
Step 6. For Token, select Mobile Phone.
Step 7. Click the Save Question button.
Creating an opt-in for text messages
To give volunteers the option to either allow or prohibit VolunteerHub SMS messages:
Step 1. Click the Setup tab on the navigation bar.
Step 2. Click the User Form subtab.
Step 3. Click the Add Question subtab.
Step 4. For Question Type, select Boolean.
Step 5. Set Prompt to Send SMS event reminders?
Step 6. For Token, select SMS allowed.
Step 7. Click the Save Question button.
Once this information is collected, VolunteerHub allows several ways to text message volunteers:
Sending a manual SMS to a user group
To manually text message a user group, follow these steps:
Step 1. On the navigation bar, click the People tab.
Step 2. Click the User Groups subtab.
Step 3. Click the name of the appropriate user group.
Step 4. Click the Email/Sms subtab.
Step 5. Scroll to bottom of the page.
Step 6. Locate the section labeled Sms.
Step 7. Type your text in the field labeled Message.
Step 8. Click the Send Sms button.
Sending a manual SMS to an event group
To manually text message an event group, follow these steps:
Step 1. On the navigation bar, click the Events tab.
Step 2. Click the Event Groups subtab.
Step 3. Click the name of the appropriate event group.
Step 4. Click the Email/Sms subtab.
Step 5. Scroll to bottom of page.
Step 6. Locate the section labeled Sms.
Step 7. Type your text in the field labeled Message.
Step 8. Click the Send Sms button.
Sending a manual SMS to users registered for an event
To manually text message volunteers registered for a specific event, follow these steps:
Step 1. On the navigation bar, click the Events tab.
Step 2. Click the appropriate event.
Step 3. Click the Registered Users subtab.
Step 4. Scroll to bottom of page.
Step 5. Locate the section labeled Sms Registered Users.
Step 6. Type your text in the field labeled Message.
Step 7. Click the Send Sms button.
Posted 2/22/2010
Shawn Kendrick, VolunteerHub.com
Last month we mentioned the importance of making sure your volunteer program is meeting the goals of the mission statement. This reminded us of how important it was to have a good statement as a foundation to build upon. In this article we’re going to step back and look at the mission statement a little more in depth.
With that in mind, can you explain your organization’s mission? At some agencies, you’d be surprised at how many employees, volunteers, clients, and even board members can’t. Of course, no one should be expected to memorize the whole passage, but it’s key that everyone has a general idea of the organization’s purpose.
Vision or Mission?
For starters, we’ll discuss the difference between a vision and a mission statement. Unfortunately, the two often get mistaken for one another. However, they definitely have two different purposes. Simply put, a mission statement explains what your organization is and what it will achieve based on quantifiable results. Vision, on the other hand, explains the hopes and aspirations you have for the agency. The vision statement is often more “flowery” and less specific.
A great example from the business world that differentiates the two is CVS Pharmacy’s statements. From their website:
Our Vision
We strive to improve the quality of human life.
Our Mission
We provide expert care and innovative solutions in pharmacy and health care that are effective and easy for our customers.
As you can see, these two descriptions have very different purposes. The mission statement identifies exactly what industry the company will focus on and how it plans to impact that sector. The vision statement is about the greater good the company is hoping to achieve. The fact that they are both succinct is an added bonus and adds to the clarity.
If your organization already has a mission statement, it’s never too late to take a closer look to make sure it is explicit. Many groups choose to bring a lot of elements into their statements, and that’s fine. Some have pieces about their core values, beliefs, and culture mixed throughout, but in the end a good statement always makes its way to exactly what the company’s purpose is.
What if My Organization Doesn’t Have a Mission Statement?
It’s not uncommon for a small non-profit to quickly sprout up as a loosely associated group with a common interest. The next thing you know, everyone is busy helping with a cause, but no one took the time to write an actual mission statement. However, as your organization grows, a mission statement becomes crucial. Luckily, if you’re up to the task, there is help. MissionStatements.com has a gigantic database of real mission statements listed by industry. There’s even a section for non-profits, schools, and churches that can be used as a guide.
When crafting your statement, watch out for pitfalls. In her article, “How to Write a Mission Statement that Isn’t Dumb,” Nancy Lubmin warns of the tendency of non-profits to use “warm” and “fuzzy” language that strays from any actual goal. Her suggestion: simply stay on point and leave any motivational language out of this statement.
Still, if while working on your mission statement you’re flooded with inspirational prose, don’t throw those words away. There’s always the vision statement to construct. Stay tuned… more on vision statements next month!
Posted 1/31/2010
Fonda Kendrick, VolunteerHub.com
As another January rolls around, so do the New Year’s resolutions. While you’re thinking about them, make sure to keep your volunteer program in mind.
Within an organization, a mission statement is written, and objectives are developed and later evaluated for the agency itself. Sometimes, though, volunteer programs are overlooked in this process. However, stepping back to take a panoramic look at your volunteer program on a regular basis is important for several reasons. First of all, it’s good to compare your organization’s mission to your volunteer activity — is the direction of your volunteer program still reflective of your organization’s overall aim? After this is determined,it’s essential that your program keeps moving forward in the right direction by setting new, measurable objectives. In doing so, your volunteers will be steered with a sharper focus, and your volunteer program will have something to strive toward. And, through the related record keeping, you will also have data in place to substantiate your efforts, which is useful when approaching potential donors or seeking local funding.
One resource on Energizeinc.com (a wonderful website for volunteer program administrators) links to a manual called Measuring the Difference Volunteers Make: A Guide to Outcome Evaluation for Volunteer Program Managers. This guidebook, published by the Minnesota Department of Human Services, sums up the value in taking stock of your volunteer program: “If you can’t see success, you can’t learn from it. If you can’t recognize failure, you can’t correct it. If you can demonstrate results, you can win public support.” (For the full document, click here.)
The way to identify results and success is to articulate goals and objectives. However, if sitting down to write this year’s plans seems like a somewhat daunting task, keep reading. Following is basic information that may help demystify the goal-setting process.
A goal, of course, is simply what you want to accomplish. Goals are defined in broad strokes and are often long-term. As a simple example, XYZ Organization’s goal might be to expand its impact on individuals within the county.
How will the organization know if or when it has achieved its goal? This is where objectives come into play. An objective brings a specific aspect of the goal into sharp focus. In addition, an objective is concrete and short-term. All objectives should address the following components:
- Your target demographic – What group of individuals do you seek to help?
- Your agency’s impact – What is the desired outcome of your efforts?
- A timeframe – What is the deadline to meet your objective?
- A “yardstick” for measuring success – In what quantifiable way(s) will you measure your efforts?
Using our earlier example, an objective for XYZ Organization may read as follows: To develop a new service program for county residents, XYZ Organization will recruit 50 new volunteers within the next four months.
Once there is a goal and an objective in place, specific actions, or activities, should be formulated that will help meet the objective. Continuing our example, XYZ Organization might decide on the following activities:
- Develop and distribute updated volunteer recruitment flyers
- Run volunteer recruitment ads on local TV and radio
- Increase focus on volunteer recruitment in social media avenues
As you can see, achieving just two or three objectives may require a significant amount of time and energy. In fact, to set yourself up for success, make sure your objectives are SMART. This commonly-used acronym reminds us that objectives should be:
Specific – Your objective is tightly focused and concrete.
Measurable – You have defined a means to quantify your efforts.
Attainable – Your objective may be a stretch to achieve; however, at the same time, the bar has not been set unrealistically high.
Relevant – Your volunteer program’s objectives mesh with the overall goals of your organization.
Time-oriented – Set a deadline for which to accomplish your objective (e.g., six or twelve months).
Although it does take effort to formally set goals, objectives, and activities, the process can be invigorating. It’s an opportunity for staff and volunteers alike to re-evaluate, refocus, and recharge — with a specific task to accomplish in sight.
Our brief article here barely scratches the surface when it comes to the topic of goal setting and hardly addresses the topics of program assessment and evaluation. There is much more to be found on the web on sites such as Energizeinc.com.
Posted 1/1/2010