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ISOTURE: A Model for Volunteer Management

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Presentation on theme: "ISOTURE: A Model for Volunteer Management"— Presentation transcript:

1 ISOTURE: A Model for Volunteer Management
A training and overview for Extension Volunteer Administrators Welcome to the Volunteer Management Training. Volunteers are the most important commodity to Extension. Mobilizing and organizing a strong volunteer base is essential to the mission of Extension, which has the largest volunteer program of any agency in Texas. Volunteers are used in every program area of Extension, making every county Extension agent a manager, or administrator, of volunteers. This training will take a closer look at the ISOTURE model of volunteer management.

2 ISOTURE Identification Selection Orientation Training Utilization
Recruitment Evaluation The ISOTURE model is not a new volunteer leadership model. It was first introduced in 1971 by Dr. Milton Boyce who was the national program leader for 4-H Youth Development. Boyce discussed how the most effective way to grow Cooperative Extension’s youth development impact, is to increase the total number of volunteers in the 4-H program. In order to effectively implement this change, county Extension agents must be committed to their role as a volunteer administrator. Boyce suggested that the ISOTURE Model can serve as a guide to help county Extension Agents more effectively lead volunteers. The steps in the ISOTURE model are: Identification Selection Orientation Training Utilization Recruitment Evaluation The task of maintaining an effective volunteer staff is extremely large and continuous. The processes of the ISOTURE model are not necessarily completed in sequential order; however, each component is an important part of managing a volunteer-led program. The underlying goal of volunteer management is to expand volunteer involvement and effectiveness. Boyce, M. (1971)

3 I Identification Identify needs of the program and volunteer roles that meet those needs Identify the type of volunteers needed Develop a position description that outlines expectations and responsibilities of the position Recruit volunteers for specific roles through targeted marketing Identify potential volunteers The following components are a part of the Identification stage of the ISOTURE model: Identify needs of the program and volunteer roles that meet those needs Identify the type of volunteers needed Develop a position description that outlines expectations and responsibilities of the position Recruit volunteers for specific roles through targeted marketing Identify potential volunteers

4 Why Do Volunteers Volunteer?
I Why Do Volunteers Volunteer? Help Others Give Back to the Community Learn New Skills Meet New People Fill a Personal Void It’s Tradition Influence Others Volunteers give their time and resources for various reasons, including the opportunity to help others, give back to the community, learn new skills, and meet new people. Volunteers also appreciate when their time is well spent, they feel like their work is meaningful, and there is flexibility in their volunteer commitment. When identifying the need for volunteers and the type of volunteers needed, it is important to highlight such benefits and expectations.

5 How Do You Recruit Volunteers?
Internet Mail Newspaper One-on-One Another Volunteer Friend Actually, recruitment is not as hard as retention! There are a variety of ways that volunteers can be recruited. While the internet, mailings and newspapers articles/ads seem appropriate and like they may reach the most people, volunteers are more likely to serve when they are approached individually. Being personally asked by a volunteer administrator, another volunteer that can share the positive experiences they have had, or being asked by a friend are the most successful ways to get someone to volunteer. There are two marketing approaches that can be used to identify potential volunteers. Targeted Marketing involves looking for people with specific skills and/or subject matter knowledge. Non-targeted marketing involves looking for people with general skills that can be used with any project or program area. This approach may also involve discovering people in the community that have leadership potential and are currently involved in the community and may be willing to volunteer with Extension. However, it’s important to remember that recruitment is not as hard as retention! Once you get them in the door to help out, the hardest part is getting the volunteer to come back a second time!

6 Getting Volunteers to Volunteer
Show them how they benefit! Link message to mission: Show how their work benefits the entire cause Job Experience Resume Building Socialization Meaningful Work Realistic Commitments Flexibility Time Well Spent Learn About the Community When recruiting volunteers, it’s important to speak to their motivation and show them how they benefit from volunteering to serve their community through Extension. Some examples include: Link your message to the mission: show how their work benefits the entire cause of “improving lives, improving Texas” by providing high-quality, research-based education programs. Job experience: Volunteers can gain and enhance skills that can be used in their professional careers or even help them get a job. Resume building: The networking, skills gained and experiences of volunteering can also help one build a resume. Socialization: If one wants to meet others and get involved in the community, volunteering offers the opportunity for such socialization. Meaningful Work: Providing volunteers with meaningful work will increase the chances that they will continue to want to volunteer – showing that their time is being well-spent. Realistic Commitments and Flexibility: Not all volunteers have 40 hours per week to contribute, nor do all volunteers want to sign up for a lifetime commitment. Offering a variety of options for volunteers and working around their schedule will allow them to volunteer when it’s convenient for them. This flexibility is very appealing to volunteers! Time Well Spent: Just like offering volunteers with meaningful work, when volunteers’ time is well-spent, they will see that they are valued by Extension and most likely continue their service. Learn about the Community: Serving the community through Extension also gives volunteers the opportunity to learn about their community – learn what the issues are, how to address them and see the impact they are making through Extension programs.

7 Position Descriptions
Title of volunteer position Purpose of the volunteer position Responsibilities of the volunteer Benefits to the volunteer serving in the role Qualifications and skills needed Time Commitment Resources Available Location Contact Person After needs of the county and program area have been assessed and types of volunteers identified, a volunteer position description should be developed, outlining the expectations and responsibilities of the volunteer position. The following components should be included in a position description: Title of volunteer position – Make this fun and interesting, and be sure it fits what you are asking them to do! Purpose of the volunteer position – What is their purpose in Extension? What are you asking them to do? Responsibilities of the volunteer – This should outline what you are wanting the volunteer to do so they know up front what their roles and responsibilities are. Benefits to the volunteer serving in the role – This is the section where you can highlight benefits for the volunteer – what they will get out of the volunteer experience (skills gained, knowledge enhanced, etc.). Qualifications and special skills needed – If a volunteer position requires certain skills or a specific knowledge set, then outline it in this section. It’s important to be upfront about what skills and qualifications you are needing from volunteers. Time Commitment – Be realistic about the time commitment, outlining the hours per week/month or how long the project will last. Resources Available – Listing resources that are available to support the volunteer will provide them with the confidence that there are tools available to help them fulfill their responsibilities. Resources can be curriculum, educational pieces and even people! Location – Let them know where they are expected to be and when! Contact Person – Who do they contact with questions? Who do they report to? Don’t keep them guessing! List a person that will be able to work well with the volunteers and provide them with the answers they are looking for!

8 S Selection Screen potential volunteers through background and reference checks Review volunteer interest forms and applications Interview potential volunteers to learn more about skills, interests, motivations and attitudes Match volunteers’ interests, talents and time available to the needed volunteer roles The selection stage of the ISOTURE model is the process of studying the backgrounds of the potential leaders identified and desired, and motivating them to fill selected positions. The specific steps in this process include: Screening potential volunteers through the background and reference checks Review volunteer interest forms and applications Interview potential volunteers to learn more about skills, interests, motivations and attitudes Match volunteers’ interests, talents and time available to the needed volunteer roles. This is often the most overlooked step in the selection process. Instead of placing the volunteer with a position that interests them, we like to place them where we need them. This is not a best practice for getting a volunteer to come back! It’s important that volunteer administrators are placing volunteers in positions that they can be successful in – ones that interest them and allow them to use their skills and talents! Most Overlooked!

9 Volunteer Application
S Volunteer Application Baseline Information Learn of volunteer interests Acquire information needed for criminal background check Having potential volunteers complete a volunteer application or interest form allows the volunteer administrator to gain baseline information about the individual. On the form, they can explain their interests for wanting to volunteer, and the volunteer administrator can acquire information needed to process a criminal background check. Applications and interest forms are available for Extension volunteer administrators to use.

10 S Reference Checks In person By phone By mail
A volunteer administrator should also consider conducting reference checks for potential volunteers. These can be done in person, by phone or mail. Checking references allows you to learn more about the volunteer, their strengths and weaknesses, along with determining if they are a fit for the volunteer position.

11 S Interviews Conducted by CEA or Volunteer Group Learn about:
Special skills Interests Motivations Attitudes Get a gut feeling! After potential volunteers have been identified, it is important to take time to meet with them and interview them. Discussion during the interview should include the overall Extension program, the program area, the volunteer’s interests, what they have to offer the program, and their potential. In the selection process, it is also important to identify what motivates the volunteer. No matter who recruited the potential volunteer, it is the role and responsibility of the County Extension Agent or program manager to conduct the interview.

12 Position Descriptions
Promote success of volunteer in role Focus Extension staff on areas of need Communicates expectations Determines and outlines future volunteer roles The interview is also a time to discuss the volunteer position and review the position description with the volunteer. Benefits of having a volunteer position description include: Promote success of volunteer in role b/c they know what to expect. Having the volunteers knowing what is expected of them allows Extension staff to focus on other areas of need. The position description outlines the expectations of the volunteers, including the time commitment, roles, resources, and who they report to. Determines and outlines future volunteer roles. Having a clear outline of what volunteers are doing will help determine what volunteers are needed, guiding future position descriptions and volunteer recruitment efforts.

13 Screening of Volunteers
Volunteer screening was implemented to protect youth and volunteers, and the image and integrity of Extension and its associated groups All direct volunteers must be screened 4-H volunteers (4-H CONNECT) Master Volunteers (one-page application/authorization form) Volunteers should not fulfill duties until screened and assigned a volunteer status A volunteer’s status is based upon charges, convictions, frequency of offenses and date of offenses, with emphasis placed on the most recent 10 years It’s important for volunteer administrators to understand that all direct volunteers must be screened through the Youth Protection Standards Program. Volunteer screening was implemented by Extension in order to protect youth and volunteers, and the image and integrity of Extension and its associated groups. All direct volunteers must be screened. This includes 4-H volunteers and Master Volunteers – who have direct, face-to-face contact with clientele. Volunteers should not fulfill duties until screened and assigned a volunteer status from the YPS office. That’s why it’s important that volunteers are screened early on – when they show interest in becoming a volunteer. A volunteer’s status is based upon charges, convictions, frequency of offenses and date of offenses, with emphasis placed on the most recent 10 years. Volunteers often have questions about whether or not a former charge will disqualify them. Questions can be directed to the YPS office (at the state 4-H office). More information on screening of volunteers is available at – Volunteerism Resources link.

14 O Orientation Train and orient new volunteers on the county program and Extension. Provide opportunities for volunteers to meet the entire Extension staff. Officially appoint the volunteer to his/her new position. Give the volunteer a copy of the position description and resources needed to fulfill duties. The next component of the ISOTURE model is Orientation, which is the process of orienting those leaders selected in the role expectations of the leader position. The orientation phase of volunteers begins with the very first contact a volunteer as with the Extension staff. Steps in the Orientation phase of the ISOTURE model include: Train and orient new volunteers on the county program and Extension. Provide opportunities for volunteers to meet the entire Extension staff. Official appoint the volunteer to his/her new position. Give the volunteer a copy of the position description and resources needed to fulfill duties.

15 O Types of Orientation Social Orientation Position Orientation
System Orientation According to Best of All: The Quick Reference Guide to Effective Volunteer Involvement by Linda L. Graff, new volunteers need to complete three types, or phases, of orientation: • Social orientation • Position orientation • System orientation

16 O Social Orientation Introduce volunteers to other Extension volunteers Introduce volunteers to Extension staff Give volunteers a tour of the Extension office and facilities Social orientation The goal of social orientation is to help the new volunteers find a social comfort zone as quickly as possible in their new work envi­ronment. This type of orientation is like that of a new employee on the first day of work; such orientations can include introductions to the office staff, an explanation of the dress code and directions to the break room. Social orientation is the simplest of the three phases of orientation, and it takes the least amount of time and preparation. In Extension, a social orientation should include the county Extension agent introducing the volunteer to Extension staff members, such as other county Extension agents and support staff. These introductions help the volunteers feel more at ease working in their new roles and interacting with other staff members. Volunteers will also become more comfortable in the new environment after they are introduced to the office setting and procedures—such as how to operate the equipment in the workroom, how to access computers and where to store personal belongings.

17 O Position Orientation
Define the expectations of the volunteer position Provide an overview of positive description Explain how volunteers fit into Extension program and critical role they play in Extension’s success The goal of position orientation is that the volunteers understand their roles and responsibilities. The agent needs to provide an overview of the volunteer’s position description, outlining specific details and expecta­tions of the job. An explanation of each of the eight items noted above can be found in the volunteer position description handout.

18 O System Orientation Review structure and design of Extension, including Mission of Extension Definition of Cooperative Extension Legislation that created and defined Cooperative Extension Explain base program areas Outline various volunteer roles and opportunities Provide an overview of Extension policies and procedures as it relates to their volunteer role System orientation The third type of volunteer orientation is a system orientation. Often overlooked, this phase gives information to new volunteers about the organization they are serving and their roles in it. System orientation should occur soon after a volunteer begins work with the agency. Without a system orientation, volunteers can feel lost and unsure about the organization they work for, which can diminish their motivation and enthusiasm. Although sometimes this orientation is held in a group setting because of a large number of new volunteers, at other times the orientation must take place one-on-one or in small groups.

19 T Training Provide volunteers with appropriate subject matter training
Offer ongoing training opportunities through a variety of methods, formal and non-formal Provide volunteers with the resources needed to fulfill responsibilities Training is the next component of the ISOTURE model and is the process of stimulating and supporting leaders’ efforts and to develop attitudes and skills that will improve the quality of their performance in leader positions. Training is necessary to enable volunteers to be successful in their roles. It helps volunteers develop basic skills, gain a feeling of confidence, and provides them with support and opportunities for personal growth. Volunteers want to gain basic skills that can be put to use as soon as possible. In addition, they want training that is relevant and meaningful and allows them to gain skills they can use not only when working with others but in their own life. Another major task for volunteer training is helping each volunteer realize their potential and recognize the knowledge and skills they already possess. The need for training greatly depends upon the role of the volunteer, his/her current knowledge, skill level and experience. The type and scope of the training provided should be based on the needs of the volunteer. When developing training for volunteers, it is important for county Extension agents to develop educational plans and delivery methods that accommodate all learning styles, as everyone has his/her own approach to learning. This will ensure that training programs are effective for all volunteers. Subject matter training specific to the program area in which a person is volunteering is also important in the training process. For example, 4-H volunteers need training on youth development, and Master Gardeners need training on gardening and horticulture. Each volunteer brings a variety of their own experiences, knowledge and skills to the program. It is important to be aware of the leadership ability and knowledge level of each volunteer, as each volunteer is at a different knowledge and skill level and has a different rate of growth. Therefore, some volunteers may need more training than others.

20 U Utilization Support volunteers in carrying out their responsibilities Provide opportunities to use their skills and talents and follow their interests Train them, and give them opportunities to apply knowledge and skills Foster mentoring from other volunteers as well as professional staff Supervise volunteers, providing feedback on their efforts The next component of the ISOTURE model is Utilization and is the process of providing the opportunity for volunteers to put acquired knowledge and skills into action in the most appropriate way and provide them an opportunity to function. Following training, it is important that volunteers are utilized and have the opportunity to put into practice what they have learned, whether they are on a committee or task force, as a 4-H project leader, Master Volunteer or volunteer with administrative duties. Volunteers should be given the opportunity to utilize the knowledge and skills gained through training in an area and subject matter in which they are comfortable and can be successful. The success of a volunteer creates a personal feeling of worth, which can be important to the functions of Texas Cooperative Extension. Utilization of volunteers also involves delegation. In delegating, it is important that volunteers are given challenging tasks, ones that are not too easy or hard. By appropriately and effectively utilizing volunteers, they can extend Extension’s services to clientele, serve as effective spokespersons and advocates for Texas Cooperative Extension, and concentrate their time and effort to a specified project. However, utilization of volunteers can also result in overloading them with multiple roles, causing burn-out and eventually quitting. In order to promote success, volunteers need guidance and supervision; therefore, it is important that county Extension agents provide volunteers with feedback, whether through praise or constructive criticism. Clear expectations, outlined in a volunteer position description, also promote success. Utilization of volunteers and delegation of responsibilities is often coupled with resistance among Extension staff. Delegating responsibilities can sometimes result in a fear that county Extension agents will lose contact with clientele. The volunteer may also be viewed as having more information than the Extension professional, which can result in the Extension agent withholding information as a form of power which, therefore, limits the effectiveness of the volunteer. However, in order for a volunteer to be successful, they need current information to share with clientele. Volunteers can often better relate to the client, fostering a closer relationship than what the Extension professional can develop. When utilizing volunteers, it is important for county Extension agents to overcome any resistance and continue to provide them with volunteer opportunities.

21 What can I do to empower my volunteers?
Understand the concept Set the rules Put your volunteers to work Reap the benefits Understand the Concept – An educator’s ability to successfully manage his/her volunteers is greatly influenced by several factors, including experience, training and a personal commitment to the concept of empowering volunteers. In order to empower, one has to share ownership. For some educators, giving up control can be extremely threatening. Set the Rules – There are certain things volunteers should not get involved in. Administrative items need to be left to the administrators, but hey may provide input. Things like agent evaluations, professional salaries, and administrative policies would fall under this category. Putting Your Volunteers to Work – Volunteers can play a vital role in dialoging with decision makers, fund raising, recommending program priorities and being a sound board to the community. Benefits of Empowerment – When Extension educators give their volunteers meaningful assignments, not only with activity level and motivation skyrocket, but the educator receives the satisfaction of knowing he/she has been responsible for developing LEADERSHIP!

22 What can I do if my volunteers refuse to be empowered?
Take it slow Let them feel your passion and enthusiasm… It’s contagious! If they fail to feel empowered, other problems may exist. If volunteers refuse to be empowered, then take it slow. Remember that some don’t have the confidence of others and may need a little more encouragement to “take the ball and run.” It’s important that volunteers feel that you (the volunteer administrator) values them. Let them feel your passion for Extension and your enthusiasm for the work they are doing. It’s contagious!!! If volunteers still fail to be empowered over time, other problems may exist. Remember, some volunteers work best with step-by-step instructions while others like to work on their own without a lot of management.

23 R Recognition Recognize volunteers through formal and informal methods
Build relationships with volunteers Provide feedback and support to the volunteers Be careful not to over-recognize! Recognition is the next component in the ISOTURE model and is the process of recognizing and rewarding sound volunteer performance. Everyone loves to be recognized for hard work or a job well done; therefore, it is important to make an effort to recognize volunteers. Recognition helps satisfy basic human needs and is a form of motivation to keep volunteers involved in the program. It is best built on a relationship of respect and appreciation. Recognition can come in two forms: formal (tangible) or informal (intangible). Examples of formal methods of recognition include being recognized at a dinner or banquet, special pins, certificates, news articles and thank you letters. However, often times a dinner is seen by the volunteers as one more meeting to attend. Therefore, volunteers also appreciate informal methods of recognition. These may include a pleasant, comfortable work environment, informing them of new developments within the organization, paying for them to attend a training related to the volunteer position, simply saying “thank you,” and being asked to mentor a new volunteer or share their knowledge and skills with others. Recognition is also provided to a volunteer through feedback and praise on the job they are doing. Providing volunteers with stimulating and challenging work assignments also recognizes them by exhibiting trust and giving them the opportunity to take on new responsibilities. Building a relationship with volunteers is a core component of the recognition process. When Extension professionals get to know a volunteer and build a relationship of trust and respect with them, rewards can be personalized and hold more value for the volunteer. It is also important not to over-recognize and give recognition when it is not warranted. This can lower the value of the recognition given to volunteers, causing the process of recognition to lose its effect and meaning.

24 E Evaluation Process Evaluation Outcome Evaluation Economic Impact
Examining the process for improvement Outcome Evaluation What impact did we have (change among audience) Economic Impact What impact did we have? (economic return) Hourly rate for volunteer time The final component of the ISOTURE model is Evaluation, defined as the process of determining results of volunteer performance and giving useful feedback. Evaluation helps volunteers obtain the results they wish to accomplish. In order for the evaluation process to be effective, volunteers and county Extension agents need to have a positive attitude about the evaluation process. There are three types of evaluations we commonly use when working with volunteers. These include: · Process Evaluation: The purpose of the process evaluation is to allow the volunteer administrator to evaluate the volunteer’s experience in an attempt to improve the volunteer situation. It typically is satisfaction oriented and measures outputs like satisfaction, hours provided, and needed resources to more effectively be a volunteer. · Outcome Evaluation: The purpose of the outcome evaluation is to measure the changes the volunteer has implemented based on what they have learned or practice. This includes how they have incorporated taught practices into their volunteering role. Possible adoptions include: teaching practices to others, using appropriate teaching methodology, practicing proper parliamentary procedure, and overall management of volunteers. · Economic Impact: The purpose of economic impact is to show the monetary value volunteers have on communities. Most of the time, this is a dollar wage value, however it could include much more. It is important to consider the economic value the volunteer has on the county. For example, lets say the county has a county wide cleanup day and volunteers clean trash and litter around highways for one day. What does that save the county in terms of hiring individuals to clean the community? That is another question Extension could be addressing in the county.

25 Reminders Stumbling blocks do exist
Understand and assume role of volunteer administrator Resources are available to assist you! Click on “Volunteerism Resources” With the task of managing volunteers often come stumbling blocks. Some common frustrations for volunteers include being overloaded with multiple roles, lack of funding or resources to fulfill duties, assigning “grunt work,” lack of communication and recognition, assuming the volunteer wants to volunteer for consecutive terms and/or multiple jobs, inappropriate placement, under-utilized skills, talents and interests, and lack of orientation and education to perform volunteer duties. However, by using the ISOTURE Model as a guide in managing volunteers, county Extension agents can build and strengthen a volunteer program. Volunteers are the resource that help expand Extension outreach and programming into many Texas communities and neighborhoods. As a manager of volunteers within Extension, it is important that county Extension agents understand and assume the role as a volunteer administrator. Volunteer development is a continuous process. The components of the ISOTURE model can assist volunteer managers in building and strengthening a sound volunteer-led program. Extension cannot achieve its goals without a strong volunteer program. For more information on Volunteer Management or any volunteer item in Extension in addition to numerous volunteer resources, please visit: – click on Volunteerism Resources.

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