Erin M. Wiesen

Managing Volunteers | Final Project

Concordia University, Nebraska

August 22, 2014

Baby’s First Step 2015

Our annual fundraising gala is new and improved for 2015!

• NEW! Current and past clients will share their unique stories of strength and perseverance.

• NEW! The dance competition will feature 7 of Omaha Ballroom’s best couples!

• IMPROVED! Silent auction in 3 rooms this year.

What Will We Do?

Source

The Omaha Ballroom has identified

7 of their very best to compete!

The first round will feature

all 7 couples. Any style of ballroom

is acceptable.

Judging will be a combination gala attendees and a 3-person panel.

The second round will feature the top 3 couples. The winning couple will receive a plaque of appreciation.

Baby’s First Steps 2015

Source

Adams, Schlueter, and Barge (1988) found that volunteers reported higher levels of intrinsic motivation over paid employees.

Both employees and volunteers desired their supervisors to utilize a more participative process towards decision-making.

The findings also noted that volunteer managers should be sure to praise their volunteer. This increases motivation and can lead to increased loyalty.

Use of Volunteers – from the Literature…

Allen and Mueller (2013) found that volunteers who weren’t “heard” were more likely to face burnout and turnover. Uncertainty pertaining to one’s role was directly linked to feelings of burnout.

Agencies should provide volunteers with clear-cut information regarding their duties.

Holding regular volunteer meetings provides individuals an opportunity

to voice their concerns, provide

suggestions, and ask questions.

Use of Volunteers – from the Literature…

Source

Allison, Okun, and Dutridge (2002) found that professionals wanted to fulfil volunteer positions that were suitable to their career strengths.

Volunteers from these backgrounds were motivated by value, esteem, and understanding. The literature indicates that the value motive was the most prominent.

Individuals who hold strong beliefs towards volunteering are more likely to show a high level of commitment and longevity.

Volunteering is a method of self-expression for the individual driven by value.

Use of Volunteers – from the Literature…

Finkelstein (2008) found that a person’s motives and satisfaction with their volunteer placement is connected. The motive areas of value and understanding were correlated with motivation and the time spent volunteering.

Finkelstein suggests that new volunteers will develop satisfaction over time, even though motivation was not found to be associated with longevity.

This means that volunteers who remain involved over time are likely to develop satisfaction. Volunteer organizations who hope to retain volunteers should focus on maintaining an individual’s motivation over time.

Use of Volunteers – from the Literature…

Vecina, Chacon, Marzana, and Marta (2013) sought to discover how motivation pertains to volunteers. Motivation factors such as commitment, engagement, well-being, and intention to leave were reviewed.

Results indicated that increased engagement and commitment to the organization were highly correlated. Engagement and commitment to remain were also highly correlated with one’s intention to remain with the agency.

Volunteer programs should focus on developing a sense of commitment and engagement in their volunteers. They are very much entwined and important to retention.

Use of Volunteers – from the Literature…

Volunteers and staff alike are needed in order to make the gala a successful event! Volunteers can be current or former clients of the Family Resource Options Center. The following list / numbers is estimated. Planning meetings will continue to assess the need for more volunteers.

The Event Organizer is Erin Wiesen, Director of Operations, The Family Resource Options Center

Who Will Meet The Needs?

Chairpersons and Vice-Chairpersons Event Assistant – 3 vice-chairpersons Dance Competition – 2 vice chairpersons Auction – 3 co-chairpersons Raffle – 1 chairperson Catering / Bar – 2 co-chairperson Security / Valet / Coat – 1 chairperson

Committee Volunteers Event Assistant – 3 volunteers Dance Competition – 25 volunteers Auction – 20 volunteers Raffle – 10 volunteers Catering / Bar – 5 volunteers Security / Valet / Coat – 25 volunteers

ANTICIPATED NUMBER OF VOLUNTEERS: 100

The Family Resource Options Center has maintained a master volunteer database for years. In assessing the generational aspects of the database, the majority of the agency’s long-time volunteers are retirement age (65+).

Due to the economic recession in recent years, the volunteer database has expanded to include midlife adults (Edwards, Safrit, & Allen, 2012).

Some of the agency’s current clientele plan on volunteering for this event. The agency’s targeted population mostly consists of children and their parents.

Thus, it is difficult to pinpoint one generation as an overwhelming majority.

Generational Considerations

Due to the extreme variations amongst volunteers, committee chairs and staff positions will need to pay attention to specific human development characteristics of each group in order to effectively manage the team.

Children of current/past clients will be allowed to volunteer alongside their parents. Short-term activities that provide a hands-on opportunity will benefit this generation of volunteers (Edwards et al., 2012).

Adults in the young adulthood and adulthood stages will model appropriate and professional behavior. Volunteering for this event will also provide adults with the opportunity to network and connect with others on a social platform.

Generational Considerations

Much research has been done on youth and older adults.

Current research posits that baby boomers who are entering retirement will create an influx of volunteers on a larger scale (Goss, 1999; Putnam, 2009; as cited in Einolf, 2009).

Freedman (199; as cited in Einolf, 2009) identified that the potential for volunteerism among baby boomers could grow as long as individuals are recruited in a way that keeps them interested and organized.

Generation Z is immersed in technology and has never known life without war. Children in this generation want immediate access to information, and they may have already developed ideas about what kind of impact they can have on the world (Edwards, Safrit, & Allen, 2012).

Research on Generational Volunteers

When considering the potential need to find work for children serving as volunteers, it is important to note that Generation Z has grown up immersed in technology. Having older children help the music vendor may be appropriate. They may also be a good fit for the collection of ballots from the gala attendees.

Edwards, Safrit, and Allen (2012) linked generational characteristics to potential volunteer placement, such as utilizing one’s professional skills and the desire for challenging work. Chairing committees, serving on boards or advisory councils, and taking on leadership roles were all cited in their work. More than likely, committee chairs will be staffed by middle adults or older adults.

Volunteers who are matched appropriately experience higher levels of intrinsic motivation, and they also tend to show a higher level of commitment once selected (Adams, Schlueter, & Barge, 1988). Adults will also be well utilized in all committees, especially monitoring auction tables, providing valet service, staffing the coat room, and operating the raffle.

Generational Factors & Gala Positions

The Event Coordinator will conduct several meetings during the planning process. The Event Coordinator is also responsible for working with all vendors and obtaining the necessary permits. Agency staff may be asked to assist with vendors and permits as needed.

• Meetings for chairpersons and vice-chairpersons will be more administrative in nature. Key decisions and brainstorming will ensue. Staff will assist with this process as needed.

• Meetings for all volunteers will contain briefings of generalized information about the entire event. Breakout meetings will then ensure that each committee chair is able to communicate with his/her team prior to the event.

• Email and phone communication will be encouraged outside of meetings. Staff may be asked to send emails to various committees or chairpersons.

How Will We Work?

Making effective use of a volunteer’s time is crucial to retention of an individual’s commitment to future service. Training, orientation, and actual time served must be efficient and meaningful (Bourke, 2009).

Training should be logical, appropriate, and communicative of the agency’s expectations (Macduff, 2012, p. 257).

All chairperson planning meetings will last no longer than one hour.

Training for the Gala

General volunteer meetings will provide instruction and training on the overall intent of the gala. By the end of this generalized training, volunteers will understand the importance of the event to the agency’s financial situation.

Separate committee meetings will also be held, directly after the general meeting.

Volunteer training meetings will last no longer than one hour; 30 minutes for the general meeting and 30 minutes for the committee meeting.

Training for the Gala

On the day of the event, volunteers will conduct a walk-through of the facility. Staff will review content from the volunteer meetings and volunteers will be presented with their scheduled shifts and duties.

Job duties will be presented to each volunteer in a personalized and detailed written format. Each committee chair will review the written list with their group. Co-chairs and vice-chairs will assist with this process. For larger committees, staff will also provide one-on-one assistance.

Staff will provide support to all chairpersons and vice-chairpersons as identified by the Event Coordinator.

Staff will assist the Event Coordinator with other duties as assigned.

Orientation and Job Duties

Staff will assist the chairpersons in training volunteers on what jobs tasks will look like, how the gala will operate, and who to contact in case of emergency or question.

Staff will assist with general volunteer meetings as well as breakout committee sessions.

Staff will be on hand throughout the evening to escort clients sharing their stories of hope to and from the podium.

Staff will be responsible for typing, printing, and laminating all duty cards for volunteers. Emergency procedures and evacuation locations will be included on the back of each duty card.

Role of Staff

Potential Risks:

• Accident, incident, personal injury

• Natural disasters, severe weather

• Armed intruders, threats in the area

• Theft of goods or services

• Cheating to win

• Breach of contract

• Violation of permit

• Liability issues

• Excessive alcohol consumption

• Theft of attendee property

Managing Risks at the Gala

Source

The Emergency Action Plan (EAP) provides a set of procedures and guidance on how to manage emergencies. The Event Organizer or her designee will present the EAP to staff and volunteers during training and orientation.

One member of the security team will be on hand in each silent auction room in order to prevent theft of goods/services and cheating. Volunteers who are working the silent auction will supervise no more than two tables during their shift. The master list of each auction item will be updated during the cashing out process. Staff and volunteers will work together on the cashing out table after the auction has ended.

Contracts will be reviewed for thoroughness and legalities by the Event Coordinator, agency administration, and the Board of Directors. Some contracts may be reviewed by the FROC’s attorney.

Addressing the Risks

Liability insurance coverage will be checked and enhanced as needed to protect the agency, its resources, and all involved in the gala.

Permits will be obtained and regulations monitored by the Event Coordinator. At no time during the shift will a volunteer be allowed to imbibe. Security personnel have been trained on procedures to follow if a guest is excessively inebriated or if a violation of liquor laws occurs.

Any deviation from contracted services will be addressed through the Event Coordinator.

The coat room will be staffed by a volunteer to ensure that gala guests and event staff are the only individuals permitted inside.

Addressing the Risks

Staff will survey volunteers, vendors, and a small sampling of gala attendees.

Episodic volunteers will be asked to maintain their name on the active volunteer database.

Open-ended questions will be used in order to obtain honest and helpful opinions that will help guide next year’s gala.

Debriefing at the next agency staff meeting will discuss all informal and formal methods of evaluation.

Review of all costs and income will be evaluated in order to maximize budget.

Why Will We Grow?

The Family Resource Options Center will conduct a thorough evaluation of the event. Gauging the level of success is based on a number of factors.

• Outcomes of volunteer service – Will they volunteer again? Was their specific job duty meaningful to them? Would they refer or recommend others to volunteer at next year’s event?

• Effectiveness of Training/Orientation – What worked? What needs to be adapted, changed, or added for next year? Did we have too many meetings? Were meetings conducted in a clear and concise manner so as to maximize understanding?

• Outcomes of the Event – How much money was raised for the Family Resource Options Center? Were there any problems with vendors, permits, or insurance? Were there any accidents or incidents that could be avoided in the future? What can be done to make next year’s event even better?

Evaluation of Event

Evaluation determines whether the volunteer’s service is being used in the best way possible. Feedback is crucial to maintaining motivation and dedication of the volunteer (Brudney & Nezhina, 2012).

Providing regular performance feedback is key to continuity (Allen & Mueller, 2013).

Clients may not fully understand the value of a volunteer’s efforts, but Murray (as cited in Brudney & Nezhina, 2012, p. 376) found that clients would consider trade offs at 73% of a previously determined cash value. Additional research by Quarter et al. (as cited in Brudney & Nezhina, 2012, p. 377) found that clients simply do not know how to determine the value of the volunteer’s work.

In episodic volunteering such as the Baby’s First Steps Gala, current and past clients who served as volunteers may be able to better understand the tradeoff after helping with this event.

Evaluation of Volunteers

Adams, C. H., Schlueter, D. W., & Barge, J. K. (1988). Communication and motivation within the superior-subordinate dyad: Testing the conventional wisdom of volunteer management. Journal of Applied Communication Research, 16 (2), 69-81.

Allen, J. A., & Mueller, S. L. (2013). The revolving door: A closer look at major factors in volunteers’ intention to quit. Journal of Community Psychology, 41(2), 139-155. doi:10.1002/jcop.21519

Allison, L. D., Okun, M. A., & Dutridge, K. S. (2002). Assessing volunteer motives: A comparison of an open-ended probe and likert rating scales. Journal of Community & Applied Social Psychology, 12, 243- 255. doi:10.1002/casp.677

References

Bourke, C. (2009). Working with older volunteers: Opportunities and potential. APLIS, 22(4), 181-183.

Brudney, J. L., & Nezhina, T. G. (2012).Evaluating the volunteer program. In T. D. Connors (Ed.), The volunteer management handbook (pp. 363- 387).

Einolf, C. J. (2009). Will the boomers volunteer during retirement? Comparing the baby boom, silent, and long civic cohorts. Nonprofit and Voluntary Sector Quarterly, 38 (2), 181-199. doi:10.177/0899764008315182

References

Edwards, H. C., Safrit, R. D., & Allen, K. (2012). Volunteer demographics. In T. D. Connors (Ed.), The volunteer management handbook (pp. 31-53). Hoboken, NJ: John Wiley.

Finkelstein, M. A. (2008). Volunteer satisfaction and volunteer action: A functional approach. Social Behavior and Personality, 36(1), 9-18.

Macduff, N. (2012). Volunteer and staff relations. In T. D. Connors (Ed.), The volunteer management handbook (pp. 255-271).

Vecina, M. L., Chacón, F., Marzana, D., & Marta, E. (2013). Volunteer management and organizational commitment in nonprofit organizations: What makes volunteers remain within organizations and feel happy? Journal of Community Psychology, 41(3), 291-302. doi:10.1002/jcop.21530

References