Tobi's Volunteer Management Blog

Nonprofit Failure: Why Can’t We Embrace it? -- Part I

It’s funny.  In the private sector it’s common to hear about failure.  The world is filled with stories about entrepreneurs who went bankrupt multiple times before they finally hit it big.  For the most part, it's an accepted part of private enterprise.  (for some great examples, check out this month’s Harvard Business Review -- it’s entirely devoted to business failures.)   

Non-Profits are Uneasy with Failure

It’s not the same for nonprofits.  We rarely hear about programs or organizations that fail.  Yes, there are exceptions.  The New York Times has been reporting on Madonna’s failed foundation, Raising Malawi, whose project to build a girls' school collapsed after a $3.8 million investment.  This failure is an outlier, though, picked up by the media more because it was sponsored by a high-profile celebrity than anything else.   In fact, the only other nonprofit failures I’ve read about are crazy sting operations where someone gets caught saying something they shouldn’t have.

A Missed Opportunity

In general, the social sector has a way to go before we openly discuss our failures and accept them as inconvenient, but necessary, stepping stones to success.    In my mind, it’s a missed opportunity.  Some of my biggest failures have generated the greatest learning.  Have you ever said to yourself, “I’ll NEVER do THAT again!”  That was probably one of those moments for you.  In that moment, you are certainly feeling frustrated, but don’t you also feel a sense of relief?  Lesson learned, case closed.  And, I’m better equipped to handle that problem next time.

So, why do nonprofits have a hard time embracing failure?  I’m not talking about something as drastic as an organization closing its doors.  I’m talking about our failures to communicate clearly with the people who matter most, the failure to plan a pilot project properly, the failure to honestly and proactively address poor performance, the failure to provide enough or the right resources to your team, etc.  

Embracing your failures means taking a big breath, putting them under a microscope, and taking a good, hard look.  And then, doing something about it.  Sunshine is a wonderful natural disinfectant, so why not air that laundry?!

Why the Resistance?

By now you’re probably thinking, “I have my reasons, believe me!”  They might even include one or more of the following (If I missed any, feel free to post them in the comments).

• Our funders want to see progress and outcomes, not excuses.
• Our agency has a combative and competitive culture, and it isn’t safe.
• We’re already being pummeled by political groups that are out to get us, seriously.
• I’d love to, but I don’t have time.
• My team expects me to have all the answers, not to bring up more questions.
• If our volunteers find out, they'll run for the hills!
• I’m stressed out already; you want me to do what?!

These are all valid reasons, and they are driven by one common denominator -- fear.  I think it’s time to address those fears head on.  We need to change this culture of denial because it is not helping us.  It may, in fact, be hurting us in the long run.

On the positive side, total transparency can be very empowering.  Just imagine if you took a look at your tired, out-of-date, text-heavy home page and said, “Yep, true dat. Our website sucks.”  OK!  Glad you got that off your chest!  Now you can set about finding ways to deal with that reality.  Maybe it doesn’t get fixed overnight.  That’s OK.  At least it’s on the radar, and you can begin to think creatively about how to get it done.

Stay Tuned for More

You may still be skeptical about this whole idea.  Reserve your judgement for a bit and stay tuned for Part II of this post.  I’ll share some ideas on how to make failure work for you and feel manageable at the same time. 

Meanwhile, if you want to learn how others are learning from failures, check out Admitting Failures, a new website created by Engineers Without Boarders.  It’s a refreshing look at failures from brave development professionals around the world who are willing to open up and share.

 

Nonprofit Customer Service: The Good, The Bad, and the Ugly

I’ve been reading the book Exceptional Service, Exceptional Profit by Micah Solomon and Leonardo Inghilleri.  It has really got me thinking about customer¹ service in the social sector.  Is it good enough, or can we do better?  What if we delivered five star service to each and every person we touched?  What if your organization was known as the Ritz Carlton or Nordstrom of nonprofits (in terms of service, not budget!)?  How would that impact the loyalty of your clients, volunteers, and supporters?  How about your staff morale?  How would improved service boost your marketing and fundraising efforts?

I’m convinced that a focused attention to delivering exceptional service can have a positive impact on individual client’s lives, program outcomes, and your overall financial sustainability.  And it needn’t cost an arm and a leg to pull it off.

The Ugly

We’ve all had horrible customer service experiences, ones that make you want to pull out your pistol like Clint Eastwood and take everyone out, Dirty Harry style.  Make my day, you @%$#%@!!!  I remember more than once having to deal with impossible car rental agents after a long and exhausting business flight.  Have you been there?  I swear these situations are enough to make your head spin ‘round! 

Luckily, those bad experiences aren’t the norm.  By the same token, neither are stellar customer service interactions.  When was the last time you raved about the service you received?  Nonprofits have an incredible opportunity to stand out from the crowd both in nonprofit and for profit circles.

The Bad

But, let’s put aside the worst service incidents ever for a moment and focus on things that are a little more subtle and common -- bland, mediocre customer service.  These interactions are barely worth a mention because they are practically invisible to us.  Do you notice much difference between your trips to various supermarkets or gas stations?  Not really. 

In most cases, there’s nothing that distinguishes them from their competitors.  Usually, they are conveniently located along your frequent travel routes.  But what if one of your local dry cleaners were super friendly and went out of their way to serve your needs?  Would that be enough to capture your attention enough to win your loyalty?  Maybe.

The Good

Solomon and Inghilleri assert that “actual service, from someone who offers a caring face and a helping hand, is a universal desire.”  Fair enough.  Nonprofits could argue that their services are already friendly and helpful, not to mention free or low cost.  In fact, many organizations regularly monitor their customer satisfaction and report glowing results.  

So, what will set you apart from your competition (whether your rivals are other organizations or simply the public’s resistance to your calls to action)?  What will catapult your organization to the highest levels of service excellence?  Solomon and Inghilleri contend that “the magic happens when you, your systems, and your employees throughout the ranks of your organization anticipate the needs of your cusomers.”  If your team can learn to recognize and respond appropriately to your customer’s needs before they share them, you will reap the rewards of a truly customer-centered organization.

Five Ways to Anticipate Customer Needs

Here are a few steps you can take to get the ball rolling.

1) Capture your Customer’s Preferences -- Keep up to date details on people you will interact with more than once, like birthdays, preferred communication methods, feedback, etc. and use them when you are in contact. 

2) Reach Out to Customers at Optimal Moments -- Anticipate when they’ll need help.  If you provide tax assistance to seniors, for example, help last years’ clients beat the rush by offering preferred appointment times in January and February.

3) Reduce Wasted Time and Repetition -- Even if you interact with people only once and don’t know them well, you can find ways to add value to their experience.  Walk in your customers’ shoes.  Analyze your businesses processes from their eyes.  Is there any where you can streamline or simplify?  Check out my previous post on customer service mapping for an easy process to use.

4) Encourage Quick Feedback -- Rather than asking people to fill out long surveys that interrupt their busy day, ask your customers to complete quick, mini surveys of no more than three questions.  You can collect responses online and on land.  Focus on a service area you’d like to improve versus general overall satisfaction.  That way you'll be sure to gather information you can really use.

5) Train Your Team -- Make sure everyone on your team understands their role as your organization’s brand ambassador.  Make sure they represent you well, by offering training on how to understand subtle customer clues and adjust their behavior accordingly.  Training should start on day one.

Exceptional service isn’t rocket science but it does take time and persistent attention.  I believe the payoff is worth the effort.  Imagine what your organization could do with a new influx of loyal evangelists out there singing your praises.

Do you know a nonprofit that is a customer service superstar?  What do they do that makes them special?  Click on the comments link and share it.

¹Note:  As I mentioned in my earlier post about customer service mapping, I don’t have any issues with the term “customer.”  I use it as a generic term that can refer to people internal to your organization (your staff, volunteers, etc.) or outside it.  A customer can also be can be the primary person your organization exists to serve (your clients, etc.), or a secondary party you interact with (funders, lawmakers, community partners, etc.).  If you have a term you prefer, use it.

 

Use Employee Desk Manuals to Eliminate Brain Drain

Last month, I posted  Five Documents Your Organization Shouldn’t Live Without. This week is my fourth follow up.  Today I’m sharing some tips on how to create employee desk manuals.

Sound Familiar?

Have you ever had someone leave you organization and take all of their knowledge, contacts, and even files with them?  Unfortunately, we’ve all seen it way too many times.  A staff member tenders their notice, you scramble to figure out what it is they exactly did every day, you try to get someone trained up before they leave, and in the end, it takes forever to fill in the gaping hole they left in their wake. 

Or, one of your star employees gets the chicken pox and is in quarantine.  Your team sends their get well wishes and a fruit basket.  But, that employee is the sole keeper of the database password and the online volunteer application forms go to their inbox, which you don’t have access to.  You have hired a temp, but they have no clue where to start.  Yikes!  What do you do now?

Desk Manuals Save Time and Aggravation

You can save yourself a lot of pain by asking each team member to assemble a desk manual for their specific position.  A desk manual is not the same as an employee manual, which lists the policies and procedures all staff must abide by.  Rather, desk manuals include information and step-by-step processes that a particular staff member uses to get their specific job done.  A properly written desk manual can serve as a virtual back-up employee, in the event someone on your team becomes ill or leaves the organization.  It's your best insurance against the loss of valuable institutional knowledge.

Desk manuals are also great training tools when you are orienting a new team member.  They give the new staff person an easy tool to reference as they learn the ropes and cut your training time significantly. 

What About Teams?

If a team of people perform similar duties, have them create one together and then ask each employee to add an addendum for work processes that are specific to their work.  It will not only help you keep track of what needs to be done, it’s also a great exercise for teams to share and compare how they go about their day.  They can be used to strengthen team consistency, share best practices, and increase effectiveness.  Volunteer positions should have desk manuals, too.  

What to Include in a Desk Manual

A good manual doesn’t need to be fancy, but it does need to be written in simple language.  Here are some things you should include:

• Primary Contacts -- The names, phone, and email of anyone who is critical to the task  or who is contacted frequently (i.e., the database vendor who provides technical assistance, the designer who is working on your brochures, etc.).
• Current Passwords -- Passwords for email, your phone system, the database, etc.  It’s important that these be kept current as they are changed.  To safeguard these, the desk manual should be kept in a secure place, so passwords, etc. can only be accessed if needed.  Another option is to keep passwords in a separate location, however, someone needs to know where they are.
• Task Grid -- A task grid lists the major activities of the position and how frequently each task is performed (i.e., complete activity report -- monthly).  Have your team start with their job descriptions to help identify all of their key tasks.
• Key Processes -- Major tasks should be broken down into smaller steps.  If they are time sensitive (i.e., turn off voicemail service promptly at 8:30am, front doors should be locked at 6:00pm), be sure to include those times.  To get started, have your team keep a log of all the things they do for a week.  This will help remind them to include items they might have forgotten otherwise.
• Flow Charts & Screen Shots -- If the process is complicated, a visual flow chart of the steps needed to complete the task can be helpful.  If a specific computer process is being described, screen shots of each step can be included.  For visual learners, graphics can be a big help.
• Helpful Links -- Include online links to other manuals that help get the job done (i.e., instructions on how to use the fax machine).  Or, include copies of those instructions at the back of the desk manual.
• Revision Date -- The desk manual should always include the dat it was revised, so that you can easily determine whether it has been updated recently.
• Table of Contents -- Make it easy for others to quickly search and find items in your desk manual by including a table of contents.  Also, assemble you desk manual in a binder or other file device that makes it easy to revise individual pages.

What Not to Include in a Desk Manual

Don’t be tempted to clutter the desk manual with repetitive information.  Topics such as how to process travel reimbursements, etc. can likely be found in the employee manual.  If it's covered in elsewhere, leave it out.   Instead, refer to those resources and where they can be found.  

Short on Time?

Why not kill tow birds with one stone?  Have your team develop desk manuals as they cross train another team member.  Or, have a volunteer shadow a team member and help do the copywriting.

Don’t Forget to Test!

Once your team has drafted their manuals, test them out by having them trade theirs with another employee.  Have them review and try to follow their team member’s desk manual.  Have them proofread and check for anything that is confusing, hard to follow, or can be simplified.

Creating a desk manual may seem tedious, but imagine how tedious it will be if you have to track down all that info after the fact!  If you get them done now, you won’t have to worry about losing what you’ve worked so hard to build.  

 

Planning For Disaster: Are You Ready?

Our hearts go out to the people in northern Japan who have been victims of the earthquake, tsunami, and now nuclear contamination.  They are in our thoughts and prayers.

If you would like to make a donation to support the Japanese relief efforts, check out Network for Good’s relief web page, which lists a number of vetted organizations to choose from.  Consider splitting your contribution -- make a donation now and wait to see where a future donation is needed most.

Are We Ready?

The complete and uncomprehensible devastation we have witnessed in Japan, as well as other places around the globe, has many of us asking -- Are we ready, even for what we can’t imagine happening?  It’s human nature to put off planning for something we don’t think is likely to take place.  It’s tedious, unpleasant, and event downright scary.  But it does’t mean we shouldn’t do it. 

Maybe it’s time to take disaster preparation seriously.  Maybe nothing will happen; but if it does, wouldn’t you feel better if you did everything you could to ensure that people were safe and your organization could survive and rebound?

A simple way to prepare is to pull together a task force of staff, board, volunteers, and community partners to create an emergency plan.  Below are a few questions to get you started and links to resource materials you can use.

Questions to Ask

Administrative Issues 

• Can you access your computer files from offsite? 
• Are your team’s files backed up automatically?
• Are electronic copies of any critical paper files maintained?
• Is there computer hardware available for use offsite, in the event your building(s) are destroyed or inaccessible?
• Is your insurance coverage adequate, and do you know who to contact to initiate a claim?

Personnel Risks

• Do staff and volunteers know how to evacuate and where to convene safely in the event of a crisis during business hours?
• Do you have a plan for quickly assessing how many people may remain in your building(s) after a hazardous event?
• Do staff and volunteers know where to get post event status updates?
• Do staff and volunteers have contingency plans for adjusted work hours or work sites? 
• Is everyone certified in first aid and CPR?
• Does everyone have access to an Emergency Supply Kit? 

Community Outreach Planning

• Do you have a communication plan in place that can be deployed quickly if assistance is needed, either in the form of donations or volunteers?
• Do you have a way to contact clients in the event of a change in services?
• Have you formed partnerships with other local organizations in order to provide mutual assistance in the event of an emergency?

For a more comprehensive look at how to prepare, check out FEMA’s disaster preparedness webpage Are You Ready?  The page includes a Guide to Citizen Preparedness and an accompanying Facilitator Guide and video links you can use to start a discussion at your organization.

The American Red Cross also has a number of fact sheets you can download and print.

 

Rethinking How We Use Conference Calls & Webinars

As a small business owner with clients who live hundreds of miles away, I spend a lot of time on conference calls and webinars.  They help me feel connected and get me info quickly, easily, and inexpensively.   I also hear a lot of buzz lately about creating online training for volunteers, and I’m considering how I can offer webinars as part of my products and services.  So is it all good?  Can this interactive technology really deliver what it promises?  

An interesting report by the Goodman Center -- Dialing In, Logging On, Nodding Off: The True Costs of Teleconferences, Videoconferences and Webinars -- provides some insights into what nonprofit staff think about telemeeting technology.  They surveyed of over 1,200 professionals involved in the social sector, spanning a wide array of interest areas.  

A Few Key Findings

• Across the board, telemeetings received an average grade of B-; not bad, but there's room for improvement.
• Webinars received slightly higher grades that teleconferences and videoconferences.
• The majority participate in teleconferences (60%), while fewer participate in webinars (25%) or videoconfereces (58%).  
• About half expect their technology usage will increase.
  
• Most surveyed felt meetings of 45-60 minutes were the right length.
• Over 70% have never had training on how to use these technologies to conduct a successful meeting.  

 The most common problems with teleconferences (ranked by significance of negative impact):

1. Poor Leadership/Facilitation
2. Lack of Agenda or Clear Objective
3. Couldn’t Hear Other People Speaking
4. Didn’t Receive Support Materials for Meeting or Class
5. People on Call Didn’t Participate
6. Too Many People on the Call

 The most common problems with webinars were similar:

1. Poor Leadership/Facilitation
2. Lack of Agenda or Clear Objective
3. Boring Visuals
4. Difficulty Hearing Other People in Webinar
5. Didn’t Receive Support Materials for Meeting or Class
6. People on Call Didn’t Participate

What’s a Nonprofit to Do?  

It’s unlikely we will be able to do without new technology, so maybe it’s time to improve how we use it.  Here are a few ideas:

• Don’t assume that because you are sending information one way, it is being heard and internalized on the other.  
• Poll participants after each telemeeting to see how you’re doing in the problem areas listed above.  Improve as needed.
• Get training on both how to run better meetings and how to operate and troubleshoot the software and hardware.
• Provide training to participants on how to make the best use of the technology; iron out any technical problems with their individual systems prior to the meeting.
• Rotate facilitators for each topic on the agenda and the leader for each phone call.
• Keep meetings to 60 minutes max; if you have more content, break it up into a series of meetings.
• Start and end on time.
• Make sure there is technical support ready via phone and online via the webinar’s chat function; that person should be not be the facilitator, speaker, or the person managing the slides.
• Mute the phone lines during webinars, encourage people to raise their hands electronically; un-mute when they have the floor.  
• Encourage the use of headsets to improve the sound quality.
• Ask people to be verbal about how they are reacting to what’s being said, since you are not able to read their nonverbal cues over the phone.  
• Set up the expectation that when you need feedback, you’ll ask each person to chime in.

 Do you have tips or ideas?  Click on the comments link and share them.

 

People are Talking: How to Write a Social Media Policy Your Supporters Will Love

This is the third week after my post, Five Documents Your Organization Shouldn’t Live Without. This week is my third follow up.  For your reading pleasure I’m sharing tips on how to create a Social Media Policy.

Why Create a Social Media Policy if You Don’t Use Social Media?

Even if you haven’t yet decided to dip your toe in the proverbial waters (or the higher ups won’t let you even if you tried), chances are your volunteers, staff, and supporters are already in the pool splashing around.  Information about who you are and what you do is being shared across a number of channels unbeknownst to you, guaranteed.  

Even before social media existed, people were talking.  The grapevine has been alive and well since the dawn of humankind.  Nonprofit communicators lost control of their messages from the moment that expertly-crafted press release was printed, stuffed in those envelopes, and mailed.   Social media just multiplies the effect.  So, don’t fight a losing battle trying to control things.  Instead, why not help your supporters do it right?  

A Social Media Policy can go a long way toward reinforcing common sense.  It will also help you and your team plan for the inevitable social gaffes your team will make.  Believe it or not, solid social media policy planning can help turn even the most embarrassing post into a fundraising opportunity.  Don’t believe me?  Read Beth Kanter’s account of a recent Twitter faux pas here and how the Red Cross handled it.  Good stuff!

What Should be Included in a Social Media Policy?

A Social Media Policy gives common sense guidelines about what can be communicated about your organization, using which channels.  You don’t have to be a tech expert to write a social media policy, because it's not about how to operate the software.  Here are some things to include:

• Why the policy exists -- Focus on increasing the effectiveness of the organization’s overall communications, and acknowledge that everyone is part of the team’s network of communicators.  Be sure to clearly explain how communications furthers the mission of your organization.  Reinforce that you trust your team to do the right thing.
• Friendly, conversational, and upbeat language-- Provide more info on what people can do than what they can’t.  This is tough, but do-able.  Reverse negative statements if you need to, and tone down absolute words like “never,”  “must,” "always”, etc.
• Common sense guidelines -- However obvious they seem, it’s a good idea to include them (i.e., don’t spam, post things your grandmother would be proud of, keep it professional, be yourself, be respectful, share, etc.).
• What to do if something was shared inadvertently --  Include a step by step process of who should do what by when.
• Where conflicts of interest exist -- If there are types of entities that pose a conflict of interest for you, be sure to identify them and describe why they are an issue.  Your team may not understand that posting or sharing information from another source, on behalf of your organization, may give the impression that you are partnered with or are endorsing that entity.  Discuss ways to set yourself apart and still share, if it needs to happen. 
• Clear privacy and confidentiality guidelines -- Be clear about how your team should protect their privacy and the confidentiality of clients.  At the same time, people should identify themselves to build trust with their readers.
• Guidance about copyrights and licensed material -- Make sure your team is not only complying with the law, but also giving people credit for their work.  Give them resources to better understand copyrights and to find material that can be shared, such as Creative Commons.
• Nuts and bolts info on how to spell your name, what URL to use, etc. -- This should already be discussed in your Style Guide as well.
• List of your official agency and program social media accounts -- Encourage your supporters to share, post, and interact with your content.

Next Steps: Here’s Where You Can Find Samples to Get You Started

Social Fish -- Social Media, Risk, and Policies for Associations

Red Cross -- Social Media Handbook for Red Cross Field Units 

Social MEdia Governance -- Database of Social Media Policies 

Nonprofit Marketing Guide -- Rough Draft of a Social Media Policy

Finally, if you develop a social media policy, or any of the other documents I mention in this series of posts, share them by either sending to me to post or posting a link in the comments.  That way, everyone can benefit!

 

Online Volunteer Administration Training: Enroll Now

My friend Nancy Macduff has some new resources for volunteer managers I promised to share with you. Check them out and please share with others!

She is teaching courses for Portland State University.  They are offering three online classes this Spring in volunteer administration. The classes begin in two weeks. The program includes the following courses -- Recruiting Volunteers (8 wks.), Leadership and Communication in Volunteer Programs (4 wks), and Supervision and Management of Volunteers (4 wks). For more info check out http://www.extended.pdx.edu/degrcomp/programs/v_engagement.php or email Nancy at [email protected].

Nancy also has daily Twitter posts with tips and resources on volunteer administration. You do not need Twitter account to access. Type address in your browser-http://twitter.com/nlmacduff.  You can also read her papers on Scribd.  Use Nancy Macduff to access them.  Some are available to download for free. 

 

The Elimination of the National Corporation for Volunteer & Community Service? What it Might Mean to You

The US House of Representatives passed H.R. 1 on February 19.  If passed by the Senate, the bill will make close to $100 billion in cuts to key programs and agencies that support the health and welfare of our nation.  The Senate will either pass the measure or propose their own legislation. It's crunch time for nonprofits.  

 

What is H.R. 1?  

 In short, the bill includes a reduction of the Environmental Protection Agency budget by one-third; reducing Pell Grants by 15%; reduced or eliminated funding for the National Endowment for the Arts and the Corporation for Public Broadcasting; and reducing several health & human services programs and agencies including the nutrition program for Women, Infants, & Children (WIC), the budget of the National Institutes of Health (NIH), and the Centers for Disease Control and Prevention (CDC).  

Volunteer Match posted a good synopsis of the proposed legislation on their blog, What Nonprofits Should Know About H.R. 1.  There are also resources for additional study listed there. 

H.R. 1 Would Eliminate the CNCS

The bill also proposes the elimination of the Corporation for National and Community Service.  The CNCS funds programs such as Senior Corps, AmeriCorps, and Learn and Serve America and leads the national call to service initiative, United We Serve.  In total, they engage over 1.5 million people across the US in service every year.  In 2010, the CNCS also infused $60 million in grant resources to build the capacity of the nation’s volunteer infrastructure through the Nonprofit Capacity Building Program, the Social Innovation Fund, and the Volunteer Generation Fund.  It has also led the Volunteering in America study, one of the longest running and most comprehensive set of data about volunteering trends and civic engagement. 

Why Does it Matter?

So, what’s at stake for communities?  An op ed piece in the Tennesseean, by the CEO of Big Brothers, Big Sisters of Middle Tennessee, sums up the trade off -- Cuts to programs for at-risk kids cost more in long run.  What appears to be a budget savings right now, in the end may cost our communities plenty.  

Nonprofits stand to lose, too.  Whether your organization works with volunteers from CNCS programs or engages with volunteers at all, you are likely to feel the sting if this legislation passes.  Here are a few possible outcomes of the cuts:

• Recent gains in volunteering may be reversed.  Volunteering rates have increased in the past year, partly due to President Obama’s United We Serve volunteer recruitment initiative, among others.  Volunteer Match asserts that one out of eight volunteer positions they list are CNCS program volunteers.   The elimination of CNCS volunteer positions (approximately 1.5 million) will slash the current national volunteer rate.  How long will it take to rebuild? 
• New outcomes data on what works may be lost.  Many CNCS programs track what program interventions have an impact (see the article in the Tennesseean I mentioned earlier for one example).  This ongoing evaluation work is important to improving nonprofit effectiveness across the board.  Program evaluation doesn’t only effect the organization under review.  Others decide how to improve their program designs locally by studying other high performers in their arena.  How effective will our programs be with less information about what works?
• Competition for scarce funding will increase.  In 2010, CNCS granted $60 million to local organizations for building volunteer program capacity locally.  If this funding is eliminated, organizations will forced to look elsewhere for the already limited funding dedicated to building our volunteer infrastructure.   Will private foundations and donors see this as an important funding priority?
• Some programs may close their doors, forcing community members to lean on other organizations for help.  Although programs may go, community need will remain, and the situation may worsen as holes in the safety net widen.  Will the programs that remain be able to handle increases in service needs?

It’s clear the road will be rough ahead.  Whether you run a volunteer program or not, I encourage you to make your voice heard in whatever way works for you.  Share this post with others, sign the Save AmeriCorps petition on Change.org. and check out SaveService.org to learn more.  I'm afraid this will not be the first attack on the nonprofit sector, and we need to support each other for the long haul ahead.

 

Your Supporters Need a Volunteer GPS to Guide Them

Two weeks after my initial post, Five Documents Your Organization Shouldn’t Live Without, I’m sharing my second follow up with info on how to create each of the documents I recommend.  This week, we’re discussing the Volunteer Handbook.

It’s amazing to me how many volunteer programs don’t have a volunteer handbook.  Many more don’t have a standard onboarding process.  Volunteers need a GPS (global positioning system) to help guide them through the orientation process and get familiar with your new environment.   You can create a Volunteer Handbook that can act as your program’s personal GPS.

Why do You Need a Volunteer Handbook?

If you aren’t helping people make a smooth transition, you are risking the possibility that they will drop out early.  Worse yet, without clear information about their roles and responsibilities, new volunteers may develop unrealistic expectations about what you can offer.   Managing expectations is really important in volunteer management, but even more critical during the initial phases of volunteering when new recruits are still checking you out and deciding what their level of commitment will be.

Your Volunteer Manual is your organization's GPS system, with your organization programmed as the home address.  It helps your volunteers locate where they are, see where they are headed, figure out how long it will take to get there.   Do your volunteers a favor -- don’t ask them to wander in the wilderness.

Volunteer Handbooks not only help volunteers, they also help your organization manage risk.  If in the odd chance you have trouble with a volunteer, your handbook documents that you shared the rules, roles, expectations, grievance procedures, etc. with your volunteers early in their placement with you. 

Finally, what a nice way to say “Welcome; we’re glad you’re here!  So, much so that we’re going to take the guesswork out of volunteering, so you can focus on why you came here in the first place -- to make a difference!”  

What’s in a Volunteer Handbook?

Contrary to what I’ve seen a lot of out there, a volunteer handbook is not a compendium of technical information your volunteers need to know to do the job you are training them for.  Rather, it is a manual that lists the policies and procedures you expect them to abide by as well as the support they can expect from you.  They don’t need to be boring, either.  You can include photos and inspirational quotes, and you can design it in any shape or format you’d like.  Any format will work as long as the information is there and easy to access.    

What Else Should a Volunteer Handbook Include?

Here is a long list of things you might include.

• A Heartfelt Thank You -- a letter of gratitude from a leader (either executive management, the board chair, or a respected community leader)
• Info about Your Organization -- don’t assume they know a lot about you; include things such as mission statement, history, programs & services, organization chart, community partners, map of program sites, key funders, etc.
• Philosophy of the Volunteer Program -- volunteers need to know why they are important to your operations (answer the question “Why Are Volunteers Here?”), the value & impact of volunteers, the right to volunteer, volunteer scope of work and roles, paid staff vs. volunteer tasks, right of refusal
• Ethics Guidelines -- multiculturalism/anti-racism, sexual harassment, domestic violence, mandated reporting, alcohol and drugs, maintaining professional boundaries, volunteer-client relationships, volunteer-paid staff relationships, client service, conflict of interest, prohibition on affiliations, accepting gifts or compensation
• Working Conditions -- info about workplace safety, reporting accidents and injuries, guidelines for working with contagious diseases, procedures for working off site (if allowed), tips for emotional and physical self care, how to request special accommodations
• Customer Service -- service standards, client referrals, serving limited-English speaking, serving people with mental challenges and disabilities, serving friends and relatives, crisis management
• Required Paperwork and Reporting -- use of approved materials, confidentiality, client records, whistle blowing, required forms and records (answer the question "Why is reporting important?")
• Training -- responsibilities of organization, expectations for volunteers, training modules, schedule, certification, continuing education, train-the-trainer opportunities
• Perks -- volunteer recognition, volunteer awards and celebrations, reimbursement, stipends
• Supervision and Support -- staff roles, attendance, time sheets, leave of absence, resignation, dismissal, the right to progressive discipline, reasons for immediate dismissal
• Volunteer Feedback -- exit interview, grievance and complaint procedure, program evaluation
• Volunteer Protections -- Volunteer Protection Act, insurance coverage
• Resources -- helpful web sites, marketing materials, how to order, office supplies, how to use office equipment
• Attachments -- contact list for key staff, sample marketing materials, etc.

What if I Don’t Have Time to Develop a Volunteer Handbook?

It's time to delegate!  Ask a committee of veteran volunteers or board members to help you out.  It’s a relatively easy task, as long as all of policies and procedures have been decided.  If not, think about hiring a consultant to help you think through the decisions that need to be made. 

 

Beautify Your Communications with a Style Guide

As promised, I’m following up on my post last week, Five Documents Your Organization Shouldn’t Live Without, with specific info on how to create each of the documents I recommend.  This week, I’m covering the Communications Style Guide.

 In order to ensure consistency in their communications, every organization should have a Style Guide.  Most don’t, so don't feel bad you haven't gotten around to it, but do think about creating one -- it will save you time and the aggravation of dealing with materials that just don't quite cut it.

A Style Guide helps protect your brand, your personality, and your image in the community.  Like it or not, your organization is competing with a staggering amount of information people choose to recognize or ignore.  So, it’s important that the words and symbols you use to describe your unique identity are clear and focused.  The more consistent you are, the easier it is for your supporters to pick you out from a crowd.

What is a Style Guide?

A Communications Style Guide describes the standards that you use to develop all materials for your organization.  The purpose is to ensure that there is a consistent look and feel – a graphic identity – that the public will recognize, regardless of which materials they are reading.  By following the Style Guide, time isn’t wasted editing inconsistent documents.  If your materials are either a) produced by a wide range of people, or b) don’t have a consistent look and feel, or c) both!, you need a Style Guide.

What Does a Style Guide Include? 

At the very least, your Style Guide should include:

1) Usage Policy -- A brief statement that describes who is authorized to use your organization’s branded identity (staff, volunteers, community partners, etc.) and where (on all communications materials, co-branded with partner organizations, etc.); also, where your identity should never appear (materials that pose a conflict of interest, promote discrimination, are unethical or illegal, etc.)

2) Editorial Style -- Instructions on what grammar, punctuation, abbreviations, etc. are sanctioned for use and how to use them; also identifies which style reference manual will be used for words and phrases not included in your Style Guide (Chicago Manual of Style, AP stylebook, etc.).

Include info on how to use, format, and spell the following words and phrases, at minimum:

• Your Organization’s Name (how to correctly spell, which abbreviations are acceptable, etc.)
• Your Tagline (if you have one)
• Your Program Names
• Phone number and web address (directions on whether to use parenthesis or dashes between numbers, etc.)
• Numbers (how to list numbers, i.e., spell out numbers under 10, use “nine” and “10”, etc.)
• Hyphenation (which words should or should not be hyphenated, i.e., do hyphenate low-income, don’t hyphenate Email)
• Website addresses (whether to include http:// or just start web address with “www”)
• Funder Acknowledgements (which boilerplate should be used and when to identify state, federal, or private funds that were used to produce the materials)
• Typically Misused Words (any words that your team frequently uses in error, i.e. “a lot” is two words)

3) Graphic Style -- Instructions on which colors, fonts, design elements to use, as well as when and where to use them (i.e. never try to reproduce the logo from a photocopy).  Also, provide original digital copies of your logos in a variety of sizes and file formats.

Be sure to include:

• Your Organization’s Logo, Mission Statement, & Tagline (if there is more than one version, instructions on when and where to use each)
• Program Logos (if any)
• Standard Colors (which colors to use and where, i.e, Pantone colors, Pantone 18-2120 Honeysuckle)
• Fonts (describe which fonts should be used and where and show examples, i.e., Headlines: Arial Black, navy blue when color is used; Text Blocks (serif): Century Schoolbook, 14 point; Alternate Text Blocks (sans serif): Helvetica, 12 point)
• Union “Bug” (if your organization requires that materials be printed by a union shop, make it clear and include a digital version of the union logo; your print shop can get it for you)

4) Readability Tips -- State your policy concerning the readability and the standard reading level you expect (6th grade is the average reading level, believe it or not).  It also helps to provide tips on how to improve your document’s readability and suggest tools your team can use to check the reading level of any document.

Here are a few tips to get you started:

• Try to simplify complex concepts with graphics, charts, or pictures (but avoid using corny clip art).
• Use sentences with seven words or less, whenever possible.
• Use words with two syllables or less, whenever possible.
• Keep paragraphs short and to the point -- five sentences or less.
• Avoid jargon and only use acronyms when you have first defined what they stand for or mean.
• Help readers skim by using bold subheadings. 
• Eliminate extra information by using bulleted lists.
• If you are describing tasks, break them down into steps.
• Avoid color overload or patterned backgrounds, or light font on a dark background.
• Use left-sided justification (vs. jagged right side or smooth on both sides)
• For more info, check out this resource -- www.plainlanguage.gov.

A basic internet search will bring up lots of samples of Communications Style Guides you can emulate. There are no hard and fast rules about how they should be formatted.   To tailor your own, review a few and pick elements of the ones you like the best.