Minnesota Adult Basic Education Disabilities

Initial Planning

In addition to meeting practical program needs, volunteers can bring new ideas, creativity and resources to your ABE program. In order to implement an effective volunteer program, you’ll need to do the same kind of careful planning that you would undertake for any new program or service offered by your organization.

Here are a few things to consider:

You should answer the following questions during the planning phase:

• Why are volunteers wanted?
• What would they be expected to do?
• What resources are needed to support them (such as staff, space, equipment, furniture, and supplies)?
• Who will provide training and ongoing supervision?
• How much time will each volunteer task take?

Defining the Role

The best way to ensure a good fit between your needs and a volunteer’s skills and interests is to make expectations clear up front. Write a job description that defines the work to be done—with as many specifics as possible.

Volunteer job descriptions should include, at minimum:

• Job title
• Purpose of the assignment
• Scope of the work
• Training and supervision procedures
• Timelines/due dates

Getting the Word Out

Think about how your current public relations and staff recruitment tools can be modified to reach out to prospective volunteers. What can volunteers gain by serving your organization? How can you reach the people who are most likely to want to donate their time to your learners and your organization? There are so many ways to communicate, but the best recruitment is targeted to the audiences most likely to have skills and interests that match available volunteer job descriptions.

Finding the Right Fit

The screening and selection process – which should include an application and interview – is the time to discuss expectations on both sides and set standards. You can increase volunteer retention and prevent terminations by effectively screening and interviewing prospective volunteers. By discussing schedules, assignment preferences, curriculum, teaching and attendance expectations, and other program policies before the volunteer begins their service, both parties begin the relationship with clear expectations. If the volunteer isn’t a good fit for your program, you can refer him or her elsewhere.

Orientation and Training

Set aside a block of time to provide every volunteer with an overview of your organization and the people you serve in addition to an in-depth introduction to the program in which they will be working.  A good orientation makes the volunteer feel at home, puts their work into a larger context, and allows for consistent introduction of policies, procedures, rights and responsibilities. 

Training should be tailored to each specific job description and the volunteer’s background. Both initial training and ongoing, in-service training are important components. The Minnesota Literacy Council provides high-quality, low-cost pre-service and in-service training for literacy tutors. For a training schedule, visit www.theMLC.org/training.

Supervision

As with salaried staff, volunteers need support from someone who understands the organization and knows the work that needs to be done. Volunteers differ, however, in that they need to have constant access to someone in charge (preferably the volunteer coordinator) while they are working.

Coordination

By definition, volunteers are part-time staff. Coordinating volunteers’ schedules can be an amazing logistical challenge. A volunteer program must have a coordinator who is able to manage all the details of scheduling, appropriate assignment, volunteer recognition and evaluation. 

Record Keeping and Reporting

Documenting volunteers’ invaluable work assists in recruiting, training, recognition, and fundraising (volunteer hours can be applied to in-kind match). Record keeping is also necessary for insurance purposes and to back up the income tax deduction claims of volunteers. Cumulative achievements (number of volunteer hours, individuals or families helped, etc.) should be shared routinely with volunteers themselves, as well as with administration or funding sources.

Evaluation

Along with program evaluation, it is helpful to conduct individual performance reviews with volunteers, to maintain motivation and allow for personal growth and program improvement. The criteria used to evaluate volunteer performance should be clearly outlined with volunteers at the time of their orientation and with the staff who will supervise them.

Volunteer/Salaried Staff Relations

Using volunteers to assist paid staff requires the support of your organization. It is critical that teachers and other staff who will benefit from the use of volunteers understand your model for recruiting, screening and placing volunteers as well as the ways your position will support their work. Work with your staff to build job descriptions and feedback models to ensure their buy-in.

Saying Thanks

Formal appreciation – plaques, parties, dinners – is important, but daily recognition is essential. Simple things like knowing your volunteers’ names, introducing them to staff (or even inviting them to staff meetings), saying thank you, smiling and showing them you care mean so much. Providing regular, constructive feedback on a volunteer’s work is also a form of recognition, since it shows you value their contribution and are confident that they can continue to improve.

For more information about starting a volunteer program (including a large online handbook with sample forms, procedures, resources and other management tools), please visit the Minnesota Literacy Council web site at www.theMLC.org/vcr or call 651-645-2277.