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by Vicki Schmidt

After a minimum of 220 hours of training, they are still rookies. We tell them when they receive their Firefighter certification, that they now have their training wheels. While certification isn’t required to be termed a firefighter, or belong to a Department, a sign of the times is that Federal Programs as well as many insurance requirements will soon require that active members obtain a certified level of competency. Given Maine is the only New England state without a State Fire Academy, or any organized regional emergency services training facility, recruitment and retention, as well as training our firefighters and first responders is an increasing challenge.

There are approximately 15,000 firefighters and first responders that serve Maine’s 1.2 million in population. For every eighty citizens, there is one first responder, and they are as diverse as the State itself. From Magalloway to Machias, and Fort Kent to Kittery; Maine’s firefighters and responders run the gamut from volunteers, paid per call, per diem, on-call, full time, and professional responders. The common denominator is that all receive hundreds of hours of training to begin their careers, and the training never ends. Annual refreshers, natural disasters, and the need to be “all hazard” responders keep the training needs of firefighters, police officers, and emergency services personnel at an all time high.

I’d like to ask you to remember this, the next time you hear an ambulance, police care, or fire truck pass your home late at night. As you snuggle down, give thanks that it’s not you that is the one in 80 that at that moment is in dire need of assistance. And say a little prayer to whatever your guiding spirit may be, that the responder’s en-route have the equipment, training, and guidance, to provide the needed service.

Vicki Schmidt is a guest Blogger, a presenter at the 2008 Blaine House Conference, as well as a State Fire Instructor and a volunteer firefighter and training officer for the Buckfield Fire Department.

By Anne Schink

For the past several years Larry Ullian and I have been working to develop Competencies for Managers of Volunteers. We have also developed an online version you will find using the link: www.volunteermaine.org/volcomps.

Many managers of volunteers report that they ‘fell into the job’, or it was added to their other duties, and that they received little or no formal training in volunteer management. Maybe these will help you get caught up or find a resource you can use.

Maine does not have many options for professional development, so these Competencies may help managers of volunteers to plan their own professional development.

Our goal is that the Competencies will help managers of volunteers conduct an honest self-assessment of their skill level, identify gaps in their training, and provide them with definitions to help them articulate the work they are doing.

Anne Schink is the Project INVEST Coordinator for the Maine Commission for Community Service and a featured blogger.

By Kim Laramy

I have fun when I get asked to talk about Social Marketing – my voice gets faster, my hands start gesturing, I just have a GREAT time sharing this stuff! I’ve tried to figure out why – and I think it comes down to what has been often said about social marketing. If we want someone to make a change we need to make it fun, easy and popular - I’ve loved this expression since I first heard it years ago, outlined by Bill Smith from the Academy for Educational Development.

It may seem a strange concept, but bear with me for a minute. How can a behavior change be fun, easy or popular? And why would it matter?

First, it matters because as human beings we all operate with a touch of “what’s in it for me?” And that doesn’t mean we’re selfish – it just means that in most voluntary exchanges, we are only willing to do something if we get something from it.

Fun – is this a behavior that is real to me? Are the consequences of adopting this behavior rewarding?

Easy – is this a behavior I’m capable of doing? Do I know what to do and how to do it?

Popular – what do the people I care about think about this behavior – how can I be like them!

I think it is fascinating, and yes, fun to use this example when thinking about volunteers.

Fun – is the volunteer opportunity we have something that a volunteer would find rewarding? It may not be a laugh a minute – but remember that Fun may also be about a real, true opportunity to make a difference.

Easy – have we made it easy for the volunteer to give us their time? Have we given them the direction to make their time with us valuable for them as well as for us?

Popular – have we taken time to thank, reward, recognize our volunteers as a group, as a community of volunteers who collectively help us, and in doing so feel part of a greater whole.

I’m really looking forward to getting into this in more depth at the Blaine House Conference! It looks to be GREAT FUN!

Kim Laramy is a Social Marketing Strategist/Account Executive at Ethos Marketing and Design. She will also be presenting a workshop at the Blaine House Conference on Volunteerism on October 14th.

By Margaret E. Puckett

Well, the summer rush of the annual junior volunteer program is over. I’ve finally had a chance to take some vacation time to rest and recharge my batteries. Returning to work, I’ve been sorting through everything that accumulated during my absence… just trying to catch-up and get back in the swing of things. You know the drill… going through the mail, checking messages, being updated by the boss, and, of course, checking the Projects/Events Calendar to see what’s coming up next that needs immediate attention. And there it was – Preparations for Annual Volunteer Evaluations. Those words signal the start of a process that will consume much of my time and energy for the next several months.

Why are volunteer evaluations important? Some individuals who utilize a volunteer’s services don’t fully comprehend the importance of regular volunteer evaluations. “It takes so much time…” and “Why evaluate volunteers — they aren’t like paid staff…” are some of the comments often heard. But beware – comments like these are a real indicator of a multitude of problems facing your volunteer program.

So why do we evaluate volunteers? Volunteer evaluations are critical in providing both the organization and the volunteer the feedback necessary to improve and grow. It also gives us the opportunity to let our volunteers know the importance of the function they perform. An evaluation process that is well designed and conducted provides an opportunity for real communication and is an essential element in building and nurturing teamwork.

So how do we go about creating an effective evaluation process? It begins by clearly defining a volunteer’s responsibilities by developing accurate position descriptions. If you haven’t clearly defined what the volunteer is responsible for, you have placed both the volunteer and the organization in a difficult position.

The evaluation packets I provide to each supervisor consist of a Staff Evaluation Form; a Volunteer Evaluation of Support and Self-evaluation Form; a Competency Evaluation Form; and a copy of the volunteer’s position description. The first two forms are pretty self-explanatory. They provide an opportunity for both the supervisor and volunteer to provide input into the evaluation process.

The Competency Evaluation Form may be a new concept for some of you. The form lists specific performance criteria and is based on the volunteer’s position description. The competency evaluation form’s function is to provide a tool for creating a dialogue between the supervisor and volunteer and to facilitate them in establishing goals.

The supervisor and volunteer fill out this form together and supervisors are encouraged to use the volunteer’s position description as reference. After discussing each performance criterion, the yes or no box is checked to indicate that the volunteer has, or has not, met the criterion listed. A comments block is provided for each performance criterion evaluated. Comments may be added by either the supervisor or volunteer. Comments are varied, and can include such notations as exceptional performance, mitigating circumstances, and/or recommendations for additional improvements or training. There is also a place on the form to list any follow-up actions agreed upon by the volunteer and supervisor. Both the volunteer and supervisor are required to sign and date the form.

When all three forms are completed, they are then returned to the volunteer office for review and any needed follow-up actions. Used together, these three forms present a fairly accurate picture of the effectiveness of the volunteer, of staff support and of the organization’s volunteer program in general.

Without a doubt it is an involved process, but a very important one. It is essential to the health and effectiveness of any organization’s volunteer program. What tools do you use to help ensure an effective evaluation process?

Margaret E. Puckett is the Volunteer Services Coordinator at St. Joseph Hospital and a featured blogger.

by Danielle Arbour

Too often I think volunteers feel they are underappreciated and sometimes forgotten. As the volunteer coordinator for the Bangor Humane Society, my experience has been that with so many people who want to volunteer and such a small staff to train and follow up with them, a large number of our volunteers feel as though they are not needed or wanted. This is not the case, so I thought I would put this out there as food for thought.

Volunteers - You are priceless. The work you do is not only helpful to our staff and members of the public, but most importantly the animals we care for each day. Volunteers spend time with our animals, making them feel more comfortable and less stressed. They help get the “dirty work” done so we can put more animals through our adoption process. Too often volunteers are mislead into thinking that they are not needed or they are just in the way when the reality is we couldn’t be happier to have you! Speak up and tell us how you would like to help – we don’t always know that you would like more responsibility! The simple fact is we need you and without you we could never provide the level of care and service that we do. The selfless act of giving of your time is one that can never be appreciated enough. Please know that we may be so overwhelmed with our tasks throughout the day that we don’t stop to thank you in person, but this does not mean we are not thankful! So, for everyone who forgets or is too busy I say thank you for being so selfless and willing to give of yourself to help those that need you. You are our heroes.

Danielle Arbour is the Volunteer and Events Manager for the Bangor Humane Society and is a featured blogger.

By Bob Moore

Unless you’re the rare exception who receives substantial financial backing right out of the gate, it’s unrealistic to expect that you organization will be able to afford paid staff early on. Most non-profits start with a small group of visionary individuals who come together to address to an unmet need. As these volunteers work to further their mission, at some point money is raised and staff is hired to do more intensive work than the volunteers want or can continue to do.

Our organization spent its first two years before we took on our first paid employee – myself. As Executive Director, I wore the many hats that are usually associated with small for-profit businesses and not-for-profit organizations. Operating in those early years meant that we had to quickly learn how to recruit, retain and most importantly manage a large corps of volunteers.

Most of us are taught that volunteers should supplement, not supplant, paid staff. But in those situations that experience a funding shortfall, it might be the only way to continue existing. But what about the reverse – is it always acceptable to place employees into roles traditionally held by volunteers? As organizations become legitimized and begin to receive funding, paid staff are gradually employed to take on roles initially staffed by volunteers. As long as the volunteers are made aware of this process, the transition is likely to be smooth. If the transition is done without adequate communication however, the consequences can be negative.

Though volunteers are invaluable to the growth of most organizations (including ours), volunteer labor can come with some shortcomings as well. Unpaid staff are inherently less accountable than paid staff. They often can volunteer for such a role because their situation allows it – be it they are retired, students or self-supporting. Most of our initial volunteers had a passion – but little experience – in our cause. Because of this, a large amount of direction and guidance was necessary to ensure that our volunteers were prepared to work in a manner that was consistent with our philosophies and goals.

If you are building an organization that relies on volunteers for any of its essential functions, make sure you take the time to do so carefully. In the early stages of an organization, there are usually a number of people who are interested in being a part of building something new. These people can be extremely important to the success of the endeavor, but contradicting ideas about the direction of the organization and people’s roles within it can start to get in the way of the organization’s work and mission. Before building a volunteer team, it would be wise to think long and hard about the incentives and personal motives of each person involved, and how each of these can be effectively aligned with the organization’s mission in an accountable manner. The success and sustainability of your organization demands it.

Bob Moore is Executive Director of Friends of the Cobbossee Watershed and a featured blogger.

Danielle Arbour is joining the team! Look for her first post as a featured blogger next week!

Danielle Arbour is the Volunteer and Events Manager at the Bangor Humane Society in Bangor, ME. She has worked for the humane society for 6 years, both as an adoption counselor and animal care technician. Danielle began managing volunteers in 2005. When she took on the program there were about 40 active volunteers. They now have about 80, which is great considering the size of the organization. Danielle Arbour has worked with people her entire life, volunteering as a child at the nursing home where her father worked, then working as a mentor and assistant supervisor throughout high school at the Boys and Girls Club of Great Gardiner. She graduated in December 2008 from the University of Maine with Bachelors in Resource and Agribusiness Management and a minor in Equine Business Management. Animals are her passion and that’s why she took an interest in managing volunteers. Without the Bangor Humane Society’s volunteer team, the animals would not receive the level of care and compassion they do.

Many of you know, or have heard of, the Certification in Volunteer Administration. A group of AmeriCorps program directors and another group of community volunteer coordinators in Maine have both taken the course and successfully completed the program. It was a wonderful self-directed learning program that relies on a peer to peer network to gain confidence in the learning for volunteer managers. In Maine about a dozen people have acquired this credential since 2001.

The Council has sent out the notice below to encourage you to complete a survey about what skills you think are essential, important or not relevant for volunteer managers. They are encouraging wide distribution of this survey, so please add your voice to the mix. For more information about the CVA process, check out their website at this link: http://www.cvacert.org

Practice Analysis Survey for Leaders of Volunteers
The Council for Certification in Volunteer Administration (CCVA) sponsors the “Certified in Volunteer Administration” credential for professionals in the field of volunteer resource management. In order to ensure that the CVA credential remains current and relevant, we must periodically update a Practice Analysis Study of the core competencies upon which the credential is based.

If you have at least 3 years of experience in leading and managing volunteer involvement, please take a few minutes to help us validate the work of our task force and ensure the CVA professional designation reflects actual practice.

To participate in this survey, click on the link below. We estimate it will take about 20 minutes of your time.

https://www.surveymonkey.com/s.aspx?sm=eSo9KZqYgFJyUtdOKtZAaw_3d_3d

By Penny Kern

One of the best pieces of advice I ever received as a volunteer manager was to ASK THE VOLUNTEER what type of recognition they like. Nothing was more frustrating to me than to receive a piece of very expensive silver from an organization I helped raise money to provide youth services. I hated (and still do) silver and I thought it was a total waste of money. If they had asked, I could have told them it wasn’t necessary. I had to eventually say something - I think it was the second piece of silver they tried to give me.

The kinds of recognition I like are the ones that took some time and thought because they showed that the organization really knew who I was. Public recognition is ok but it only brings more requests for help from the outside world. Here are a few of my favorite ideas. Share some of yours with us, too.

“No one holds a candle to you!” and you give them a scented candle or pack of small birthday candles.

“You are a LIFESAVER!” and you give them a roll of lifesaver candy

“Your vision is our GUILDING LIGHT!” and you give them a mini flashlight.

“I’m lucky to have your help!” and you give them a rabbit’s foot.

“Thanks for raisin’ the ….(you fill in the rest - bar, tough questions, etc) and give them a small box of raisins.

There’s also a ton of candy bar quotes you can use. If you have a lot of people to recognize, this gets expensive but it shows you really know this person.

Share! I love new ideas.

Penny Kern is retired volunteer manager and a featured blogger.

By Lori Tsuruda
Lori will be a presenter at the 2008 Blaine House Conference

Nearly everyone wants to be in a good relationship, but just as in our personal lives, it’s important to take the time to identify mutually beneficial interests and to invest effort into developing a relationship instead of saying at the onset that you desire a long and deep commitment from someone you’ve only just met.

When I first meet someone new who is personally or representing a charity, if s/he immediately suggests that we live together or that I join their board, I become cautious. After all, we just met. How do we know that there is a good enough match to foresee a greater commitment beyond an initial exchange of basic introductions?

I prefer to start small (like coffee and reading your online or written materials) after we first meet, and then to let the relationship grow. (Though I do want to influence outcomes and do have a mental list with a range of desirable results such as funding, board members, and in-kind services, I keep the deeper commitment goals to myself in the early stages.)

I look forward to presenting at the Blaine House Conference on Volunteerism on 10/14/08, and below are recommendations related to my workshop, “Strategies for Starting and Building Mutually Productive, Community Relationships.”

How to Start a Community Relationship

1. What does your charity seek/need?
Ask your supervisor, consult the strategic plan, etc. to develop a list that ranges in level of commitment and for which you understand your charity’s priorities.

2. Do your homework about potential partners.
What do those from the business community, service organizations, civic groups, and/or faith-based potential partners seek/need?

3. Determine mutual interests.
What’s in it for them to be associated with you?

4. Brainstorm/select potential matches between what you seek and what they might be able to provide. Ideally, establish a range, from a one-time event to board-level involvement.

Your board, colleagues, and experienced volunteers may provide ideas on who might become good partners. They might even have already begun research files.

Since PMD is relatively new to nonprofit partnerships and our contacts aren’t so connected, I learn as much as I can from a variety of news sources, similar to ambitious secretary Tess McGill played by Melanie Griffith in the movie “Working Girl.” I try to keep up on business and local news. Then when I think there could be mutual interests (beyond their having funds and our needing funding!), I research the potential partner, brainstorm potential ways we can work together for the long-term benefit of my charity, and identify who I can approach or get an introduction from a mutual acquaintance.

Since my charity, People Making a Difference (PMD), has become very good at planning and organizing hands-on service projects and since I know from experience that many potential partners seek a charity that will adeptly handle all the details for them so that their volunteers can simply show up, I study/acknowledge what they are already doing and offer that we might work together on an activity. I pitch that our working together will enable them to expand what they are accomplishing by offering their employees great volunteer opportunities helping community-based charities with which I’ve developed ongoing relationships and/or on which I can apply specific skill sets and resources that they can leverage easily.

Ideally, I propose a specific, unique opportunity in the near* future, in order to instill some urgency into beginning our relationship.

5. Plan and prepare well. Organize your thoughts and personalize your support materials (email, hardcopy brochure, etc.). Carefully coordinate the approach, i.e., introduction by a mutual acquaintance, “chance” meeting at a professional gathering, cold call, etc., which probably requires more planned steps.

6. Approach the potential partner.
Boldly make your elevator pitch. Ask whether your contact wants the supporting materials or whether s/he prefers that you directly contact someone else at his/her organization.

7. Listen to their responses. Follow up quickly.
Balance your urgency with listening to what they articulate as their needs and concerns. Don’t lose momentum by delaying on your next step, which is probably to answer questions.

8. Keep working at it. Thank them meaningfully by explaining their impact on clients/your mission.
Relationships take work. Don’t get lazy and take your partner for granted, or s/he may stray.

Later on, after we’ve worked together on something (even if they decide not to do what I originally hoped!), then I will ask my contacts to consider sponsoring our annual benefit and/or ask whether they or a colleague might be interested in serving on our board when we have an appropriate opening/need.

*”Near” is a relative term that depends on the culture of a potential partner. In the business world, I’ve found that 4-12 months advance notice is ideal, since few companies are able to jump agilely into something new in less than a month, even with a gung ho CEO leading the effort, due to scheduling challenges on their end.

Lori Tsuruda is a guest Blogger, a presenter at the 2008 Blaine House Conference, and the Founder & Executive Director for People Making a Difference®.