By Jill Friedman Fixler
Article originally published September 7, 2006 by Jill Friedman Fixler
Charity Channel Nonprofit Boards and Governance Review
In the 25 years that I have worked as both a volunteer manager and organizational development consultant in nonprofit organizations, I learned that buy-in from the board of directors is essential in how volunteer programs survive and thrive. Conversely, excellent volunteer programs can be a valuable asset to nonprofits when the board embraces the volunteer resource as a capacity building strategy.
Boards that excel in volunteer engagement do the following:
- Develop a philosophy statement of support for volunteer engagement. This statement clarifies that volunteers are viewed as a key resource for capacity building for the organization.
- Strategize the utilization of volunteers in all organizational planning and development.
- Hire an Executive Director who embraces a culture of volunteer engagement.
- Budget necessary resources for the volunteer program.
- Expect that volunteer engagement will be evaluated for efficacy and report results to the board annually.
- Utilize the volunteer resource to participate on committees and as a springboard to becoming a future member of the board.
- Make effective use of volunteers as a community relations tool for the organization.
In these days of limited resources available for nonprofits, volunteers can significantly aid an organization in the fulfillment of their vision and mission. The development by the board of a philosophy statement is thus a worthwhile strategic-thinking activity. Such an exercise will help the board clarify its expectations for volunteer engagement. In developing this statement, the board of directors will become more focused and more effective in engaging volunteers in strategic planning, program development and program evaluation. When the volunteer resource is front and center, boards can be much more effective utilizing this resource.
Executive Director's Role
The executive director is an important factor in creating the culture of volunteer engagement based on board expectations. They demonstrate their commitment to volunteer engagement by hiring staff that is skilled in developing, nurturing and maintaining the volunteer resource.
By including the volunteer manager in their management team, the executive supports the strategic utilization of volunteers. Effective executives understand that in today's complicated nonprofit environment, it is not enough to suggest that staff work well with volunteers. When executives employ supervision and performance reviews that reinforce volunteer engagement, it increases the likelihood that the organization will be successful in utilizing volunteers effectively.
The board that gives more than lip service to the expectation that volunteer engagement is a core management strategy, and holds their executives accountable for their performance in this area, ensures that their organization will be successful in volunteer engagement.
Resources
Many boards give little thought to the resources needed for effective volunteer engagement. It is as if they think that volunteers are free. While volunteer programs may be cost efficient, they are not without the need for adequate resources. Resources include an adequate wage for the volunteer manager, commensurate to the salary paid to senior staff within the organization. Additional resources for space, equipment, technology, training, recruitment, retention and recognition are also necessary. The executive and the board that craft a budget that reflects their expectations for the volunteer resource do much to enhance the opportunity for high level volunteer engagement.
It is no longer sufficient to say that volunteer engagement is a "nice thing" for nonprofit organizations to do. Rather, engaging volunteers is an essential strategy for capacity building and an expectation of funders. Therefore, it is incumbent upon the board to evaluate the efficacy and impact of volunteer engagement, just as they would any other program of the organization. This should be done via a formal annual report. To be most effective, the report should be delivered by leadership volunteers. It will be viewed as both a reward and an honor for these volunteers to have this opportunity to engage with their board.
Utilize Volunteers on your Board
It is also essential that the board practices what it preaches by utilizing volunteers on board committees. Engaging more people in the work of the board lightens everyone's work load, adds an outside perspective to the work and provides a conduit to future board leadership. In addition, this engagement offers volunteers a career ladder within the organization. When done correctly, volunteer engagement in board work makes board recruitment seamless and means that new board members require less training because they are familiar with the workings of the organization.
Effective boards are aware that every nonprofit needs ambassadors in the community to help with advocacy, fundraising and community relations. They know that the volunteer resource is their most effective community relations strategy. Because of this, they do everything possible to ensure that their volunteers are well trained and well informed so they can accurately portray the organization's message and brand to the public.
Proactive Board
Clearly, the more proactive the board of directors is - in policy development, strategic planning, resource allocation and oversight for the volunteer resource - the higher the probability that the nonprofit will have the capacity to focus on vision and mission fulfillment. And what board doesn't want that?
Read more of Jill's articles on the Charity Channel Volunteer Management Review and Nonprofit Boards and Governance Review
Recent Citation
Volunteer Management Report
October 2006,
Volume 11, No. 10
How to Fire Volunteers
Six Ways to Build Impact & Outcome into Your Volunteer Program through Board Involvement
- Involve volunteers on board committees.
- Recruit board members from within the volunteer ranks.
- Have the board create a volunteer engagement philosophy statement.
- Invite volunteers to create and give reports to management and the board of directors.
- Encourage board participation in volunteer events such as orientation and recognition.
What We Are Reading
- Strategic Board: The Step-By-Step Guide to High-Impact Governance, byMark Light
- Nonprofit Lifecycles, by Susan Kenny Stevens PH.D.
- Ten Basic Responsibilities of Nonprofit Boards, by Richard T. Ingram
Related Resources
Free Complete Tool Kit for Nonprofit Boards
Just a Thought
"Being a man or woman is a matter of birth. Being a man or woman who makes a difference is a matter of choice." (Byron Garrett)
"Those who say it cannot be done should not interrupt the person doing it." (Chinese Proverb)
