11 Nov Next-Level Volunteer Management Practices

By Jackie Sue Griffin, MBA, MS

Hope Villages of America is a well-established nonprofit in Tampa Bay, with more than five decades of service to their credit. They’re quite the success story, too: What was once a struggling organization facing liquidation is now a thriving, re-branded nonprofit with $6.5 million in assets addressing housing, hunger and abuse.

One factor in their undeniable success is their volunteer base. Hope Villages provides help and hope for 130,000 individuals per year with a staff of 80—and a volunteer force of 2,500. In 2021 alone, Hope Villages volunteers contributed nearly 15,000 hours to the mission of providing hope restoration with dignity to those in need through innovative programs and services. This represented an annual savings of nearly $250,000, which means that approximately 90 cents of every dollar raised goes back to programs and services—which looks like families thriving in secure housing and kids and seniors with enough to eat.

COO Melinda Perry shared how they approach volunteer management—from recruitment and orientation through training, appreciation and retention. They’re practical—and proven—approaches that could also serve your nonprofit well.

Volunteer management is an organization-wide priority. “All of our staff has responsibility related to Hope Villages volunteer management,” Perry explained. “Every one of us is charged with recruitment, training and acknowledgment: We bring in our friends, family and peers. Many of us work side-by-side with volunteers as part of our daily operations, so we’re also involved in their training–and in the perfect position to sincerely recognize their efforts.”

But some staff do have more specific roles in volunteer management. For example, at Hope Villages of America, volunteer management happens at the program level. The Vice Presidents of food/basic needs, housing and abuse, along with their staff, direct the volunteers in their respective programs. In total, 10 staff members have direct responsibility for the organization’s 2,500 passionate volunteers.

Setting expectations and sharing the mission is critical. “We make sure we do a good job explaining what it’s like to volunteer with us:  requirements for background checks, orientation, regular meetings as well as opportunities for cross-training and connection. For example, during orientation, a video of our President and CEO Kirk Ray Smith explains the mission and our programs, and a PowerPoint introduces them to all that we do—and how they can impact that.”

Because Hope Villages operates a certified domestic violence center, The Haven at Hope Villages of America, volunteers in that program must complete 30 hours of training before interacting with guests. “We explain the time commitment aspect of it, but we’re informing, not deterring; the training will help the volunteer feel more comfortable and confident in their work.” At Hope Villages, these specially trained volunteers answer the 24-hour domestic violence hotline; perform administrative tasks; help lead support groups; review police reports with staff to identify individuals at high risk of death, whom staff then contact and invite into the program; and work within the court system to help survivors file restraining orders and support them during legal proceedings.

Use what you’ve already got: seasoned volunteers. “We make a point of partnering a new volunteer with a more seasoned one.” In this way, Hope Villages frees up valuable staff time and creates mentoring relationships among volunteers. “Our volunteers say it’s very beneficial to be paired up during training—and beyond. They enjoy meeting new people. Peer-to-peer recruitment is also very effective for us. You can hear about a volunteer opportunity on the radio, but that appeal has less strength than a friend or colleague’s invitation to come along.”

Don’t forget your closest and most informed volunteers. Hope Villages’ 17 board members and 85 volunteer committee members are not counted in their already impressive 2,500 figure. Board members contribute financially, of course, but also lend expertise, skill and connections. Committee members do the heavy lifting of event planning and production as well as sponsorship solicitation, leaving the nonprofit staff to concentrate on day-to-day operations.

Never lose sight of what’s in it for them. In a word: socialization. Recognizing this need and building it into your volunteer program can result in increased retention and peer recruitment. “A lot of our volunteers want to connect with other people. So, we help them do that.” As we mentioned, Hope Villages pairs volunteers and fosters mentorships, but they also offer regular volunteer meetings in the breakroom with the dual purpose of sharing information and promoting communication and new connections. Staff also works hard to make sure volunteers feel their work is impactful, but they’re not locked in. “This is a volunteer opportunity, not a job,” Perry stated.

The pandemic created some challenges, of course, with social distancing and stay-at-home guidelines, but Hope Villages staff were amazed how many volunteers kept their same schedule—or even took on additional shifts. “They knew people still needed the services they helped us provide—shelter and food—and they told us, ‘I’ll be there. Let me know what you need.’”

Be sincere, generous and spontaneous in your appreciation of their work. “It’s not a personal metric, but as an organization, we’re mindful of the power of individual, spontaneous ‘thank yous’ to our volunteers. As you’re working next to someone or you see someone at work, telling them you appreciate them goes a long way.” Hope Villages also recognizes volunteers who go above and beyond with a “spotlight,” a photo and profile on social media that’s also posted in the breakroom.

Hope Villages boils it down to three words: engage, support and appreciate. “We build personal relationships and engage each volunteer as an individual,” Perry said. “Then we listen to and support what they want out of their experience—giving additional training, working within their schedule, etc. And we show sincere appreciation—often and in big and small ways.”