IMPACT

1
IMPACT

• IMPACT is a leadership model for training and
  motivating volunteers to have an impact on their
  communities.

2
Why Motivate and Train Volunteers?

• Source Volunteer Management Capacity in
  Americas Charities and Congregations. The Urban
  Institute 2004.

3
Why motivate and train volunteers?

• Major findings
• Devoting Substantial Staff Time Spent on
  Volunteer
• Management is a Best Practice. . . .
• The best prepared and most effective volunteer
  programs are those with paid staff members who
  dedicate a substantial portion of their time to
  management of volunteers. This study demonstrated
  that, as staff time spent on volunteer management
  increased, adoption of volunteer management
  practices increased as well. Moreover,
  investments in volunteer Management and benefits
  derived from volunteers feed on each other, with
  investments bringing benefits and these benefits
  justify greater investments.

4
Why motivate and train volunteers?

• Major findings
• However, Staff Time Spent in Volunteer
  Management is Low. Three out of five charities
  and only one out of three congregations with
  social service outreach activities reported
  having a paid staff person who worked on
  volunteer coordination. However, among these paid
  volunteer coordinators, one in three have not
  received any training in volunteer management,
  and half spend less than 30 percent of their time
  on volunteer coordination.
• Most Volunteer Management Practices Have Not
  Been Adopted to a Large Degree. Less than half of
  charities and congregations that manage
  volunteers have adopted most volunteer management
  practices advocated by the field. For example,
  only about one-third of charities say they have
  adopted to a large degree the practice of
  formally recognizing the efforts of their
  volunteers.

5
Why Impact the Community?

• Source Tom Ralser. ROI for Nonprofits The New
  Key to Sustainability. John Wiley and Sons
  2007.
• Must move from measuring outputs to measuring
  outcomes.
• An organization must create outcomes that
  volunteers and contributors value.

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Why Impact the Community?

• Outputs The tangible results of a process or
  program.
• Examples Number of people who attended event or
  classes. Number of given, etc.
• Outcomes The impact that a group desires to have
  on the people being served.
• Examples Specific changes in the behaviors of
  event attendees, class participants.

7
Why Impact the Community?

• Many churches still make output goals. These are
  intermediate or process goals. They are not
  final goals.
• Every church needs to create and improve outcome
  goals development and implement activities to
  create higher impact activities.

8
Identify

• Luke 14.28-32
• Current Impact of Activities.
• Current Asset use to perform that activities.
• Current skill level in executing activities.
• Dominant group values and individual values.

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Motivate

• Align Values.
• Seek Volunteer Input.
• Create Overall Impact Targets.
• Develop Urgency to promote change.

10
Plan

• Create short, intermediate, long-term impact
  targets.
• Impact targets require a concrete action verb.
  Ex. participate vs. desire. (See Blooms
  taxonomy).
• Specific actions to accomplish activities.
• Determine key skills.
• Determine implementation strategy.
• Create volunteer skills development plan.
• Create volunteer appreciation strategy.

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Act

• Implement the plan that you have made.
• Coach volunteers as they do their tasks.
• Watch for specific problems and opportunities.
• Provide ongoing feedback.
• Make week adjustments.

12
Consider

• Creating evaluation criteria.
• Determine evaluation audience.
• Summarize ongoing evaluations.
• Conduct intermediate, point-in-time evaluations.
• Strategic evaluations.

13
Transform

• Use evaluations to learn how to increase
  volunteer skill and satisfaction, activity
  impacts.

14
Results

• More focused mission.
• Greater community impact.
• Increased group participation, moral and skills.