COMPETENCIES FOR MANAGERS OF VOLUNTEERS

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COMPETENCIESFORMANAGERS OF ----------------MANAGING SELF: TRAITS AND CORE ----------MANAGING PEOPLE: SUPERVISION & HUMAN -------MANAGING PROJECT & PROGRAMS: MANAGEMENT & --------LEADING ORGANIZATIONS: ---------Developed byThe Maine Commission for Community Service, #38 State House Station, Augusta, ME 04330www.MaineServiceCommission.govMuskie School of Public Service, University of Southern Maine45 Commerce Drive, Suite 11, Augusta, ME 04330www.muskie.usm.maine.edu

Competencies for Managers of VolunteersBackground and Research.The Maine Commission for Community Service contracted with Larry Ullian of the Edmund S.Muskie School of Public Service to identify competency-based models for Managers ofVolunteers and to adapt them to the needs of AmeriCorps program directors. The project beganwith a review of the relevant literature, interviews with current Managers of Volunteers, anddescriptions of Managers of Volunteers in other nonprofit settings (e.g. emergencypreparedness, health care, and cooperative extension). This model is the result of synthesizingthe research on a wide range of models, including existing college and university curricula, andthe Points of Light Foundation. The Competencies for Managers of Volunteers of theAssociation of Volunteer Administration (AVA) came the closest to meeting the needs of theAmeriCorps program directors because that model is designed for practitioners in the field. Thisdocument is the result.Assumption.A fundamental assumption is that well prepared and competent Managers of Volunteers areessential to the success of a program, as described quantitatively and qualitatively andmeasured by the program’s processes, outputs, outcomes, and impact on the community andclients it serves. Individual effectiveness is essential to organizational effectiveness.Value of Volunteer Management.The field of volunteer management lacks consistency and coordination. Some Managers ofVolunteers are appointed to their positions with no experience as a supervisor or manager.Skills and experience of Managers of Volunteers vary greatly. Many report that what they knowthey ‘picked up on the job’. The competence of the volunteer manager has a powerful effect onstaff and volunteer morale, the work ethic of the organization, and the retention on the job. Acompetent volunteer manager sustains the program by providing rich, varied, usefulexperiences for volunteers that support the mission of organizations to meet the needs of thecommunity.Competencies Model.In developing this model, we realized that these broad areas of responsibility are neitherdevelopmental nor hierarchical. Some people begin their careers in leadership and over timemay acquire skills in management, supervision, or technology. Not all Managers of Volunteersneed the skills in all of these categories, but most do. They are not developmental acrosscategories, i.e. a volunteer manager may have considerable expertise in community leadershipand may never need to acquire the skills of financial management. Certainly not all Managers ofVolunteers start their career in the same place. AmeriCorps program directors, and many otherManagers of Volunteers, require the full range of these competencies with at least anintermediate level of accomplishment.Using this Document.The material is organized so that the Competencies for Managers of Volunteers start with anoverview of the broad categories of skills required of a typical volunteer manager. Then theymove to increasing detail. Together these sections aid in understanding the broad categories ofaccomplishments that a volunteer manager must demonstrate, at the same time that theyprovide the detail necessary for a self-assessment or a professional development plan.Competencies for Managers of Volunteers: SummaryThe Summary page provides a brief overview. This section includes personal traits that areinherent in the individual, core competencies that affect a person’s ability to learn and acquireCompetencies for Managers of Volunteers: Continuum Indicators 9/24/2008Maine Commission for Community Service/Edmund S. Muskie School of Public ServiceMaterials may not be reproduced without the permission of the authors.

Competencies for Managers of Volunteersthe skills and knowledge necessary to advance in their field. Three broad categories of skillsrequired of Managers of Volunteers are: Supervision and Human Resources, Management andOperations, and Leadership. They include a broad range of skills from managing self, managingpeople, managing projects and programs, and leading organizations.Competencies for Managers of Volunteers: DetailThe Detail section identifies the function that makes up the requirements of that process andprovides a description of what that competency requires. The Detail section describes theTraits, Characteristics, and Core Competencies as well as breaking down the major categoriesof Supervision and Human Resources, Management and Operations, and Leadership.Competencies for Managers of Volunteers: Novice to ExpertThis section breaks competencies into steps that move the person along a continuum fromNovice to Expert. The path from Novice to Expert is developmental in nature, in that theknowledge base required of a novice is essential to developing the more sophisticated skills,adaptation and advocacy required to become an expert. In developing the continuum for Noviceto Expert, we relied on much of the work of the Equipped for the Future model from the NationalInstitute for Literacy developed to document competencies in adult education.Competencies for Managers of Volunteers: Novice, Intermediate, Advanced, ExpertThis section separates out the competencies by skill level. This helps to create a tool that canbe used to track accomplishments at each level.Sources Association for Volunteer Administration – Credentialing, retrieved online May, 2003 fromwww.avaintl.org/credential/factsheet.htmlBoyd, BL (Texas A & M University) Monograph: “Competencies for Leaders of Volunteers During theNext Decade: A National Delphi Study,” 2002stBright, A & Sharpe, P. (US Office of Personnel Management), “A Leadership Model for the 21Century”. Presentation to the NASPE Annual Meeting, July 22, 2003Culp, K & Nolan, MS. Trends Which Will Impact Volunteer Leadership Educators in the Next TenYears, Journal of Volunteer Administration, 2001, 19, 10Hager, MA & Brudney, JL. “Volunteer Management: Practices and Retention of Volunteers,”Washington, DC, The Urban Institute, June, 2004King, J & Safrit, RD. Extension Agents’ Perceptions of Volunteer Management, Journal of Extension,1998, 36 (3); Retrieved online at www.joe.org/joe/1998/june/a2.htmlTrimble, Nicole. “Preparing Tomorrow’s Leaders Today,” Corporation for National Service, NationalFellowship Program, Summer 2000Voluntary Sector National Training Organization, “National Occupational Standards for ManagingVolunteers”; retrieved from website – www.voluntarysectorskills.org.uk, August, 2003Sondra Stein, Equipped for the Future Content Standards: “What Adults Need to Know and Be Ablestto Do in the 21 Century”, National Institute for Literacy, Washington, D.C. ompetencies for Managers of Volunteers: Continuum Indicators 9/24/2008Maine Commission for Community Service/Edmund S. Muskie School of Public ServiceMaterials may not be reproduced without the permission of the authors.

Competencies for Managers of VolunteersManaging Projects &ProgramsManaging PeopleA. Supervision & HumanResourcesRecruiting, screening,selecting, inducting,placing, managing, anddeveloping volunteers.1. Identify need forvolunteer in the agency.2. Recruit volunteers.3. Select & placevolunteers.4. Orient volunteers andstaff.5. Develop volunteerperformancemeasurement system.6. Assess & providefeedback onperformance.7. Recognize, reward, &retain volunteers.LeadingOrganizationsB. Management &OperationsImplementing the processesand structures to manageand develop projects andoperations.C. LeadershipInvesting personalintegrity and assets toadvance individual,agency, and communitygoals.1. Manage or overseeprojects2. Develop & managefinancial processes3. Manage technology4. Manage risk5. Develop & maintainrecord keeping &documentation system6. Manage quality7. Develop & revise policies,processes & procedures.1. Articulate & commit tothe organization’svision; connects visionto goals,2. Partner, collaborate,work w/ others &facilitate work groups.3. Empower others4. Convert needs intoobjectives & actionplans5. Learn, apply andmodel theprofessional principlesof volunteermanagement. Managing SelfTraits and Characteristics Integrity & HonestyResilienceFlexibilityInitiativeCore Competencies Competencies for Managers of Volunteers: Continuum Indicators 9/24/2008Maine Commission for Community Service/Edmund S. Muskie School of Public ServiceMaterials may not be reproduced without the permission of the authors.Interpersonal skillsCommunications (written & verbal)Problem solving/ analytical skillsLifelong learning

Competencies for Managers of VolunteersManaging SelfFunctionTraits andCharacteristicsIntegrity &Honesty ResilienceUnderstanding, accepting, and developing oneselfwith awareness, control, and confidenceDescriptionTraits and characteristics are intrinsic to theindividual, are a deep and enduring part of a person’spersonality, and are consistent and predictive ofbehavior across situations and experience. The quality of being reliable, ethical and truthful. Flexibility InitiativeThe quality of being able to rebound and withstandchronic or episodic stress or pressure.Ability to adjust, change, or reconsider actions ordecisions.The internal desire and ability to take the first stepand originate action.Core CompetenciesInterpersonalskills Communications(written & verbal) Problem solving/analytical skills Lifelong learningCompetencies are predictive of high performance,including an element of “intention” that causes actiontowards an outcome. They are consistent across thespectrum of a person’s experience in theirprofessional and personal life.Cooperate and collaborate with others; resolveconflict and negotiate; advocate, influence and guideothers.Read with comprehension; convey ideas in writing;speak clearly and listen actively; observe critically.Plan, analyze, and solve problems using a range oftools and data.Take responsibility for own learning, use informationand communications technology; conduct research,reflect on and evaluate information, data, andresources.Competencies for Managers of Volunteers: Continuum Indicators 9/24/2008Maine Commission for Community Service/Edmund S. Muskie School of Public ServiceMaterials may not be reproduced without the permission of the authors.

Competencies for Managers of VolunteersA. Supervision and Human Resources – Recruiting, screening, selecting,inducting, placing, managing, and developing volunteers.Function1. Identify need forvolunteer in theagency.DescriptionKnow agency’s priorities, plans, customer/ client needs,and describe how volunteers will add value. Recognizeand advocates for a designated manager/supervisor.2. Recruit volunteers. Use creative marketing & communication skills toidentify targets, articulate opportunity, and provokeresponse.3. Select & placevolunteers.Effectively use interviewing skills to elicit competencies.Use assessment skills to determine qualifications andsuitability of applicant to assignment.4. Orient volunteersand staff.Deliver effective training for volunteer and staff, andinclude development opportunities for volunteer thatrequire additional skills, knowledge, or abilities toperform service.5. DevelopperformancemeasurementsystemLink and document individual volunteer needs withorganizational priorities, strategies, and operations.Use adult/youth development principles whensupervising, training, and providing advancementopportunities for volunteers.6. Assess & providefeedback tovolunteer aboutperformanceEstablish a system and keep a schedule ofperformance review for volunteers. Identify andarticulate performance expectations of volunteers,targeted outcome & output indicators, and give bothpositive and negative feedback, as necessary.7. Recognize, reward, Maintain communication and feedback loop with& retainfrequent and public praise as well as a detailed,volunteers.quantifiable (if possible), and concrete report ofaccomplishments.Competencies for Managers of Volunteers: Continuum Indicators 9/24/2008Maine Commission for Community Service/Edmund S. Muskie School of Public ServiceMaterials may not be reproduced without the permission of the authors.

Competencies for Managers of VolunteersB. Management and Operations – Implementing the processes and structuresto manage and develop projects and operations.Function1. Manage or overseeprojects2. Develop & managefinancial processes3. Manage technology4. Manage risk5. Develop & maintainrecord keeping &documentationsystem6. Manage quality7. Develop & revisepolicies, processes& procedures asneededDescriptionPlan, document, implement, evaluate, train, anddisseminate reports on work.Identify and obtain alternate sources of funding;develop & manage budget accounts for both cash andin-kind resources; pursue fiscal sustainability.Identify, obtain, and apply technology that is useful fortraining, record keeping, finance, evaluation, analysis,and service delivery.Apply knowledge of risk assessment, prevention,identification, and financing to risk avoidance,reduction, and control programs and crisisplanning/management. Address tasks, individuals(volunteers and clients), environment, organization,and laws or regulations.Understand the relationship between maintainingsufficient documentation and managing risk. Use adocumentation system for supervising volunteers andprogram impact/evaluation that is efficient,comprehensive and cost effective.Apply principles of continuous quality improvementand quality assurance and quality control to ensurevolunteer services are responsive, consistent, valued,and of high quality.Ensure that guidelines for program operations,volunteer assignments, and program staff reflect bestpractices of both volunteer administration and servicesector (health, education, public safety, etc.).Integrate changes in service sector into volunteerroles, training, etc.Competencies for Managers of Volunteers: Continuum Indicators 9/24/2008Maine Commission for Community Service/Edmund S. Muskie School of Public ServiceMaterials may not be reproduced without the permission of the authors.

Competencies for Managers of VolunteersC. Leadership –Investing personal integrity and assets to advanceindividual, agency, and community goalsFunction1. Articulate & commit to theorganization’s vision andconnects vision to goals2. Partner, collaborate, workwith others and facilitatework groups3. Empower othersDescriptionHold a systems perspective, an awarenessof community context, and a strategicoutlook.Build coalitions; share leadership andresources; and establish strategic allianceswith mutual organizational benefits.Share power & give up control; promotepolicies and procedures that incorporatecultural competency and disabilityinclusion; see mutual benefits fromempowerment.4.Convert needs intoobjectives and action plans5.Learn, apply and model theprofessional principles ofvolunteer managementImplement planning tasks and balance withthe details of accomplishing the work.Articulate connections, opportunities, andadvantages for internal and externalpartners and program participants.Inititate a self assessment plan forprofessional development, makeopportunities for formal and nonformallearning, and support the advancement ofthe field of volunteer management.Competencies for Managers of Volunteers: Continuum Indicators 9/24/2008Maine Commission for Community Service/Edmund S. Muskie School of Public ServiceMaterials may not be reproduced without the permission of the authors.

and may never need to acquire the skills of financial management. Certainly not all Managers of Volunteers start their career in the same place. AmeriCorps program directors, and many other Managers of Volunteers, require the full range of these competencies with at least an intermediate level of accomplishment. Using this Document.

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