MAVA / VISTA Report

TO: MAVA Members in Southeastern Minnesota

FROM: Matt Altstiel, MAVA/VISTA Coordinator for Southeastern Minnesota

DATE: June 6, 2007

SUBJECT: Community, Organizational and Best Practice Analysis

Drafting community analysis reports and Best Practices plans are essential duties especially during the planning process for MAVA/VISTA coordinators.[1] This report combines two reports for the benefit of members (volunteer organizations which have paid for associate status). Our organization focuses in providing Volunteer Resource Leadership (VRL) to you, our member associations. Your membership within MAVA entitles you to a wealth of administrative resources.

Written into our mission statement, the Minnesota Association for Volunteer Administration (MAVA) “seeks to empower local associations and chapters to increase capacity by forging competent volunteer leaders to best serve their interests.”[2] While many volunteer leaders lament decreasing governmental allowances and a pervading individual first sentiment, there is simply no evidence to suggest the demise of volunteer agencies. Our state ranks first in the nation in terms of volunteer hours and volunteer monetary donations per capita. In fact, the state of Minnesota contributed more than 500 million logged man hours of service translating into 7.9 billion dollars if adjusted to the suggested per hour value of $18.04.[3]

With the goal of expanding the existing network of volunteer networks and membership organizations, MAVA has commissioned a modified work plan. This modified work plan report summarizes the principal demographic unit (Southeast Minnesota), identifies the organizations with the greatest potential for building volunteer capacity, and finally provides effective strategies to educate volunteer leaders within your organization(s).

Community Profile(s)

As you may be aware, the Southeastern region of Minnesota, anchored by Rochester, is a region on the upswing. Home to large number of accredited universities, one of the world’s foremost health providers (Mayo), and a growing high tech sector (IBM, Dynex); Southeastern Minnesota enjoys a vibrant economy and a diverse population. All together, this aggregate region numbers 15 counties. Our region is bounded by the fringes of the Twin Cities metropolitan region to the north, by Wisconsin to the east, by Blue Earth County to the west and finally by Iowa border to the south.[4] If your agency is based within these fifteen counties, you fall within Southeastern division of MAVA. While Rochester’s Olmsted County is by far the most populous of the region (135,000), nearly 600,000 people live in the fifteen county area.[5] After reviewing the entire listing of cities and towns within this region, three cities were cited for their vast resources and high growth potential in the realm of volunteer administration and recruitment.

• Rochester represents the principal urban center of the region as evidenced by the growing cluster of skyscrapers comprising the downtown Mayo Health complex. The city is home to the largest regional branch of the United Way, the most important volunteer agency in the county. The city also hosts seven accredited universities producing some 4,000 college graduates annually.[6] A historically large Greek and Norwegian population continues to provide their cultural legacies and neighborhood organizations.[7] More recently, Somali, Hmong and Latino populations have begun changing the cultural dynamic of the community.
• Winona. Flanked by the Mississippi River, Winona represents the quintessential college town and campus. Housing a major university with an undergraduate population of nearly 12,000, Winona has a large percentage of residents falling within the most important age demographics for volunteering (20-30 and 54-67).[8] The city and region enjoy the benefits of a comparatively large and active volunteer network spaced across many member organizations.
• While Mankato lies just outside of the Twin Cities corridor, it has recently begun experiencing the explosive growth as more and more commuters make Mankato their home. The city welcomes the state’s second largest public university and its some 14,000 students.[9] Like Winona, Mankato has much greater volunteer network capacity and resources than cities of comparable size. The close proximity to regional banking centers such as Faribault supplements critical monetary resources to improve donor pools.

Principal Volunteer Agencies and Member Networks

While MAVA receives state and federal funding for its various programs, seminars and leadership training exercises, the scope of operations largely occurs on a local level. These specific groupings have been chosen because of their high community impact. If your agency does not fall into any of categories listed below, consider partnerships to bridge the goals of your agency and the needs of the community.

• The United Way of Olmsted County is a valuable volunteer resource not only because of a dedicated donor fund supporting local projects, but because of its connections to other regional branches. The United Way of Olmsted County, like MAVA, maintains detailed contact lists by forging partnerships with volunteers and professionals.[10] These contact lists make organizational efforts much easier, whether small scope or large scope. The neighborhood and national recognition of the United Way gives the organization and high degree of visibility. Such visibility allows for a viable partnership with smaller neighborhood centered organizations seeking resources and funding.
• Neighborhood Associations exist in virtually every city and town in the fifteen county region. Because of their location within these communities, limited mission scope, and entirely local membership, neighborhood associations can often best assess the unique needs of their community.[11] Those living within that community are often most likely to be truly passionate about neighborhood issues. In addition, residents can draw upon individual talents and skills, as well as neighborhood businesses for resources. When coordinating a local project with a limited scope, using the power of neighborhood associations, MAVA can quickly organize local volunteers for capacity building efforts.
• Ethnic and religious associations and networks do not have the broad, cross cultural capacity of large chapter organizations (United Way) or the specific focus (Miller Neighborhood Improvement Association) of site specific volunteer programs, but offer valuable resources nonetheless. While religious organizations do provide faith based volunteer services, the community impact tends to improve secular, civic conditions. Reaching church, mosque and synagogue volunteer leaders also provides additional contacts, unique opportunity perspectives and potential longtime donors.[12] Ethnic non-profits can help target more community specific problems and initiatives. Drawing these two types of volunteer organizations into the general fold of volunteering is essential for community based infrastructure building.
• Universities and Colleges hold vast volunteer resources and potential. Those who begin volunteering early on are more likely to volunteer well into the future. Therefore, tapping into a highly organized, politicized network of student organizations is vital in significant college communities. Student organizations present the diversity shown in the terms of broad based volunteer networks, religious affiliations and ethnic student unions. Additionally, professional and social fraternities often are looking for opportunities to benefit the community and gain recognition.[13] Drawing upon on an active population with (generally) lesser financial and familial obligations is paramount to the success of MAVA in these communities.[14]

Identifying and implementing Best Practices

After identifying the principal volunteer networks and targets, one must focus on attracting and maintaining dedicated volunteers for a wide variety of projects. This aspect of MAVA does not simply deal with defining network organizations and regional resources, but provides partners with critical volunteer management strategies. MAVA has outlined policies in our Best Practices Guide. However, it is helpful to draw upon additional resources such as: UPS, Helen Little and Smith Bucklin Associates for more help. Our organization provides seminars which will further develop the various principals and strategies outlined here. Any of these resources will greatly aid the effectiveness of your organization and your leaders.

• An essential requirement of any volunteer administrator or coordinator is identifying a specific, manageable task. Volunteers must know the set of deadlines, including interim and final project completion dates. While all projects will require different personnel groupings, resources and monetary inputs; all projects should be broken down into sets of inter-related tasks. Short projects with manageable deadlines will help encourage new volunteers and potential new members. Coordinators will need to plan every aspect, including estimating the number of volunteers and supplies necessary for completion. Designing a worksheet for each task outlines expectations and allows the volunteer to add project specific input.[15]
• Existing members may not be the ideal candidates for managerial positions. Recruiting the best person for the job is critically important. Volunteers can be recruited. Waiting for someone to fill a position is not taking a proactive, organization first approach. The list of potential leaders should not only include friends and current organizational members. Proven, experienced volunteer leaders can draw upon their previous knowledge to accomplish the most difficult, high-risk tasks. Less experienced volunteers should fill lower risk positions requiring less input. Recruiting someone to fill a high responsibility post requires the same attention to detail of any human resource personnel. Therefore, recruit on a one to one basis by making phone calls and setting up personal meetings.[16]
• Another crucial component to gaining and retaining volunteers for a given organization is matching tasks with volunteer interests. Volunteering can allow people to interact with social groups they might not normally interact with. It can provide the sense of challenge and accomplishment they may not otherwise find in their personal and professional lives. Along the same lines, volunteering provides ample chance for self expression as volunteers are much freer to pick and choose the projects they join. Many feel a patriotic duty to give back to the community that has given them so much. Additionally, genuine interest in the cause they serve initially draws many volunteers to their respective organizations. Recognizing these motivational factors can allow leaders to tailor projects to provide their volunteers a constant source of intrinsic motivation.[17]
• While the word volunteer implies that the term of service for an individual is voluntary, this essential aspect is often overlooked. Allow your volunteers the freedom to complete a given task when and where it is most convenient. Certain volunteers may prefer to work on their own. Accordingly, these participants may not be suited to group projects and networking activities. Cutting down on travel time as well as weekly meeting time will allow volunteers to devote more time to a certain task. Finally, more difficult tasks will require more supervision. Generally, the more difficult the task, the more need for group work and networking.[18]

Conclusion

Your ability to apply the strategies provided within this report as well as those taught during the Volunteer Impact Leadership Training Series will in large part determine your agency’s (volunteer organization’s) growth capacity. All effective leaders are well aware of their region’s demographics, organizational resources, partnership opportunities, and VRL practices.

Sources

“About Rochester.” Rah Rah Rochester. October 2006. 5 June 2007. http://www.rochestercvb.org/visitors/aboutrochester.asp

Bucklin and Smith. The Complete Guide to Non-profit Management. Toronto, Canada: John Wiley and Sons, 2000.

“Fast Facts.” Minnesota State University Mankato. 24 May 2007. 4 June 2007. http://www.mnsu.edu/supersite/about/facts.html

Little, Helen. Volunteers: How to Get Them, How to Keep Them. Naperville, IL: Panacea Press, 1999.

Minnesota Association for Volunteer Administration, MAVA Handbook and Practices. Maplewood, MN: Random, 2007.

Minnesota Association for Volunteer Administration, Mission Possible. Maplewood, MN: Random, 2007.

“Minnesota Quick Facts from the U.S. Census.” U.S. Census Bureau. 7 May 2007. 5 June 2007. http://quickfacts.census.gov/qfd/states/27000.html

“Olmsted County Higher Education Figures.” Official Olmsted County Website. 5 December 2005. 4 June 2007. http://www.co.olmsted.mn.us/

“Public Review Draft.” City of Winona-MN. March 2007. June 4 2007. http://www.cityofwinona-mn.com/se3bin/clientgenie.cgi

\\Quirk, Mary. "Re: Fw: VISTA Community Outreach Coordinator." E-mail to the author. 22 May 2007.

Sigma Phi Epsilon Fraternity, A Lifetime of Responsibility and Brotherhood. Richmond, VA: Random, 2001.

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[1] Quirk, Mary. "Re: Fw: VISTA Community Outreach Coordinator." E-mail to the author. 22 May 2007.

[2] Minnesota Association for Volunteer Administration, MAVA Handbook and Practices. Maplewood, MN: Random, 2007. pg 39

[3] Minnesota Association for Volunteer Administration, Mission Possible. Maplewood, MN: Random, 2007.

[4] Minnesota Association for Volunteer Administration, MAVA Handbook and Practices. Maplewood, MN: Random, 2007. pg. 46

[5] http://quickfacts.census.gov/qfd/states/27000.html

[6] http://www.co.olmsted.mn.us/

[7] http://www.rochestercvb.org/visitors/aboutrochester.asp

[8] http://www.cityofwinona-mn.com/se3bin/clientgenie.cgi

[9] http://www.mnsu.edu/supersite/about/facts.html

[10] http://www.uwolmsted.org/index.cfm?fuseaction=home.viewpage&page_id=5DBC0A6C-CE58-1C2A-6A73585502762CFA

[11] Bucklin and Smith. The Complete Guide to Non-profit Management. Toronto, Canada: John Wiley and Sons, 2000. pg. 177

[12] Bucklin and Smith. The Complete Guide to Non-profit Management. Toronto, Canada: John Wiley and Sons, 2000. pg. 181

[13] Sigma Phi Epsilon Fraternity, A Lifetime of Responsibility and Brotherhood. Richmond, VA: Random, 2001. pg. 27

[14] Minnesota Association for Volunteer Administration, MAVA Handbook and Practices. Maplewood, MN: Random, 2007. pg. 92

[15] Little, Helen. Volunteers: How to Get Them, How to Keep Them. Naperville, IL: Panacea Press, 1999. pg. 20-21

[16] Little, Helen. Volunteers: How to Get Them, How to Keep Them. Naperville, IL: Panacea Press, 1999. pg. 22-23

[17] Little, Helen. Volunteers: How to Get Them, How to Keep Them. Naperville, IL: Panacea Press, 1999. pg. 29-33

[18] Little, Helen. Volunteers: How to Get Them, How to Keep Them. Naperville, IL: Panacea Press, 1999. pg. 47-49