Organizations must be prepared to work with their volunteers in a manner that results in a mutually beneficial relationship—one in which the organization knows that something productive and necessary is being accomplished by volunteers and the individual volunteers believe that their talents and strengths are being utilized and appreciated.

As part of the Unified State Plan, a task force of experts in the field of volunteer management developed the following quality assurance standards. Their purpose is to promote excellence and accountability for every organization in the State of Texas that utilizes volunteers to help accomplish their mission. This includes small, rural grassroots organizations up to organizations with thousands of active volunteers.

The 6 major areas covered by the standards document include:

Leadership

Resources
Planning and Infrastructure
Volunteer Engagement
Measurement and Evaluation
Recognition and Celebration

It is the desire of the task force that you will find this document useful in your work with volunteers. The task force consisted of individuals from the One Star Foundation (TxCVCS), Texas Center for Service-Learning, the Corporation for National and Community Service, Non Profit Management Centers, Volunteers Centers and the Network of Directors of Volunteers in Texas as well as a statewide teleconference group and a focus group at the 2003 Governor’s Volunteer Leadership Conference.

• The organization and its leadership articulate and broadly share a vision for volunteerism. This vision is apparent in selected documents, such as an organization’s mission statement, its strategic plan, and its annual report.

• The organization designates a qualified staff person to manage the volunteer program. This responsibility is reflected in the person’s job description and constitutes a significant, dedicated time commitment to the management and well being of volunteers within the organization. The manager of volunteers reports to senior management and participates in appropriate organizational planning activities.

• The organization conceptualizes volunteer involvement broadly and is responsive to changing trends in volunteerism.

• The organization budgets sufficient financial, technological, and human resources to facilitate volunteer involvement.

• The organization plans for, and budgets to support, a qualified manager of volunteers and his or her ongoing professional development.

• Appropriate physical space and resources are allocated for volunteers as well as for the manager of volunteers.

• All staff are aware of their responsibility to interact positively with volunteers and are trained to engage volunteers in the work of the organization.

• The organization’s strategic plan incorporates the work and contribution of direct, indirect, policy, and when appropriate, advocacy volunteers.

• Policy and procedure documents for volunteers are written and kept current. These documents address risk management, liability issues, and other volunteer personnel concerns and are consistent with policies and procedures for staff.
• Systems are in place for record keeping and data collection.

• Electronic and print communication systems facilitate staff and volunteer interaction. Volunteer opportunities, including on-line volunteering, are easily accessible to potential volunteers (through websites, newsletters, etc) and are kept current.

• An ongoing, targeted recruitment plan is designed to create a diverse community of volunteers.

  Each volunteer has a comprehensive position description that outlines performance expectations and a designated supervisor who gives regular feedback relative to his or her performance.

• Volunteers are interviewed, screened, and placed in positions that meet the needs of the organization and complement the skills and abilities of the volunteer.

• Volunteers are subject to background and reference checks commensurate with the risk associated with the position sought.

• Volunteers are oriented to the organization and its work and trained for the duties they are asked to perform.

• Measurable goals and objectives, coupled with systems to monitor progress, provide for the ongoing evaluation of the volunteer and the program.

• Surveys and interviews, including exit interviews, monitor the experience of volunteers and provide a basis for program evaluation and improvement.

• The monetary value of the volunteer contribution is monitored and reported in agency reports. It is recommended that programs establish a consistent point of reference such as the ascribed value designated by the Independent Sector.

• Volunteers are formally thanked for the work they perform towards achieving the mission of the organization.

• Volunteers are recognized on an ongoing basis for their assistance and dedication.

• Staff are acknowledged for their contribution to the volunteer program.