3. Why Place a Value on Volunteers?
• How much is this woman worth to your organisation?
4. Why Place a Value on Volunteers?
• To compare the value of different types of volunteers
• To compare volunteer value to other types of supporters
• To make a case for investment in volunteers
• To understand which types of volunteers offer the highest
value to your organisation
• To understand which types of volunteer fundraising
activities offer the highest value to your organisation
• To understand how much you can afford to invest in
building relationships and supporting different types of
volunteers
5. Making a start: Segmentation
Instead of treating volunteers as an ‘amorphous
mass’ we need to:
• differentiate types of volunteers
• understand what makes each different
We then need to create a comprehensive list of
volunteer types for:
i.groups
ii.individuals
6. Optimising my team’s time
How do I get them to focus
their energies on what is most
important for the business?
7. Value Days
Assign a weighting to different activities
undertaken depending upon their value to
the organisation and the individual’s job
Monitor time against those activities
Calculate a weighted number of hours/days to
measure performance
Set targets for the number of value days per
month or per year
8. Value Days
Charity X - Value Days
Weekly Timesheet
Activity Value Time spent Value Target Variance
(Hours) Hours
Administration 0.1 10 1.00
Servicing existing supporters 0.5 9 4.50
Thank you events 1.0 0 0.00
Developing existing supporters 1.5 5 7.50
Finding new supporters 1.2 4 4.80
Finding legacy pledgers 2.0 5 10.00
Finding HNWIs 2.0 0 0.00
Pledger/HNWI Care 1.5 2 3.00
10. Hierarchy of Support Framework
Band Formal Informal Individuals
Groups Groups
High
Medium
Low
11. value:support matrix
Used to plot the portfolio of community groups
assessing their value (most often financial)
against their required level of support.
It can help organisations to better understand
where each community group sits in terms of
their actual performance relative to their
support needs and how to assess what their
future could be.
14. contribution:value matrix
The logical next step as it goes beyond cash…
It is designed to help fundraisers place a value
beyond financial on their community groups and
can be used in two ways:
• to assess actual value
• to assess potential value
16. Budget 2010
Group name and type
Criteria
Contribution Value Matrix
income (bands 1-10, each band worth £5k)
Value
Other value (bands 1-10, for values such as networks, amabassadors,
Existing
campaigners, etc.)
Direct Costs (1 for no direct costs up to 10 in £5k jumps)
Cost
Staff effort (1 for no time up to 10 for very labour intensive)
Community Fundraising Committees / Groups
Profit
income (bands 1-10, each band worth £5k)
Value
Other value (bands 1-10, for values such as networks, amabassadors,
campaigners, etc.)
Direct Costs (1 for no direct costs up to 10 in £5k jumps)
Cost
Staff effort (1 for no time up to 10 for very labour intensive)
Potential (additional value and cost only)
Profit
comments
Contribution:Value Matrix
17. Breakout Session -Supporting Groups
How useful is segmentation as a driver for staff
behaviour – currently and potentially?
What could you and your team(s) do differently in
the way that you manage and support
Branches/Groups/Committees…so that you
achieve volunteer income leverage without
compromising customer service?
18. Breakout Session – Focus on Individuals
What are the challenges that you face in
order to apply the hierarchy model to
individual supporters?
How might you overcome these?
19. Rewarding volunteers
• Why do I volunteer?
• Passionate belief in the cause
• Because I was asked by a friend
• I want to put something back
• I want to improve my CV
• The job looked interesting
20. Rewarding volunteers
• Thank them
• Celebrate
• Treats
• Anniversaries (personal and corporate)
• Social activities
• Lapel pins (silver, gold, diamante)
• Training
• Promotion
