WCC Final Draft

Consulting Cover Letter
Monday, April 6, 2015
TO:
4kids1st
2625 Townsgate Rd Ste 330
Westlake Village, CA, 91361 United States
FROM:
West Coast Consulting
24255 Pacific Coast Hwy
Malibu, CA 90263
Attn: Kathy Greco
Dear Kathy Greco,
Thank you for again for your willingness to work with West Coast Consulting and your
continued dedication to 4kids1st.
Enclosed is a draft of our final report containing our research, recommendations, and an
implementation strategy for 4kids1st. In this report, West Coast Consulting has addressed the
objectives initially put forward in our Contract and our Interim Report. West Coast Consulting
provides a proposal to solving 4kids1st’s business challenge through a Volunteer Acquisition,
Management, and Retention Guide.
It was a pleasure working with you and we would like to thank you for your support and
assistance and we hope that this can make a difference in the lives of many children and their
families!
Best Regards,

24255 Pacific Coast Highway, Malibu, CA 90263 West Coast Consulting
michael.swanner@pepperdine.edu Phone: 760.212.8244
Table of Contents
Executive summary………………………………………………………………………...Section 1
Introduction………………………………………………………………………………..Section 2
Methodology………..……………………………………………………………………...Section 3
Interim Suggestions…………………………………………………………………............Section 4
Analysis, Recommendations, and Observations……………………………………………Section 5
Ways for Implementation…………………………………………………………………..Section 6
Conclusion………………………………….……………………………………………...Section 7
Team Portfolio…………………………………………………………………………......Section 8
Contract………………………………..…………………………………………………..Section 9
Interim Report……………………..………………………………………………….…..Section 10
Appendix A………………………...……………………………………………………..Section 11
Appendix B………………...………………………………………………………….….Section 12
Appendix C……………………………………………………………………,……...….Section 13
Appendix D…………………………………………………………………………...….Section 14
Appendix E…………………………………………………………………………...….Section 15
Appendix F…………………………………………………………………………...….Section 16
Volunteer Acquisition and Management Guide………………..…………………….….....Section 17
Volunteer and Client Survey………………………………………………………….…...Section 18
List of potential partnerships……………………………………………………….….….Section 19
Parent Mentor Job Description………………………………………………………..….Section 20
VFI Index……………………………………………………………………………...….Section 21
Volunteer Training Manual…………………………………………….……………..…...Section 22

Executive Summary
West Coast Consulting has been pleased to work with 4kids1st over the past several months
to aid the organization’s continued mission of excellence in its local community and to the children
whom they serve. Upon our initial meeting in January, West Coast Consulting learned of the
exciting and successful advocacyprograms which 4kids1st provides for youth in the K-12 school
system. West Coast Consulting also became aware of the program’s need for volunteers. Such
programs can be work intensive, and West Coast Consulting was provided the task of identifying
strategies of the 21st
Century to both research the current nonprofit environment and improve
volunteer contributions to the organization through the utilization of such research.
As 4kids1st currently lacksvolunteers, West Coast Consulting has created a comprehensive
Volunteer Acquisition and Management Guide through scholarly research which will be highly beneficial
to the organization’s desire to establish a standardized program for the acquisition, management and
retention of volunteers. Through this guide, West Coast Consulting hopes to provide sustained
success for 4kids1st by creating a volunteer network for parents to use as resources. In addition,
West Coast Consulting’s resources have also been focused on providing volunteers, specialized in
the field of law, that are able to help assist parents in school board meetings. Furthermore, West
Coast Consulting has come up with ideas, through intensive research, to aid 4kids1st with the ability
to retain their volunteers and maximize their efficiency.
West Coast Consulting appreciates the work that 4kids1st provides for the children of the
community. West Coast Consulting also appreciates the opportunity to be able to work with Kathy
Greco, whose selflessness inspired West Coast Consulting to work hard to generate valuable
information, so more children may be able to benefit from 4kids1st in the future.

INTRODUCTION
West Coast Consulting’s purpose is to establish collaborative relationships with charitable
organizations and develop strategies that increase organizational efficiencyand effectiveness.
ARTICLE 1: BUSINESS BACKGROUND
1.1 CLIENT
4kids1st is a non-profit established by Kathy Greco according to the belief that “every kid
deserves the opportunity to learn, to build relationships, to have enough nourishment to be
able to focus on education, and to be a part of building a better tomorrow regardless of their
socio-economic status.” Additionally, 4kids1st is an advocacy network created to support
families through the Individualized Educational Program (IEP) process of their child’s
school district and educate families of newly diagnosed children on their rights in this
process. President Kathy Greco also conducts Minimum Continuing Legal Education
(MCLE) courses in order to better educate the legal community about special education
advocacy.
1.2 CONSULTANTS
West Coast Consulting is comprised of four Pepperdine University seniors. These students
will strive to combine their various skills into a project that will accomplish the goals of
4kids1st enumerated in this contract. Each consultant will bring skills and experience to this
project in areas such as business administration, consulting, non-profit management, and
social media in order to achieve the objectives set forth by 4kids1st.
ARTICLE 2: BUSINESS CHALLENGE
After meeting with 4kids1st, West Coast Consulting has identified one main business challenge with
regards to volunteer acquisition, management, and retention.
2.1 ACQUIRING, MANAGING, AND RETAINING VOLUNTEERS
4kids1st has no paid staff and currently no volunteers. Therefore, there is a need for
volunteers, specifically parents who have children with disabilities and have learned how to
navigate the school system to ensure the special needs of their children are being met. These
individuals are uniquely equipped to support other parents whose children are going through
the same process, and they can contribute significantly by attending school meetings with
these parents and informing them of their rights. Also, professionals and students in the field
of law would be ideal volunteers. All current operations are performed almost exclusively by
Kathy Greco. In addition, there are no formal documents or procedures in place to manage
the volunteers involved with the organization. Once those volunteers are acquired, there will
need to be a process to help ensure that they will be retained and continue to volunteer with
4kids1st.

ARTICLE 3: PROJECT OBJECTIVE
3.1 VOLUNTEER ACQUISITION AND MANAGEMENT GUIDE
West Coast Consulting is developing and creating the Volunteer Acquisition and
Management Guide to address 4kids1st’s challengeswith obtaining and retaining
volunteers. As of March 11, 2015, West Coast Consulting has conducted
preliminary research and interviews on volunteer acquisition, management, and retention 1)
to identify the most effective current techniques being employed by nonprofit organizations
and 2) to gather statistical data on volunteer motivations that can be leveraged to distinguish
the best candidates for volunteering, 3) to establish partnerships with organizations that can
assist with the acquisition of volunteers, and 4) to compile information for the creation of a
Volunteer Job Description to be included in the guide.
3.2 VOLUNTEER JOB DESCRIPTION
West Coast Consulting will write and formalize a Volunteer Job Description for future use by
4kids1st which outlines job descriptions for various volunteer positions; most notably the
Parent Mentor position. This description includes information like volunteer responsibilities
and tasks. West Coast Consulting is currently gathering additional information like
qualifications needed, time commitment, expectations for outcomes, and a training and
support plan for volunteers in order to establish and manage program and participant
expectations

ARTICLE 4: METHODOLOGY
West Coast Consulting conducted primary and secondary research in order to find solutions for
4kis1st’s challenge with volunteer acquisition, management, and retention.
4.1 VOLUNTEER ACQUISITION
West Coast Consulting conducted primary (questionnaire and focus group) and secondary
research (studies) to discover the most effective volunteer acquisition practices being
currently employed by organizations and to identify demographic characteristics and motives
that reliably predict subsets of people who are most likely to volunteer. West Coast
Consulting also established initial collaboration discussions with the Pepperdine School of
Law Special Education Advocacy Clinic and listed other local organizations with which
4kids1st can potentially partner in order to connect volunteers desiring to serve in an
advocacy role with children in need of advocacy services.
These findings have been included in the Volunteer Acquisition and Management Guide which
4kids1st may use in exploring a collaborative volunteer relationship with organizations like
the Pepperdine School of Law Special Education AdvocacyClinic with which West Coast
Consulting has established initial collaboration discussions and other local organizations that
West Coast
4.2 VOLUNTEER MANAGEMENT
West Coast Consulting utilized primary (questionnaire and focus group) and secondary
research (studies) to discover the most effective volunteer management practices being
currently employed by organizations intended to provide 4kids1st with a strategy to best
govern their volunteers.
4.3 VOLUNTEER RETENTION
West Coast Consulting conducted primary and secondary research to discover the most
effective volunteer retention practices being currently employed by organizations and to
identify volunteer motives that reliably predict subsets of people who are most likely to
continue their volunteer contributions after their initial project has been completed.
This research was conducted by several methods, including:
1. Reading and analyzing scholarly studies, books, and articles
2. Conducting interviews with various nonprofit organizations
3. Receiving information from Kathy regarding desired volunteer roles, duties, and
qualifications
4. Conducting student focus groups
5. Exploring potential strategic partnerships

4.4 PRIMARY DATA RESEARCH
West Coast Consulting created an interview questionnaire which was distributed to three
nonprofit organizations and facilitated a focus group in order to identify the best practices
related to volunteer acquisition, management, and retention.
4.4.1 Questionnaire | Non-profit Organizations
West Coast Consulting distributed an interview questionnaire to three (3) nonprofits
to identify best practices in the areas of volunteer acquisition, management, and
retention. These questionnaires were sent by West Coast Consulting team members
to professional contacts with each of the selected organizations with whom the team
members have previously established working relationships. West Coast Consulting
analyzed the answers provided to help form suggestions shown in the Volunteer
Acquisition and Management Guide.
4.4.2 Focus Group
West Coast Consulting facilitated focus groups to probe college students’
perspectives on the most influential ideas identified within the studies researched by
West Coast Consulting regarding volunteer acquisition, management, and retention.
These groups compiled a list of the most effective practices regarding the three
aforementioned categories from their prior volunteering experiences. The focus
group allowed West Coast Consulting to use the insight of 12 college students, as
well as professional consultant Amy Johnson, to evaluate the most influential
theories and practices regarding volunteer acquisition, management, and retention.

ARTICLE 5: INTERIM SUGGESTIONS
5.1 VOLUNTEER ACQUISITION
West Coast Consulting used academic journals, data and other published research to conduct
extensive research on volunteer acquisition. West Coast Consulting also contacted several
nonprofits who have been successful in acquiring volunteers. West Coast Consulting’s top
insights are listed below.
1. Volunteers motivated by the opportunity to express their humanitarian values were more
likely to be satisfied than all of the other six “motives” categories. Perceived
meaningfulness of the work is a significant statistical predictor of satisfaction for the
“values” volunteer and can be facilitated by a transformational leader whose behavior
influences the extent to which volunteers see their work as personally meaningful.
(Dweyer, Bono, Snyder, Nov, and Berson 2013; Appendix C)
2. Volunteers motivated by the opportunity for self-esteem enhancement were more likely
to be satisfied than all of the other six “motives” categories except “values”. The quality
of team relationships is a significant statistical predictor of satisfaction for the
“enhancement” volunteer and can be facilitated by a transformational leader whose
behavior affects the quality of team relationships. (Dweyer et al. 2013; Appendix C)
3. As stated by Habitat for Humanity, “Our reputation is our biggest selling point, then
communicating through social media, emails, and a lot of partners (corporate, church,
school groups, civic partners, etc.).” (Interview with Tricia Keen 2015; Appendix B)
4. Recruitment of volunteers should be done with a major campaign to address the needs
of the agency, the needs of the volunteer, and the needs of the director. (Murk 1991;
Appendix C)
5. Presenting a job description to the applicant at the first meeting is crucial. Objectives
should be specifically outlined as to the task, duration, duties, and meaning of the
voluntary activity. (Ellis 2002; Appendix C)
6. (97%) of people who volunteer do so because they want to help others, (93%) because
they enjoy the work, and (89%) because they are personally interested in the specific
work or cause for which they volunteer their services. (Murk 1991; Appendix C)
7. Many women use volunteering as a training ground or a stepping stone to paid jobs.
(Varner 1983; Appendix C)

5.2 VOLUNTEER MANAGMENT
West Coast Consulting researched the best methods and practices in managing volunteers.
West Coast Consulting discussed volunteer management with several nonprofits. In
addition, West Coast Consulting used academic journals, data and other published research
to provide the best insights in regards to volunteer management, which are listed below.
1. Organizations should cultivate transformational leaders and emphasize how volunteering
benefits others and makes volunteers feel good. (Dwyer 2013; Appendix C)
2. When training volunteers, one should never assume that they know everything they will
need to know about the agency. Everyone needs a good orientation or training program.
(Murk 1991; Appendix C)
3. 70% of people surveyed reported that training was an important incentive for
participation. (Murk 1991; Appendix C)
5.3 VOLUNTEER RETENTION
West Coast Consulting gained knowledgeable insight on volunteer retention with the help of
academic journals, data, other published research and interviews with nonprofits. The
research allowed West Coast Consulting to distinguish the following points as the most
important in regards to volunteer retention.
1. Volunteers who were motivated to volunteer to gain understanding of others
contributed more than all of the other six “motives” categories. The “understanding”
motive is a significant positive predictor of volunteer contribution beyond the first project.
(Dweyer, Bono, Snyder, Nov, and Berson 2013; Appendix E)
2. Volunteers contributed less if motivated by esteem enhancement or social concerns. The
“enhancement” and “social” motives are significant negative predictors of volunteer
contribution beyond the first project. (Dweyer et al. 2013; Appendix E)
3. Unlike their significance in predicting volunteer satisfaction, team leaders’
transformational leadership behaviors, perceived meaningfulness of the work, and team
relationship quality were not significant predictors of volunteer contributions. (Dweyer et
al. 2013; Appendix E)
4. As stated by Habitat for Humanity, “Thanking volunteers is a huge component (on the
day of as well as a follow-up email thanking them, send them photos of the project, link
to a survey to get feedback) and post photos on Facebook.” (Interview with Tricia Keen
2015; Appendix B)
5. Whether it’s a formal presentation of a plaque, a handwritten note, or even a
personalized form letter handed to the volunteer, the important thing is to let the
volunteer know that his or her service is appreciated and to give public recognition of
that appreciation. (Varner 1983; Appendix C)

ARTICLE 6: ANALYSIS, OBSERVATIONS, & RECOMMENDATIONS
West Coast Consulting researched primary and secondary sources in order to come up with a
solution for Volunteer acquisition, retention, and management. Below is a list of recommendations
based upon the analysis and observations that were made.
6.1 VOLUNTEER ACQUISITION ACTION POINTS
1. Motivation
2. Job description
3. Public relations
6.2 VOLUNTEER ACQUISITION RECOMMENDATIONS AND RESEARCH
OBSERVATIONS
6.2.1 MOTIVATION
a. West Coast Consulting recommends 4kids1st recruits volunteers who have
personal experience with the mission of their organization and who are
passionate about helping families
i. 97% of people who volunteer do so because they want to help others, 93% because they
enjoy the work, and 89% because they are personally interested in the specific work or
cause for which they volunteer their services. (Murk 1991; Appendix C)
b. West Coast Consulting recommends 4kids1st assesses the motives of new
volunteers
i. The nonprofit organization’sstaff must do is to match the individual volunteer’s
abilities, interests, and capabilities, as much as possible, with the job to be done
(Varner 1983; Appendix C).
6.2.2 JOB DESCRIPTION
c. West Coast Consulting recommends 4kids1st provides potential volunteers with
a volunteer job description outlining the details of their position
i. This should include volunteer responsibilities and expectations, as well as
the qualifications needed for each position
d. Presenting a job description to the applicant at the first meeting is crucial. Objectivesshould be
specifically outlined as to the task, duration, duties, and meaning of the voluntary activity.
(Ellis 2002; Appendix C)
6.2.3 PUBLIC RELATIONS
e. West Coast Consulting recommends 4kids1st develops their social media
platform in order to publicize the work of the organization and recruit volunteers
i. West Coast Consulting recommends 4kids1st recruits an intern or
volunteer who can manage the 4kids1st website, Facebook page, and
Twitter account
f. West Coast Consulting recommends 4kids1st establishes connections with
partner organizations
i. Focus volunteer acquisition efforts on large organizations like universities
that can funnel continuous stream of volunteers
ii. These organizations can also assist with pre-screening of ideal candidates

iii. Habitat for Humanity and Healthy Child Healthy World both emphasize the
importance of establishing collaborative partnerships for recruiting volunteers
6.3 VOLUNTEER MANAGEMENT ACTION POINTS
1. Orientation and training
2. Communication
6.4 VOLUNTEER MANAGEMENT RECOMMENDATIONS AND OBSERVATIONS
6.4.1 ORIENTATION AND TRAINING
a. West Coast Consulting recommends 4kids1st ensures volunteers are informed
about the history and mission of the organization, and that they are prepared for
the tasks they will be given
i. When training volunteers, one should never assume that they know everything they will
need to know about the agency. Everyone needs a good orientation or training program.
(Murk 1991; Appendix C)
b. West Coast Consulting recommends 4kids1st schedules regular training sessions
for volunteers to address concerns, offer support, and inform volunteers of
updates or changes taking place in organizational programs
6.4.2 COMMUNICATION
a. West Coast Consulting recommends 4kids1st assigns volunteers to a specific staff
member or volunteer manager
i. In many cases, it’s quite appropriateto designate someone who will be following up with
[the volunteer]. You don’t have to do everything yourself. In fact, that’s one of the
shortcomings often found in leaders of volunteers(Rafe 2013; Appendix _ )
b. West Coast Consulting recommends 4kids1st initiates personal contact through
face-to-face meetings or by phone, rather than email, whenever possible
6.5 VOLUNTEER RETENTION ACTION POINTS
1. Volunteer satisfaction
2. Acknowledgment and appreciation
6.6 VOLUNTEER RETENTION RECOMMENDATIONS AND OBSERVATIONS
6.6.1 VOLUNTEER SATISFACTION
a. West Coast Consulting recommends 4kids1st administers volunteer and client
surveys consistently via email or phone
i. Send a questionnaire to both clients and volunteers on a regular basis to
receive their feedback regarding programs
ii. Use this feedback to strengthen the efficacy of the program and provide
a more satisfactory volunteer experience
6.6.2 ACKNOWLEDGEMENT AND APPRECIATION
a. West Coast Consulting recommends 4kids1st personally and corporately shows
appreciation for volunteers
b. Acknowledge and celebrate the efforts of individuals as much as possible

i. Habitat for Humanity and Healthy Child Healthy World consider thanking
volunteers a huge component of their organizational programs and a main reason
volunteers continue to give their tim

ARTICLE 7: STRATEGY FOR IMPLEMENTING THE RESULTS
West Coast Consulting has outlined the following steps for implementing the recommendations for
volunteer acquisition, management, and retention set forth in Section 5 of this report. We hope
these steps will provide useful methods for executing any of the recommendations previously stated.
7.1 VOLUNTEER ACQUISITION IMPLEMENTATION STRATEGIES
7.1.1 MOTIVATION
1. In order to find volunteers who are both motivated and connected to the
mission of 4kids1st, 4kids1st can contactprevious clients of the organization
who have experience with the IEP process
a. May: begin contacting previous who could serve as potential Parent
Mentors
b. June: finalize list of volunteers
c. July: begin volunteer orientation and training process (further details in
Part III of this section)
2. 4kids1st can use the VFI instrument (Appendix) to assess the motives of new
voluteers and place them in the appropriate positions that will prove mutually
beneficial for both these individuals and the organization
a. To be administered in June to final list of volunteers
7.1.2 JOB DESCRIPTION
1. 4kids1st can provide the attached job descriptions (Section 18) to potential
volunteers. This will give these individuals an idea of the role a volunteer plays in
the organization and clearly outline the expectations related to the position.
a. To be distributed in May during initial volunteer search
7.1.3 PUBLIC RELATIONS
1. In order for 4kids1st to establish collaborative partnerships with other
organizations that can provide both interns and volunteers, West Coast
Consulting has compiled a list of potential contacts that can be found in Section
17 of this report.
a. West Coast Consulting suggests 4kids1st begins contacting these
organizations immediately in order to have strategic partnerships
established for the 2015-2016 school year.
2. 4kids1st should use the strategic partnerships established to hire an intern that
can manage the social media platform for 4kids1st that was created by the last
consulting group.
7.2 VOLUNTEER MANAGEMENT IMPLEMENTATION STRATEGIES
7.2.1 ORIENTATION AND TRAINING
1. Timeline for a new Parent Mentor
a. July: Volunteer Orientation and Family Placement
i. Week 1: orientation and training for volunteers
ii. Week 2: Parent Mentor has initial intake conversation with potential
client; following this conversation, Parent Mentor to meet in person or

by phone with 4kids1st representativeto discuss Potential Clients’
situation
iii. Week 3: Parent Mentor to review client intake application and draft a
brief synopsis for review by 4kids1st representative
b. August-June: School Year
i. Mentor to attend monthly ongoing training for Parent Mentors and
Volunteers
ii. Mentor to attend monthly meeting with parent and 4kids1st staff (to
take place the first Wednesday of every month)
iii. Mentor to attend school board and IEP meetings with parents as
needed, followed by a follow-up meeting with 4kids1st representative
iv. Mentor to communicate with parents, offer support, and answer
questions as needed
2. Volunteer Training Manual (Section 20)
7.2.2 COMMUNICATION
1. As soon as a volunteer signs up, 4kids1st should designate a staff contact for this
individual and make a welcoming phone call
2. Within a week, this staff member should schedule an in-person orientation
meeting with the volunteer, if the volunteer was recruited after the July training
sessions
7.3 VOLUNTEER RETENTION IMPLEMENTATION STRATEGIES
7.3.1 VOLUNTEER SATISFACTION
1. West Coast Consulting has created two surveys: one for client satisfaction and
one for volunteer satisfaction. These surveys should be sent to clients and
volunteers on the first Monday of each month.
7.3.2 ACKNOWLEDGEMENT
1. Individual appreciation of volunteers can be communicated in numerous ways:
through a handwritten note, phone call, social media post, face-to-face
conversation, or presentation of a plaque or certificate
a. These appreciation gestures should be made monthly
2. Corporate appreciation should also be communicated, for instance by having a
luncheon or dinner for the volunteers at the end of the school year around the
first week of June.

ARTICLE 8: CONCLUSION
West Coast Consulting has been working with 4kids for over four months. West Coast Consulting
has researched trends in the nonprofit sector in how to acquire, manage, and maintain volunteers.
West Coast Consulting has also interviewed three nonprofits in regards to their volunteer programs.
West Coast Consulting has come up with solutions to solve 4kids1st business challenge with
strategies provided in a Volunteer Acquisition and Management Guide.
West Coast Consulting has conducted intensive research and have made the following
recommendations based off the analysis for the Volunteer Acquisition and Management Guide.
ACQUISITION
1. 4kids1st recruits volunteers who have personal experience with the mission of their
organization and who are passionate about helping families
2. 4kids1st assesses the motives of new volunteers
3. 4kids1st provides potential volunteers with a volunteer job description outlining the
details of their position
4. 4kids1st develops their social media platform in order to publicize the work of the
organization and recruit volunteers
5. 4kids1st establishes connections with partner organizations
MANAGEMENT
1. 4kids1st ensures volunteers are informed about the history and mission of the
organization, and that they are prepared for the tasks they will be given
2. 4kids1st schedules regular training sessions for volunteers to address concerns, offer
support, and inform volunteers of updates or changes taking place in organizational
programs
3. 4kids1st assigns volunteers to a specific staff member or volunteer manager
4. 4kids1st initiates personal contact through face-to-face meetings or by phone, rather
than email, whenever possible
RETENTION
1. West Coast Consulting recommends 4kids1st personally and corporately shows
appreciation for volunteers
2. West Coast Consulting recommends 4kids1st administers volunteer and client
surveys consistently via email or phone
West Coast Consulting is excited to see our recommendations and strategies for 4kids1st bring
sustained success and growth to the nonprofit. West Coast Consulting hopes that their efforts have
increased the chance for every child to have success and happiness in this world.

West Coast Consulting Contract with 4kids1st
Wednesday, February 4, 2015
TO:
4kids1st
FROM:
Malibu, CA 90263
Attn: Kathy Greco
Dear Kathy Greco,
Thank you for taking the time to meet with us on Sunday, January 25, for our initial meeting
and for actively engaging in communication with us since then to help us better understand the
services 4kids1st provide and the potential areas for improvement for the organization. We really
enjoyed getting to know you and learning about 4kids1st. We are excited to work with you and to
form a plan for a better future for children with special needs and their families.
Enclosed you will find a contract agreement between 4kids1st and Westcoast Consulting
outlining the key objectives we have discussed regarding volunteer acquisition and retention
strategies. If you have any questions or would like to suggest changes please email us or contact
Michael Swanner directly. If you agree to the terms of this contract, please sign and date the last
page and return it to West Coast Consulting by Wednesday, February 4th, 2015.
We look forward to working on this project with you over the next few months.
Best Regards,

INTRODUCTION
West Coast Consulting’s purpose is to establish collaborative relationships with charitable
organizations and develop strategies that increase organizational efficiencyand effectiveness.
This contract establishes and manages a working environment:
Between: 4kids1st
And: West Coast Consulting
Malibu, CA 90263
This contract is effective from Thursday, February 5th, 2015 until Monday, April 20th, 2015. This
contract binds West Coast Consulting into completing all of the following business challenges for
4kids1st. 4kids1st, in return, will work with West Coast Consulting for the duration of this contract
by providing requested information necessary for the completion of their work.
ARTICLE I: BUSINESS BACKGROUNDS
1.1 CLIENT
4kids1st is a non-profit established by Kathy Greco according to the belief that “every kid
deserves the opportunity to learn, to build relationships, to have enough nourishment to be
able to focus on education, and to be a part of building a better tomorrow regardless of their
socio-economic status.” Additionally, 4kids1st is an advocacy network created to support
families through the Individualized Educational Program (IEP) process of their child’s
school district and educate families of newly diagnosed children on their rights in this
process. President Kathy Greco also conducts Minimum Continuing Legal Education
(MCLE) courses in order to better educate the legal community about special education
advocacy.
1.2 CONSULTANTS
West Coast Consulting is comprised of four Pepperdine University seniors. These students
will strive to combine their various skills into a project that will accomplish the goals of
4kids1st enumerated in this contract. Each consultant will bring skills and experience to this
project in areas such as business administration, consulting, non-profit management, and
social media in order to achieve the objectives set forth by 4kids1st.

ARTICLE 2: BUSINESS CHALLENGE:
After meeting with 4kids1st, West Coast Consulting has identified one main business challenge with
regards to volunteer acquisition and management.
2.1 ACQUIRING AND MANAGING VOLUNTEERS
4kids1st has no paid staff and operates entirely from a group of passionate and dedicated
volunteers. Therefore, there is a need for more of these volunteers, specifically parents who
have children with disabilities and have learned how to navigate the school system to ensure
the special needs of their children are being met. These individuals are uniquely equipped to
support other parents whose children are going through the same process and assist parents
attending school meetings for the first time by informing them of their rights. This task is
currently performed by Kathy Greco. In addition, there are no formal documents or
procedures in place to manage the volunteers involved with the organization.
West Coast Consulting will develop and create a Volunteer Acquisition and Management Guide
containing:
 A plan for acquiring new volunteers consisting of 1) research of existing nonprofit practices
and internal motivators 2) identification of unutilized resources and 3) providing innovative
solutions for maximizing those resources.
 A strategy for managing existing volunteers through 1) volunteer retention research focused
on existing nonprofit practices and internal motivators and 2) the creation of formal and
informal training programs.
This written reports will provide 4kids1st with an increased network of potential volunteers
and expand existing organizational resources.
4.1 SELECT ORGANIZATIONS
4kids1st and West Coast Consulting will collaborate to select between three (3) and five (5)
nonprofit organizations to use for research of volunteer acquisition and management
strategies.
4.2 RESEARCH VOLUNTEER ACQUISITION AND MANAGEMENT
STRATEGIES

West Coast Consulting will conduct research of the existing nonprofit environment and the
selected three (3) to five (5) nonprofit organizations to determine which methods have been
the most successful in acquiring and retaining volunteers for programs like 4kids1st.
4.2.1 Volunteer Acquisition Research
West Coast Consulting will contact existing nonprofits to determine the most
effective uses of tools like social media for attracting institutional and individual
volunteers and review studies discussing internal motivators that cause people to
volunteer.
In addition, West Coast Consulting will analyze the utilization of existing resources
like former and current clients and explore the possibility of establishing partnerships
with institutions like universities (law schools specifically).
4.2.2 Volunteer Management Research
West Coast Consulting will contact existing nonprofits to identify effective volunteer
retention practices and review studies discussing internal motivators that promote
lasting relationships with volunteers.and incorporate thesefindings into a work plan in a
manner that best integrates the findings with the existing framework of 4kids1st.
4.3 COLLECT DATA
West Coast Consulting will incorporate interviews and research studies into the Volunteer
Acquisition and Management Guide. These methods will be conducted in the following ways:
1) Interviews will be conducted with representatives from the selected
institutions and nonprofit organizations, and clients and volunteers from 4kids1st to
identify volunteer acquisition and retention methods and compile the information
necessary for the creation of a formal and informing training program.
2) Observations will be conducted at monthly workshops and at advocacy
meetings to compile information necessary for the creation of the formal training
program.
3) Online research will be conducted to identify important considerations like
volunteer motives and expectations for the acquisition and retention of volunteers.
4.4 ANALYZE / COMPILE VOLUNTEER ACQUISITION AND MANAGEMENT
GUIDE
4.4.1 Analyze
After volunteer acquisition and management research and data collection is
completed, West Coast Consulting will provide: 1) an overview of the most effective

existing practices and philosophies regarding volunteer acquisition and retention 2)
an assessment of the current of level of utilization of existing resources 3)
recommendation of partnerships to develop and maintain and 4) instructional for the
immediate implementation of a formal training program and 5) instructional for the
development of an informal network to facilitate and support client education and
volunteer training .
4.4.2 Compile Volunteer Acquisition and Management Guide
All of the above segments will be compiled into the 4kids1st Volunteer Acquisition and
Management Guide.
4.5 EVALUATE INTERIM PROGRESS
After establishing contacts and conducting research, West Coast Consulting will collaborate
with 4kids1st and present the findings in order to finalize the report.
4.7 FINAL EVALUATION
West Coast Consulting will provide 4kids1st with a volunteer acquisition and management
strategy compiling the research analyzed and data collected regarding volunteer acquisition
and retention. This report will apply these research findings directly to the structure of
4kids1st and provide a framework for moving forward.
ARTICLE 5: EXPECTATIONS
5.1 Primary communication between 4kids1st and West Coast Consulting will be done through
Slack.
5.2 Direct communication by text will be sent to the primary contact of West Coast Consulting,
Michael Swanner.
5.3 All communications will be returned within 24 hours unless special circumstances are addressed.
5.4 Each party will meet when requested to do so at a time that is convenient for both parties.
5.5 A progress report between parties will be given every week.
5.6 Each party will hold themselves to the highest standards of respect and helpfulness to the other
party.
5.7 Final report will be presented to 4kids1st in the Pepperdine Communications and Business
Building the week of April 20, 2015.

ARTICLE 6: TIMELINE
6.1 Attend parent meeting Wednesday, February 4th 2015.
6.2 Signed contract by Thursday, February 5th, 2015.
6.3 Interim project evaluation meeting by Wednesday, March 18th, 2015.
6.4 Check-in meeting before final presentation by Sunday, April 12, 2015.
6.5 Final Presentation to 4kids1st on Monday, April 20th, 2015.
ARTICLE 7: CONFIDENTIALITY AGREEMENT
Any information provided throughout this project will remain confidential between 4kids1st, West
Coast Consulting, Amy Johnson and concerned parties.
ARTICLE 8: FINAL PROVISIONS
8.1 This article is not legally binding
8.2 This contract may be mutually amended by Wednesday, April 15, 2015.
ARTICLE 9: SIGNATURES
West Coast Consulting looks forward to working with 4kids1st in the development of a sustainable
volunteer aquisition and management strategy.
Your signature acknowledges agreement to the terms and conditions of this contract between West
Coast Consulting and 4kids1st.

Memorandum
Wednesday, March 11, 2015
TO: FROM:
Kathy Greco West Coast Consulting
4kids1st Pepperdine University
2625 Townsgate Rd Ste 330 24255 Pacific Coast Highway
Westlake Village, CA 91361 Malibu, CA 90263
This memorandum is to inform 4kids1st of the attached interim progress report detailing West
Coast Consulting’s actual progress with the Volunteer Acquisition and Management Guide. In the report,
updates are provided on the contractual items, supporting research, current problems and
challenges, and other relevant documentation. Michael Swanner will coordinate future
communications between 4kids1st and West Coast Consulting to ensure that the needs and
concerns of 4kids1st are being addressed in a collaborative manner.
Best Regards,

1.1 VOLUNTEER ACQUISITION AND MANAGEMENT GUIDE
West Coast Consulting is developing and creating the Volunteer Acquisition and
Management Guide to address 4kids1st’s challengeswith obtaining and retaining volunteers.
As of March 11, 2015, West Coast Consulting has conducted preliminary research and
interviews on volunteer acquisition, management, and retention 1) to identify the most
effective current techniques being employed by nonprofit organizations and 2) to gather
statisticaldata on volunteer motivations that can be leveraged to distinguish the best
candidates for volunteering, 3) to establish partnerships with organizations that can assist
with the acquisition of volunteers, and 4) to compile information for the creation of a
Volunteer Job Description to be included in the guide.
1.2 VOLUNTEER JOB DESCRIPTION
West Coast Consulting will write and formalize a Volunteer Job Description for future use by
4kids1st which outlines job descriptions for various volunteer positions; most notably the
Parent Mentor position. This description includes information like volunteer responsibilities
and tasks. West Coast Consulting is currently gathering additional information like
qualifications needed, time commitment, expectations for outcomes, and a training and
support plan for volunteers in order to establish and manage program and participant
expectations.
2.1 SELECT ORGANIZATIONS
West Coast Consulting interviewed staff members at the following nonprofit organizations
in order to gain a more comprehensive understanding of the local and national nonprofit
sector. In the local sector, we interviewed a staff member at Healthy Child Healthy World.
In the national sector, we will soon interview a staff member from Cameron House.
Additionally, we interviewed a staff member from a local branch (Ventura County) of an
international organization, Habitat for Humanity. The interview questions and answers can
be found in Appendix B.

2.2 RESEARCH VOLUNTEER ACQUISITION AND MANAGEMENT STRATEGIES
2.2.1 VOLUNTEER ACQUISITION RESEARCH
As of March 11, 2015, West Coast Consulting has conducted research on volunteer
acquisition strategies through academic research studies and interviewswith staff
members of nonprofit organizations. We identified the following notable findings:
1) Volunteers motivated by the opportunity to express their humanitarian
values were more likely to be satisfied than all of the other six “motives”
categories. Perceived meaningfulness of the work is a significant statistical
predictor of satisfaction for the “values” volunteer and can be facilitated by a
transformational leader whose behavior influences the extent to which
volunteers see their work as personally meaningful. (Dweyer, Bono, Snyder,
Nov, and Berson 2013; Appendix C)
2) Volunteers motivated by the opportunity for self-esteem enhancement were
more likely to be satisfied than all of the other six “motives” categories
except “values”. The quality of team relationships is a significant statistical
predictor of satisfaction for the “enhancement” volunteer and can be
facilitated by a transformational leader whose behavior affects the quality of
team relationships. (Dweyer et al. 2013; Appendix C)
3) As stated by Habitat for Humanity, “Our reputation is our biggest selling
point, then communicating through social media, emails, and a lot of
partners (corporate, church, school groups, civic partners, etc.).” (Interview
with Tricia Keen 2015; Appendix B)
4) Recruitment of volunteers should be done with a major campaign to address
the needs of the agency, the needs of the volunteer, and the needs of the
director. (Murk 1991; Appendix C)
5) Presenting a job description to the applicant at the first meeting is crucial.
Objectives should be specifically outlined as to the task, duration, duties, and
meaning of the voluntary activity. (Ellis 2002; Appendix C)
6) (97%) of people who volunteer do so because they want to help others,
(93%) because they enjoy the work, and (89%) because they are personally

interested in the specific work or cause for which they volunteer their
services. (Murk 1991; Appendix C)
7) Many women use volunteering as a training ground or a stepping stone to
paid jobs. (Varner 1983; Appendix C)
Further research on volunteer acquisition can be found in Appendix C.
2.2.2 VOLUNTEER MANAGEMENT RESEARCH
management strategies through academic research studies and interviews with staff
1) Organizations should cultivate transformational leaders and emphasize how
volunteering benefits others and makes volunteers feel good about
themselves. (Dwyer 2013; Appendix C)
2) When training volunteers, one should never assume that they know
everything they will need to know about the agency. Everyone needs a good
orientation or training program. (Murk 1991; Appendix C)
3) 70% of people surveyed reported that training was an important incentive for
participation. (Murk 1991; Appendix C)
Further research on volunteer management can be found in Appendix D.
2.2.3 VOLUNTEER RETENTION RESEARCH
retention strategies through academic research studies and interviews with staff
1) Volunteers who were motivated to volunteer to gain understanding of others
contributed more than all of the other six “motives” categories. The
“understanding” motive is a significant positive predictor of volunteer
contribution beyond the first project. (Dweyer, Bono, Snyder, Nov, and
Berson 2013; Appendix E)
2) Volunteers contributed less if motivated by esteem enhancement or social
concerns. The “enhancement” and “social” motives are significant negative

predictors of volunteer contribution beyond the first project. (Dweyer et al.
2013; Appendix E)
3) Unlike their significance in predicting volunteer satisfaction, team leaders’
transformational leadership behaviors, perceived meaningfulness of the
work, and team relationship quality were not significant predictors of
volunteer contributions. (Dweyer et al. 2013; Appendix E)
4) As stated by Habitat for Humanity, “Thanking volunteers is a huge
component (on the day of as well as a follow-up email thanking them, send
them photos of the project, link to a survey to get feedback) and post photos
on Facebook.” (Interview with Tricia Keen 2015; Appendix B)
5) Whether it’s a formal presentation of a plaque, a handwritten note, or even a
personalized form letter handed to the volunteer, the important thing is to let
the volunteer know that his or her service is appreciated and to give public
recognition of that appreciation. (Varner 1983; Appendix C)
Further research on volunteer retention can be found in Appendix E.
2.2.4 VOLUNTEER JOB DESCRIPTION RESEARCH
As of March 11, 2015, West Coast Consulting has conducted research on the
significance of clearly defined volunteer job descriptions and expectations for the
acquisition, management, and retention of volunteers and used interviews with
4kids1st personnel and published resources like The Volunteer Recruitment Book to
develop volunteer positions and descriptions like “Parent Mentor” and “Student
Advocate”.
2.2 COLLECT DATA
West Coast Consulting utilized the following resources for gathering data for incorporation
into the Volunteer Acquisition and Management Guide:
1) Pepperdine University Libraries online research center to access peer-reviewed
research studies and dissertations on volunteer acquisition, management, and
retention.
2) Additional published resources like The Volunteer Recruitment Book on volunteer
recruitment and management.

3) An interview questionnaire that was conducted with staff members from each of the
selected nonprofit organizations with which our team members have previously
established relationships. (Appendix B)
4) An observation to compile information necessary for the creation of the formal
training program was conducted at a monthly educational workshop hosted by
4kids1st and the next availableobservation at an advocacy meeting is awaiting
scheduling.
2.3 ANALYZE / COMPILE VOLUNTEER ACQUISITION AND MANAGEMENT
GUIDE
2.3.1 Analyze
As of March 11, 2015, West Coast Consulting has conducted preliminary research
for the Volunteer Acquisition and Management Guide. Upon the finalization of research,
the completion of interview questionnaires, and collection of relevant information
for the volunteer job description, West Coast Consulting will create a Volunteer
Acquisition and Management Guide Draft by April 6, 2015.
2.3.2 Compile
West Coast Consulting has completed 20% of the Volunteer Acquisition and
Management Guide which includes analysis of research and initial recommendations.
West Coast Consulting will complete at least 50% of the Volunteer Acquisition and
Management Guide by April 6, 2015. The 50% completion status will indicate that
West Coast Consulting has created the outline for the guide, selected all data and
findings to be included within the guide, summarized all relevant findings, and have
begun the recommendations section of the guide.
2.4 FINAL EVALUATION
West Coast Consulting will deliver a physical and electronic copy of the Volunteer Acquisition
and Management Guide on the date of the final presentation for 4kids1st.
ARTICLE 3: OBSTACLES AND CHALLENGES
The following are the obstacles and challenges that West Coast Consulting has faced to date:
1) Getting responses to conduct our interviews from other nonprofits.
2) Receiving a response for interview request from School of Law Special Education
Advocacy Clinic.

3) Obtaining recent data on research being conducted.
4) Not having existing volunteers from 4kids1st to interview.
5) Inability to discuss partnership with Special Education Advocacy Clinic until after April
10, 2015.
6) Lack of academic research studies on usefulness of social media in acquiring volunteers.
ARTICLE 4: TIMELINE
4.1 COMPLETE: Signed contract by February 4, 2015
4.2 COMPLETE: Select non-profits for research by February 25, 2015
4.3 COMPLETE: Schedule interviews with selected non-profits by March 2, 2015
4.4 COMPLETE: Establish initial communication with Special Education Advocacy Clinic by
March 5, 2015
4.5 COMPLETE: Interim Report completed and signed by March 12, 2015
4.6 IN PROGRESS: Submit first draft of Volunteer Acquisition and Management Guide for
discussion by April 6, 2015
4.7 IN PROGRESS: Complete interview with Cameron House by March 18, 2015
4.7 IN PROGRESS: Schedule a meeting with Special Education Advocacy Clinic after April 10,
2015, to establish a partnership for volunteer acquisition
4.4 Select Final Report Date _________________
Thursday April 16, 2015
Monday April 20, 2015
Thursday April 23, 2015

ARTICLE 5: SIGNATURES
Your signature acknowledges agreement to the terms and conditions of this memorandum between
West Coast Consulting and 4kids1st.
Kathy Greco (Date) Michael Swanner (Date)
Executive Director and President Consultant
Jessica Lee (Date) Antonia Buban (Date)
Consultant Consultant
Gershom Benitez (Date)
Consultant

Appendix A: Selected Nonprofits
This appendix contains: the list of the selected (#) nonprofits for research and the website for each
of the organizations.
1. Habitat for Humanity of Ventura County
http://www.habitatventura.org/
2. Healthy Child Healthy World
http://healthychild.org/
3. Cameron House
http://www.cameronhouse.org/

Appendix B: Nonprofit Interviews
This appendix contains the questions we used to interview the selected nonprofits. Additionally, this
appendix contains the answers from each nonprofit.
Interview Questionnaire
1. How do you attract volunteers? Methods (social media, emails, flyers?)
2. Specific criteria for volunteers? Training programs? If so, what does that look like?
3. How do you give your volunteers a sense of fulfillment during their time?
4. What is the follow-up with the volunteers? How do you get them to come back?
Responses from Interview with Tricia Keen: Habitat for Humanity of Ventura
Interviewed March 2015
1. How do you attract volunteers?
Methods (social media, emails, flyers?) Strong reputation of Habitat that it is well-founded. They
know what they do. Reputation biggest selling point, then communicating through social media,
emails, and a lot of partners (corporate, church, school groups, civic partners). “Not much looking,
they come to me.” Can build houses, restore houses, work in restores, event planning, Habitat booth
at community events, participatein committee work (which family is a good fit for the partnership) -
lots of ways to contribute.
2. Specific criteria for volunteers? Training programs?
If so, what does that look like? For new build site, for safety reasons have to be at least 16, have to
be 18 to operate power equipment. A lot of on-the-job training. “Crew leaders” work with less
skilled individuals and coach them in how to do something. Crew leaders divide group into teams to
do different specific projects.
- Dividing it into smaller pieces like this gives them more fulfillment
- Volunteers looking for an engaging experience
- Meaningful
- Productive
- Fun
- Accomplishment
Volunteers are learning something new in the process
Purposes: 1) Youth groups like it to get community service hours. 2) Community involvement.
3) Team Building. 4) Volunteers are working alongside the families who will get the house - this is a
meaningful experience. 5) People who wouldn’t normally get the chance to get to know each other

are working side-by-side. 6) Making a contribution, people recognize how challenging it is to get
affordable housing. 7) Definitely a community-building experience.
People generally come back. Thanking volunteers is a huge component (on the day of as well as a
follow-up email thanking them, send them photos of the project, link to a survey to get feedback)
Post photos on Facebook. Volunteers often give financially as well -- become house sponsors.
These people can come to the “wall raising” of the house.
Response from interview with Lindsey JeuDeVine: Healthy Child Healthy World
Interviewed March 2015
1. How do you attract volunteers? Methods (social media, emails, flyers?)
We have a large group of mom’s and healthy child supporters who always ask how they can help us
out. We used to have kits that moms can order from our website that provides them with materials
to have a healthy home party with other moms. This was our largest volunteer program. We don’t
really recruit on social media too often. But, we would if we needed to. We are mainly an online
educational institution, so we have too wide of a following to use flyers/physical recruitment.
2. Specific criteria for volunteers? Training programs? If so, what does that look like?
Our volunteers are already trained—being moms themselves. They are already
interested/knowledgeable about our cause. They train themselves basically.
We would give them a gift bag of Healthy Child gear/products to take home with them. Or other
gear from our trusted partners. Most of our volunteers do it for the cause of Healthy Child—that’s
rewarding to them in itself.
We make sure they have a wonderful experience and ensure they know how thankful we are for all
they do. As state above, we send them thank you gifts for their time. I think this is a great way to get
them to come back J We love our mom volunteers. We couldn’t’ do what we do without them!

Appendix C: Research on Volunteer Acquisition
This appendix contains the sources and major themes from each journal article, book, or thesis
paper in regards to volunteer acquisition.
1. Board Leaders Explore Volunteer Recruitment Strategies. (2003). Credit Union DirectorsNewsletter,
27(2), 2.
 Create a recruitment committee (might be unnecessary because of the size of
4kids1st)
 Setup education program and use peer reviews
2. Dwyer, P. C., et al. (2013). Sources Of Volunteer Motivation: Transformational Leadership And
Personal Motives Influence Volunteer Outcomes. Nonprofit Management & Leadership, 24(2),
181-205.
 Volunteering in order to express humanitarian values and esteem enhancement
predicted greater volunteer satisfaction
 Volunteers are more satisfied with their service when team leaders are inspirational,
show concern about their development, involve them in decisions, and focus on the
meaning of the work
 Organizations should cultivate transformational leaders and emphasize how
volunteering benefits others and makes volunteers feel good about themselves
 Volunteering in order to gain an understanding predicted greater volunteer
contribution
3. Ellis, S. J. (2002). The Volunteer Recruitment (and Membership Development) Book.
Philadelphia, PA: Energize.
 Volunteer Job Descriptions
 Create a meaningful job description for volunteers
o If possible, continuous, ongoing volunteer assignments should be identified
as wella s short-term projects
o Think of what both individuals and teams could do
 Explain what a volunteer could expect to receive as a result of their service
o A new understanding of cause, client group, or issue
o Training in a specific skill
o The opportunity to interact with different types of people
o New friends
 Volunteer Motives
 It builds self-esteem to be a partner in, rather than a recipient of, services

 Giving of oneself is a human need
 Being seen by others as a “resource” instead of as a charity case can be very
important
 The most successful type of volunteering is an exchange - when the giver and the
recipient both come away with something positive
 Why people don’t volunteer
 No public transportation
 Work is too difficult (fear of failure)
 Your schedules don’t match
 There are hidden financial costs
 “Inviting, not pleading”
 Send a message that the organization is worth your time and effort
 Want to offer people an opportunity to become involved that utilizes their talents
and makes them feel like they are offering a real contribution
 When face-to-face recruiting, this implies that a person’s talents and experience are
wanted and needed; explain what makes this person a good candidate for the
position
 Paint an upbeat picture of the work - volunteering should be fun!
 Ideas for 4kids1st
 Create opportunities for families to serve together
 Identify short-term projects (people prefer volunteer assignments that are short-term
and and results-oriented in nature)
4. Murk, P. J., & Stephan, J. F. (1991). Volunteers: How To Get Them, Train Them And Keep
Them. Economic Development Review, 9(3), 73.
 Twenty-nine (29%) percent volunteer because a family member or loved one was
involved or participated in the project. Thirty-one (31%) percent volunteered
because they belonged to a group which participated in a voluntary project. Only six
(6%) percent volunteered due to a newspaper advertisement or media
 Volunteer Survey, conducted by The National Volunteer Center, revealed that the
majority (97%) of people who volunteer do so because they want to help others,
because they enjoy the work (93%), and because they are personally interested in the
specific work or cause (89%) for which they volunteer their services. A smaller but
still significant number of people volunteered as the result of a feeling of civic or
social responsibility (76%), to fill free time (41%) or to make new friends (40%). It is
interesting to note that while 59% reported volunteering because someone asked
them to do so, only 14% of volunteer participation was due to encouragement by
employers.

 The major reasons which respondents gave for not volunteering were lack of time
(79%) and concern that they might be unable to honor the commitment (40%).
These reasons correlate with another facet of the 1987 National Volunteer Center
study in which 79% of nonvolunteers reported that short-term assignments would be
the most important incentive to their participation. While only 8% of respondents
were nonvolunteers because they felt they lacked the necessary skills, 70% reported
that training was an important incentive for participation. This survey also suggested
that volunteer involvement might be increased if programs provide daycare,
transportation to the job, reimbursement for expenses, and activities in which
volunteers can involve their families or friends.
 Recruitment of volunteers should be done with a major campaign to address the
needs of the agency, the needs of the volunteer and the needs of the director. When
recruiting volunteers it is helpful to present a job description to the applicant at the
first meeting. Objectives should be specifically outlined as to the task, duration,
duties, and meaning of the voluntary activity. When training volunteers, one should
never assume that they know everything they will need to know about the agency.
Everyone needs a good orientation or training program. In order to design a
meaningful volunteer training program, three important questions should be raised:
 Questions to ask before getting volunteers
o What knowledge, skills, and abilities does a volunteer need to perform the
assignment? Which of these requires further training and orientation?
o What kinds of skills does the program director or leader want this training
session to produce? What are some manageable outcomes to be realized?
o What kinds of individual learning experiences can be produced in the training
sessions that will give the volunteer the opportunity to practice and to
develop those skills and perhaps reduce anxiety about the job?
 Use volunteers from previous years as trainers, coaches, and mentors for the new
volunteers. Experienced volunteers can be excellent in role-playing situations
because they have heard and handled many of the problems and responsibilities.
These mentors can offer a great deal of credibility to a program or project -- they
have been there before.
5. Shields, P. (2009). Young Adult Volunteers: RecruitmentAppeals and Other Marketing
Considerations. Journal Of Nonprofit & Public Sector Marketing, 21(2), 139-159.
 Young adults were found to be most inclined to volunteer for organizations that
were either local and personal or nationally renowned.
 Organizations benefiting children were also highly regarded.
 The higher a college student's grade point average (GPA), the more likely they were
to indicate an intention of volunteering in the future.

 New volunteers are demanding greater freedom of choice and contained assignments
with tangible outcomes.
 In general, older volunteers are motivated by social responsibility while younger
volunteers today are more interested in recognition
 Decisive research on why people volunteer discovered that volunteers were
motivated by both altruistic and egoistic motives
 Benefits derived from volunteering have been found to be both psychological and
social, and reasons for volunteering include that it provides opportunities to meet
people and make friends and that the work is interesting
 This study found age to be the best criteria for selection of recruitment strategies.
 Numerous studies have consistently shown that if a volunteer identifies with a
nonprofit, they exhibit higher levels of commitment and satisfaction with their
involvement
 The success of a volunteer/nonprofit relationship hinges on the mutual satisfaction
of both the volunteer's and the organization's needs
 Recognizing that factors influencing involvement in the volunteer sector change over
time (Hibbert et al., 2003), recruitment strategies must constantlyevolve.
 Overall, the most effective marketing‐oriented strategy for recruiting young adults
today would incorporate the two basic and fundamental motivations of helping
others, or altruism, and maintaining socially beneficialrelationships or some sense of
personal development.
6. Shye, S. (2010). The Motivation To Volunteer: A Systemic Quality Of Life Theory. Social Indicators
Research, 98(2),183-200.
 It is well known that people of higher education, those of higher income and those
who are more religious, are more likely to volunteer.
7. Varner Jr., A. F. (1983). What Motivates The Volunteer?. Nonprofit World Report, 1(2), 12-15.
 The exhilaration attendant to the completion of a volunteer task which, prior to
being undertaken, may have been considered “intimidating.” By successfully
completing the task, they are able to prove to themselves and others that they
possess certain capabilities which they are not able to use or demonstrate in their
daily work or non-volunteer situations.
 Many women use volunteering as a training ground or a stepping stone to paid jobs
 Use of those talents is a great help in cutting down expenses for the nonprofit
organization, but there is an even more important benefit from the use of retired
people as volunteers. That’s the boost to the morale of those still able and eager to
work.

 The nonprofit organization’s staff must do is to match the individual volunteer’s
abilities, interests, and capabilities, as much as possible, with the job to be done.
 Some motivations of volunteers
 Looking for self expression (to exploit own talents)
 Wanting to become socially acceptable
 Expressing the need for praise or the esteem of others
 Desiring to develop talents as a means of upward progression
 Searching for a means to excel in something
 Voicing the need to demonstrate responsibility
 Needing the opportunity to participate in decision making
 One of the greatest motivators for a volunteer is that of recognition for the job being
done. When possible, recognition should be given in a public setting.
 Whether it’s a formal presentation of a plaque, a handwritten note, or even a
personalized form letter handed to the volunteer, the important thing is to let the
volunteer know that his or her service is appreciated and to give public recognition
of that appreciation.

Appendix D: Research on Volunteer Management
paper in regards to volunteer management.
1. Rafe, S. C. (2013). Motivating Volunteers To Perform. Nonprofit World, 31(5), 18-19.
 The kind of volunteers a nonprofit organization needs are those who appreciate
being needed, who have an opportunity to contribute to something they value, and
who receive satisfaction from being able to make a difference.
 An important part of recruitment is acknowledgment. The volunteer steps forward,
shows an interest, wants to know more, but then never hears another word as new
priorities overtake the leader’s agenda.
 In many cases, it’s quite appropriate to designate someone who will be following up
with them. You don’t have to do everything yourself. In fact, that’s one of the
shortcomings often found in leaders of volunteers. The next step is personal contact.
The individual who makes the connection with the prospective volunteer should do
so by phone or face-to-face, especially, don’t “sugar-coat” the assignment.
 Be candid: If the job has some downsides, let the volunteer know about them don’t
keep volunteers in the same role for more than two years. They may grow stale or
even become authoritarian or territorial about their role
 One of the quickest ways to lose volunteers is to plunge them into a task without
providing adequate instruction or support.
 Ask. Listen. Act. Reinforce. Four key words in a leader’s action vocabulary.
2. Stirling, C., Kilpatrick, S. and Orpin, P. (2011). A Psychological Contract Perspective to
the Link between Non-profit Organizations' Management Practices and Volunteer
Sustainability. Human Resource Development International, 14(3), 321-36.
 Formalization of the voluntary sector is impacting on volunteers’ experiences and
may breach the psychological contract from the volunteers’ perspective.
 The transactional management practices of keeping formal records and not paying
volunteers out of pocket expenses are negatively associated with volunteer
recruitment and retention.
 Publicly recognizing volunteers through a volunteer newsletter supports volunteers’
relational expectations and is positively linked to adequatevolunteer numbers.
 The relations between management practices and volunteers deserve closer
examination as administrators of volunteers adopt more formalized practices with
likely negative effects on volunteer sustainability
 Volunteers dislike formality and administrators respond by actively limiting the
impact of formal management practices on volunteers

 Many volunteers expected less of a burden from paperwork, office politics and
impersonal communications than paid staff. ‘ . . . I just want to help out, I don’t want
to be involved with management issues. Ihated that and it was why I eventually left.
The staff treated us too much like staff ...’
 Some volunteers complained about the lack of information, and supportive
guidelines coming from administrators

Appendix E: Research on Volunteer Retention
paper in regards to volunteer retention.
1. Board Leaders Explore Volunteer Recruitment Strategies. (2003). Credit Union DirectorsNewsletter,
27(2), 2.
 Create a recruitment committee (might be unnecessary because of the size of
4kids1st)
 Setup education program and use peer reviews
2. Dwyer, P. C., et al. (2013). Sources Of Volunteer Motivation: Transformational Leadership And
Personal Motives Influence Volunteer Outcomes. Nonprofit Management & Leadership, 24(2),
181-205.
 Volunteering in order to express humanitarian values and esteem enhancement
predicted greater volunteer satisfaction
 Volunteers are more satisfied with their service when team leaders are inspirational,
show concern about their development, involve them in decisions, and focus on the
meaning of the work
 Organizations should cultivate transformational leaders and emphasize how
volunteering benefits others and makes volunteers feel good about themselves
 Volunteering in order to gain an understanding predicted greater volunteer
contribution
3. Ellis, S. J. (2002). The Volunteer Recruitment (and Membership Development) Book.
Philadelphia, PA: Energize.
 Volunteer Job Descriptions
 Create a meaningful job description for volunteers
o If possible, continuous, ongoing volunteer assignments should be identified
as wella s short-term projects
o Think of what both individuals and teams could do
 Explain what a volunteer could expect to receive as a result of their service
o A new understanding of cause, client group, or issue
o Training in a specific skill
o The opportunity to interact with different types of people
o New friends
 Volunteer Motives
 It builds self-esteem to be a partner in, rather than a recipient of, services

Appendix F: Service Leadership Focus Group Feedback
Potential partnerships that may serve as future resources for both interns and volunteers:
Universities
- LMU
- USC
- CSUs
- Biola (Anaheim)
- Cal Lutheran
Churches
- Calvary Community Church (Thousand Oaks)
- Reality LA Church
Other
- School on Wheels
- Volunteermatch.org and other online outlets
- Legal secretary programs
- Experience Corps, Bay Area (Ask for Alexis Hawkins)
- Chamber of Commerce for Westlake
- Hospitals/clinics
Forms of Advertising:
Social media presence
- Facebook
- Instagram
- Twitter
- Google+
Other
- Blogs
- Online newsletters
- Posting flyers at coffee shops, local businesses, schools, local government offices
- Magazines, newspapers
What makes a volunteer experience successful?
- Hands on experience
- Making a difference; not doing mere "busy work"
- Organized structure
- Flexibility and transparency

4KIDS1ST VOLUNTEER SATISFACTION SURVEY
Name:
Age:
Volunteer Position:
For each item identified below , circle the number
to the right that best fits your judgment of its quality.
Use the rating scale to select the quality number.
Survey Item
Scale
Strongly
disagree
Disagree Neutral Agree
Strongly
Agree
1. Overall, I am satisfied as a volunteer of 4kids1st 1 2 3 4 5
2. 4kids1st cares about its volunteers 1 2 3 4 5
3. My volunteer supervisor is easy to get ahold of when I
have questions.
1 2 3 4 5
4. My volunteer supervisor shows appreciation for the
w ork that I do
1 2 3 4 5
5. My volunteer job description accurately reflects what I
am asked to do
1 2 3 4 5
6. I have received the training I need to perform my
volunteer duties
1 2 3 4 5
7. I feel I am a part of a team helping to fulfill the
mission of 4kids1st
1 2 3 4 5
8. Managers help volunteers who have areas that are in
need of improvement
1 2 3 4 5
9. I am provided opportunities for growth in my
volunteer role
1 2 3 4 5
10. My volunteer supervisor helps me understand the
mission of 4kids1st
1 2 3 4 5
11. I intend to continue volunteering at 4kids1st 1 2 3 4 5
12. I w ill recommend others to volunteer at 4kids1st 1 2 3 4 5
If you rated one of these items 3 or lower, please provide comments on how these can be improved:
Additional Comments

4KIDS1ST CLIENT SATISFACTION SURVEY
Name:
Name of Parent Mentor:
For each item identified below , circle the number
to the right that best fits your judgment of its quality.
Use the rating scale to select the quality number.
Survey Item
Scale
STRONGL
Y
DISAGREE
DISAGRE
E
NEUTRA
L
AGREE
STRONGL
Y AGREE
13. My mentor is approachable and trustworthy 1 2 3 4 5
14. My mentor is available when I need him/her 1 2 3 4 5
15. My mentor is knowledgeable and able to answer my
questions
1 2 3 4 5
16. I feel like my mentor understands and cares about my
situation
1 2 3 4 5
17. I feel supported by my mentor 1 2 3 4 5
18. I w ish I had someone else to help me during this
process
1 2 3 4 5
19. I feel like I have a good understanding of the IEP
process
1 2 3 4 5
20. I feel like my child is being taken care of by 4kids1st 1 2 3 4 5
21. My stress and anxiety levels are much lower than
w hen I began the IEP process
1 2 3 4 5
22. I feel confident about the future of my child and
his/her education
1 2 3 4 5
23. I sometimes feel like I am fighting for my child alone 1 2 3 4 5
24. It is comforting to know that my mentor is someone
I can alw ays contact if I need help or support
1 2 3 4 5
If you rated one of these items 3 or lower, please provide feedback on how this area can be improved:
Additional comments:

List of Potential Partnerships
Universities
- Pepperdine University
o Career Center
o Special Education AdvocacyClinic
- LMU
- USC
- CSUs
- Biola (Anaheim)
- Cal Lutheran
Churches
- Calvary Community Church (Thousand Oaks)
- Reality LA Church
Other
- School on Wheels
- Volunteermatch.org and other online outlets
- Legal secretary programs
- Experience Corps, Bay Area
o Contact Alexis Hawkins
- Chamber of Commerce for Westlake
- Hospitals/clinics

Parent Mentor Job Description
Outline of volunteer’s responsibilities or list of tasks
- Parent Mentor will act as parent support in directing next steps for parent and educate parents
on IEP process
- Timeline for a new Parent Mentor
o July: Volunteer Orientation and Family Placement
 Week 1: orientation and training for volunteers
 Week 2: Parent Mentor has initial intake conversation with potentialclient;
following this conversation, Parent Mentor to meet in person or by phone with
4kids1st representative to discuss Potential Clients’ situation
 Week 3: Parent Mentor to review client intake application and draft a brief
synopsis for review by 4kids1st representative
o August-June: School Year
 Mentor to attend monthly ongoing training for Parent Mentors and Volunteers
 Mentor to attend monthly meeting with parent and 4kids1st staff (to take place
the first Wednesday of every month)
 Mentor to attend school board and IEP meetings with parents as needed,
followed by a follow-up meeting with 4kids1st representative
 Mentor to communicate with parents, offer support, and answer questions as
needed
Outcomes/goals
- Parents will send a progress and satisfaction report to 4kids1st (we recommend once a month)
unless having problems with mentor (will be more frequent)
- As a result of this program...
o Parents will feel supported and have their needs met by mentor
o Parents will better understand policies relating to their child’s education
o Parents will have a personal mentor who can answer questions
Training and support
- Until further notice, Kathy Greco will be the supervisor and contact point for parent mentors
and volunteer law students
- Once accepted, volunteers will attend consulting meeting with Kathy until trained and updated
on all information regarding their client
- Together, Kathy and volunteer will create an action plan for client’s next steps
- Once a month, parent mentors and law student volunteers will meet with Kathy or other
4kids1st representative
o Open forum for discussion
o Progress reports
o Troubleshooting

Time commitment
- Year-long commitment, beginning with training in July and ending with the end of the school
year in June
Qualifications needed
- Parent has navigated the school system previously and is knowledgeable about IEP process
- Parent is passionate about helping others
- Parent has ___ hours/week available to work with family and attend meetings
- Parent must pass background check
Disqualifications
- Abuse of illegal drugs and/or alcohol
- Failure to pass background check
Benefits
- Parent Mentor will be able to use their experience and/or expertise to contribute to the life of an
autistic child and support his or her family
- Stipends may be allocated as needed for transportation costs

WCC Final Draft

Recomendados

Recomendados

Mais conteúdo relacionado

Destaque

Destaque (14)

Semelhante a WCC Final Draft

Semelhante a WCC Final Draft (20)

WCC Final Draft