FOR HOME REPAIR NONPROFITS - ReFrame Association · 2018-06-19 · Home repair nonprofits have successfully recruited volunteers by contacting churches, participating in regional

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Copyright © 2018 ReFrame Association

BEST PRACTICES GUIDE FOR HOME REPAIR NONPROFITS

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INTRODUCTION ............................................................................................................. 3

SECTION 1: STEWARDSHIP OF VOLUNTEERS .......................................................... 4

SECTION 2: PARTNERSHIP WITH HOMEOWNERS .................................................. 12

SECTION 3: HOME REPAIR PRACTICES ................................................................... 19

SECTION 4: TEMPORARY STAFF .............................................................................. 26

SECTION 5: COMMUNITY PARTNERSHIP ................................................................. 36

APPENDIX: ASSESSMENT & EVALUATION ............................................................... 47

SUMMARY & SELF-ASSESSMENT ............................................................................. 50

TABLE OF CONTENTS

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This guide is designed to help nonprofit home repair programs become more effective and efficient. Instead of tackling subjects like fundraising and board governance, the guide focuses on topics unique to home repair organizations. Our goal was to provide guidance for all types of nonprofit home repair organizations—urban and rural, faith-based and secular, small and large—as well as for a diversity of program models.

A 2016 survey of ReFrame Association members indicated great interest in this project, so a task force was formed and an outline drafted. Six sessions were held at ReFrame Conference that fall to discuss this material. Then, subcommittees were formed and met via video conferences to further develop the content. Additional feedback was collected at the 2017 ReFrame Conference and finally, more information was compiled, examples were added, and the guide was reformatted and edited. The process proved fruitful beyond the end product of this guide, allowing association members the opportunity to share ideas and engage in healthy debate. After a video conference, one subcommittee member emailed the other participants, “I’m proud to be a member of ReFrame!” We desire this guide to be a living document, so please share your suggestions, comments, and examples. There will be additional revisions in the future; the guide will be updated every few years. We would like every member cited as an example. Also, we have plans to launch a certification process based on this guide in 2019. Thank you to the Best Practices Task Force, subcommittees, and everyone else who participated in creating this guide: Joe Davis (Alabama Rural Ministry); Mary Fay, Nicole Intagliata, and Meg Schaub (Appalachia Service Project); Jason Brown (Blount Habitat for Humanity); Bryan Byrd and Kelsey Owsley (Christian Appalachian Project); Kelly Grant Purvis (Furman University); Dawn Livingston (Hinton Rural Life Center); Marcesa Harper (Housing Assistance Corporation); Jim Garrett (Kentucky Emergency Management); Ed Simmons, Julie Keel, and Rachael Osborn (Mountain T.O.P.); Leah Donaldson and Joe Easley (Operation Home); Lauren Kozlowski (Rebuilding Together of the Triangle); Sarah Barthelmes and Chris Manley (Rebuild Upstate); Emily Gluntz (Service Over Self); Rick Eaton and Megan Walsh (Sierra Service Project); Linda Honea (Volunteer Editor); Jordan Lyndaker (York County Habitat for Humanity); and Drew Powell (YouthWorks). Note: To access most of the sample resources linked throughout the guide, log in to the ReFrame Association members’ portal. Email [email protected] if you need assistance with your account.

Together in service,

Becca Davis Executive Director ReFrame Association

INTRODUCTION

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GUIDING PRINCIPLE: Home repair nonprofits rely on volunteers to complete home repairs and other tasks, but recognize that volunteers are not just a means to an end. Staff see volunteers as a crucial part of their mission; volunteers often have transformational experiences because of the service opportunity and experience processing.

CORE ELEMENT 1: RECRUITMENT The nonprofit has a recruitment plan detailing how to obtain the number of volunteers necessary to carry out its mission. Best Practices: A. Identify opportunities for volunteer involvement, target populations from which volunteers will be recruited, and goals for volunteers (# of people/hours/projects completed, etc.). Details, examples, and resources:

There are many different types of home repair volunteers: local single day (or half day) volunteers, week-long mission trip groups, individual office volunteers, long-term volunteers (year-long live-in caretakers or “gap year” service-learning programs), etc.

Professionals can provide pro bono work such as accounting, legal services, marketing, etc.

Example: In addition to completing repairs, volunteers at Housing Assistance Corporation also conduct client education, home inspections, follow-up assessments, assist with fundraising events, help with newsletter design and mailing, etc.

Home repair nonprofits have successfully recruited volunteers by contacting churches, participating in regional impact days, forming community groups or service clubs at local schools, attending university and high school volunteer fairs, reaching out to local businesses interested in charitable giving, engaging families whose homes have been repaired, and tapping into board members’ connections. Additional recruitment methods include exhibiting at youth workers’ conventions, purchasing online advertising (Facebook, Google AdWords, etc.), posting opportunities in volunteer search engines (volunteermatch.com, etc.), and placing ads in magazines.

If charging volunteer fees, evaluate ReFrame whether the fee is a barrier to participation. A scholarship fund could help more people be able to afford to volunteer.

Example: ReFrame blog post about Volunteer Fees. Resources: Engaging Local Volunteers Roundtable Notes, Non-Summer & Spring Break

Volunteers Roundtable Notes, Volunteer Recruitment & Retention Roundtable Notes from ReFrame Conference 2011, and Enhancing the Volunteer Lifecycle from ReFrame partner, Verified Volunteers.

B. Implement recruitment plan and evaluate its effectiveness.

Details, examples, and resources: Ensure information about volunteer opportunities is up-to-date on the organization’s

website (and anywhere else volunteer opportunities are posted). Update changes in contact information, days/times volunteers are needed, project details, and clear instructions to register/apply to volunteer.

SECTION 1: STEWARDSHIP OF VOLUNTEERS

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ReFrame Association members should update their directory listing at least annually. (These updates are done by the primary contact for the organization through the members’ portal.)

By determining which recruitment methods were most effective, nonprofits can adjust future recruitment plans to gain the greatest return on their time and resources invested.

C. Select and schedule volunteers through an application or registration process. Details, examples, and resources:

Application/registration forms typically include basic contact information, emergency contact information, waivers of liability, guardian consent for youth under 18, background check for adults over 18.

Examples of applications/registration forms: Reach Mission Trips, United Methodist Action Reach-Out By Youth (U.M. ARMY), Alabama Rural Ministry.

Some home repair nonprofits have an interview process, by phone or in person, that is conducted shortly after receiving an application, which is helpful in getting a feel for where volunteers can best serve.

Other organizations work with so many volunteers that they need registration/scheduling software. SkyCog, a ReFrame Conference sponsor, is one option.

Resources: Volunteer Scheduling & Preparation Roundtable Notes from ReFrame Conference 2011, and Volunteer Screening Trends & Best Practices Report 2018 from ReFrame partner, Verified Volunteers.

CORE ELEMENT 2: TRAINING/ORIENTATION Volunteers understand what is expected of them, and are empowered with skills and knowledge. Best Practices: A. Require all volunteers to complete a liability waiver. Details, examples, and resources:

Waiver documents are important for both nonprofit organizations and volunteers. Each party must formalize the relationship and set expectations.

Resource: Volunteer Risk Management Handout by Hunter, Smith, and Davis LLP from ReFrame Conference 2015.

Resource: The Hows and Whys of Volunteer Waivers (including sample forms) by Secura Insurance Companies.

Example: Appalachia Service Project’s Volunteer Waiver.

B. Provide all volunteers with written information about their project, rules, etc. Details, examples, and resources:

Materials could include a letter to volunteers about the organization, the mission statement, program objectives, volunteer expectations, code of conduct, client confidentiality statement, and program schedule.

Home repair nonprofits need to determine what level of work is appropriate for youth of different ages and skill levels. Providing work that takes age and skill level into consideration can help protect younger volunteers from harm while building skills that can grow as they serve year after year.

SECTION 1. STEWARDSHIP OF VOLUNTEERS


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http://www.reachmissiontrips.org/register/

https://www.umarmy.net/Registration/Group/National/

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http://www.secura.net/secura-erater-vm/pdf-files/prevention-connection/non-profit/hows-and-whys-of-participant-liability-waivers.pdf

http://resources.servicenetwork.com/AppServ/GroupLeaderResources/VolRegStatement.pdf

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Examples: Housing Assistance Corporation’s Volunteer Handbook (see age guidelines at the end), Appalachia Service Project’s Group Leader Resources, and Hinton Rural Life Center’s Pre-Trip Book.

Resource: Equipping Volunteers for Success, free webinar recording from Simon Solutions (Charity Tracker).

C. Prepare volunteers for difficult and/or unfamiliar situations they might encounter. Details, examples, and resources:

Many organizations provide mixed-media materials that aid volunteers as they prepare to serve: videos, tutorials, handbooks with clear project-specific directions, etc.

Before volunteers visit the home selected for repairs: describe the job, the family situation, and the importance of the work; familiarize group leaders with the project and how to best prepare their group physically and emotionally; and demonstrate the safe use of tools and materials to be used in the planned repairs.

Home repair volunteer training often includes the history and vision of the home repair organization, information about the community (its people, culture, history, and challenges), hands-on tool and safety training, etc.

Faith-based nonprofits typically also offer training to assist volunteers with their spiritual development.

Youth volunteers (especially first-timers) may need training with significant emphasis on cultural sensitivity.

D. Plan for the physical and emotional safety of volunteers. Details, examples, and resources:

This training could come in the form of a code of conduct that includes volunteer rights and responsibilities, a non-harassment policy, an abuse prevention policy, and safety guidelines.

A knowledge of state reporting policies concerning abuse is helpful in determining how to best deal with abusive situations if they occur.

Having established written policies in place for how infractions of the code of conduct will be handled is important since it protects everyone—volunteers, staff, organizations—and it means not having to make difficult decisions in the midst of stressful situations.

Resource: Many communities offer Mental Health First Aid workshops; hospital systems and mental health agencies typically lead the classes. Staff need mental health training so that they can better help volunteers and homeowners.

See Section 3: Home Repair Practices for information about tool and worksite safety.

CORE ELEMENT 3: RETENTION Volunteers enjoy their experience, find the work fulfilling, and desire to volunteer with the home repair nonprofit again. Best Practices:

A. Provide volunteers with meaningful and significant home repairs to complete.


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Details, examples, and resources: Volunteers want to feel like the investment of their time, talent, and resources is worth it.

This naturally occurs when the repairs their completed repairs are high impact (not just cosmetic), and when they develop a good rapport with homeowners. (Note: We have chosen to use the word “homeowner” but acknowledge that not everyone who receives repairs owns their house.)

Example: Hinton Rural Life Center tries to prepare volunteers with an advance explanation of underlying needs. They caution volunteers not to prejudge a project when a home selected appears to be in good shape on the outside. Once inside, volunteers will meet the widow or wheelchair-bound homeowner or someone in a similar situation, someone who urgently needs general upkeep help in order to maintain their home. They may have had a good income previously but then experienced change (job loss, injury, death of the breadwinner, retirement/fixed income, etc.). Helping volunteers understand the true need for their work (especially when it’s not obvious), encourages and energizes them in both the physical work and in the relationship.

Providing clear project instructions and having tools and supplies available when needed makes a big difference to the volunteer experience. These are basic to serving homeowners well, and practicing good stewardship of everyone’s time and resources.

Resource: Volunteer Recruitment & Retention Roundtable Notes from ReFrame Conference 2011.

B. Focus on volunteer hospitality; ensure that staff meet the needs of volunteers. Details, examples, and resources:

While five-star accommodations aren’t necessary, volunteers need to be comfortable. If not, their focus will be on themselves and not on those they are serving. Home repair nonprofits that house volunteers can provide good hospitality by ensuring that sleeping quarters are climate controlled, that hot water is available for showers, that meals are nutritious, tasty, filling, and on time, etc.

Examples: Menus from Service Over Self and Sierra Service Project. Ensure that volunteers meet other volunteers in a welcoming and friendly environment.

This is especially important if one volunteer group is much larger than another group; all volunteers should feel equally valued.

Example: Hinton Rural Life Center reminds staff that volunteers are guests and need to be treated as such. They equip temporary staff with training and information so they're prepared to equip the volunteers. Year-round staff helps equip summer staff who then help equip volunteers to assist homeowners with repairs.

Resource: Service Area & Volunteer Housing Roundtable Notes from ReFrame Conference 2011.

C. Train staff to have respectful and meaningful interactions with volunteers. Details, examples, and resources:

Some volunteers have more construction experience than the staff supervising them. Staff may need to be trained to welcome project input from these more experienced volunteers to reduce conflict while building skills, increasing productivity, safety, and outcomes for the home and the people that live there.

Staff should try to connect with volunteers at a personal level, finding out what they have in common other than the home repair project.

When large groups of volunteers come to serve, learning the names of these volunteers can be meaningful for both staff and volunteers.






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D. Create an element of excitement and adventure: being in a new community, learning new skills, etc. Details, examples, and resources:

Incorporate traditions that increase volunteer morale. Play games, host theme days, post fun pictures and uplifting quotes, encourage singing while working, etc.

Provide age-appropriate fun. Example: Hinton Rural Life Center partners with a local college. The college provides a

free ice cream social that they view as admissions recruitment, and the home repair volunteers have fun as they enjoy sweet, cold refreshments.

E. Appreciate volunteers during and after their service experience. Details, examples, and resources:

Volunteer appreciation is important for retention and can come in the form of a “thank you” email, handwritten note, social media post, free t-shirt, etc.

An annual volunteer appreciation banquet could not only function as a way to thank volunteers, but also to encourage them to “pledge” volunteer hours for the next year.

Appreciated volunteers provide many benefits. Fulfilled volunteers are more likely to advocate for social change (for example, in housing policies) and to support the home repair nonprofit by volunteering again, donating money, and/or recruiting friends and family to volunteer and donate.

Example: Good Works, Inc. tracks volunteer service to recognize service milestones. Their volunteers are awarded 50 workday pins, and volunteer leaders are awarded plaques engraved with their names on their service anniversary for every five years of volunteer service.

Resource: Volunteer Recognition eTool Kit: Beyond Pins, Plaques & Parties from ReFrame partner, Verified Volunteers.

CORE ELEMENT 4: EXPERIENCE PROCESSING Volunteers are provided with tools to process their service experience. Best Practices: A. Educate volunteers about the organization, the community they are serving (the place, history, and people), and how their work fits into the broader picture. Details, examples, and resources:

Homeowner and community interaction helps provide a framework for better understanding of the culture and place volunteers are serving.

Example: Sierra Service Project invites homeowners and community members to eat meals with volunteers, and to speak during experience processing times. Understanding a person, family, or community from many angles may create a desire to address issues plaguing a family or community, issues shared by many trapped in poverty. Creating a 360-degree view of these issues allows volunteers to refocus to see and understand from a different perspective.

Example: Hinton Rural Life Center provides hands-on activities that open discussion about poverty issues and what walking in someone else's shoes might look like.

Example: Appalachia Service Project hosts a weekly “culture night” for volunteers, which can range from a square dance, a visit to a former coal mine, or a bluegrass concert.


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B. Provide volunteers with daily opportunities to reflect on and share their experience.

Details, examples, and resources: Some home repair nonprofits simply provide the time, space, and encouragement for

volunteers to process their own experiences. Most, however, lead activities related to desired volunteer outcomes.

Example: Part of Sierra Service Project’s mission is to empower people (particularly young people) to create life-long commitments to volunteering and working for social justice; building awareness of social conditions; building social, leadership and other skills; and building their faith. Many volunteers look for a turn-key service experience and appreciate staff-provided volunteer programming that includes an opportunity to process their individual volunteer service experience.

Offering time for individual reflection often triggers personal growth as well as the decision to volunteer again.

Sample reflection questions: What difference did my service make? What did I feel? What did I think before I volunteered? What do I think now? Now what—what am I supposed to do with this?

There are many ways people can reflect: journaling, creating something, sharing with others, etc.

Resource: Volunteer Programming Roundtable Notes from ReFrame Conference 2011.

C. Encourage volunteers to approach service as a way of life, not an isolated event.

Details, examples, and resources: Example: Many youth volunteers later work for Sierra Service Project (SSP), serve in

faith-related organizations and nonprofits, and volunteer their time in some other capacity. Many former SSP volunteers and temporary staff go on to become advocates for change and social justice in the world. Part of this evolution is due to the culture of choosing to spend time as SSP staff and adult leaders, and part is the impetus to facilitate youth choosing to serve in safe, empowering situations totally different from the life context they are used to.

Example: Hinton Rural Life Center provides a post-trip booklet with suggestions for continuing to serve once back home, activities for the group to get back together to process, etc.

D. (For faith-based nonprofits) Help volunteers connect their service to their faith. Details, examples, and resources:

Encourage volunteer-led and/or homeowner-led prayer and devotion times, which promotes relationship building and also breaks down the “us vs. them” mentality.

Example: Hinton Rural Life Center provides devotional booklets that have scripture, a key verse, summary, questions, and prayer. They also do a hand-washing service at their closing worship.

Example: Sierra Service Project selects a faith-based summer theme and sub-themes for each day of the week. They also have a summer staffer (Spiritual Life Coordinator) dedicated to this aspect of their volunteer’s experience. SSP invites volunteers share about places in their own lives where they see God at work. The organization also facilitates engaging activities for all types of learners: kinesthetic (movement-related), visual, and auditory. Church check-ins while serving at SSP are encouraged twice a week (in addition to daily debriefings within work teams). These youth group gatherings allow youth to reflect on their experience and how it’s impacting them.

Example: Spiritual Programming Guide for Appalachia Service Project from 2015.




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Resource: Impacting Youth Volunteers presentation by Mountain TOP from ReFrame Conference 2016.

CORE ELEMENT 5: ASSESSMENT & EVALUATION Volunteers evaluate their experiences to help the nonprofit home repair organization make improvements and measure outcomes.

Best Practices: A. Consider conducting a pre-trip survey for all volunteers prior to their service. Details, examples, and resources:

Consider these questions: What does the volunteer expect to get out of the service experience? What do we expect to receive from the volunteer? Does this align with the organization’s needs?

Gauge levels of interest and ability, and ask about motivations for volunteers. Include an incentive to ensure that this survey is completed. Appalachia Service Project

enters the names of those who complete their surveys into a drawing to win a limited edition Nalgene bottle.

Example: Appalachia Service Project’s pre-trip survey.

B. Conduct a post-trip survey for all volunteers after the service experience. Details, examples, and resources:

Questions for internal purposes: What can the nonprofit do differently? In what areas does the nonprofit excel? Consider collecting anonymous feedback from volunteers about site staff.

Including a question about how likely the volunteer is to recommend serving with the nonprofit can be beneficial and results in a Net Promoter Score.

Additional sample questions: Do you feel like you made an important contribution to this effort? Was it a joyful experience? Did you have fun? Did you learn new skills? Did you create new relationships? Was your time used well? Did you have a lot of downtime, waiting for supplies and tools? Was there always work to do? Did you get to participate fully in all of the work? Would you choose to spend your time like this again?

The nonprofit could ask for a personal testimony of “best moment” experiences. Questions about facilities and food are good to ask as well.

Include an option that asks if the volunteer would like to be contacted about other projects in the future.

Consider offering an incentive for completion. Find the right time to get the best feedback from volunteers. Some nonprofits find that

they glean more responses by surveying volunteers while they are still serving—perhaps on the day they leave a multi-day project. Others avoid surveying volunteers at the end of a service day (people leave early, are tired, might not have internet access, etc.). Instead, they send the survey 24 hours later.

If there is cell and/or internet service, surveys can be delivered via text message with a link to a survey or via a QR code on the wall. When working through multiple volunteer locations, results can be compiled and assessed on a dashboard for field and headquarters staff to see.

Consider following up six months later. Questions should be based on program outcomes. For groups, contact the leader to gauge lasting impacts on the group as a whole. This is especially beneficial for youth groups.




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Be transparent with volunteers about feedback. Include feedback summaries in newsletters and on the nonprofit’s website to let volunteers know they have been heard, their evaluations have been read, and actions are being taken.

Example: Appalachia Service Project’s post-trip survey. See Appendix: Assessment & Evaluation for more information.



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Note: We have chosen to use the word “homeowner” most of the time but acknowledge that not everyone who receives repairs owns their house. Some nonprofits use other words: “occupant,” “client,” “family,” “partner,” “participant,” etc.

GUIDING PRINCIPLE: Home repair nonprofits partner with homeowners; they listen to them, communicate with them clearly and often, and encourage them to be involved in the project.

CORE ELEMENT 1: APPLICATION & SELECTION PROCESS The nonprofit conducts a selection process that is organized, thorough, and fair to applicants. Best Practices: A. Define the impacts you want to make, the projects you are equipped to do, the people best served, and the eligibility criteria to be used. Details, examples, and resources:

Criteria could include geographic area, income limit, types of repair work needed, categories of people (veterans, widows, single parents, etc.).

Selecting a sub-region to serve for a particular time period can boost the effectiveness and efficiency of efforts when serving in a large area.

Examples: Eligibility criteria is included in Sierra Service Project’s Work Request Packet, York County Habitat for Humanity’s Homeowner Partnership Arrangement, and Christian Appalachian Project’s Home Repair Eligibility Profile.

B. Execute an application and/or referral process that gathers information needed to determine if the applicant meets eligibility criteria. Details, examples, and resources:

Once the organization’s eligibility criteria have been determined, potential participants/clients must qualify as eligible. Although eligibility is usually determined through an application process, it can be determined through phone calls, in-person meetings, or short written surveys mailed to potential clients. For some organizations, pre-screening clients is a good project for volunteers.

Examples of application fields: basic contact information, directions to property, demographics of household (elderly, disabled, veteran, children, etc), income level, family size, type of property (mobile home, single family, rental), home ownership status, employment status, history of any previous home repair, and extraordinary financial circumstances (medical costs).

Examples: Wilmington Area Rebuilding Ministry’s application form and process, and Christian Appalachian Project’s application form (includes household budget questions).

Resource: ReFrame blog post, Workflow Management: How to Successfully Manage Volunteers and Projects.

Consider whether the applicant demonstrates a willingness to participate in the process (prompt response to requests for information, polite to the staff/volunteers, etc.).

The more demographic information collected on the application, the more information will be available for future grant and funding opportunities.

SECTION 2: PARTNERSHIP WITH HOMEOWNERS




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Identify what supporting documents will be required (eg. proof of income and/or proof of home ownership).

Develop an application distribution plan. Consider offering printed applications at various community gathering spots while also making the application available on your website and in PDF format to email to various contacts. Some people in rural areas do not have ready access to internet, so be prepared to mail applications.

When possible, meet with local groups to enlist their aid in providing applications to the community. Make sure the organization’s contact information (contact name, address, email, telephone, website, etc.) is clearly listed, and encourage potential clients to contact the organization with questions. In addition, make sure all deadline dates are clearly displayed.

Other nonprofits that conduct home visits, such as Head Start, are often good application distribution and client referral sources.

Clear explanation of the application and selection process will help potential clients to understand what is happening and help set appropriate expectations up front.

Some home repair organizations (especially those with youth volunteers) consult sex offender registries and/or conduct background checks on applicants. If concerns become known, some organizations will not work at that home. Others use the information to communicate with homeowners about additional measures that need to be taken to protect volunteers. (Example: the sex offender may not be allowed at the home while volunteers are present.)

C. Conduct an initial home visit for applicants who meet eligibility criteria. Details, examples, and resources:

Volunteers and referring agencies can help with this process. Examples: How to Conduct an Initial Home Visit from Appalachia Service Project, and

Site Visit Worksheet from Milford Housing Development Corporation.

D. Select homeowners to receive repairs and notify applicants not chosen in a timely manner. Details, examples, and resources:

During the selection process, ensure all documentation is current and relevant (taxes paid, current year proof of income, etc.).

Because there are usually more qualified applicants than funding available, a matrix can be used as an impartial guide to score each application (see examples). Special consideration can be given for repair necessity, homeowner demographics (elderly, veteran, home location, etc.) and other discerning factors (those who have received home repair services in the past might get a lower priority ranking). Some organizations opt to operate solely on a first come, first served basis.

Example: Appalachia Service Project’s Qualification Ranking System Worksheet, and Christian Appalachian Project’s Priority Score Card.

Notification in a ”timely manner” can be interpreted many ways. A guide might be within one week of making the decision, and no more than one year after receiving the application. If an initial home visit is conducted, it is courteous to give the homeowner an estimate of when to expect the decision. If a client has been waitlisted, notification of that status should be made at the time of that decision.

A rejection letter could include the reason for rejection (lack of budget/volunteers, geography, project scope is too big/too small, etc.), whether they should re-apply (and if so, when), and a list of other resources that might provide help.


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CORE ELEMENT 2: PAPERWORK The nonprofit requires homeowners to sign paperwork to establish expectations, and protect the organization, staff, and volunteers. Best Practices: A. All homeowners sign a work agreement before any repair work begins. Details, examples, and resources:

Create a scope of work (project plan) for each worksite. Take into account: What are the organization’s repair priorities? How much control will the homeowner have in prioritizing repairs? What will the organization provide and what will the homeowner provide? Consider creating a document which contains the cost estimate, project start & end dates as well as necessary drawings and list materials and tools needed. See Section 3: Home Repair Practices for more relevant resources.

Define the expectations of the homeowner. Encourage a culture of partnership through homeowner participation. Outline opportunities and expectations in advance. Examples: assist with repair work, provide security for materials on site, join for meals or other daily activities, contribute financially, etc. Consider having homeowners sign a document that encourages a culture of mutual respect & kindness (i.e., they agree to no drug or alcohol use or foul/abusive language) while volunteers are present. Clearly state that this home repair partnership is based on mutual love and respect. See Section 5: Community Partnership, Core Element 3 for more information.

Resource Packet. It may be helpful to leave behind a small organizational resource packet for the homeowner’s benefit. This packet could include an organization brochure, guidelines and expectations for the work ahead, pamphlets referring to other community resources, and a small refrigerator card that reiterates the basics (i.e., when repair work will start, days/hours volunteers will be present, name of project overseer and contact info, organization contact info, etc.). Having all of that information be easily seen at the beginning helps to keep everyone on the same page and accountable.

Example: Homeowner Brochure from Appalachia Service Project. Disclaimer/Cancellation Policy. What if a selected home repair project ends up being

more than the organization can handle? What if a homeowner violates their agreement? Or if work has to stop for any other reason? Be clear up front about how the organization handles unforeseen circumstances and what would lead to pausing or canceling a project altogether. This could be handled with a simple clause in a hold harmless agreement/liability waiver (see examples on the next page).

Warranty expectation. Set a clear duration for the warranty period after repairs are completed so that the organization is not required to complete additional repairs past the initial scope of work. Clearly outline what repairs fall under the warranty (i.e., the roof was replaced so warranty repairs would include leaks that occur within one year of completed roof replacement).

Deed Restriction/Forgivable Loan. Deed restrictions are typically only used if the nonprofit receives grant funds that require such language. If so, the documents should be provided by the foundation granting funds. Forgivable loan documents are helpful when the organization wants to ensure that a homeowner is not receiving extensive repair work just so they can make a profit by selling their home. (Example: Repair costs were $5,000 and repairs were completed at no upfront cost to the homeowner. If the homeowner commits to living in this home for another five years, the repair costs will be forgiven $1,000 each year.)

Hold Harmless Agreement/Liability Waiver. Creating a liability document which outlines the repair process, use of volunteer labor, and expectations of homeowner involvement



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will be helpful to have on hand for each homeowner partner to sign. Not only is this a cohesive way to cover all of the pertinent information when explaining the repair process to homeowners, it also releases the organization from any liability while working on their home.

Examples: Family Work Agreement from Appalachia Service Project - College Programs, Homeowner Contract from Service Over Self, Homeowner Release Form from Rebuild Upstate (formerly ReWiGo Ministries), and Understanding & Agreement from Christian Appalachian Project.

B. All homeowners sign an image consent form before staff or volunteers take any pictures/videos; if the form isn’t signed, no pictures/videos are taken. Details, examples, and resources:

Image consent doesn’t need to be a stand-alone document; it can be a simple clause on the repair application, work agreement, or liability waiver.

Be sure to include how and where the images/videos will be used (website, social media, news, etc.) and clarify that the homeowner is not required to consent in order for the nonprofit to work on their home.

Hinton Rural Life Center talks with their volunteers about honoring the homeowner’s dignity by not taking any before and after pictures, and by always asking before taking pictures, even if a waiver has been signed.

Resource: ReFrame blog post, Home Repair Photography Ethics. Example: Image and Information Consent Form (page 5) from Appalachia Service

Project - College Programs.

C. Determine whether or not the organization will complete repairs on rented properties and/or rented land. If yes, all landlords sign paperwork. Details, examples, and resources:

Most home repair nonprofits avoid working on rentals because of the temporary nature of the situation and the potential for the landlord to raise the rent (or even evict the tenants) once improvements are made. For organizations that choose to work on rental properties, a lease amendment is advised to protect both the home occupant and the nonprofit.

Lease amendments should be executed any time there is work on land or buildings not owned by the people living in the home or on the land. However, if a nonprofit works inside a mobile home on rented land, but no work is done on the land, a lease amendment is not required. In this case, gaining the land owner’s permission to be on the property is advised.

A lease amendment should include identification of all parties, identification of work to be done, the term of the lease, limits on rent increases, limits on eviction, and provisions for recovery of costs if the property is sold. The amendment should be signed by the landlord, tenant and a representative of the organization. All signatures should also be notarized.

Examples: Lease Amendment, Lease Amendment for Mobile Homes, and Lease Amendment Quick Reference Guide from Appalachia Service Project, and Lease Agreement for Minor Repairs from Christian Appalachian Project.


http://www.asphome.org/wp-content/uploads/CSP_Family_Work_Agreement_Form.docx





http://www.asphome.org/wp-content/uploads/CSP_Family_Work_Agreement_Form.docx






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CORE ELEMENT 3: EMPOWERMENT The nonprofit encourages participation by homeowners throughout the repair process and works with them, not for them. Best Practices:

A. Consider homeowners as participants, not recipients. Details, examples, and resources:

Some nonprofits require significant contributions from homeowners with the hope of instilling pride of ownership through those contributions. Others organizations choose not to require anything of homeowners and view the service they provide as a gift. Even when repairs are gifted, homeowners can be viewed as partners in the process, and not recipients only.

Home repair organizations should take care not to perpetuate an entitlement mentality among homeowners. Nonprofits do a disservice when they treat people as victims and foster dependency. Everything the nonprofit does should bolster the homeowner’s sense of self-worth and dignity.

There are many ways to move a homeowner from recipient to participant. Many of these require little investment of time or money on the part of the homeowner. The following are ways that some organizations have involved families in their home repair process:

o Sweat equity: teaches skills to the homeowner and helps build relationships with the team.

o Home maintenance education: helps avoid the home falling into disrepair. o Monthly budget education: helps participants identify opportunities to save for

minor repairs, avoiding a much more costly repair if left unattended. o Participating in “family night” picnic: homeowners may bring a small item for the

meal or simply engage in fellowship with the team. o Providing water, coffee, or a meal to the team on site: many homeowners want to

show their appreciation in such ways. o Being available on site to share stories with volunteers: homeowners feel

appreciated and volunteers learn about the culture and life situations they may not have considered.

o Serving others away from the site: this includes distributing information to other families in need of repairs, assisting with “culture night” educating volunteers, or any other service they might provide to the organization.

o Paybacks/Pay it forward: when homeowners are able, they may pay a portion of the material cost back to the organization. This is not intended to be a burden but a chance to help participants maintain dignity and have pride of ownership—it may only be a small contribution to the overall cost of the work.

Any opportunity to help homeowners feel connected to volunteers and the community is helpful. Some organizations host events away from worksites (some of these events were mentioned above). One that seems especially beneficial is the family picnic. These are usually held in a park or other facility. All families are invited to share a meal and fellowship with the volunteers and the other families. This is a great way to connect participants with each other, which, in turn, can begin to establish a support structure that goes beyond the repairs provided.

Examples: Pay It Forward Program from Next Step Ministries, and Self-Help Responsibilities from Christian Appalachian Project.

Resource: ReFrame blog post, Should You Charge for Home Repairs?






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B. Equip homeowners to solve other issues beyond home repair. Details, examples, and resources:

Home repair nonprofits need to recognize chronic issues beyond the immediate physical home repair needs. Programs that are specifically designed to address home repair needs cannot also be the solution to all participant needs.

Other organizations are better equipped to meet those other needs and referrals can be made. After identifying additional needs, the home repair nonprofit can provide information about how to meet these needs and provide referrals. A larger, longer lasting impact can involve equipping homeowners to solve other issues as the nonprofit helps with home repair.

Consider researching other available area resources, compiling findings into a referral guide, and leaving it with each family after explaining it to them. Providing this additional resource contributes to a growing support structure, families can use long after the home repairs are complete.

CORE ELEMENT 4: FOLLOW-UP The nonprofit communicates with homeowners after completing all home repairs. Best Practices: A. After repairs are complete, conduct a final meeting with the homeowner. Details, examples, and resources:

The intent of a final meeting is to review the project with the homeowner, allow them to ask questions or voice concerns, and to mark the completion of the work. If within the organization’s breadth and mission, this meeting could also include developing a plan for what happens next.

During this close-out meeting with the homeowner, a review of final costs can be beneficial. This can include material costs, any subcontractor work that may have been included, donated labor from volunteers, and any grants that have been used on this project. If the organization participates in a sweat equity or payback program, this would also be a great time to review the final details/expectations with the homeowner.

Example: Final Costs Form from Christian Appalachian Project.

B. Sign off on completed work. Details, examples, and resources:

Completing a final checklist with the homeowner at the completion of the project allows the homeowner to sign off on each piece of work that was promised to them. By signing, they agree that the work has been completed, and they are satisfied with it. The benefit of going through this process with the homeowner is to guarantee, both verbally and in writing, that both parties are on the same page with the work that has been accomplished.

Example: Certificate of Completion from Service Over Self.

D. Invite all homeowners to complete a post-construction survey.

Details, examples, and resources:

Homeowners will have a lot to tell the nonprofit about the quality of the work and, just as importantly, the quality of their experience with the organization. They can provide very




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specific, actionable feedback that will aid in fine-tuning training, logistics, and communication as well as data that shows lasting impact.

A paper survey is usually best for homeowners. Include a stamped return addressed envelope to show that the nonprofit values their feedback enough to pay to get it back. If the staff is aware that someone cannot read or write, they can offer to assist with completing the survey.

Sample questions for homeowners: How was the workmanship of the home repairs? Did it meet your expectations? Is the work holding up? Is it aesthetically pleasing? Were you treated with dignity and respect by staff and volunteers? Were your wishes and desires adhered to? Was the communication good? Did you know when people would be coming, how long they would work, and how long the project would take? Was your family’s life unnecessarily disrupted or was the interaction with volunteers and staff a positive experience? Did the teams clean up each day when finished?

In order to use surveys to measure homeowners’ growth and impact, a pre-survey will be necessary as well. Pre- and post-surveys administered to homeowners can measure satisfaction as well as changes in outlook, attitude, and behavior.

Consider additional evaluation and assessment methods to allow for measuring long-term outcomes. Ideas—conduct another survey 6 or 12 months after project completion, or visit homes 1, 3, 5 or even 10 years later. Ask questions and make observations to see if repairs hold up and if the lives of homeowners have been positively impacted long-term.

Focus groups may be assembled for deeper, more detailed discussions. When problems exist, a focus group may be a good investment of time, building on the feedback previously received from surveys. For example, if feedback indicates that communication with homeowners was a challenge, assembling a small group of staff members and homeowners would be a good way to develop strategies to improve. Be sure to research effective ways to structure a focus group before conducting one.

Examples: Pre-Survey, Post-Survey, and Follow-up Survey from Mountain TOP.

E. Provide all homeowners with a leave-behind piece. Details, examples, and resources:

As projects are completed, leaving a document behind with each homeowner can be helpful. Information can include how-to tips for living in this repaired home, home maintenance tips (in order for repairs to be maximized), educational information on how to complete other repairs, and resources to help find materials and supplies in the future. This piece could also include any warranty information that the organization may provide for the work completed. Furthermore, this could be the piece that includes the referral guide mentioned previously to help the homeowner seek resources for other needs.

F. Consider creating a development plan for each homeowner. Details, examples, and resources:

To help meet all homeowner needs, nonprofits may want to consider implementing a development plan after home repairs are complete. The plan could include referring the homeowner to other programs within the organization or to services provided by other nonprofits nearby. In addition, this plan could include a schedule of follow-up calls the organization intends to make at designated time intervals to follow up on the work the organization provided. Do not assume the homeowner needs certain services or commit to more than the organization can do.

Example: Homeowner Long-Term Connections - BFF Resident Program from Next Step Ministries.


https://docs.google.com/document/d/1-lbkeuFgTYoOESByQWoVLGXRU42ePvMSDFrSWia7rZc/edit?usp=sharing

https://docs.google.com/document/d/1OoU-H8mWJq4c83CjGiWeKOuQtoj-uLRtb1uRYvV54Js/edit?usp=sharing

https://docs.google.com/document/d/1wG26qSJWnXVyRL8p32ExDbuJQQcBFyeeSNK4kHV2iPk/edit?usp=sharing


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GUIDING PRINCIPLE: Home repair nonprofits bring together the essentials–materials, funding, and people

(staff, volunteers, and/or subcontractors)–to make sustainable housing improvements that also improve the quality of life for low-income homeowners.

CORE ELEMENT 1: PROJECT PLANNING The nonprofit follows protocols to conduct assessments, select projects, and create project plans. Best Practices: A. Focus on high impact repairs. Details, examples, and resources:

If a nonprofit plans to invest substantial time and money into home repair, staff should think critically as they establish goals for the project. Even if it isn’t possible to lift a home completely out of substandard condition, a nonprofit can make a significant difference in the homeowners’ quality of life. By focusing on high impact repairs, organizations can be good stewards of resources while helping a lot of families. Consider the sustainability of both the project and the home.

Example: Appalachia Service Project no longer builds freestanding roof systems on mobile homes because of the significant time, money and volunteer labor investment in a project that will ultimately outlast the mobile home itself.

Good stewardship goes beyond being precise in material purchases; it includes making informed decisions about how to allocate other important and expensive resources as well—including volunteer labor. If a nonprofit can’t fix everything in a home, it can complete high impact repairs that address emergency needs and then move to another project to help another family in need.

Resource: ReFrame blog post, Substandard Housing Definition & High Impact Repairs.

B. After homeowner selection, conduct a more detailed home assessment and select specific projects before scheduling the work. Details, examples, and resources:

Note: We use the term “homeowner” throughout this guide, but acknowledge that not everyone receiving repairs owns their house.

See Section 2: Partnership With Homeowners for information about the homeowner selection process.

Initial assessments should include selection criteria (i.e. project meets organization philosophy, standards, and principles), feasibility (especially if the repairs will be completed by volunteers), resource availability (funding and in-kind resources available), and consideration of homeowner desires.

Additionally, assessments typically include: Site-specific conditions and concerns:

Environmental review: bugs, bees, snakes, etc., grass/brush obstructions, topographical concerns, open septic tanks or sewer lines, etc.

Safety concerns: health of homeowner and occupants, neighborhood hazards/concerns, structural concerns, etc.

Site concerns: adequate volunteer parking, restroom availability, utility identification/locations for shut-offs, possible homeowner relocation, etc.

SECTION 3: HOME REPAIR PRACTICES


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Hazardous materials testing: lead paint testing, mold testing, asbestos survey, etc.

Energy Management/Weatherization Assessment The assessment (sometimes called “triage”) is an internal document meant to capture all

pertinent structure and property issues. Examples: Prune, Plan, Paint Assessment from Habitat for Humanity of York County,

South Carolina; Triage Report Template from Habitat for Humanity of Charlotte, North Carolina; and Rahab Scoring Matrix and Assessment Checklist from the City of Rock Hill (South Carolina) Housing Development Corporation.

C. Create a project plan that includes what is to be accomplished, how long it will take (goals), when it will be completed (timeline), what resources are needed, and how much the project will cost. Details, examples, and resources:

A complete project description may include project overview/description, project budget/estimation, timelines (dates and time estimates), drawings/plans, checklists & specifications.

The plan should include who will complete the work—volunteers, staff, contractor, or a combination. It is helpful to have guidelines about worker allocation. For example, some nonprofits always hire contractors for plumbing, septic systems, electrical work, and HVAC projects.

A project plan is sometimes called a scope of work. It can be shared with applicable stakeholders (volunteers, homeowners, funders, etc.). This scope is a living document that can be altered via change orders in extreme circumstances, but care should be taken to ensure minimal scope creep.

When formulating a plan or scope, include the approximate time each task will require. Tally these numbers for all volunteer tasks and calculate how many volunteers and days it will take to complete each scope item. Add a 20% contingency to the overall hour estimates.

Create a plan that will cause minimal inconvenience to homeowners.

D. Obtain required permits before repairs begin. Details, examples, and resources:

Many locations and municipalities require organizations to get permits before any construction/repairs begin.

Find out when a building permit is required and where to apply. Permit fees are sometimes waived for nonprofits.

Find out what municipal/utility authority inspections are required. Obtain code manuals/guides for each service area. Consider other restrictions and guidelines such as zoning, historic or design districts,

neighborhood and homeowner associations, and dumpster and temporary toilet locations.

Be sure to properly display permits. Resource: Codes, Permits, & Inspectors Roundtable Notes from ReFrame

Conference 2011.







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E. Carefully match volunteer skills with projects. Details, examples, and resources:

Make specific requests to volunteer groups about team size, skills needed, and workday duration. Allow as much lead time as possible for optimal volunteer recruitment. Explain to each group that flexibility will be appreciated (and necessary), as there are many moving parts involved in scheduling and completing home repairs.

Start each project with a general listing of the work to be completed, anticipated skill level and an estimate of how much time it should take. People appreciate honesty; if there is more or less work than originally anticipated, tell volunteers up front so they can reset their expectations.

Resource: ReFrame blog post, How Many Volunteers Does It Take To Repair A Home?

CORE ELEMENT 2: PROJECT MANAGEMENT The nonprofit seeks to manage repairs while also providing enriching volunteer opportunities, encouraging good stewardship of resources, and building a sustainable workflow process rooted in protocols and procedures. Best Practices: A. Provide volunteers and staff with a construction manual. Details, examples, and resources:

Well-developed construction manuals and installation guides are important and necessary resources for volunteers. These manuals should include detailed descriptions and step-by-step instructions for any task a volunteer will be asked to accomplish. Pictures and diagrams are also helpful.

The following subjects are common in construction manuals: lumber types, lumber dimensions and uses, construction terms and definitions, metal roofing and flashing, fastener types and uses, concrete, posts and anchoring, porches and porch roofs, steps and railings, sheds, painting, wheelchair ramps, tips and tricks, and safety rules.

Examples: Manuals from Sierra Service Project, and Appalachia Service Project.

B. Complement the construction manual with how-to training videos or instructions. Details, examples, and resources:

If a project will be focused on specific types of work, utilize how-to videos, either making what you need for common tasks or using others available. Send these to the project leader to view and use in advance or use and discuss immediately before repairs begin.

Resources: Next Step Ministries has over 100 videos on YouTube. Appalachia Service Project also shares instructional videos.

C. Provide volunteers with written materials about their assigned project. Details, examples, and resources:

Volunteer project notebooks help to organize project information. They may contain: o Homeowner background information: notes regarding safety, health, or lifestyle

concerns (i.e. heavy cigarette smoke indoors, violent dogs chained up outside, or anything else people should be aware of coming into the home).




http://resources.servicenetwork.com/AppServ/GroupLeaderResources/2018ConstructionManual.pdf

https://www.youtube.com/channel/UC_tXuCxjzMoXiR4MauKcsAg/playlists

https://www.youtube.com/user/AppServProject/playlists

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o A continuity sheet filled out by volunteers who have worked on the site previously to communicate important information (i.e. location of materials left on site, where to park, etc.).

o Directions to worksite o Project photos o Project plan/scope o Plans/drawings o Location of all utilities and easements o Material lists o Construction manuals o Emergency procedures

Hospital directions Volunteer health forms & waivers Incident/accident report forms

o Contact phone numbers (staff support)

D. Structure volunteer work days to allow time for an introduction, teaching, correction (as needed), quality control, and site clean-up. Details, examples, and resources:

Scheduling the day to include the above items helps to ensure that tasks are started and completed (to satisfaction) within a confined time period.

E. Utilize a project information system to track details about homeowners and projects. Details, examples, and resources:

A well-designed system should also have the capability to selectively report information based upon need (i.e. number of homeowners worked with, total dollars spent per homeowner and project, status, etc.).

Database/information system may include homeowner profiles (background and history, health concerns, children and pets, location/directions), work team scheduling and logistics (anticipated time work will require, team size, tools required), and project history.

Resource: Some ReFrame members use a customized version of Salesforce to track these homeowners and projects.

CORE ELEMENT 3: RESOURCE MANAGEMENT The nonprofit implements systems that ensure efficient resource acquisition, staging, usage, and inventorying. Best Practices: A. Develop a plan for material acquisition. Details, examples, and resources:

Ask for donated materials and tools. Sources may include volunteers, homeowners, supply companies, manufacturers, and home repair supply stores (i.e. Lowes, Home Depot).

Before purchasing, collect bid packages. Use the information to create preferred vendor lists and to set up store accounts.

Making bulk purchases of materials used most will save time and money.


https://www.salesforce.com/

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Buy local whenever possible. See Section 5: Community Partnership for more information.

Utilize a staff person (or someone else involved in the project from start to finish) to compile material and tool lists. This will ensure continuity throughout the project.

C. Create a management system for tools and materials that includes storage and security. Details, examples, and resources:

Store tools and materials properly; ideally in a warehouse. Organize tools and materials by function (i.e. plumbing, electrical, lumber, etc.). Segregate hazardous materials. Ensure the security of materials in both the warehouse and on the worksite when

staff/volunteers/contractors are not present. Maintain an inventory of tools and materials at the warehouse and on worksites. Return excess inventory to suppliers or warehouse. Collect feedback from volunteers regarding which tools work best and which additional

tools are needed. Conduct regular tool inspections, ensuring that all safety mechanisms are present and in

good working order. Service and repair tools to ensure longevity and safety. Discard tools that aren’t in good working condition.

If time and resources allow, establish a written tool log that tracks tool maintenance and acquisition. Look outside the normal volunteer base for help with tool maintenance if needed. There are people who like to work in shops repairing tools but are not interested in working on job sites.

C. Determine delivery protocols and procedures. Details, examples, and resources:

The plan should ensure that materials are on the worksite before volunteers and contractors need them.

Consider these questions: Will the hardware store make large deliveries to the nonprofits’ warehouse and/or worksites? Will the staff transport materials to worksites in advance, or as needed? Will volunteers transport materials? Where can materials be safely staged on-site? What’s going to work best to keep the repairs moving forward?

Follow safety protocols related to deliveries. For example: Check vehicle fluids, brake and turn signal lights, etc. on a regular basis. Delivery vehicles should be appropriate for what is being delivered (ensure no overloading, require red flags on the end of anything sticking out the back, don’t allow materials to rest against vehicle windows, ensure that materials are secured properly and aren’t endangering passengers, etc.).

D. Create a debris removal plan. Details, examples, and resources:

Trash removal options include renting dumpsters for worksites and/or warehouse, staff and/or homeowner transport of debris to the dump in pickup trucks or dump trucks.

Decide whether the nonprofit will assist homeowners with trash removal unrelated to construction debris and clearly communicate this to them.


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CORE ELEMENT 4: SAFETY The home repair organization makes site safety a priority for volunteers, staff, and homeowners. Best Practices: A. All staff and volunteers receive safety training. Details, examples, and resources:

Provide orientation prior to working on a project. Discuss safety protocols, and designate a site safety person.

Require attire such as long pants and close-toed shoes. Provide or require every work crew to bring equipment such as safety goggles, hearing

protection, gloves, safety vests, dust masks, drinking water, bug spray, and fire extinguishers.

Training videos can help ensure proper tool use. See Core Element 2, Best Practice B above for more information.

B. Consider site safety at all homes being repaired. Details, examples, and resources:

Call before digging - Call 811 to identify the locations of utilities prior to any digging. Use barricades and signage to mark holes and other safety concerns. Mark dangerous

areas with warning tape.

C. Provide volunteers and staff with a safety manual. Details, examples, and resources:

Safety information can be included in a construction manual or presented as a separate document.

Example: Appalachia Service Project’s Volunteer Safety Manual.

D. Develop emergency response procedures and train staff on them. Details, examples, and resources:

First aid kits should be in all staff and volunteer vehicles. Consider requiring field staff to be certified in CPR and First Aid. Maintain an updated list of volunteer teams and locations, and collect their health forms.

Volunteers should keep a copy of all health forms in their vehicle. Provide volunteers and field staff with important contact numbers. A wallet-sized card is

one way to do this. Provide volunteers with written directions to the hospital. Create incident reporting procedures. Volunteers should submit a written report for

injuries. Document additional information such as medical treatment. Example: Volunteer Incident Report from Service Over Self. Resource: Safety Guidelines & Risks Roundtable discussion notes from ReFrame

Conference 2011.


http://call811.com/before-you-dig




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CORE ELEMENT 5: PROJECT EVALUATION The nonprofit conducts periodic project evaluations, bringing together stakeholders (staff, volunteers, homeowners) to assess the final repair product and the associated processes. Best Practices: A. Conduct regular reviews of project quality. Details, examples, and resources:

A review might consist of these questions: Was the project completed? Was it completed per specifications? Was it completed in the planned time frame, and within the allotted budget? Were expectations of materials (types and amounts) met? Were quality standards met? Were best practices utilized? Was the project information system updated?

Volunteers and homeowners usually complete evaluations. See Section 1: Stewardship of Volunteers and Section 2: Partnership With Homeowners for more information. Additional information can be found in the Appendix: Assessment & Evaluation.

A close-out checklist can ensure all projects are finished completely to the same quality standard, regardless of the work involved or people who complete it. This promotes accountability among all stakeholders (staff, volunteers, homeowners, etc.).

Consider conducting longer-term project reviews (i.e. returning to projects 1, 2, 5 years out to assess sustainability and project life).


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GUIDING PRINCIPLE:

Temporary staff can be tremendous assets to organizations that experience expansion in programs, volunteer numbers, etc. for a short amount of time. These staff members can provide a high-quality experience for all constituents because of the time and energy they devote directly to these relationships, logistics, and execution.

CORE ELEMENT 1: RECRUITMENT The nonprofit has a goal, budget, and strategy for recruiting temporary staff based on the project or program’s desired needs and outcomes. Best Practices: A. Determine the type(s) and the number of temporary staff needed each year. Details, examples, and resources:

Options may include summer staff, camp counselors, AmeriCorps, interns, and contracted staff. See more information about each of these types of temporary staff.

This section of the guide will primarily focus on summer staff/camp counselors but includes information regarding AmeriCorps as the details tend to be similar. This section will not cover contract employees or interns (although some information may apply to short-term interns).

Resource: Seasonal Staff Model Roundtable Notes from ReFrame Conference 2011.

B. Create a multi-faceted recruitment plan. Details, examples, and resources:

Post job openings on ReFrame Association job board. Most colleges provide career services to both students and employers such as job

boards and career fairs. Research these and take full advantage of them. Having a presence on social media allows employers to get the word out about their

mission and potential job openings. These postings allow applicants to learn more about an organization while equipping them with more knowledge regarding employee culture, fieldwork, and the nonprofit’s public relations outreach.

Creating an Employee Referral Program (ERP) can be one of the best ways for home repair nonprofits to recruit fantastic new hires.

Posting on traditional job sites such as Indeed, Monster and Career Builder works for some organizations.

Create recruitment business cards and provide them to volunteers, vendors, community partners, etc. Handing out these cards spreads the word about the organization and job openings. Everyone is a recruiter!

Invite current volunteers and program alumni to be ambassadors for the nonprofit, and to share temporary job openings with their contacts.

See more details about the recruitment options mentioned above.

SECTION 4: TEMPORARY STAFF

https://docs.google.com/document/d/1pNukVvAFs11c7v9_Znak2Jb-PcLFJ7rCPcO_4jiO86M/edit?usp=sharing

https://reframeassociation.member365.com/sharingnetwork/documentLibrary/view/172/

https://reframeassociation.org/resources/job-listings

https://www.indeed.com/

https://www.monster.com/

https://www.careerbuilder.com/

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CORE ELEMENT 2: HIRING The nonprofit ensures that those involved in hiring decisions have a complete understanding of these positions and can effectively evaluate applicants at each step of the hiring process. Best Practices: A. Conduct a competitive application process. Details, examples, and resources:

The application process will look different depending on the job and the kind of candidate sought. Regardless of the criteria, there is one crucial goal: to pre-determine what an organization’s ideal candidate looks like and evaluate candidates based on that standard. This important initial step is regularly overlooked in the rush to start reading applications. Without this step, however, those doing the hiring end up comparing candidates to each other, to other employees, or to nothing at all. When nonprofits compare a candidate to a set of desired qualifications, they are more likely to get the best person for the job.

Written/online applications typically involve a basic information page, essays, cover letter, and/or resume.

Check federal and state laws regarding questions asked on an application. References can be extremely helpful. The number of applicants may determine the

format of the reference request. For example, those with a high volume of applicants may not have time to call all references and choose instead to utilize a web-based form or to call references for final round candidates only. Typically, two or three references from different sectors of an applicant’s life give employers a good idea of a candidate’s fit. The reality is that references tend to overinflate candidate strengths and understate their weaknesses. Therefore, it is important to “read between the lines” and ask the right questions.

Sample reference questions: Does the candidate have the skills/capacity to do the job? If not, how quickly can they be taught? Will they fit in with the company culture? How will they work with others in the organization? Would they be a good representative for the nonprofit? What types of decisions will they be making and how well will they make them? Employers may also want to ask about: communication skills, leadership style (if they will be in a leadership role), and dependability. Finding the right reference questions can begin to hint at (without fishing for) any red flags.

Candidates and their references both upsell their skills and the reasons the nonprofit should hire them. Seeing and comparing candidates objectively can be difficult. This is where resources like personality assessments come in handy.

Legally, HR practices will guide you when dealing with candidate information. Some issues can be sensitive in nature so do the research needed and pay attention. While not as confidential as a personnel file, some information applicants provide should only be shared with the hiring team and/or the HR department. A candidate’s file should contain all pieces of their application, including notes from individuals involved in the hiring process. Depending on applicant qualifications, keeping applicant files for more than three months after a position has been filled may not be necessary. If a candidate asks why he/she was not selected, referring to the candidate’s application file may be helpful. Occasionally, a file may be kept with a future potential job opening in mind.

Example: Hiring Process for Christian Appalachian Project’s long-term volunteer program (the document also has details about their training and exit process).


https://docs.google.com/document/d/15GUZytUsLVEpq4wSvzmKAguKtvaj-Bi0PVCqx7_gciM/edit?usp=sharing


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B. Create an interview process, and interview promising candidates. Details, examples, and resources:

There are a wide variety of questions, formats and evaluative tools designed to help predict whether a candidate will be a good fit for a company. These resources, while helpful, can become overwhelming quickly. So before starting the hiring process, consider: How many staff and how much time will be devoted to this process? What resources are at our disposal (money to reimburse applicant travel, current/past staff as interviewers in the field, etc.)? What is the interview goal? What does the hiring manager want to walk away knowing? What is the overall interview process? How many interviews does the nonprofit want to conduct with each candidate? Do different departments/individuals need to be involved in the process? What is the timeline for communication with each applicant?

Types of interview questions: straightforward questions (“Tell me about your previous jobs and the skills you gained there.”), behavioral questions (“Tell me about a time when you confronted a supervisor about an issue.”), situational questions (“How would you handle the following situation…?”), and brain-teaser questions (“Why are manhole covers round?”).

Appalachia Service Project has found that the two best predictors of performance are behavioral and situational questions. Combining these in an interview is ideal. While straightforward questions are helpful in clarifying information from a resume or cover letter, these answers typically are well rehearsed and likely to be just what the interviewer wants to hear. Having a candidate think about their experience and/or how they would solve a problem can highlight patterns, critical thinking skills, knowledge of the organization, and information about the kind of employee they might be.

In-person interviews are ideal for the interviewer to observe body language, interaction with others, and how candidates generally carry themselves. If done in an office, an interview allows the candidate to observe the space where they may be working while also getting acquainted with the organization’s culture. When this is not an option (or in addition to/preceding an in-person interview), a phone or digital interview can be utilized. Conferencing services such as Zoom, Skype, etc. are great, free resources for observing a candidate while interviewing. In, general, video conferences are less awkward for both parties than phone interviews are. Alternatively, if other volunteers, previous staff, and/or current staff in the field are willing to conduct interviews, include them in the process. Consider using them to vet a candidate and decide whether or to pass him/her onto the next round. Peer interviews, in particular, can be a great resource, giving the applicant a first-hand picture of the job at hand and insights into realities they might face if hired.

C. Consider all of the gathered information, make hiring decisions, and notify applicants. Details, examples, and resources:

Go back to what an ideal candidate looks like for this role in the organization. From there, creating a rubric and/or scoring system to compare candidates side by side is a good place to start.

Some red flags to watch for include: o Basing a decision solely on “gut reaction” o Inconsistency in whatever scale is chosen from candidate to candidate o Personal biases:

Are you tired or hungry? Did the applicant say something that triggered a personal

(negative) memory? Did you just not like the applicant’s shirt (or something else)?


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Assumptions that could have been clarified in the interview Red flags may come up because everyone can be influenced a certain way by

something as simple as whether or not he or she is hungry at the moment. Recognizing that these things may happen and finding ways to combat them (preferably ahead of time) is important and necessary for arriving at the best decision. Examples: schedule an interview after 10:30 am to allow time to prepare, or work at putting words to those “gut reactions.”

Making final decisions can be difficult, especially if there are many well-qualified applicants. Take time, utilize all the information, and make the most well-informed decisions possible.

The final step in Appalachia Service Project’s application process for aspiring summer staff is called a Staff Applicant Workshop (SAW). These are day-long group interview events located in 10 locations across the eastern half of U.S., regions convenient for most applicants. These are held on designated Saturdays between December and February, and applicants are asked to sign up for a SAW during the first step of the application process. Applicants are invited to a SAW based on their written applications and Zoom interviews. At each SAW, applicants learn more about the summer staff job, and the hiring team learns first-hand how applicants interact with each other, problem-solve, communicate, and challenge themselves and each other. While SAWs involve a time and energy commitment from both applicants and staff, this recruitment tool ultimately provides a great way to observe and interact with multiple applicants at once, catching a glimpse of what each might look like as a summer staffer.

CORE ELEMENT 3: PREPARING FOR EMPLOYMENT The nonprofit ensures that a number of logistical and engagement activities occur before temporary staff begins work. Best Practices: A. Ensure that all hiring paperwork is completed before temporary staff begin work. Details, examples, and resources:

Paperwork typically includes the W-4 and I-9 forms, and may also include: direct deposit form, organization-specific contract, social media policy, technology waiver, background check waiver, etc.

B. Communicate expectations to temporary staff before they begin work. Details, examples, and resources:

Example: Summer Staff Code of Conduct from Next Step Ministries. For those organizations hiring multiple temporary staff members, especially if they are

coming from outside the town/state/region where the nonprofit is located, communication is crucial. Helpful information for these staff members can include packing lists, directions to the facility, staff listing, contact information for important individuals, expectations (e.g. do they need to be CPR/First Aid certified before their arrival?), etc.

Temporary staff often have questions about a wide variety of topics prior to employment. While thorough and consistent communication helps answer some of these questions, additional resources can assist in preparing staff for their jobs. Some options include: pairing staff with a mentor or past staff member, creating an employee portal on the



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nonprofit’s website, creating a Facebook or other social media group where employees can ask each other questions, etc.

Some home repair nonprofits begin training temporary employees before their start date. Implementing resources such as testing websites can help to evaluate staff skills and knowledge before work begins. Such tools should be used sparingly. Remember that these individuals are not yet employees, and their busy lives as a student or someone else’s employee probably does not leave time or opportunity to devote to long, extensive sessions with your organization.

Nonprofits sometimes require temporary employees to read their construction manual in advance or watch online videos (about defensive driving, food handling, etc.).

Many organizations require all field staff to become CPR/First Aid Certified prior to beginning employment. Alternatively, this could be included in temporary staff training.

CORE ELEMENT 4: TRAINING The nonprofit ensures that temporary staff are equipped to conduct all aspects of their job responsibilities to the standards set forth, and resources are communicated and available to assist them. Best Practices: A. Utilize a variety of training methods to prepare temporary staff for their job responsibilities. Details, examples, and resources:

Most organizations have an employee handbook or manual regarding professionalism, benefits, etc. This will be an effective tool if used for hands-on learning during training.

A useful manual might include reference materials and guidelines, samples of accurate work to follow (example: a correctly completed home assessment), specific checklists for each position, contact information (especially if not working at the main office, having contact information for all crucial parties is vital), company/community information (organization history, important vendors/ relationships, previous experiences, etc.)—all can be helpful in shaping the culture, mission and vision for a new employee who may unaware but needs to know or have access to such information quickly.

Videos can be time-consuming to make, but they get the information out quickly in a way that can be referenced again and again and easily shared with many over time. If done well, videos can also be used from year to year. Videos and/or an organization’s YouTube channel can be used in training. Sample videos include organization history, construction practices and demonstrations, rules and regulations, commonly asked questions, etc. In-person training sessions can be recorded for future use.

Consider various types of training styles and what will be most effective. One of the most important aspects of training is how the content is presented. Everyone learns differently and at different paces so consider different learning and training styles. Remember to remain open to these differences during training and adjust as needed. Questions to ask before any training starts: What are the training and session goals? Who are we training? What resources (time, money, materials, etc.) do we have?

Also, consider utilizing: o Local trainers: Individuals or groups can come in and help new staff get a feel for

the culture of the region and/or organization—especially helpful if trainees come from outside the region.

o Existing manuals/resources: A multitude of videos, manuals, guides, etc. produced by others can be helpful tools. For example, certain brands may have excellent how-to manuals and/or videos available.


https://docs.google.com/document/d/1fnCWHKaPiz_UE9N7H29m_p5Q2I1nRA9Il3sXnlKHO2s/edit?usp=sharing

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Sample summer staff training schedules: Mountain TOP, Sierra Service Project, Appalachia Service Project.

CORE ELEMENT 5: SUPERVISION & EVALUATION The home repair nonprofit supervises and evaluates temporary staff performance on a regular basis. Best Practices: A. Meet with temporary staff regularly to provide them with feedback. Details, examples, and resources:

Because of the time constraints on temporary employees, setting expectations and following up early and often is important. Some feedback systems are 90-day probationary periods, weekly check-ins, or monthly reviews. Nonprofits should communicate their chosen feedback schedule to incoming employees; explaining these helps staff to understand and fulfill job expectations.

The best feedback/evaluation happens in real time out in the field. If a staff member is underperforming or does something incorrectly, the best remedy is to discuss privately it in the moment or very shortly thereafter. Then, corrections can be made prior to the more formalized evaluation and that evaluation will hold no surprises. For example, if witnessing an employee use a derogatory tone with a volunteer, a supervisor should pull that employee aside afterward and discuss the action and the corrections needed. By waiting even just two weeks for a formal check-in, the employee may have forgotten or repeated this behavior.

To make the most of both the employee and the supervisor’s time, here are some suggested questions to help guide regular check-in discussions: What are the big things (operationally, strategically, professionally, personally) you are working on? Are there any staff or budget concerns? How can I as your supervisor help you? What is your biggest struggle? Is there anything else I need to know? Also, review feedback from volunteers, homeowners, community contacts, etc.; discuss upcoming deadlines; and review tangibles and quantitative progress (e.g. how many home repair projects are currently open?).

The questions above focus primarily on job responsibilities and accountabilities, and starting here is important. However, temporary staff members may also need to process their experience on a personal level. Providing either time and/or additional resources to provide this help will allow them to feel heard and respected during their term of employment.

B. Conduct an evaluation at least twice for temporary staff—in the middle of their employment and at the end. Details, examples, and resources:

Nothing that is written or discussed in an evaluation should come as a surprise. As mentioned in the regular feedback section, action items should come to the attention of the employee as quickly as possible so they know where/how they need to improve. Improvements made prior to these formalized evaluations may erase the need to mention a correction at all in the evaluation. However, supervisors can compliment improvements, and continue to discuss issues.

Physical space and time are important. When planning for feedback sessions, scheduling a time at the very end of the day when the employee might be exhausted





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may not produce the best conversation. Additionally, holding these sessions somewhere private and comfortable for both parties also increases check-in usefulness.

Ask for feedback on how they think they are doing. This is a great way to gauge whether or not everyone is on the same page with expectations or if adjustments must be made.

Write everything down! The nonprofit can choose which format is best but the main two questions are “What is the employee doing well?” and “How can the employee improve/grow?” Both their comments and those of the supervisor should be documented and put in a personnel file. This record is valuable for future reference for rehires and for organization protection when an employee quits or must be terminated.

An exit interview at the end of employment gives the employer and the employee opportunity to provide feedback.

Resources: Small Dose Feedback Form and Performance Management session outline from ReFrame Conference 2016.

Example: Hinton Rural Life Center conducts a 360-degree evaluation at the end of employment. Everyone is evaluated by his/her supervisor, each staffer evaluates his/her supervisor, and they all complete self-evaluations. At least two peer evaluations are completed by each person (anonymously). Results are calculated and reviewed with each staff person.

C. Utilize a Performance Improvement Plan or Action Plan for underperforming temporary employees. Details, examples, and resources:

Not every employee responds to feedback and/or improves at the rate expected. When a supervisor has effectively communicated expectations and areas of improvement multiple times, bringing in a formalized Performance Improvement Plan or Action Plan may be beneficial. These documents are meant to provide additional guidance regarding performance expectations, breaking down these expectations into regular goals. These plans also offer a formalized space for the supervisor and employee to check in more regularly, supplying the support needed.

These plans are not meant to be a last resort or formality before firing. While the next step may be termination, these plans should not be taken lightly or be treated as a burden. A supervisor's job is to utilize all resources at his/her disposal to guide and support employees and ultimately to help them improve and be the best they can be. These plans should be seen as an additional support system and treated as such.

See more information about creating a Performance Improvement Plan. Resource: Conflict Management session outline from ReFrame Conference 2016.

D. Retain required documents for temporary staff. Details, examples, and resources:

There are a number of reasons why documenting employee performance, even for temporary staff, is crucial:

o Succession planning and institutional memory: regardless, turnover happens! Written information easily passes from person to person for smoother transitions, limiting the amount of information slipping through the cracks.

o Retention: if a temporary staff member is eligible and wants to work for the organization again in the future, detailed documentation and notes contribute to better and faster decisions.

o Risk management: as mentioned in previous sections, documenting employee performance helps mitigate risk in terminations or instances when an employee




https://docs.google.com/document/d/1PyRCb4Ftl02n-Q0SdJ4TVsUthHxEHZv8-ng26t5Wdk4/edit?usp=sharing


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chooses to leave. Even when a staffer performs at or above expectations, documentation is standard and good practice.

Be sure to retain written evaluations and significant incidents of insubordination, misconduct, lack of compliance, etc.

HR compliance: There are some legal standards regarding employment records. The Society for Human Resource Management’s lists of questions and suggestions regarding best practices and organization are available online.

E. Provide group feedback for staff teams.

Details, examples, and resources: In addition to meeting with temporary employees individually, it is useful to provide group

feedback for teams verbally, in writing, or both. Example: Center Visit Feedback Form from Appalachia Service Project Strategic team evaluation (aka “clearing the swamp”) can be done when a team is not as

efficient/effective as it could be, allowing staff to see the bigger picture and do more goal setting as a team. This tool is not to be used for specific interpersonal conflicts/issues. It consists of brainstorming obstacles to performance. Write down everything shared and then review the list with the team again. Ask what they want to do about each item: accept, influence, or remove the obstacle. “Accept” means to stop complaining about it and no longer use it as an excuse. “Influence” means to change something they are doing, or to influence someone else to change what they are doing. “Remove” is often last resort, as it means to resolve the situation by removing something (i.e. switching volunteers from one worksite to another, stopping work at a house, “firing” a volunteer, etc.).

F. Collect program feedback from temporary staff. Details, examples, and resources:

To gain insight into the staff experience, consider that temporary staff members occupy the middle space between the decision-makers who have planned this community engagement and the homeowners receiving the repairs. Naturally, there will be gaps between what an organization hoped to achieve, what homeowners wanted, and what staff (with volunteers) were able to deliver. Here are some areas to research: quality of the work that temporary staff supervised/oversaw, areas where more training was needed, logistical or equipment challenges, work selection and planning, communication between staff and homeowners, etc.

CORE ELEMENT 6: RETENTION The nonprofit sets goals for when and how to retain temporary staff from year to year and/or how to move a temporary staff member into a full-time position. Best Practices: A. Create a positive employment atmosphere for temporary staff. Details, examples, and resources:

When possible, empower staff and give them the responsibility/encouragement to be independent. When staff are trusted to make decisions, they feel more valued.

Show support and care for temporary employees personally and professionally. Showing support and encouragement in multiple facets of a staff member’s life demonstrates and builds a culture of care and support.


https://www.shrm.org/resourcesandtools/tools-and-samples/hr-forms/pages/personnelfileaudit.aspx


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Encourage temporary staff to think about future terms of employment early on. Even during the initial training, emphasize that their time and commitment are valued both now and in the future. Help them to look forward to that next step and what they need to do to get there.

Many home repair nonprofits help temporary employees envision how their work can play a role in their own vocational discernment and life goals. Many times, young people avoid or push aside the idea of working temporarily in favor of a “real job” or one that may provide a long-term commitment to them. An organization can help bring summer/temporary positions into a more valued perspective for possible recruits a number of ways: make job search resources available (sample resumes, resume and interview how-tos, etc.), help them network with past staff or volunteers, and work with their college/university’s internship program on their behalf. These methods and others can help temporary staff understand and appreciate how the experience, skills, and growth opportunities the nonprofit offers can fit into their future plans and careers.

Allowing time during employment for temporary staff to provide feedback is a great way for these individuals to make their voices heard and realize that their input is important—and they have good ideas! Holding exit interviews, feedback sessions, discussion groups, etc. are a few different ways to be intentional about listening to employee feedback. Allowing for these opportunities can make current and future experiences richer for these employees, especially when their thoughts and ideas are put into action by the organization.

B. Provide additional opportunities for the organization to value and support temporary staff. Details, examples, and resources:

Ideas for opportunities: year-round employment (long-term internships, fellowship programs, full-time employment, etc.), mentorships within the organization and/or communities they serve, professional development (attending conferences/workshops, continuing education credits, webinars, etc.), and vocational discernment (helping college students or recent graduates merge their passions for the needs of the world with potential career path to follow).

Appalachia Service Project uses an immediate rehire system after each summer program to increase retention. In September or October, they offer the top 10% of performers a position for the following summer. They do not conduct interviews with these individuals or have them re-apply—their performance speaks for itself. This practice has produced multiple benefits in addition to a significant retention increase. Hiring these trained, experienced and outstanding staff members (who are very desirable to other employers) early on prevents them from looking for other opportunities. They can continue to build their resumes by helping you with other tasks such as conducting interviews, attending recruitment events, etc. Their help reduces permanent staff workload, reducing the number of applications, interviews, and recruiting events they handle.

Hinton Rural Life Center offers recommendations for those who won’t return (aging out of summer staff, etc.). They also have a fun farewell party for them at the end of the summer. The organization provides these summer staff “alums” with evaluations for the entire summer program (beyond employee evaluations) that they may use as they take their next steps. The organization is careful to let them know that their voices are heard and their feedback is important now and will continue to be in the future.


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C. Engage temporary staff after their employment has ended. Details, examples, and resources:

Engaging previous staff members can be a great way to both increase retention and help with recruitment initiatives. It helps to continue positive feelings and thoughts about their experience and encourages them to be part of it again.

Here’s how to engage previous staff again: o Regular communication (e.g. holiday/birthday cards, newsletters, etc.) o Build personal relationships in the “off” season. Keep them engaged in the work

of the nonprofit through applying again, offering suggestions, donating, etc. o Invite them to be recruiters. Especially if still in college, they can engage easily

with peers, talking about their experience and inviting interest and participation from others. Invite nearby past staff to represent the organization at mission fairs and recruiting events. They are great ambassadors!

o Encourage them to host reunion events or small gatherings. Get former staff to engage with each other—their shared stories can rebuild the enthusiasm to ignite nostalgia that may just be the push they need to return to work with the organization.

D. Provide incentives for temporary employees to return for subsequent summers or terms. Details, examples, and resources:

Monetary incentives can include an increase in compensation for each additional summer/term worked. Or consider offering a signing bonus if they commit to return by a deadline. While not all nonprofits have the financial ability to provide these incentives, when available and able, they can be a good tool to utilize.

One additional way to incentivize a temporary position is to work with colleges and universities to qualify the job as an internship. For many of these temporary positions, staff are asked to take on a large amount of responsibility in areas broader than construction. In these instances, they learn life skills—and sometimes business skills (finance, management, etc.) —that can apply to a wide variety of majors and fields of study from nonprofit management to engineering to social work. Reaching out to professors or department heads can open the door for staff to utilize this job experience in ways that can further their professional development.

Examples: Summer Staff Salary Survey Results from 2013, and temporary staff section of the 2017 Compensation Report.



https://reframeassociation.org/resources/compensation-report

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GUIDING PRINCIPLE: Home repair nonprofits must understand the issues that affect the community where they work so they may engage with and be relevant to that community. The community they serve will then view the nonprofit as a partner focused on their concerns.

CORE ELEMENT 1: ENTER THE COMMUNITY RESPECTFULLY The nonprofit ensures that each community they serve wants them there, regardless of whether it’s their immediate community or a distant location. Best Practices: A. Solicit feedback in advance from a diverse range of voices in the community to find out whether the nonprofit’s service is wanted and welcome. Details, examples, and resources:

Soliciting feedback helps to avoid issues of paternalism that are likely to occur when individuals and organizations assume they have the answers to a community’s problems.

Organizations are wise to continually seek feedback from residents. A continuing dialogue is foundational to a continued invitation to serve. Community-based invitations to serve are even more important in short-term situations where volunteers are outsiders. Listening to a community and engaging in dialogue with residents can make the difference in volunteers being viewed as welcome guests instead of interlopers.

Similarly, if the nonprofit considers serving a new neighborhood, county, or area, a best practice is to sit with local leaders for preliminary talks. These gatherings will help ensure that they welcome the organization and the volunteers and services to be provided. These meetings will:

o Introduce key players in that community. o Help establish relationships that allow leaders to share their hopes, concerns,

and wisdom about the people the nonprofit will serve as well as their advice about how to serve their community respectfully.

o Foster vital two-way communication from the beginning. o Assure that the nonprofit will not duplicate services offered by other

organizations. o Discover opportunities to serve with local partners. Working together is powerful

and assures that even more people will be better served. A true test of whether an organization is truly responsive to local needs and situations is

whether they are open to deciding not to serve in a particular community. When evaluating a community as a service location, if a nonprofit finds that what it can do is 1) not a high priority for that community, or 2) is already being performed adequately by another organization, they should be willing to stand down.

Some organizations conduct needs assessments. When an assessment is conducted with vulnerable groups or communities that do not resemble an organization's staff, research how to conduct successful assessments that truly represent the needs of that particular community. An alternative is asset-based community development; see Core Element 3 on page 40 for more information.

Example: Appalachian Community Action & Development Agency conducts a thorough community assessment. They look at "hard" data (Census, health, employment, etc.), conduct client and partner surveys, examine other community surveys, and host focus groups. This helps them focus the agency's planning around the community’s most critical needs.

SECTION 5: COMMUNITY PARTNERSHIP

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B. Communicate the nonprofit’s mission and vision. Details, examples, and resources:

Communicating the particulars of an organization can be of incredible value both to individuals and organizations to be served as well as to other community stakeholders in the network. When community stakeholders are clear about a nonprofit’s capabilities and offerings, they can discern how and where the organization can best serve the community. For example, if the home repair nonprofit’s purpose is to be a good neighbor or to eradicate substandard housing, these stated outcomes will help clients and other stakeholders see what is offered and how the nonprofit can fit into the larger community and its existing social and service network.

Consider what marketing materials can be generated, including both digital and print media. Printed materials for clients with no access or limited access to the internet are necessary. Brochures, flyers, or other printed materials will help those being served understand the organization’s core mission and other interesting facts, figures, and stories.

By networking and partnering with similar organizations, home repair nonprofits will understand which services are already available and which services are needed. Aligning the scope of the organization’s abilities and services along with the needs of the community will help inform how and where the organization should serve. As the community understands who the nonprofit is and what services they provide, a necessary niche is naturally created to help identify clients and serve them.

C. Consider making a long-term commitment to the community(ies) the nonprofit serves. Details, examples, and resources:

Wherever the nonprofit serves, the need to build trust between the organization and the surrounding community is vital for the mutual understanding and respect that leads to productive and effective service.

One way to build this trust is to internally and externally communicate the nonprofit’s long-term commitment to stakeholders in each community. For example, a goal to serve 10 years in each community is something that both the organization and the community can share. Not only will this create trust in the organization, but it also will help to establish credibility for other nonprofits. Because relationships take time to build, a long-term commitment helps build up the larger community infrastructure, allowing organizations to refer clients to the nonprofit while the nonprofit directs clients to other services the community offers—providing holistically for their needs. Committing long-term also allows organizations to raise up and hire indigenous leaders from the area/neighborhood they serve.

Example: Sierra Service Project served in the small, impoverished town of Chiloquin, Oregon, for the two summers of 2004 and 2005, they experience was not very satisfactory. Housed in the local high school, they encountered hostility from local teens and generally lacked points of connection with the town’s few civic organizations. In retrospect, they realized that their understanding of the community was entirely inadequate. In 2013, they needed a project location in southern Oregon, and they returned to Chiloquin. This time, however, they initiated contacts across the spectrum of this small community: the local Indian tribe, several local churches, city hall (with its one part-time employee) and a loosely organized civic group. Two incredible local champions emerged from these contacts and conversations, and a strong relationship was formed with the very small local United Methodist Church. All of this led to a number of mutually beneficial relationships. Sierra Service Project made a commitment to serve in Chiloquin


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for at least 10 years, and in exchange, various elements of the community embraced their presence in a very significant manner. The result was tangible and visible impacts in this very isolated and underserved community.

CORE ELEMENT 2: SERVE RESPECTFULLY The overall foundation and trust from which the home repair nonprofit serves is built on the idea of respectful service. Best Practices: A. Prioritize community needs and desires over the organization’s assumptions and desires. Details, examples, and resources:

Serving respectfully means listening and learning about the needs of the community, finding out who is meeting which needs, and figuring out how the home repair nonprofit fits into the infrastructure. Taking on a learning posture toward providing services helps organizational leaders grasp cultural norms and assumptions, smoothing the way to get the job done.

By consistently asking whether the organization is meeting the right needs in the community, nonprofits take on an attitude of serving the community respectfully. Listening and having an attitude of humility guards against the problems of paternalism and social justice issues such as diversity and race as well as social and economic differences. Serving respectfully means that the nonprofit identifies with those it serves through elements of employment and organizational culture.

Resources: Recording of the ReFrame webinar Diversity + Inclusion from October 2017 and Let’s Talk, a free resource for transformational dialogue about white privilege from the United Church of Christ.

B. Take steps to reduce the risk of paternalism. Details, examples, and resources:

Paternalism is habitually doing things for people that they can do for themselves, assuming a superiority that is both untrue and insulting.

Resource paternalism gives people resources they do not truly need and/or could acquire on their own.

Knowledge paternalism assumes the outside organization has all the best ideas about what needs doing and how to do it.

Labor paternalism does work for the materially poor that they could do for themselves. Managerial paternalism takes ownership of change away from the poor, insisting that

they follow the organization’s “better, more efficient” way of doing things. Home repair organizations can create strategies around respectful service to minimize

the potential for paternalism as they serve their community. One of the key components to consider is the ethics surrounding information shared about homeowners. What is reported back to community partners that referred clients as well as to other stakeholders? Keeping community partners abreast of what happens as a result of their recommendations and their input (or voice) into the organization is key to promote networking and future referrals. Home repair organizations should be careful to balance information sharing with stakeholders with ensuring the confidentiality that is so important to many homeowners.


https://youtu.be/Q8LY8I86cAI

http://privilege.uccpages.org/

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C. Understand the context of home repair work in the larger issue of poverty alleviation. Details, examples, and resources:

While worthy endeavors, much of the work home repair organizations conduct—repairing leaky roofs, weatherizing homes, constructing ramps—offer only temporary fixes for symptoms of the larger issues underlying poverty. It’s not that these physical repair needs are always indicators of poverty, but material poverty is the foundation and focus for the work of home repair organizations. Understanding the context of home repair work will help nonprofits understand where they fit within the spectrum of poverty alleviation.

As home repair organizations establish objectives and long-term plans and reach for mission success, they could also prepare clients/homeowners for planning a path out of poverty—a plan to flourish. This means coordinating with other agencies once home repairs are complete—referring clients, for example, to a financial planning agency to help learn about saving for the next roof repair rather than relying on a home repair nonprofit for that service.

While root causes of poverty are difficult to diagnose and treat, understanding the larger systems in place that lead to poverty and the condition of those being served is critical. How nonprofits define poverty plays a major role in how they determine the solutions they use in attempts to alleviate poverty. Ideological, social, and political systems greatly impact poverty issues facing a community. These include economic factors that determine job opportunities, affecting the material well-being of individuals and families throughout the community. Home repair organizations should reflect on whether they are empowering or enabling individuals and families to move out of poverty.

Poverty not only includes material possessions but also manifests itself as:

o Poverty of being—the attitude and feeling of inferiority and shame on the one

hand or having a god-complex on the other. Understanding a poverty of being, then, can challenge how home repair employees work with homeowners, moving from only repairing a house to also initiating and sustaining a relationship with the homeowner. This is an engaged relationship that not only works on the home but also serves the individuals involved in the ways each needs.

o Poverty of community, o And, for faith-based organizations, poverty of spirituality.

Staff and volunteers can also understand that homeowners (families served) also have assets and strengths. In this broader understanding of poverty, consider seeing more than just the materially poor. This helps home repair nonprofit staff and volunteers understand that each person experiences poverty on some level, though poverty looks and feels different for each individual. Organizations should be in conversation with local leaders, asking: What does poverty alleviation look like in this community? What’s our role here? How can others come alongside the homeowners we serve to provide resources and support in ways we can’t or don’t?

Community groups such as advisory councils can be utilized by home repair nonprofits to gain perspective on community information, forming action plans and alliances. Using the advice and recommendations the council produces will help home repair nonprofits to engage in their mission and vision within the community while best combating poverty. These councils can provide insight about how the organization is viewed and can also speak to eligibility and share wisdom to move forward in home repair work on individual homes.


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CORE ELEMENT 3: UNDERSTAND HOW SERVICE IMPACTS THE COMMUNITY The nonprofit sees their work as part of the larger development for this community, valuing and helping to steward the gifts and talents of the people they serve while focusing on home repair. Best Practices: A. Consider assets of the community and homeowners. Details, examples, and resources:

Asset-based development (holistic service) focuses on identifying, mobilizing, and connecting the capabilities, skills, and resources of a person or community to solve problems. It recognizes that all individuals, regardless of physical assets, have tangible and intangible gifts and assets that are viable in problem-solving. Asset-based development also tasks the materially poor to be stewards of their own gifts and resources. It also looks for resources (including material resources) and solutions to come from within the community rather than outside of it.

Asset-based development stands in contrast to needs-based development, which focuses on a person or community’s deficits and shortcomings. Here solutions typically come from outside the community.

Seeing both the assets and liabilities of those the organization serves encourages the strategy of homeowners coming alongside employees and volunteers, serving together.

B. Take steps to create an organizational culture of mutual giving. Details, examples, and resources:

Mutual giving furthers and gives “feet” to the efforts of asset-based development. The idea of mutual giving assumes that those serving via home repair work (employees and volunteers) and the recipients of their repairs (homeowners) both have assets they can use to serve one another. By seeing and interacting with homeowners at a relational level, home repair volunteers may understand that building relationships is equally important as repairing homes.

Establishing authentic, ongoing relationships with homeowners communicates dignity and builds community. Equally important in mutual giving is the need to ask the homeowner and family what they can provide in the process of working on their home. This may include the homeowner partially financing their home repairs, donating supplies, or assisting in the repair work. Or the homeowner may give in other tangible ways, such as cooking a meal for or serving sweet tea (or a similar refreshment) to volunteers. They may give intangibly through getting to know and conversing with the people working on their home. This mutual giving between those serving and those being served creates community, raises self-esteem, and engages in the gifts and talent each brings.

See Section 2: Partnership with Homeowners, Core Element 3: Empowerment, for more ideas.


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C. Determine whether the nonprofit provides relief, rehabilitation, development, or a combination. Details, examples, and resources:

Home repair organizations are able to serve in a variety of contexts, including providing support immediately after a natural disaster, rebuilding homes months after a crisis, or doing long-term focused work to eradicate unsafe, substandard housing in a community. All of these responses are needed to solve poverty and create communities full of safe homes. Understanding the type of home repair response needed is critical to long-term development. The following are contexts for providing home repair:

o Relief: “An effort to stop the bleeding.” The urgent and temporary provision of emergency aid to reduce suffering from a crisis, whether natural or man-made. The key element of service to provide relief is a provider-receiver dynamic where the provider gives assistance—often material—to the receivers, who are largely incapable of helping themselves at the time.

When disaster occurs and home repair organizations find themselves responding, they should realize that there are additional resources available during times of crises. It’s vital that home repair nonprofits understand that they are one resource among many, providing similar relief to victims of disaster. Understanding the niche home repair organizations provide and having the ability to point residents to other resources is vital for holistic recovery. Organizations providing post-disaster relief work include: housing coalitions, affordable housing collaboratives, State Emergency Management, Federal Emergency Management Agency (FEMA), and Voluntary Organizations Active in Disaster (VOAD). In order to partner in relief efforts, a home repair organization can actively participate in community coalitions such as long-term disaster recovery committees, coalitions addressing issues related to homelessness, etc.

o Rehabilitation: Starts as soon as the “bleeding” stops, seeking to restore people and communities to the positive state existing before the crisis. The key feature of rehabilitation is working with victims as they participate in their own recovery.

o Development: Walks with people across time in ways that move everyone involved—volunteers and homeowners—closer to a self-sustaining place. Development avoids “doing for” and focuses on “doing with.” This is often referred to as empowerment.

o Discerning which of these contexts—relief, rehabilitation or development—is present and communicating what the organization can (and cannot) do in the present context is of great importance. Most home repair organizations work in the development context as they reach for the eradication of substandard housing and provision of long-term improvement to their communities. However, home repair organizations often fail to provide development strategies as they serve. If they use relief strategies instead, they may actually cause long-term harm, creating dependency on outsiders rather than empowering those served.


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CORE ELEMENT 4: ENGAGE COMMUNITY PARTNERS The nonprofit connects to the community(ies) in multiple ways because substandard housing negatively impacts not only homeowners, but also neighbors and the broader community as well. Best Practices: A. Determine who your community partners are (and/or who you want them to be). Details, examples, and resources:

A partner organization is any local entity with whom the nonprofit can have a mutually beneficial relationship. Some key potential partners are discussed below. This list is far from exhaustive. Indeed, virtually any person the nonprofit staff meets may be a potential partner. Meeting people with this idea in mind is the best approach to effective networking. Spend time researching potential community partners to try to reach all those willing to partner or serve as referral sources. Initial contact takes many forms: a cover letter introducing the organization and opening partnership discussions, and phone calls/emails, introductions by a mutual friend, etc. —try them all! Consider conducting interviews with community partners prior to making new strategic plans.

o Teachers and principals will often know families who can benefit from home repair services. Schools also serve as clearinghouses for information, and influential community members sit on school boards. Building relationships with key school contacts can be beneficial: school nurses, guidance counselors, superintendents. Sources outside the school such as Family Resource Centers. Head Start programs are also excellent connections since they visit homes.

o Local government is all about solving real problems for real people. When local officials understand that the nonprofit is all about that too, they usually do everything they can to help repair homes in their community. Finding the right people depends a lot on the community and its size. For a very small organization working in a major U.S. city, getting the attention of the elected mayor is probably not realistic. However, getting a meeting with a local city council member or aide is entirely possible. In many towns, getting on a council meeting agenda as an informational item is a great way to spread the word about what the nonprofit is doing. Elected leaders (and their staffs) need to deliver benefits to the people who elect them. Helping a nonprofit work in their community is a great way for them to deliver. In addition, elected officials know a lot of other people and can provide all manner of useful connections for home repair nonprofits. One growing source of funding is grants and partnerships with local municipalities, such as cities, counties, and states.

o Other nonprofit organizations are great sources of information and access to people needing home repairs. For example, senior service organizations will often know people who are unable to repair their own homes, or who need wheelchair ramps. Neighborhood organizations or block clubs will want to connect their members to a home repair nonprofit. Local food pantries may know of people in need of home repair, and are great places to leave fliers and information about the nonprofit’s services.

o Religious communities are natural connection points. Many have members that need repairs in their homes. These churches also may offer access to part of the community that may be difficult to access otherwise—particularly immigrants, refugees, and non-English speakers. Places of worship are often delivery points for other services, like ESL classes or food/clothing distribution, and can reach

SECTION 5: COMMUNITY PAR

TNERSHIP

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certain populations even if they are not part of that worship community. Churches and other religious institutions can also be sources of volunteers. Make it easy for people to volunteer by leaving simple sign-up forms and information about the organization for each congregation.

o Community Action Partnerships/Agencies and Community Development Organizations may be interested in working with home repair nonprofits to stretch their resources. Nonprofit affordable homebuilders, for example, may be interested in using volunteer labor for low-skill rehab projects or certain aspects of new construction.

o Other home repair organizations in the area are excellent partners. There may be opportunities to refer clients to one another or to collaborate in other ways. Consistent communication will minimize encroachment concerns. They can be partners in home repair instead of competitors for resources.

o Community foundations can provide a networking service (and may be a source of funding). In addition, utility companies may be helpful in some locations.

Examples of successful community partnerships: o Rebuild Upstate partners with other nonprofits, churches, and businesses in a

number of ways. The City of Greenville contracts with Rebuild Upstate to manage its home repair/home rehab program. Rebuild Upstate also partners with three area agencies focused on aging to provide minor home repairs for seniors, the state Housing Trust Fund to provide larger repairs for residents, and the Greenville County Redevelopment Authority to provide home rehabilitation to county residents. They recently launched an initiative to provide financial literacy counseling and education to low-income families to build more financial independence and promote sustainable home ownership. This initiative would not be possible without collaboration with CommunityWorks Carolina, a well-recognized community development corporation.

o Ozark Mission Project partnered with the Arkansas Hunger Relief Alliance. Cooking Matters classes were held at some OMP camps for community members. OMP also built two community gardens.

o Home Works of America partners with the Help My House energy-efficiency program, an initiative from South Carolina's consumer owned electric cooperatives. HWA repairs homes first (fixes roofs, builds wheelchair ramps, etc.) at no cost to homeowners. Then, contractors approved by the electric cooperative complete weatherization projects such as adding insulation or fixing HVAC systems. This is paid for with low-interest loans that homeowners pay back on their monthly electric bill by using a portion of what they save on energy costs. The rest of the savings is theirs to keep. Monthly savings of $85 to $175 have been documented.

o Nehemiah Mission has two project managers who seek out needs of community members, listen to them with empathy, and work to improve their situation. Nehemiah Mission is also very motivated in developing and maintaining relationships with the Liberian community in Cleveland, Ohio.

Resource: Community Partnerships presentation by Mountain T.O.P. from ReFrame Conference 2013.

B. Respect community partners in all interactions; be prepared to follow, not just lead, and be honest about limitations.



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Details, examples, and resources: The importance of approaching the community with an attitude of humility cannot be

stressed enough. If a nonprofit comes to a community with a rigid agenda, they will likely fail at the goal of strengthening the local community’s assets and resources. Instead, nonprofits should be prepared to follow the lead of others, being very mindful of local leadership and priorities while seeking the best ways to fit in.

Ask lots of questions. Generally, home repair nonprofits approach a community where they perceive human needs that their organization can help to address. However, every organization needs to be humble and honest enough to recognize that what they have to offer may not be what the community needs. For successful partnerships, nonprofits must be clear about their limitations as well as their strengths. This includes the type, scope, and volume of work they can do.

Example: Sierra Service Project clearly states their limitations—they don’t do any major rehab, electrical, or plumbing. Instead, they focus on repairs such as ramps, stairs, and roofing.

C. Maintain ongoing communication with community partners. Details, examples, and resources:

While managing volunteers and completing projects, it is easy to neglect ongoing communication with partners. Like any supporter, nonprofit partners will be more engaged and can be more supportive when kept informed about activities and efforts. Home repair nonprofits should also educate themselves about partners by reading their e-newsletters, websites, etc. Occasional phone calls, regular emails, photo sharing, and social media posts all help to serve this purpose.

If community partners refer clients, be sure to communicate about whether or not the client was selected to receive repairs, and about the status of work completed.

D. Look for gaps in services. Details, examples, and resources:

Sometimes it’s easy to see a gap in service, such as a need to replace roofs, but other times it’s not. A best practice is to work with other community organizations to begin advocacy with government, church, and social service organization leaders to meet that need. While both small and large organizations have limited resources, informing local

community leaders about a service gap may open new resource potential—especially

when this notice comes from a nonprofit willing to spearhead a new initiative. This update will put weight behind an issue that may otherwise remain unknown or ignored.

E. Share credit generously with community partners. Details, examples, and resources:

Home repair nonprofits should bend over backwards to share credit for accomplishments with community partners participating in the project.

During networking meetings and community events, share information about collaborations and how working together builds greater success within the community. Sharing these stories and giving credit builds unity among organizations and points toward even more significant partnerships.

Example: YouthWorks gives credit to local VOADs and Community Action Partnerships when volunteers accomplish projects identified by a VOAD or CAP but are completed by YouthWorks volunteers. This furthers the mission of all organizations and shows how


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working together toward solutions is a much better and sustainable model than trying to solve problems alone.

F. Survey community partners to gauge satisfaction. Details, examples, and resources:

Explore community partner opinions about the organization’s community impact and ways to improve. An annual survey at the end of a home repair program cycle is a good way to do this (at the end of a summer blitz, or at the end of the calendar year).

Stress the importance of honest, frank feedback. Nonprofit work is rife with unintended negative consequences. To uncover (and reduce) these unintended outcomes, consider asking open-end questions like these to get a fruitful conversation started: How is the organization perceived by the community? Have you seen positive changes in your community as a result of the nonprofit work? Have you seen any negative impacts or problems? Are we doing things that cause problems or hold us back from achieving more?

An in-person or phone-based interview aided by a written questionnaire is also an effective approach. These interviews can be scheduled in advance. Ask all stakeholders the same few questions so that feedback can be compiled and compared. However, because of the direct, real-time communication, staff will not be limited to these questions. Take good notes and summarize the conversation immediately so that valuable insights are not lost.

Consider partnering with a local college or university to collect feedback. Psychology departments may be willing to help create, administer, and analyze surveys.

See Appendix: Assessments & Evaluations for more information.

G. Support local businesses. Details, examples, and resources:

One side-benefit of bringing volunteers to serve in a community is that the fees these volunteer groups pay put the nonprofit host in a position to inject a considerable amount of outside money into the local economy. For many small towns and rural areas, this can be a very large benefit and a great source of local goodwill. These volunteers spend additional money on gas, meals and snacks, gifts and souvenirs, and more. The nonprofit spends money on food, building materials, vehicle repairs, and more.

At its root, substandard housing exists because of unemployment, lack of jobs that pay well, and lack of economic opportunity and development. In addition to a mission to alleviate poor housing conditions, home repair nonprofits should be concerned with fundamentally changing the conditions that allow substandard housing to persist. One way to do this is to spend money locally.

In most communities, local vendors can be found to supply practically everything an organization needs. Local grocery stores, hardware stores and lumber yards will be happy to have more business. Volume purchases may create challenges, but planning and good communication will overcome any challenges involved.

For example, with a few days advance notice, most local grocery stores will be happy to special order and assemble a weekly food order. The same is true of hardware stores and lumber yards. They will typically provide a volume discount, and perhaps free delivery. Many will also waive restocking fees, making returns much easier. Items like eggs, fresh produce, and meat can be purchased directly from local farms. Prices may be a little higher, but the increased quality and the decreased waste should offset that.


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CORE ELEMENT 5: PROBLEM SOLVING & CRISIS MANAGEMENT The nonprofit is prepared for community-related crisis situations. Best Practices: A. Identify community-related threats to safety of employees, volunteers, and homeowners. Details, examples, and resources:

What do home repair nonprofits do when things go wrong? When staff is targeted by angry graffiti from local youth? When a local family is angry because a neighbor’s house is being worked on and not their home? Clearly, there is no easy, one-size-fits-all way to address all of the situations that might arise in the course of home repair work.

By adopting the practices laid out in this guide, nonprofits will prevent many problems that might otherwise arise.

Go to community partners. Use them as resources to help understand the community, what’s going on, and best ways to respond. Rather than pretend that everything is going perfectly if it isn’t, be open and honest, and let them help find solutions.

B. Create a crisis management plan that includes a media packet. Details, examples, and resources:

Inform local media outlets about the nonprofit and what it is doing in the community. During times of crisis, having media outlets that are knowledgeable about an organization speeds up response time and help others know what services the organization provides.

Every organization faces community-related crises situations. While this guide will not provide a solution to every crisis, understanding the threats to employee, volunteer, and homeowner safety is of vital importance. A key first step in crisis management is to have policies, systems, and trained personnel in place to respond when a crisis does occur. It is important to understand how this crisis is perceived by the community. The ability to gather data and respond quickly, while engaging all key stakeholders is essential in both internal and external crises.

C. Coordinate the crisis management plan with local government and other community partners when the crisis extends beyond the organization, e.g. natural disasters. Details, examples, and resources:

Government agencies want to form partnerships with nonprofits to help prepare for and mitigate disasters. FEMA defines the “Whole Community” approach as a new philosophy of emergency management, encouraging greater reliance on the resources of local groups. They acknowledge that nonprofits are a source of invaluable knowledge about how to coordinate volunteers. Even if an organization’s mission statement makes no mention of emergency management, FEMA suggests that they can play an instrumental role in preparing for disasters and aiding in emergency management when catastrophic situations arise.

Resource: A Whole Community Approach to Emergency Management: Principles, Themes, and Pathways for Action.


https://www.fema.gov/media-library/assets/documents/23781

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Home repair nonprofits should have a consistent, robust process for gathering feedback

about the impact their work has on homeowners, as well volunteers. Nonprofits should

view evaluation as an important part of long-term service partnership in the communities

they serve.

QUESTIONS TO CONSIDER

Who are the stakeholders from whom we want to gather feedback? How are we to gather this feedback? When should we solicit it? What questions do we want to ask? What topics are of most interest to our organization

and our stakeholders? Who within our organization will be responsible for gathering, collating, and tabulating

feedback and reporting the results? Who will be responsible for reviewing the feedback report and then appropriately

incorporating it into future plans?

LOGIC MODELS

Logic models identify a mission for a specific program and short-term and long-term outcomes. They look at program systems and give direction for the survey and evaluation questions that are the main data collection avenues. Mission statements can be used to create progressive logic models by identifying goals for short-term and long-term outcomes which can lead to surveys and evaluations.

OUTCOMES VS. OUTPUTS

Instead of just counting the number of homes repaired, nonprofits can use surveys to explore the impact the repairs have on homeowners. Nonprofits offer home repair service to positively impact the quality of life for homeowners, enhancing their ability to live independently while also improving the health and safety of those who live there. Similarly, instead of only tracking the number of volunteers that served, surveys can be used to determine how this service opportunity affected volunteer beliefs, attitudes, and behaviors. Having hard data about these outcomes can help define and illustrate a home repair nonprofit’s impact. This information is critical in keeping the organization on course and in donation and grant solicitation and volunteer recruiting. Resources: ReFrame blog post, Outcomes vs. Outputs, and Basic Guide to Outcomes-Based Evaluation for Nonprofit Organizations with Very Limited Resources.

ASSESSMENT & EVALUATION OPTIONS

Surveys - questions measure desired outcomes as outlined in the logic model. They

contain a Likert scale for quantitative responses. (Likert pioneered using a statement and asking respondents to indicate their level of agreement or disagreement with that statement/answer.) Combining this approach with an open-ended field for qualitative responses can provide excellent feedback from homeowners, volunteers, and staff members. Surveys have the advantage of reaching a large number of people without too much effort and can be administered on paper or electronically. For volunteers and staff members, electronic surveys are probably the best way to go. For homeowners, a paper

APPENDIX: ASSESSMENT & EVALUATION


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survey should be considered. If possible, the person who administers and tabulates surveys should not be the person that directly supervised the project, volunteers, etc.

Evaluations - the majority of evaluation questions are used for internal purposes (i.e.

improving food, facilities, programming), but additional questions may measure desired outcomes for volunteers (i.e. increased cross-cultural awareness). Evaluations also use a blend of quantitative and qualitative responses to garner diverse data.

Interviews with questionnaires - for stakeholders like staff and community partners, an

in-person or phone-based interview, aided by a written questionnaire, is an effective approach. Interviews can be scheduled in advance. A questionnaire with a few questions are asked of all stakeholders allows comparison of feedback. However, in real-time, direct communication, discussions will not be limited to these questions so take good notes and summarize conversations immediately after so valuable insights aren’t lost.

Discussion/focus groups - assembling focus groups of particular types of stakeholders

may be valuable for deeper discussions of your work. Surveys are good at identifying problems, but not as good at finding solutions. Focus group may be a very good investment of time when seeking solutions since you can consider and build on feedback received from other methods. For example, assembling a small group of staff members and homeowners would be a good way to develop strategies for improvement when feedback indicates communication with homeowners is a challenge. Important note: To be useful, focus groups must be facilitated in a particular way. Especially when a focus group includes people from vulnerable groups or communities that do not resemble an organization's staff, be sure to research how to conduct this groups to obtain results that truly represent the community needs.

ANALYZING & UTILIZING FEEDBACK AND OUTCOME MEASUREMENTS

If the home repair nonprofit isn’t prepared to understand feedback and act on it, they might as well not ask for the feedback. Understanding and acting on feedback takes time and should involve appropriate staff and stakeholder leadership. Feedback identifies what the organization does well and should continue and identifies what needs improvement. Broadly, this process can be summarized as:

Reviewing all feedback from every source Identifying common issues and key takeaways Developing and facilitating actions that address the most important or overarching issues

raised.

For example, when homeowners identify quality and workmanship as concerns, staff members identify lack of skill as an issue, and community partners report fielding complaints from beneficiaries, there may be a common cause. The crossover issue in this example may be lack of adequately trained staff supervising volunteer workers. Once identified as a key issue, staff can begin crafting and implementing the organization’s response (increasing staff training, improving training, selecting less demanding projects, increasing staff retention, changing job duties, etc.). Of course, not all negative feedback needs to be addressed, at least not exactly as suggested. For instance, if homeowners complain that volunteers are completing repairs, staff will probably


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improve their homeowner communication instead of hiring contractors. Beneficiaries must clearly understand who will do the work. Dedicating staff resources to data analysis may be necessary. Include this important task in job descriptions. Also, partnerships with local colleges and universities can be helpful. Students studying psychology (or other majors) may assist with survey creation, collection, and analysis for a course project. Additional ideas for utilizing outcomes:

Include in an annual report Publish an impact/outcomes report Use outcomes to create boilerplates for grants Incorporate them into volunteer recruitment materials Include outcomes in Board of Directors’ reports Consider them during strategic planning.

ADDITIONAL NOTES Small organizations can conduct assessments and evaluations even though they have less capacity. The scale and scope of their surveys may be smaller, but results will be equally worthwhile. Take time to conduct internal assessments and program evaluation regularly with staff. Consider whether you are accomplishing your mission and any side effects from your work. Whenever a new project or initiative begins, schedule a meeting with your team to assess and evaluate just after completion. Boards of Directors should conduct their own assessments and evaluations. Directors can complete self-assessments, peer assessments, and track the activity and process. Numerous free and low-cost electronic survey options are available, such as Survey Monkey, TypeForm, Google Forms, and Tableau. These resources can help determine the best way to word questions. They won’t help determine the questions a survey should ask, but make sure they are asking questions effectively. They also help aggregate and analyze data gathered. Resource: The Power of Assessments, free webinar from Simon Solutions (CharityTracker and OasisInsight). See previous sections of this guide for more detailed information about assessment and evaluation related to volunteers, homeowners, home repairs, temporary staff, and community partners.


https://www.surveymonkey.com/

http://typeform.com/

https://www.google.com/forms/about/

https://www.tableau.com/

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Note: Some elements have very specific, easily-measured practices. Others are broad and open to interpretation; they are more qualitative and require reflection since the issues are complex and not easily boiled down to simple practices that apply in all contexts.


GUIDING PRINCIPLE:

Home repair nonprofits rely on volunteers to complete home repairs and other tasks, but recognize that volunteers are not just a means to an end. Staff see volunteers as a crucial part of their mission; volunteers often have transformational experiences because of the service opportunity and experience processing.

CORE ELEMENT 1: RECRUITMENT

The nonprofit has a recruitment plan detailing how to obtain the number of volunteers necessary to carry out its mission.

Status: In

progress Completed Needs Attention

A. Identify opportunities for volunteer involvement, target populations from which volunteers will be recruited, and goals for volunteers (# of people/hours/projects completed, etc.).

B. Implement recruitment plan and evaluate its effectiveness.

C. Select and schedule volunteers through an application or registration process.

CORE ELEMENT 2: ORIENTATION/TRAINING

Volunteers understand what is expected of them, and are empowered with skills and knowledge.

Status: In


A. Require all volunteers to complete a liability waiver.

B. Provide all volunteers with written information about their project, rules, etc.

C. Prepare volunteers for difficult and/or unfamiliar situations they might encounter.

D. Plan for the physical and emotional safety of volunteers.

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CORE ELEMENT 3: RETENTION

Volunteers enjoy their experience, find the work fulfilling, and desire to volunteer with the home repair nonprofit again.

Status: In


A. Provide volunteers with meaningful and significant home repairs to complete.

B. Focus on volunteer hospitality; ensure that staff meet the needs of volunteers.

C. Train staff to have respectful and meaningful interactions with volunteers.

D. Create an element of excitement and adventure: being in a new community, learning new skills, etc.

E. Appreciate volunteers during and after their service experience.

CORE ELEMENT 4: EXPERIENCE PROCESSING

Volunteers are provided with tools to process their service experience.

Status: In


A. Educate volunteers about the organization, the community they are serving (the place, history, and people), and how their work fits into the broader picture.

B. Provide volunteers with daily opportunities to reflect on and share their experience.

C. Encourage volunteers to approach service as a way of life, not an isolated event.

D. (For faith-based nonprofits) Help volunteers connect their service to their faith.

CORE ELEMENT 5: ASSESSMENT & EVALUATION

Volunteers evaluate their experiences to help the nonprofit home repair organization make improvements and measure outcomes.

Status: In


A. Consider conducting a pre-trip survey for all volunteers prior to their service.

B. Conduct a post-trip survey for all volunteers after the service experience.


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GUIDING PRINCIPLE:

Home repair nonprofits partner with homeowners; they listen to them, communicate with them clearly and often, and encourage them to be involved in the project.

CORE ELEMENT 1: APPLICATION & SELECTION PROCESS

The nonprofit conducts a selection process that is organized, thorough, and fair to applicants.

Status: In


A. Define the impacts you want to make, the projects you are equipped to do, the people best served, and the eligibility criteria to be used.

B. Execute an application and/or referral process; gather information to determine if applicants meet the eligibility criteria.

C. Conduct an initial home visit for applicants who meet the eligibility criteria.

D. Select homeowners to receive repairs, and notify applicants not chosen in a timely manner.

CORE ELEMENT 2: PAPERWORK

The nonprofit requires homeowners to sign paperwork to establish expectations, and protect the organization, staff, and volunteers.

Status: In


A. All homeowners sign a work agreement before any repair work begins.

B. All homeowners sign an image consent form before staff or volunteers take any pictures/videos; if the form isn’t signed, no pictures/videos are taken.

C. Determine whether or not the organization will complete repairs on rented properties and/or rented land. If yes, all landlords sign paperwork.


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CORE ELEMENT 3: EMPOWERMENT

The nonprofit encourages participation by homeowners throughout the repair process and works with them, not for them.

Status: In


A. Consider homeowners as participants, not recipients.

B. Equip homeowners to solve other issues beyond home repair.

CORE ELEMENT 4: FOLLOW-UP

The nonprofit communicates with homeowners after completing all home repairs.

Status: In


A. After repairs are complete, conduct a final meeting with the homeowner.

B. Sign-off on completed work.

C. Invite all homeowners to complete a post-construction survey.

D. Provide all homeowners with a leave-behind piece.

E. Consider creating a development plan for each homeowner.


GUIDING PRINCIPLE:

Home repair nonprofits bring together the essentials–materials, funding, and people

(staff, volunteers, and/or subcontractors)–to make sustainable housing improvements that also improve the quality of life for low-income homeowners.

CORE ELEMENT 1: PROJECT PLANNING

The nonprofit follows protocols to conduct assessments, select projects, and create project plans.

Status: In progress Completed Needs

Attention

A. Focus on high impact repairs.

B. After homeowner selection, conduct a more detailed home assessment and select specific projects before scheduling the work.


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C. Create a project plan that includes what is to be accomplished, how long it will take (goals), when it will be completed (timeline), what resources are needed, and how much the project will cost.

D. Obtain required permits before repairs begin.

E. Carefully match volunteer skills with projects.

CORE ELEMENT 2: PROJECT MANAGEMENT

The nonprofit seeks to manage repairs while also providing enriching volunteer opportunities, encouraging good stewardship of resources, and building a sustainable workflow process rooted in protocols and procedures.

Status: In


A. Provide volunteers and staff with a construction manual.

B. Complement the construction manual with how-to training videos or instructions.

C. Provide volunteers with written materials about their assigned project.

D. Structure volunteer work days to allow time for an introduction, teaching, correction (as needed), quality control, and site clean-up.

E. Utilize a project information system to track details about homeowners and projects.

CORE ELEMENT 3: RESOURCE MANAGEMENT

The nonprofit implements systems that ensure efficient resource acquisition, staging, usage, and inventorying.

Status: In


A. Develop a plan for material acquisition.

C. Create a management system for tools and materials that includes storage and security.

C. Determine delivery protocols and procedures.

D. Create a debris removal plan.


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CORE ELEMENT 4: SAFETY

The home repair organization makes site safety a priority for volunteers, staff, and homeowners.

Status: In


A. All staff and volunteers receive safety training.

B. Consider site safety at all homes being repaired.

C. Provide volunteers and staff with a safety manual.

D. Develop emergency response procedures and train staff on them.

CORE ELEMENT 5: PROJECT EVALUATION

The nonprofit conducts periodic project evaluations, bringing together stakeholders (staff, volunteers, homeowners) to assess the final repair product and the associated processes.

Status: In


A. Conduct regular reviews of project quality.


GUIDING PRINCIPLE:

Temporary staff can be tremendous assets to organizations that experience expansion in programs, volunteer numbers, etc. for a short amount of time. These staff members can provide a high-quality experience for all constituents because of the time and energy they devote directly to these relationships, logistics, and execution.

CORE ELEMENT 1: RECRUITMENT

The nonprofit has a goal, budget, and strategy for recruiting temporary staff based on the project or program’s desired needs and outcomes.

Status: In


A. Determine the type(s) and the number of temporary staff needed each year.

B. Create a multi-faceted recruitment plan.


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CORE ELEMENT 2: HIRING

The nonprofit ensures that those involved in hiring decisions have a complete understanding of these positions and can effectively evaluate applicants at each step of the hiring process.

Status: In


A. Conduct a competitive application process.

B. Create an interview process, and interview promising candidates.

C. Consider all of the gathered information, make hiring decisions, and notify applicants.

CORE ELEMENT 3: PREPARING FOR EMPLOYMENT

The nonprofit ensures that a number of logistical and engagement activities occur before temporary staff begin work.

Status: In


A. Ensure that all hiring paperwork is completed before temporary staff begin work.

B. Communicate expectations to temporary staff before they begin work.

CORE ELEMENT 4: TRAINING

The nonprofit provides adequate training for temporary staff.

Status: In


A. Utilize a variety of training methods to prepare temporary staff for their job responsibilities.

CORE ELEMENT 5: SUPERVISION & EVALUATION

The home repair nonprofit supervises and evaluates temporary staff performance on a regular basis.

Status: In


A. Meet with temporary staff regularly to provide them with feedback.

B. Conduct an evaluation at least twice for temporary staff—in the middle of their employment and at the end.


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C. Utilize a Performance Improvement Plan or Action Plan for underperforming temporary employees.

D. Retain required documents for temporary staff.

E. Provide group feedback for staff teams.

F. Collect program feedback from temporary staff.

CORE ELEMENT 6: RETENTION

The nonprofit sets goals for when and how to retain temporary staff from year to year and/or how to move a temporary staff member into a full-time position.

Status: In


A. Create a positive employment atmosphere for temporary staff.

B. Provide additional opportunities for the organization to value and support temporary staff.

C. Engage temporary staff after their employment has ended.

D. Provide incentives for temporary employees to return for subsequent summers or terms.


GUIDING PRINCIPLE:

Home repair nonprofits must understand the issues that affect the community where they work so they may engage with and be relevant to that community. The community they serve will then view the nonprofit as a partner focused on their concerns.

CORE ELEMENT 1: ENTER THE COMMUNITY RESPECTFULLY

The nonprofit ensures that each community they serve wants them there, regardless of whether it’s their immediate community or a distant location.

Status: In


A. Solicit feedback in advance from a diverse range of voices in the community to find out whether the nonprofit’s service is wanted and welcome.

B. Communicate the nonprofit’s mission and vision.

C. Consider making a long-term commitment to the communities the nonprofit serves.

SUMMARY & SELF ASSESSMENT


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CORE ELEMENT 2: SERVE RESPECTFULLY

The overall foundation and trust from which the home repair nonprofit serves is built on the idea of respectful service.

Status: In


A. Prioritize community needs and desires over the organization’s assumptions and desires.

B. Take steps to reduce the risk of paternalism.

C. Understand the context of home repair work in the larger issue of poverty alleviation.

CORE ELEMENT 3: UNDERSTAND HOW SERVICE IMPACTS THE COMMUNITY

The nonprofit sees their work as part of the larger development for this community, valuing and helping to steward the gifts and talents of the people they serve while focusing on home repair.

Status: In


A. Consider assets of the community and homeowners.

B. Take steps to create an organizational culture of mutual giving.

C. Determine whether the nonprofit provides relief, rehabilitation, development, or a combination.

CORE ELEMENT 4: ENGAGE COMMUNITY PARTNERS

The nonprofit connects to the community(ies) in multiple ways because substandard housing negatively impacts not just those who reside in those houses, but also neighbors and the broader community as well.

Status: In


A. Determine who your community partners are (and/or who you want them to be).

B. Respect community partners in all interactions; be prepared to follow, not just lead, and be honest about limitations.

C. Maintain ongoing communication with community partners.

D. Look for gaps in services.

E. Share credit generously with community partners.



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F. Survey community partners to gauge satisfaction.

G. Support local businesses.

CORE ELEMENT 5: PROBLEM SOLVING & CRISIS MANAGEMENT

The nonprofit is prepared for community-related crisis situations.

Status: In


A. Identify community-related threats to safety of employees, volunteers, and homeowners.

B. Create a crisis management plan that includes a media packet.

C. Coordinate the crisis management plan with local government and other community partners when the crisis extends beyond the organization, e.g. natural disasters.



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ReFrame Association is a national network of nonprofit home repair

organizations committed to providing occupants of substandard

housing with safer, more livable shelter.

113 Heritage Place Drive

Jonesborough, Tennessee 37659

www.reframeassociation.org

[email protected]

(423) 833-6220