6 volunteer management

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Tools and Techniques for Volunteer Programme Design - Europe

Finnish Red Cross - Volunteer Value and Investment Audit 2001

Further reference

documents/material

Computer Projector or Overhead Projector

Flipchart and pens

Handout of slides (attached)

Materials needed

Handouts

Presentation

Small Group and Plenary Discussions

Methods

Participants understand

main reasons why people volunteer

how a volunteer programme works

the costs of local volunteer involvement

how volunteers are managed

local organizational factors encouraging volunteering

Results

Volunteer motivation, volunteer programmes, managing volunteersContents

Participants understand main reasons for people to volunteer, how a

programme is constructed to include volunteers, how volunteers are

managed within this programme, and how an organization creates a

volunteer friendly environment.

Objectives

60 minutesTime

Volunteer Managem ent

Volunteering Training / Session6 / Volunteer Management

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Background/Overview

Volunteer Management is the system that systematically turns volunteer motivatiuon into

effective service delivery. Although here the term volunteer management is used,

administration is also a common term. Sometimes the word management is questioned - it

seems to imply control, especially in organizational settings where volunteers are seen as

owners of the organization. On the other hand, without a system that ensures that volunteers

are properly trained and equipped to carry out service to the right people at the right time,

have their needs for useful tasks, sociability, recognition etc. systematically met by the

organization, volunteer involvement is unlikely to be successful.

This session aims to:

explain peoples motivation to volunteer

explain how a programme must be adapted so that volunteers can take part

explain volunteer management explain that volunteer involvement costs money, and give examples

explain how the organizations atmosphere influences volunteering

Documents

Handout of slides (attached)

Volunteering Review Project: Tools and Techniques for Volunteer programme design -

Europe: http://www.ifrc.org/voluntee/development/tools.asp (tools)

http://www.ifrc.org/voluntee/development/situation.asp (case studies)


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Suggested Session Outline


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w Presentation: (40 minutes)

(distribution of slides)

Why do people volunteer?

Understanding the volunteer

Understanding the Volunteer

Programme Managing Volunteers and costs

A volunteer-friendly atmosphere?

w Discussion: (15 minutes)

w Conclusions (5 minutes)


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Commentary

Why do people volunteer? - Slide 1

1. Need

Need is the starting point for volunteering. This need must be obvious to people - it

must be something that they feel is important to change within the society, and

something that they feel that they can change through their actions. If the need is not

important, or people do not see how they can contribute to improvng it, then they will

not volunteer.

2. Task

The volunteer task is the activity which will contribute to alleviating the need. This

must be something that it is possible for a volunteer to carry out.

The work of the local Red Cross/Red Crescent relating to the needs, the task and the

potential volunteer are:

to determine the need to make the need visible to the community if it is not so already

to design volunteer tasks that will contribute to alleviating the need

to find individuals within the community who are prepared to carry out these tasks

to lead and support the motivated people in carrying out this task until the need is

alleviated (volunteer management)

3. Motivated person

Note that the primary motivation of the person is to contribute to alleviating the need.


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Volunteering Training

Organizational Development Department 2002

Task

Local

RC

Need

Motivatedperson

Volun-

teering

Factors that createvolunteering

1

3

2 4


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4. Volunteering

The motivated person carrying out work to achieve a goal relating to community needs,

supported by the local branch.

Understanding the volunteer - Slide 2

Myths about volunteers are common - what they can and cannot do. Here are some thoughts

about volunteers that reflect common misconceptions:

A role, not a competence

Volunteering is an activity that people carry out. The label volunteer does not reflect onhow well they carry out this activity. There is no relationship between being paid a salary

and being competent, and volunteer organizations must ensure that people inside and

outside the organization do not see volunteers as amateurs.

At the same time, there are many different roles that a volunteer can carry out in a National

Society- for instance:

Service delivery volunteer

Governance volunteer

Expert volunteer (e.g. An accountant or lawyer giving professional services) Administration volunteer

Fundraising volunteer

etc.

Drawn to a vacuum

Volunteers and volunteering thrive in societies where there are obvious needs, where the

state cannot provide cover for obvious needs. This is when private citizens look to see

what they can achieve through their own efforts towards meeting needs. In managing a

volunteer organization, it is important that staff do not take over the important tasks that

volunteers are drawn to - if they do, volunteer involvement will decrease.


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Understanding the volunteer

A role, not a competenceMany different roles

Drawn to vacuum

Brings knowledge and competence

Effective if properly managed andsupported

Matches the challengeNo salary, but costs money


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Brings knowledge and competence

A doctor working as a volunteer in a health programme does not forget their professional

knowledge just because they are a volunteer. At the same time, the doctor who wants to

volunteer their time might fulfil many different roles, few of which might have anything to

do with medical training, for instance working on a National Society Board. Part ofvolunteer management involves matching peoples existing skills to the needs of the

organization ... if this is what the volunteers want! On the other hand, people often

volunteer to learn and do new things.

Effective if properly managed and supported

Volunteers want to change something in their community - but good will alone is not

enough to create results. If there is not some form of systematic training, support and

evaluation, volunteer good will can soon disappear as the results for which they are

working do not materialise. Volunteer management involves the coordination of the tasks

of lots of motivated individuals to achieve something greater than the sum of the individualcontributions.

Matches the challenge

Volunteers are attracted by things that need to be done. If National Societies want

volunteers to carry out simple task, then people will come forward wanting to carry out

these tasks. On the other hand, if National Societies want volunteers to carry out

ambitious but realistic jobs, then it is likely that volunteers will come forward to carry out

these tasks.

No salary, but costs money

Volunteers are not paid, but the organization must still spend money to allow volunteer

involvement. Recruiting volunteers might involve posters or publicity material. Volunteers

must be trained for the work they are to carry out, and given the materials that they will

need for their work. Some volunteers may need to take the bus to volunteer - their bus

fares should be refunded. Others might volunteer during lunchtime - the local branch might

give them food, or refund the cost of their food. In short, volunteer involvement is far

from free, and it is crucial that National Societies recognise this when planning volunteer

programmes.


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Understanding the Volunteer Programme (slide 3)

A Volunteer Programme is a programme in which volunteers carry out work. This has several

important differences to a programme in which only staff are employed..

Motivation from within - no paycheque relationship

As discussed above, volunteers are primarily motivated because they think that they can

contribute to meeting a need within society. At the same time, they may have other

personal motivations for wanting to join a particular organization - to make friends, to gain

recognition within society, to learn and practice particular skills for later life etc. Meeting

these individual needs is then more complicated than a simple paycheque relationship, in

which money is given in return for services. In a volunteer programme, reward is moreindividual and intangible, and hence more complicated. In view of this, the people who

work with volunteers must be particularly well trained and skilful.

Average work time - 10 hours per month

Volunteers work full time to earn money, they have family commitments. The average

volunteer can probably only work 2-3 hours per week maximum. To be effective, a

volunteer programme must be made up of lots of little tasks that together contribute to the

larger result. Helping volunteers to see how their individual contribution leads to the larger

result is one challenge of volunteer management. At the same time, this requires moreadministration and organization, as more volunteers must be involved to carry out tasks,

they may only be available to work at specific times of day or night, etc.

High focus on task, low involvement in organization

Volunteers carry out their tasks, probably only for 2-3 hours per week (as above). This

means contact time with the organization is low - especially if volunteers are carrying out

external projects - such as visiting people in their own homes. Communicating with

volunteers is therefore a particular problem of volunteer programmes. Ensuring that

volunteer feedback on their work reaches the organization, that volunteers are properly

representing the organization, that volunteers are consulted as new ideas and programmes


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Understanding the

Volunteer programme

Motivation from within, nopaycheque relation

More challenging management

Average work time: 10 hours amonth

More administration per head

High focus on task, low involvmentin organisation

More complicated internal communication


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are developed and implemented are all typical problems associated with volunteer service

delivery programmes.

Managing Volunteers(slides 4-6)

This slide gives a generic outline of a volunteer management process:

Design jobs, write job descriptions

Volunteer management is based on volunteers carrying out meaningful jobs that contribute

to meeting the goals of the organization, but which also bring personal reward to the

volunteer. It is therefore critically important that an organization can articulate what it

wants volunteers to do before it tries to attract volunteers. This should include what the

volunteer will be expected to do, what (if any) skills the volunteer needs to be able to carryout the task, when the volunteer should be available etc.

Recruit, interview, screen, select

Based on the job description, the organization will be able to decide whether applicants are

the right people to do the tasks required. Volunteers should be given the chance to come

to the organization and talk about what they would hope from their work as a volunteer, as

well as seeing whether they are really suited for the work. A potential volunteer might be

better placed in another programme, or with another organization. For some work,

especially with very vulnerable groups such as children, extra screening may be legallynecessary or desirable. This might take the form of a police check, or contacting people

who have known the volunteer. At the end of the day, there will always be people who are

not suitable to volunteer in particular roles - an organization should not be afraid to turn

volunteers away with thanks.

Orient, train, place

Depending on prior knowledge, a volunteer must understand about how the organization

works, what its goals are etc. Red Cross/Red Crescent volunteers will typically be given

training on the use of the emblems, and the fundamental Principles for instance. This is

important, as volunteers represent the organization all the time. If they are to stay in theorganization, they also need to feel part of it. To carry out work, volunteers may require


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Volunteering TrainingOrganizational Development Department 2002

Basic Volunteer

management steps

Design jobs, write job descriptions

Recruit, interview, screen, select

Orient, train, place

Supervise, inform, dialogue, develop

Reimburse costs, pay insurance

Keep records and statistics

Appraise, reward, promote

Reallocate, send off, fire


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training. And when they have started, they made need to work with another volunteer for

a short while to get a feel for the work.

Supervise, inform, dialogue, develop

Volunteers need feedback to feel valued by the organization. The organization needs toknow what volunteers are doing, if they need further support, or if they have ideas and

suggestions to better improve services. If volunteers remain with the organization for a

long time, they may want to take development opportunities, to get involved with new

challenges within the organization. Regular contact with volunteers is then essential - it

helps solve problems quickly, and at the same time helps volunteers feel integrated into the

organization.

Reimburse costs, pay insurance

If volunteers incur costs as a result of their volunteering, then these should be reimbursedby the organization. Volunteers need to be insured for the work they do, in case they

themselves are injured, or in case they accidentally injure a client or property.

Keep records and statistics

Volunteer involvement should produce results, so these results should be measured and

documented. The number of hours that people give to the organization is also important in

recognizing and rewarding volunteers, as well as in informing the outside world of the role

of volunteers in the organization.

Appraise, reward, promote

It might be clear that some volunteers have potential to carry out different tasks, take more

responsibility. If so, they should be given the chance to do this - if they want to. This is

one way of recognising the work that individual volunteers do, as well as being of benefit

to the organization.

Reallocate, send off, fire

Sometimes it will be clear that a volunteer is in the wrong place. This might be for a

number of reasons, including that there is no longer a need for the service in which thevolunteer is involved. The volunteers skills might be used in another programme or

service. Or, it might be appropriate to thank the volunteer for their hard work and say

goodbye. In extreme cases where a volunteer is creating problems or tension, it might be

necessary to fire the volunteer.


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Managing volunteers and costs

This slide is based upon American RC volunteer management material.

Volunteer Management costs money, but very often this is an area that is not included in

budgets and spending plans. If National Societies want to improve volunteer management,

they must look into how much volunteer management costs - and also the return of this

investment from volunteers. In the above example, the costs include the following:

Administrative costs - the costs of having a staffed branch office, administrative

equipment etc., as well as costs related to generic volunteer involvement; for instance

insurance

Recruitment and Marketing - costs such as for information posters and flyers

Intake costs - for holding interviews, showing volunteers the organization, making them

feel welcome etc.

Identification costs - if volunteers wear a uniform, carry a special badge etc., then these

should be paid for by the National Society

Volunteer Training and Development - initial training for volunteers to orient them in

the organization and to explain their rights and responsibilities. Then training for the taskthat they should carry out. And, for long term volunteers, opportunities to carry out more

advanced training activities.

Recognition for volunteer efforts - might include individual recognition (birthday card,

long service award), or group recognition, for instance end of year party.

Supporting funds - If volunteers have to spend money in order to volunteer (e.g. bus

fares, lunch money), then this should be reimbursed by the National Society.


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Costs of volunteer resourcesin local budget (ARC)

Administrative Costs (staff, office,insurance)

Recruitment and Marketing

Intake costs (screening)

Identification Costs(badges, uniforms)

Volunteer training and development

Recognition for volunteer efforts

Supporting funds (reimbursement)


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Volunteer Management and Associative Life

Volunteer Management ensures that volunteer needs are systematically met by the organization

in return for the tasks that the volunteer carries out. A primary motivation for volunteering

should be to contribute to meeting community needs. At the same time, volunteers have

secondary motivations for carrying out voluntary activities, related to being part of a group of

people. A Volunteer Management system must also ensure that these aspects of volunteer

involvement are addressed by the organization.

Creating a community - Red Cross/Red Crescent volunteers should be part of a

community if they want, and the National Society should facilitate this. This might bethrough having rooms in the Branch for volunteers, volunteer newsletters and stories,

volunteer social events etc.

Welcoming new volunteers and minorities - Groups of volunteers tend to become

similar in age, gender, ethnicity after a while. This means it can be difficult for new

volunteers to feel at home in the group, especially if they are of different age, gender or

ethnicity to other members of the group. Helping create an atmosphere in which new

volunteers feel integrated is difficult, but important work for the volunteer manager.

Volunteer participation and ownership - volunteers give up their time for the NationalSociety and must also be part of the governance processes of local branch and national

organization. This includes representing volunteer interests in consultative processes,

taking part in National Society governance processes as a member if desired, having a say

in the running of programmes and the local branch. Encouraging volunteer involvement is

part of basing the organization in, and ensuring that it is owned by the community.

Creating future perspectives - linked to participation and ownership, volunteers should

have personal opportunities to gain more responsibility within the National Society. Their

experiences are valuable, and the National Society should recognise this through ensuring

that volunteers with experience and knowledge can reach levels where their knowledge and

experience can be put to best effect, if this is what they want.


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Volunteer Management includesassociative life:

creating a community

welcoming new volunteers/minorities

volunteer participation and ownership

creating future perspectives

Volunteer Management and

Associative Life


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Discussion

Key points to bring out in discussion

Volunteer management takes place in local structures.

Although this session describes a generic volunteer management model, this must be

adapted to fit local conditions, culture and organizations.

In some ways, volunteer management is about attitude: if volunteers are seen as at the

centre of the organization, the investment into systems and structures to ensure they

are well treated and can carry out effective work is little; if they are not seen as

important then the investment is unlikely to be made.

After introduction of systematic volunteer management a volunteer based service or

programme is expected to

deliver a good and reliable service to its beneficiaries, maintain stable quality standards,

be cost-effective,

be sustainable,

have measurable performance criteria.

Most existing National Society programmes will have aspects of volunteer management

- in many cases the challenge is to change these into a systematic approach to working

with volunteers.


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