Volunteering Training / Session 6 / Volunteer Management

Volunteer Management
Time Objectives 60 minutes 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. Volunteer motivation, volunteer programmes, managing volunteers Participants understand Methods 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

Contents Results

Presentation Small Group and Plenary Discussions Computer Projector or Overhead Projector Flipchart and pens Handout of slides (attached) Tools and Techniques for Volunteer Programme Design - Europe Finnish Red Cross - Volunteer Value and Investment Audit 2001

Materials needed

Handouts Further reference documents/material

Volunteering Training / Session 6 / Volunteer Management

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 people motivation to volunteer s 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 organization atmosphere influences volunteering s

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)

Volunteering Training / Session 6 / Volunteer Management

Suggested Session Outline

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?

Discussion: (15 minutes) Conclusions (5 minutes)

Volunteering Training / Session 6 / Volunteer Management

Commentary
Why do people volunteer? - Slide 1
Factors that create volunteering
Local RC
2

Task
3

Motivated person Need

Volunteering

Volunteering Training Organizational Development Department 2002

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.

Volunteering Training / Session 6 / Volunteer Management

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

Understanding the volunteer

A role, not a competence

Many different roles

Drawn to vacuum Brings knowledge and competence Effective if properly managed and supported Matches the challenge No salary, but costs money
Volunteering Training Organizational Development Department 2002

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 on how 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. 5

Volunteering Training / Session 6 / Volunteer Management 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 of volunteer management involves matching people existing skills to the needs of the s 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 individual contributions.
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.

Volunteering Training / Session 6 / Volunteer Management

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..

Understanding the Volunteer programme

Motivation from within, no paycheque relation
More challenging management

Average work time: 10 hours a month

More administration per head

High focus on task, low involvment in organisation

More complicated internal communication
Volunteering Training Organizational Development Department 2002

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 more individual 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 more administration 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 7

Volunteering Training / Session 6 / Volunteer Management

are developed and implemented are all typical problems associated with volunteer service delivery programmes. Managing Volunteers (slides 4-6)
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
Volunteering Training Organizational Development Department 2002

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 carry out 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 legally necessary 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 the organization, they also need to feel part of it. To carry out work, volunteers may require 8

Volunteering Training / Session 6 / Volunteer Management

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 to know 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 reimbursed by 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 the volunteer is involved. The volunteer skills might be used in another programme or s 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.

Volunteering Training / Session 6 / Volunteer Management

Managing volunteers and costs

Costs of volunteer resources in 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)
Volunteering Training Organizational Development Department 2002

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 task that 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.

10

Volunteering Training / Session 6 / Volunteer Management

Volunteer Management and Associative Life

Volunteer Management and Associative Life

Volunteer Management includes associative life:
creating a community welcoming new volunteers/minorities volunteer participation and ownership creating future perspectives

Volunteering Training Organizational Development Department 2002

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 be through 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 National

Society 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. 11

Volunteering Training / Session 6 / Volunteer Management

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.

12