Volunteer Program/Resources Manager, Role of

With the world’s largest sporting event, the FIFA World Cup, recently winding up in Germany, we at e-Volunteerism decided it was time to turn our attention to the nuances involved in volunteering and volunteer management practices within the context of hosting major events.

Major events utilize the support of thousands of volunteers which, by sheer weight of numbers, creates management complexities not experienced by volunteer managers working in more conventional kinds of volunteering.   Some of these issues, which we discuss in this Roundtable, include:

• Infrastructure and planning required for handling such a vast workforce
• Transference of volunteers, skills and knowledge across nations
• Pressures of working to complex and finite time lines
• Importance of reward and recognition of major event volunteers
• Utilization of volunteers themselves in the management and training of other volunteer team members

This Keyboard Roundtable offers a variety of opinions from volunteerism leaders around the world, involved in coordinating volunteer effort across a wide range of major events. We invite you to learn about this unique style of volunteer involvement from their experiences.

What/who do you call senior leaders where you are?  Perhaps you use director, CEO, executive director, director of volunteers, board president and, for me, add bishops, archbishops, chairs of provincial or national committees, doctors (the great senior leaders in most voluntary health organizations, etc.). 

Now, count the levels between you and the senior persons you want to connect with…your direct boss, your boss’s boss, the “big cheese,” the prestigious chair of a key committee. 

Now choose the one to focus on that you most want to influence.  Get that person and his or her job firmly in your mind.  Picture his or her office if you’ve seen it.  Got it??

So, let’s begin to strategize together.  And strategize you must if you wish to truly influence these leaders.

Suzanne Lawson takes you on an exploration of why a volunteer program manager would want to influence senior leaders at all—and then offers some practical ideas for doing so.  This article is adapted from a speech Suzanne presented to the Toronto Association of Volunteer Administrators.

There’s a phrase circulating that crops up periodically in speeches or books:  “volunteers are not a program.”  This concept can be traced back to an early article by Patty Bouse, Resource Development Specialist in the Nebraska Division of Social Services, in the Winter 1978 issue of what was then called Volunteer Administration.  We reprint the article here, noting how little has changed in three decades in the challenge of gaining legitimate agency acceptance for volunteer contributions.

Debbie Usiskin, an experienced volunteer programme manager in London, shares her personal exploration of how government requirements to ‘check’ (screen) volunteers provide contradictory and conflicting responsibilities and messages.  She raises important questions about finding the right balance between protecting those who are served while supporting the widest range of volunteers.

Usiskin also introduces a provocative analysis of volunteer-involving organisations by influential business guru Charles Handy and applies his thinking to volunteer management.  

It has been said that public speaking is one of the number one fears of people.  Knowing that, how do volunteer program leaders attract volunteers to an organization’s public speaking program?  And then, what do volunteers need to know once they get there?  This article will share tools, activities, and content to create an effective speakers bureau program for volunteers.

South Australia boasts the highest volunteering rate in Australia, celebrates a strong level of government support for volunteers and even has volunteer involvement featured in the state’s ‘strategic plan’. The northern suburbs of Adelaide, South Australia’s capital city, has often been viewed as a hot bed for volunteerism, and so there were few surprises when a strong volunteer management sub-committee was formed as part of a broader initiative, called the Northern Collaborative Project (NCP).

A key problem tackled by this working party was the question of how to encourage more volunteers to undertake the training required of them by their organisations. The solution was that the group developed an annual training conference for their volunteers called ‘Volunteer Fest’.

Now gearing up for the third event, this article shares the experiences of the volunteer leaders who, through this forum, have revolutionized volunteer training in their local area.

For years I have been encouraging managers of volunteer programs to function as in-house consultants; building commitment, capacity and competency of all staff that interface with volunteers in their organization. For too many years, I have seen the leaders of volunteer programs laboring diligently, trying single-handedly to manage volunteer programs in organizations where there was little buy-in, support or appreciation for their efforts. This has taken its toll on them and on the programs they have led.

Training tools/modules have been developed to help managers of volunteer programs train all staff in skills needed to work effectively with volunteers. But, staff training alone does not solve the problem. Although upper management is increasingly endorsing staff training in supervision of volunteers, they themselves are not always modeling good volunteer management at the top levels of the organization nor are they understanding and performing the roles necessary for them to contribute to a strong volunteer-friendly organization.

Without a synergistic exchange among the management team (including a manager of volunteer programs or those who provide shared leadership for the volunteer program), the organization will never achieve an optimal volunteer program.

Betty Stallings makes the case for developing a volunteer program management team, with solid advice for convincing agency executives this is best for the organization – and for them personally.

 

It is often said that volunteering is a great way to test-drive a career.  But that premise is only as good as the opportunities we make available to volunteers.  And with an increasing number of thirty- and forty-somethings expressing disaffection with their present careers, it is no longer only young people who could use volunteering opportunities to help them change track. Fraser Dyer first outlines the factors that cause career disaffection in workers today and then looks at what agencies will need to think about to attract this potential source of volunteer recruits.  What does the not-for-profit sector have to offer career-changers anyway?  And is your volunteer program up to the job of becoming a shop window for the next generation of employees?