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Virtual Interactive Appendix to ...Supervising Volunteers...
Volunteers in All Settings
When is it time to dismiss or terminate a volunteer? When
a volunteer is part of team and undermines the goals of the
program and the credibility of fellow volunteers and hinders
its process,it's time to let the person go. Just because the
persons volunteers, doesn't mean that you have to keep the
person dirupting the program. It's best to terminate the one
individual volunteer than to lose the other volunteers in the
team.
Submitted on 2April2004 by
Lilia L. Lopez, Judicial Volunteer Coordinator, State of NJ Judiciary,
NJ/USA
Twelve Rules for Working with Volunteers
1. Just Ask
There are always people who are
willing to volunteer to help. All you have to do is ask.
2. Be
Prepared
Nothing will kill the passion of a volunteer faster
than to arrive at a volunteer event and find the staff not
prepared.
Have the materials and venue ready for the volunteers well
in advance of their arrival.
3. Be Organized
Thoroughly organize your volunteer activities so that you
can make best use of their time. If volunteers find themselves
standing around without anything to do, they will quickly
leave and not come back.
4. Delegate
Don’t be afraid to ask
a volunteer to help prepare and organize the volunteer event
5. Communicate
Communicate the volunteer event well in advance and
then send a reminder. E-Mail is your most efficient form of
communication.
Even though your branch is not set up on e-mail, start
accumulating
E-mail addresses now!
6. Know your Volunteers
Know which volunteers you can count on. Then, know
all volunteers names at an event. Use name tags if necessary.
7. Involve your Staff
Make your staff part of all volunteer
events. It is good for the volunteers to see the staff participating
and good for
the staff to be a part of the event.
8. Involve your Board
The Board should be your best
source of volunteers and leadership. Use them.
9. Involve the Family
For major volunteers events, have activities
planned for the spouses and children.
10. Feed the Volunteers
Solicit donations from local food
sources. Pastry and Juice in the morning, a simple lunch at
noon.
11. Recognize the Volunteers
A simple thank
you goes a long way. Acknowledge the volunteer’s
contribution in your newsletter, on the bulletin board,
in the board minutes, or with a short note signed by you
and the
Board Chairperson.
12. Form Volunteer Councils
For each of your major programs, form a volunteer council.
This council will then provide the volunteer leadership for
that particular program.
Submitted on 4Apr03 by Bob Eilenfeldt, Volunteer, YMCA, Texas/USA
Supervising Through E-mail
Submitted on 25Oct02 by Sheryl Simons, Volunteer
Coordinator, Women's Information Service, Inc. W I S E MI USA
I use e-mail like crazy. Most volunteers have it,
and with the number of recruits I have, I don't have time for
phone contact. I send out weekly (at least) emails to let everyone
know what's going on. I ALWAYS thank volunteers for how they
have directly help the clients, not how they have helped staff,
or the organization. They are there to help us, they want to
help the clients directly, so that's what I focus on. It really
changes the whole attitude of volunteering and produces a greater
response!
Supervising in Several Locations
Supervising over 500 volunteers working in several locations
became a real volunteer management challenge.The volunteer program
staff consist of the Volunteer Director and one other person.
I was pulling my hair out trying to figure out a way to collect
statistics, nurture, retain, and promote connection between
volunteers and staff. The real life example of getting help
was right there.; VOLUNTEERS. We now have volunteers in management.
We refer to them as team leaders. Each team leaders is a seasoned volunteer with a thorough knowledge of oour agency, its mission, goals, policies and procedures. Our teams are composed of up to 20 volunteers and team leaders are a highly effective link between the agency and the volunteer program. Team leaders ensure that volunteers are fully aware of agency policies , alert them new or revised procedures, pass along agency communication, collect statistics, phone volunteers once a month, meet with volunteers quarterly, etc. The Volunteer Director, on the other hand, meet with team leaders. This is only the beginning of a beautiful connection.
Submitted by Linda , Director of Volunteer Services
Journalling
The Volunteer Leadership Training Program in Olds, Alberta,
is sponsored by the Chamber of Commerce, The Wildrose Foundation
and Olds College. The participants are asked to journal their
experiences. Journalling, I believe,could be a valuable tool
for supervisors. The following Journal questions may be valid:
- What did you do today?
- What was the purpose of your task?
- Was your objective met?
- What worked well?
- What could be changed?
- Whom did you assist?
- Whom did you report to?
- What tools, supplies, etc. do/did you need?
- Was the time adequate for the task? If not, why not?
- Where your tools, supplies, etc. adequate?
- What learning/observations did you have?
- What were the benefits from this activity?
- Did you gain any new skills? If so, what were they?
- Was training adequate for the position/activity?
- Would you recommend this activity again?
Asking volunteers to do reflective journalling could identify important needs for the agency, client, and volunteer:
- Is the volunteer contract being fulfilled?
- Is the training adequate or is more/less required?
- What tools/supplies are needed for the task?
- Are the volunteer's needs being met?
- Are the agency's needs being met?
- Are the client's needs being met?
- What could we (client, agency, and volunteer) do better?
Submitted by Carmel C. Maloney, Vice-President, The Blooming Lodge, carmgreg@telusplanet.net
Please share your experiences supervising volunteers in special settings/assignments.
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