Volunteer Work Design

Inquiry-based interpretation is a growing educational trend in zoos across the country.  But training zoo docents to become familiar and comfortable with this practice can prove challenging. It is critical to use existing research to develop an inquiry-focused training module that is fun, educational, and easily understood by the trainee.   

In this e-Volunteerism feature, Amy Yambor, the Coordinator of Volunteers at New York City’s famed Central Park Zoo, describes a new training module that focuses on inquiry-based interpretation. Introduced to Central Park Zoo volunteer trainees and active docents, the concept places them out in the zoo, participating specifically in group inquiry projects. Yambor explains that by having trainees participate in their own inquiry-based activities throughout their training, the volunteers begin to understand the value of this communication style. As volunteer management professionals, Yambor argues that the field must make every effort to be more effective when it comes to teaching inquiry as a communication tool.

Volunteers are the backbone of our communities, a fact that we all appreciate every day on the job while coordinating and managing volunteer programs. This article is about one volunteer manager’s successful experience helping a valued community member with special needs connect with a volunteer role that would suit her. Author Kayla Young explains that she decided to share her experience to provide encouragement to all leaders of volunteers who work with people who may need a bit of extra initial training and support. “With our busy schedules, a common reaction to special needs may be, ‘I’m sorry but I don’t have time for that,’” writes Young. “But as you’ll see from this story, a tiny investment in standing up for the potential of others can often yield big results for your organization.”

When it opened in July 2002, the Imperial War Museum North (IWM North) in Manchester, England, unveiled an ambitious community volunteering project: the museum had recruited over 100 local residents, many from disadvantaged backgrounds, to work towards vocational qualifications in the museum prior to its opening, building confidence, gaining experience, and increasing employability. This ‘Shape Your Future’ Programme, first described by Lynn Blackadder in an October 2002 feature article for e-Volunteerism, was considered groundbreaking for the museum, while empowering and even life-changing for many volunteers.

Fourteen years later, e-Volunteerism revisits IWM North and brings readers up to date on the museum's many positive and innovative approaches to volunteer involvement since the original project began. Author Danielle Garcia reveals that IWM North continues to build a reputation as a major cultural institution, a community collaborator, and a leader in engaging what many would consider ‘nontraditional’ volunteers in service that blends self-help with accomplishing important work.

What does it mean to move beyond volunteers as a “program” and, instead, embrace engagement as a strategy to fulfill your mission? The shift starts by understanding the benefits of developing a strategic plan for volunteer engagement. In this article, writer Beth Steinhorn highlights some of the research behind volunteer engagement strategies and shares a step-by-step process for developing a volunteer engagement strategic plan. She traces how one regional humane society developed such a plan and, as a result, is now lightening its staff’s heavy workload, bringing more skills into the organization, gaining more advocates, increasing resources, and ultimately helping more animals. 

 

Chris Linnell, volunteer services supervisor at the Forest Preserve District of DuPage County (FPDDC), Illinois, thought it was crazy when Eagle Scout Gavin Burseth approached her with the idea to bring a herd of goats to eat the poison ivy and other invasive plants at FPDDC’s campground. But sixteen-year-old Burseth, working to achieve the prestigious Hornaday Award from the Boy Scouts of America for significant contributions to conservation, was persuasive. After some creative volunteer management thinking and convincing advocacy from Linnell to the Natural Resources/Land Management staff, the project was approved. In the end, the goats did a perfect job of clearing the dangerous plants, and Burseth also delivered public education lectures and generated media interest in the project.

This fascinating example of an unusual set of volunteers (with lots of pictures) has important implications for volunteer resources managers in any setting. How do you react when a teenager proposes an unfamiliar or nontraditional service project? What does it take to convince others in the organization to support the idea? What special considerations arise when stepping into the unknown? This special e-Volunteerism feature will show you why the nontraditional and the unknown can be a very good thing.

 

Take a moment to think about your worst job ever. The one you struggled to get out of bed to go to. The one you gleefully left at the end of your shift or the start of your weekend. What job design factors contributed to your dissatisfaction? Was the work boring or repetitive? Did you have zero or low control?  Were you aware of how your work contributed to the organization’s goals?

Now take a moment to think about your best job ever. The one that made you just as eager on Monday morning as on Friday afternoon. How was that job designed? Did you perceive your work to be meaningful? Did you find the right amount of challenge? Did you receive both positive and constructive feedback? Were you aware of the way your work impacted others?

Now think about the volunteer positions in your organization, specifically the ones where you struggle with retention, absenteeism, motivation, or poor quality of performance. How can you apply the proven principles of paid job design to developing more satisfying volunteer opportunities? In this e-Volunteerism feature, author Debbie Anderson explains why it all begins with the work design when motivating volunteers to succeed.

Ask care providers of chronically sick children or adults how they are coping, and Kathryn Berry Carter bets that they will say they are tired, stressed, and worn out. During her tenure as the Volunteer Services director of St. Jude Children’s Research Hospital, Berry Carter has witnessed first hand how caring for someone with complex medical needs can be tough physically and emotional.

Berry Carter often wanted to find an efficient way for hospital volunteers at St. Jude to help parents get a meaningful break. For years, she notes, “we limped along, providing some respite care for pre-scheduled needs.” In the fall of 2010, Berry Carter’s team became determined to take a hard look at this logistical challenge and to find a way to fix

In this article for e-Volunteerism, Berry Carter explains the steps she took at St Jude to implement a thriving and successful on-demand respite care program, one that has become an integral component of St. Jude’s family-centered care approach. Though the article mainly discusses respite care in a children’s hospital, Berry Carter describes how the same principles can be applied to respite care in settings ranging from senior nursing care facilities and Alzheimer day care facilities to hospital organizations and other pediatric programs.The St. Jude experience can be replicated in any of these settings, notes Berry Carter, who also provides tips on implementing any pilot program that explores new roles for volunteers, regardless of theme.