Volunteer Work Design

In December 2005, an assault on three volunteer surf lifesavers led to violence and what are now known as 'the Cronulla riots.'  In the aftermath of these events, a number of parties (including the Australian Government, Sutherland Shire Council, Surf Life Saving Australia, Surf Life Saving NSW, and various other groups) representing Muslims proposed a program which would attempt to bring harmony back to the Cronulla beaches. Ultimately, this program has seen almost 20 young people of mainly Lebanese Muslim background undergo the arduous training to become volunteer surf lifesavers. But is this mere tokenism or a genuine attempt by those involved to make a difference?

A few years ago, we reprinted an excerpt from a long out-of-print book written by Ivan H. Scheier in 1980 called Exploring Volunteer Space.  We noted then that this volume contained ideas far ahead of its time – which is exactly what we’d come to expect from Ivan, one of the true pioneers of our field.  We also promised to periodically reprint other sections and so we offer here the chapter entitled, “From Observation to Action.”  You’ll find it thought-provoking, as Ivan explores “a relatively neglected area of volunteer space”:  “a form of indirect participation in which what you see is what you give.”

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.

Nonprofit organizations are required to identify funding streams and raise a significant amount of financial resources to provide services to clientele, operate facilities, and to pay staff.  At the same time, organizations conduct capital campaigns to raise a large amount of money for endowments or to build or renovate a facility.  This article describes a capital campaign that the Ohio 4-H Youth Development organization undertook, a first in the history of the program.  The authors describe the challenges, opportunities, and lessons learned by this quasi-nonprofit organization that is a part of an institution of higher education and has funding partners at the county, state, and federal level.

The article is written from the perspective of paid staff members regarding their experience working with volunteers in a different capacity than what the organization and many of its paid staff have traditionally experienced. The original goal of raising $12 million was met and 97% of the revised goal of $14.2 million has been reached. 

Recruiting volunteers to be the leaders or presidents of their organizations can be a daunting task.  Once there, these leaders take on the role with varying levels of effectiveness.  Given their brief leadership reigns and the unusual circumstances bringing them to the position in the first place, it’s no wonder their success can be haphazard.  Though they may have minimal leadership experience, they are expected to be passionate promoters of their cause, highly visible organizational members, fundraisers extraordinaire, brilliant organizers, and empathetic and encouraging managers.  The volunteers who take on leadership of these organizations must be skilled in working not only with volunteers, but also with paid staff and the general community as well.  This article highlights the need for recognizing the various populations with whom a non-paid leader will interact and offers some advice on making the most of those relationships.

Building collaborative relationships with highly-skilled volunteers can gain huge dividends for your organization and for the volunteers who participate. Based on her research for the upcoming book, The Art and Science of Engaging Baby Boomer Volunteers, Jill Friedman Fixler shares how creating work assignments that engage highly-skilled volunteers effectively provides a win/win situation for you and the volunteer.

Using five case studies of real organization experiences, this article explores what “highly-skilled” means and why such volunteers are increasing, what makes working with highly-skilled volunteers special or different from working with other types of volunteers, and where to find highly-skilled volunteers.

 

Colleen Kelly suggests that volunteer management has taken the road more travelled – the easier road – because when we began the process of formalizing volunteer involvement we did so mainly from the point of view of organizations recruiting volunteers to “fill positions” largely defined by paid staff. “I feel that this is one of our most pressing current challenges: developing a people-centred process, rather than a position-centred one – the road not yet taken.”

Based on an experimental project at Volunteer Vancouver, Kelly presents the concept of deploying entrepreneurial volunteers (EV) as “Scopers” to assist organizations in determining innovative ways to utilize highly- or specially-skilled prospective volunteers. She notes there are two approaches:

• Working with the ED: We can begin a process of working with organizations to determine the very specific tasks that highly-skilled volunteers can do for the organization.

• Working with the EV : We can teach the entrepreneurial volunteer how to go through a process of finding – and getting – the right volunteer position.
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The Glenbow Museum in Calgary, Alberta, Canada has a dedicated volunteer corps that until recently was comprised mainly of adults who had been serving the Museum for 20 to 30 years. Little thought had been given to succession planning, although the volunteers were clearly aging and not very diverse, yet some of these older volunteers are eager to train and teach others to take over.

The Glenbow made a conscious decision to focus recruitment efforts on youth, especially students from junior high to university. These young people have brought new enthusiasm to the volunteer program and offer hope for maintaining volunteer commitment into the future. This article examines what was learned about the special needs of young volunteers, particularly in how to communicate our recruitment appeals and how to support their efforts.