Volunteer Management
Translated by Tania Hull
Introduction
Volunteers are part and parcel of the Foreign Service Community Association (FSCA). Without them, our Association would simply not exist. I have noticed that our volunteers tend to come and go without knowing what to do. Therefore, I have looked into managing volunteers and found several answers to my questions. After explaining why there should be a better management of volunteers on our part, I will describe my proposition and the roles that each part in our organization should play. I hope that the present paper will help us manage the wonderful resources we have.
Volunteer Management
Most of our volunteers are Foreign Service spouses. They seek a way to socialize, to establish a network and to defend their rights and those of their children. Our rare volunteers who are Foreign Service Officers have at heart mainly the precarious situation of their spouse.
Volunteers and the Association should both benefit from their joint activities. They have work experience and diversified expertise. The time that volunteers set aside for the Association is a limited resource that should be respected.
Volunteers are the foundation of our Association. Managing them well will help the FSCA reach its objectives, retain volunteers until the completion of a project and ensure a handover to new volunteers. Volunteers will see their efforts take shape and bear fruit, and they will therefore feel more valued.
Proposition
I suggest organising an annual meeting with our volunteers. The meeting would be held in a convenient place (parking) for them. It would take place after the training of the new Executive Committee (EC) of the FSCA, in September or early October. The goal of the meeting would be to give all volunteers a general idea of the annual objectives of the Association, as well as the tasks and objectives of each committee. Volunteers may choose the type of volunteer work they want to do.
Then, small committees would form, meet and distribute tasks. Interviews would have already been done by the Volunteers Manager to better identify strengths and weaknesses of each volunteer and help distribute these resources. A party or a meal will conclude the meeting.
I propose to take this responsibility myself until September (it could be another person). I will hold a meeting with each committee to outline a project: set the objectives for the Committee until the end of its mandate, designate any needed volunteers and draft a job description for each person involved. I will start interviewing volunteers to prepare the annual meeting.
Role of the Executive Committee (EC)
The Executive Committee should establish clear and attainable objectives. It has to be flexible and close to its members. Volunteers give their time and we have to value every moment of it. The Executive Committee has to officially acknowledge people’s efforts and regularly thank them for their support. The EC would budget funds to organise the annual meeting of volunteers and give them physical means, as well as the proper training to accomplish their tasks. The EC would supervise, identify any gaps, correct mistakes, analyze and on a regular basis reassess the progress made towards achieving the objectives.
Role of Committees
Each Committee Chairperson would establish his or her objectives. He or she would precisely define the steps to follow to reach these objectives. Therefore, it will be easy to identify any needed volunteers. The Chairperson will define the role of each volunteer and of the Office Coordinator. He or she will help with the interviews, train volunteers and distribute the tasks according to each one’s capacities and time frame. Budget permitting, the Committee will take into account the requirements for equipment.
The Committee Chairperson will pay attention to the volunteers who have sometimes a wider expertise than ours and may enrich us with their ideas or with a more efficient way of doing things. Of capital importance is doing an evaluation. When the time comes to undertake the project analysis, it is essential to consider positive and negative aspects; it is one of the best ways to improve ourselves. The Chairperson will thank the volunteers by organising a party, going out for a drink or offering small gifts.
For instance, the Spousal Employment Committee decides that it wants to obtain salaries for spouses, whether they are on posting or back at Headquarters, prior to finding a job that suits their qualifications. Therefore, the Committee has to convince the Treasury Board, all the managers of Foreign Affairs Canada, as well as those of International Trade Canada. The Committee drafts a justification, starts looking for figures, organises discussion sessions, prepares for interviews with Treasury Board and the managers. Two people will be required to do the research work, three to meet each Director and one person to draft the project that will be presented by the committee.
Role of the Volunteer Manager
I propose to take this responsibility, but another member of the FSCA may do the job. Updating files about volunteers (CVs, time they are willing to devote to the Association, their interests) will allow the Manager to have a better knowledge of volunteers and assign them tasks they would like, within their abilities and the time they have available. The Manager will help each Committee write a job description for volunteers and, with the help of the other Managers, will know which volunteer is able to make a contribution to the completion of their projects. The Volunteer Manager will make sure that volunteers are listened to and respected. He or she will individually evaluate works done by the volunteers in a positive or negative way. Volunteers need to be acknowledged for their work; the Manager will find, jointly with the other Managers and the EC, a way to do so. The Volunteer Manager prepares the annual meeting.
Role of the Office Coordinator
The Office Coordinator insures volunteers get technical and moral support. He or she helps organize files that pertain to volunteers and remains in close contact. He or she reports to the Committee Managers and the Volunteer Manager any problems or new ideas.
Role of volunteers
Volunteers make their availability known, the tasks they are interested in and serve the FSCA with their talents. They accept the duties they are assigned and help achieve the objectives as far as possible. If it is no longer possible for them to be part of the FSCA projects, they should identify another person capable of doing their job or at least give notice to the Volunteer Manager of their inability to accomplish their task.
Conclusion
Managing volunteers is a joint effort. Each and every one has to do his/her part. I believe that if the FSCA applies these simple rules, it would be able to get better results. The work atmosphere would improve. Volunteers would feel a more part of the Association and would achieve set objectives. A better management of volunteers will only work for our good.