It is generally good practice to have as a In terms of the personality side of minimum the following in a formal and management, as a volunteer manager it will written-down version: be important for you to understand what motivates someone to volunteer. This will Volunteer Application Form, which help from the outset to identify whether you would be used to gain initial information can meet their expectations, and whether for a prospective volunteer to understand they are right for your organisation. a little more about them, their motivations, and if they may be suitable This can be a careful balancing act to ensure for your organisation. that both sets of are met. It should also be recognised that a volunteer’s original Volunteering Policy, which sets out motivation for joining is not always the same your intent for volunteering, what as their reason for staying, so it’s important volunteers can expect, and standard to keep a check on what motivates approaches to engaging with volunteers volunteers to stay with you; possibly through regular meetings or update sessions. Task Description, is similar to a Job Relations Between Description for paid staff, setting out key roles and responsibilities. Volunteers and Staff Volunteer Agreement, which sets out what a volunteer agrees to and what you As a volunteer manager, you will need to as the organisation will commit to convey across the organisation clarity about each role and how they relate to each other. Volunteer Confidentiality Agreement, This will include where there may be which outlines issues regarding the overlaps, and more importantly where key information or knowledge the volunteer differences or boundaries exist. Establishing may come into contact with this clarity will avoid confusion and misunderstanding, whilst creating an Personal Information Form, which is organisational culture that produces a more useful in case an emergency situation rewarding volunteer experience for all. arises or for gaining personal information such as bank details for expenses the relationship is specific to the payments organisation, key principles often include: Volunteer Expenses Form, which sets The relationship is championed from the out the approach to the payment of highest levels of the organisation expenses and how claims should be Volunteers are not substitutes for paid made staff Structures are in place to promote team Volunteer Exit Interview, which sets out work, understanding and respect a simple approach when it is time for a The roles of volunteers and staff volunteer to move on complement one another Where possible, services include a A sample or template of each of is strong mix of both volunteers and staff included in the annexes to this Toolkit. Ongoing Support Motivating Volunteers
It is generally good practice to have as a minimum the following in a formal and written-down version: Volunteer Application Form, which would be used to gain initial information for a prospective volunteer to understand a little more about them, their motivations, and if they may be suitable for your organisation. Volunteering Policy, which sets out your intent for volunteering, what volunteers can expect, and standard approaches to engaging with volunteers Task Description, is similar to a Job Description for paid staff, setting out key roles and responsibilities. Volunteer Agreement, which sets out what a volunteer agrees to and what you as the organisation will commit to Volunteer Confidentiality Agreement, which outlines issues regarding the information or knowledge the volunteer may come into contact with Personal Information Form, which is useful in case an emergency situation arises or for gaining personal information such as bank details for expenses payments Volunteer Expenses Form, which sets out the approach to the payment of expenses and how claims should be made Volunteer Exit Interview, which sets out a simple approach when it is time for a volunteer to move on A sample or template of each of is included in the annexes to this Toolkit. Motivating Volunteers In terms of the personality side of management, as a volunteer manager it will be important for you to understand what motivates someone to volunteer. This will help from the outset to identify whether you can meet their expectations, and whether they are right for your organisation. This can be a careful balancing act to ensure that both sets of are met. It should also be recognised that a volunteer’s original motivation for joining is not always the same as their reason for staying, so it’s important to keep a check on what motivates volunteers to stay with you; possibly through regular meetings or update sessions. Relations Between Volunteers and Staff As a volunteer manager, you will need to convey across the organisation clarity about each role and how they relate to each other. This will include where there may be overlaps, and more importantly where key differences or boundaries exist. Establishing this clarity will avoid confusion and misunderstanding, whilst creating an organisational culture that produces a more rewarding volunteer experience for all. the relationship is specific to the organisation, key principles often include: The relationship is championed from the highest levels of the organisation Volunteers are not substitutes for paid staff Structures are in place to promote team work, understanding and respect The roles of volunteers and staff complement one another Where possible, services include a strong mix of both volunteers and staff Ongoing Support
Thrive-Volunteer-Management-Toolkit_Version-3-2017.docx