“What would you recommend to other organizations or counties planning to expand volunteer involvement as partners in program management?”
Forty-five volunteers who are partners in managing 4-H programs were asked to respond to this question. Their comments reinforce eight recommendations that emerged consistently.
Begin with a small number of carefully identified volunteers and move slowly toward greater volunteer involvement in the total program.
Develop a game plan…then be flexible…grow each year from there."
Volunteers need to be successful…they need to be respected by their peers and in the community. Identify someone who works well with people and will be vocal about the program in order to promote it. Those initial (volunteers) can build a strong base foundation on which to build the volunteer program management system."
Needs to be a self-starter; committed to the
program; enjoys people and is enthusiastic.
Recognize that volunteers have valuable experience to use for developing ideas, formulating plans, teaching others and evaluating progress in the program
Past experience on the local level is recognized as valuable and respected among other volunteers.
Ideas should be planted, not forced upon volunteers. Experience is the best teacher--to be shared with other volunteers too.
The staff role should focus on providing education, resource materials, challenges for volunteer growth, positive reinforcement, interpretation of policy and guidance.
Help (volunteers) set their own implementation plan, identify what
tools they need to accomplish this task and what training they need.
Offer new challenges…to grow and experience greater satisfaction.
Staff simply needs to provide the spark to ignite the potential that is
already there…and watch that conditions remain good for the enthusiasm
to continue burning.
Paid staff needs to allow
volunteers to function to the full extent of their abilities.
Allow volunteers to accept responsibility in programs that are even the
staff’s favorite so the volunteers can develop the program to their
needs, not the staff’s needs.
(Volunteers) need to have both the authority and the responsibility.
Communication is key between staff,
volunteers and participants to ensure success of volunteers in program
management. Role descriptions, personal contact, workshops and/or
newsletters are important aspects of communication.
Must have a very open relationship where (volunteer and paid staff) can
call on one another, challenge one another, question one another…to keep
a check and balance.
I call regularly just to ask how things are going.
It is important to have something written down. Develop a job description
together.
Always use “we” as a team effort to approach tasks.
Strengthen the program and maximize
available resources by networking with experts, community organizations
and other volunteers.
A volunteer network enables all parts of the organization to work
together better.
The more people that can be involved, the more ideas can be generated, the
greater chance of success occurs.
Try to align programs with subject matter experts because these people
have the background, experience, facilities, and equipment. These are the
people we need to focus on. They are committed to getting others
interested and trained (in this program area).
Don’t hesitate to ask for
program assistance from individuals in local communities, schools
agencies, and organizations.
When adult participants see work being done that they can benefit from,
they often like to become involved and cooperate too.
The only way to begin is to ask someone to help.
The organizational structure
(councils/committees) can reinforce the need, initiate the plan, provide
support and identify resources for volunteers in program management
roles.
Enabling a committee to be in charge…keeps it a people-based program.
A (council or board for the organization) should be involved in the
development of a volunteer program management system. Their support will
accomplish the task