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In this issue...
 

April Hot Topic: Common Sense and Volunteer Involvement 

 

For a Laugh!

New e-Book from Down Under

New in Our Online Journal, e-Volunteerism

Susan's Tip of the Month: Effective Advisory Bodies
Upcoming Volunteer-Related Events

April 2012

 

Happy National Volunteer Week to our friends in North America!  

 

April 11-14: U.S. Service-Learning Conference 

 

April 15-21: Canadian National Volunteer Week 

 

April 15-21: U.S. National Volunteer Week 

 

April 16-May 19: Everyone Ready Self-Instruction Guide and Discussion: Methods of Volunteer Program Evaluation 

 

April 20-22: Global Youth Service Day 

 

May 2012

 

May 5: Join Hands Day, US 

 

May 14-20: Australia National Volunteer Week 

 

May 15: Governor's Conference on Volunteerism, Concord, NH, US 

 

May 22-24: Singapore Volunteerism Conference, Singapore 
Susan Ellis will be presenting

 

May 21-June 16: Everyone Ready Self-Instruction Guide and Discussion: Interviewing, Screening and Placing Volunteers 

 

Submit an Event 

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e-Volunteerism: A journal to inform and challenge leaders of volunteers

Everyone Ready Online Volunteer Management Training
Energize Volunteer Management Update
April 2012
a1April Hot Topic: Common Sense and Volunteer Involvement

 

Energize gets asked a lot of questions about volunteers that would never be posed in relation to paid staff. Susan shares some examples of illogic, overreaction, and unthinking policies that hinder volunteer success.

 

Read this Month's Hot Topic
You can subscribe to the Hot Topic as a podcast or RSS text feed - or listen to the audio online. 

a2For a Laugh!

 

Take a quick break and watch this fun video, "Top Ten Reasons Why Your Organization Does NOT Need Training in Volunteer Management." Featuring Susan, this short video lets you self-assess whether or not your organization's involvement of volunteers has reached perfection yet.

 

Bookstore BuzzWe are releasing this, appropriately, for April Fool's Day, but you'll quickly see that it is serious in a round-about way. In fact, you might want to celebrate your National Volunteer Week (it starts April 15 in the U.S. and Canada, and at other times in other countries) by showing the video to your executives. Point out that training everyone in how to partner successfully with volunteers may be the best volunteer recognition gift ever!

 

a3New e-Book from Down Under

 

Volunteer Program Management: An Essential GuideVolunteer Program Management: An Essential Guide 3rd Edition

 

Until now, this book - in an updated edition - was only available in print. Now download the affordable e-book and get fresh perspectives on volunteer management from our colleagues in Australia.

 

Truly an "essential guide," the book is filled with solid information for both starting and strengthening a volunteer program in any setting. Since its first edition many volunteer program managers refer to this book as "my bible," not as a one-time read but as a reference companion to be used as a practical tool day by day. Although written for an Australian audience, the concepts, case studies, checklists, and other useful tools are fully applicable anywhere in the world.

 

a4New in Our Online Journal, e-Volunteerism

 

e-Volunteerism is our international, subscription-based journal for informing and challenging leaders of volunteers. The current issue is Volume XII, Issue 2. The following articles have been posted since the last Update:

This issue continues through April 14th when the new quarterly issue will be posted (but the previous edition, as always, will remain accessible to subscribers in the journal's Archives.) Volume XII, Issue 3 will run from April 15th to July 14th. You'll find articles on a peer career coaching idea for volunteer resources managers, interesting legal issues concerning volunteers (a lawyer shares real situations), the difference between "training" and "learning," a research-to-practice review, and much more.

 

You can subscribe to e-Volunteerism for a full year or for 48-hour access. Note that subscribers have full access to the archives of all twelve volume years.

 

a5Susan's Tip of the Month:  Effective Advisory Bodies

 

Just because you form an advisory council or committee does not necessarily mean anyone wants advice (or plans to act on it)! Too often such groups are created for public relations, demonstrating to others, whether in-house or to the public, that you seek the opinions of key people. In almost all cases, advisors are volunteers. Are we applying good volunteer management principles to working with them?

 

Here are some questions to guide you in making advisory bodies effective. As always, the more time you spend planning and structuring, the more likely the group will be really helpful to you - and much more satisfying to the volunteer members.

  • Do you want advice, decision-making, or hands-on help?

If you really need a group of people to do the work they will help you plan, don't mislabel the body as "advisory." That's bait-and-switch. Call it a steering committee or a coordinating team. On the other extreme, if what you truly want is expert advice or input from various perspectives to enable you to reach decisions that this group is not authorized to make, avoid the word "board." A board of directors votes and has authority. "Advisory board" is misleading and muddies the water as to the role of your true governing board and this non-decision-making advisory council.

  • What is the overall, long-term purpose of having this group?

Unfortunately, a lot of organizations have advisory bodies in order to have advisory bodies. In other words, getting opinions or ideas is nice, but secondary to that public relations factor already mentioned. Define what you really want the outcome to be - or else form an "honorary council" or "supporter circle" and don't pretend to anyone that these people are doing anything else other than letting them use your name as a supporter. The latter may be extremely valuable, but be honest. One of my pet peeves is being recruited to join an advisory panel, see my name on official documents, but never be asked to meet or express an opinion. That's mis-"using" volunteers who actually offered to help.

  • What are the specific short-term goals or tasks you need accomplished?

This will allow you to plan meeting agendas and get things done.

  • Will this group be self-governing and self-perpetuating or will you be the chair? In general, what role do you expect to have in relation to the group?
  • If the group is self-governing, who has the final say? Who controls the money?

There is not a right or a wrong way to answer these two questions, but you can see why they are important in terms of expectations and authority.

  • Which constituencies do you want represented -- and why? Which constituencies do you not want to invite -- and why not?
  • Who -- as individuals -- might be invited-and why? Who -- as individuals -- do you not want to invite-and why not?
  • How will you go about selecting and inviting your preferred list of members?

The three sets of questions above can also be answered in many different ways, but make sure you intentionally decide what you want to do and why. There are no external rules about who should serve on an advisory group, but there may be very important issues that you want to deal with in developing a strategy for your situation.

  • What is the position description of a member? Term of office? Will you want individual members to be specific advisors apart from their role in the group?

Sometimes we make the mistake of forming a great group of diverse people - recruited because they represent so many varied perspectives and areas of expertise - and then put them into a room to reach consensus! Why? As already noted, they do not have to make decisions or vote. So why not stop asking for a group reaction and concentrate instead on questions such as: What are all the pros and cons of this idea you can think of? What might be the best outcome of this action and the worst?   When you define each member's role on the advisory body, include a request to be given, say, three hours a year of private time with him or her, apart from group meetings. That allows you to pick their brain on specific subjects which they know the most about.  

  • Where and when will you meet, and how often? Why?
  • Will all discussions be in group meetings? Will you use electronic communication, and how?    
  • Who initiates agenda items?
  • What action do you expect? What kinds of minutes/reports--sent to whom?  

Again, no right or wrong answers, but these are valid questions. Finally:

  • Are you ready for a permanent group or should you begin with a time-limited task force?  

You can always convene a group of advisors to help you with a very specific project, for a limited time (even planning for a permanent advisory body). In fact, you'll get more willing volunteers if you need their input for six months rather than "forever."  

 

About Us
Energize empowers and inspires leaders of volunteers worldwide. Our specialty is creating and selecting the most relevant, innovative resources in volunteer management. We're advocates for the power of volunteers and for the recognition of the leaders who unleash it.

Energize, Inc.
5450 Wissahickon Ave. C-13
Philadelphia PA 19144 USA
Phone: 215-438-8342
Fax: 215-438-0434
info@energizeinc.com
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