January 29, 2012
Here is another test for your up-to-datedness. In New Zealand we use MVP in our chatter about the Volunteering NZ programme for developing Managers of Volunteers. The programme is going great guns on a Learning and Development pathway for professional development, and on organisational development for best practice in engaging with volunteers.
Some of us, and a heap of others outside our sector, will be alerted to a different interpretation of MVP. Kids at Saturday sport competitions will know what MVP stands for. Individuals in amateur and professional sport teams, local and international, glow with pride when they are accorded the accolade of MVP.
MVP = Most Valued Player.
Of course, you knew that! It’s what you tell volunteers every day, every annual celebration, every award ceremony. Now I am asking you to think again, to think about the MVP when it comes to managing volunteers in your organisation.
OK – you may not be a designated ‘manager’ for volunteers; you may be the sole employee responsible for programmes and policy and the people, the whole caboodle; or you might have to take charge of volunteers as part of other responsibilities.
The question is, regardless of whether you are a bona fide full-time, or part-time manager of volunteers, or you are yourself a volunteer coordinating and managing volunteers – whatever your role or status – how do you rate as an MVP with your organisation? You are welcome to offer your own assessment. But really, I want to hear from your board or committee, and the Executive, and from other staff.
Because, if your organisation engages volunteers in service delivery, fundraising, promotion, or whatever, the staff, the executive and the board need to appreciate and acknowledge just how much goes into recruitment, training, deployment, supervising, reviewing, programme development… and, and, and…..
Which is why you need to stand up and tell them just why managers of volunteers should be the heroes, the MVPs, of your organisation.
It may just happen that the MVP in your organisation is not you, but is identified among other people who recognise, give full credit to, hold up the banner for, that added value that volunteers bring to your organisation. That is when your organisation is on track to become a whole lot greater than the sum of its parts.
This post is the last for January, and the last until mid-March. I will be away travelling in outposts of southern China and Laos, sans mobile phone or notebook computer or anything. I hope to come back with a couple of stories on NGOs in foreign parts.
January 22, 2012
In the mode of New Year wishes there is just one best thing I want to happen in 2012: the application of good governance – and good executive management – in organisations that don’t. At the end of this year I want to find committees, boards and executives have lifted their game and can demonstrate a better understanding of volunteering and of managing volunteers.
Is this too much to expect?
What I do not want to hear at the end of this year are more sorry stories of people hired to ‘manage volunteers’, only to be pulled and pushed into a whole lot of different roles and tasks that end up making the job untenable.
Not good to be all steamed up so early in the year. Not good to be hearing another sad-sack story of a manager of volunteers who resigned from a situation that amounted to workplace bullying and abuse, and ultimately a constructive dismissal.
Not good to find my most viewed post of 2011 is once again about a bad volunteer experience. It is almost worse to be writing now about organisations which lack basic understanding of employment law, let alone understanding how to apply best practice in HR management.
OK – the community and voluntary sector is a large amorphous collective. There are organisations that could be called corporations for their size and their budgets and their scale of operations. There are local, regional and national organisations delivering services under contract to government. There are many more organisations existing as small entities serving local community interests and particular social, political or cultural goals.
It is important to remember that more than 90% of 97,000+ NFP organisations in NZ do not employ staff. On one hand this statistic illustrates the miracle of volunteering, the power of the collective, and the strength of Civil Society. On the other hand there is the potential misery of good intentions going awry, perhaps from ignorance of the resources that are available to set an organisation on the best practice track.
There are opportunities out there for training in Governance. There are guidelines and information and training programmes available online, much of it for free. You can get the basics from OCVS, and a bit more detail at CommunityNet Aotearoa. For a really comprehensive (and lengthy) document on the Nine Steps to Effective Governance go to SPARC. Occasionally Volunteer Centres can offer a workshop on governance in association with Unitec’s Graduate Diploma in Not-for-Profit Management.
The best immediate advice comes from American educator Betty Stallings. Her recommendations for 12 Key Actions of Volunteer Programme Champions are based on research undertaken with Chief Executives, and there are some powerful messages in this short document.
On the flip side what I do want to hear about is employees finding courage to stand up for their rights, to show organisations there are other ways of managing work conditions and programmes, and to doing better in meeting the organisation’s mission and values. Even if they have to take their case to the Employment Court – an option, please note, not available to discouraged volunteers.
So to all people out there engaged with volunteers and in organisations providing community sector services through volunteers, take heed of the message expressed in this proverb:
He aha te mea nui o te ao?
He tangata! He tangata! He tangata!
What is the most important thing in the world?
It is people! It is people! It is people!
January 15, 2012
A year ago I did my usual New Year reflection on the past and looked forward with new aspirations. A year ago I was hoping a few more managers of volunteers could make a better deal for volunteers and their organisations, and specially for themselves. And I wished those who had a good deal going for them would reach out to help others learn what they need to know.
Now it is time to issue the report card.
- Access as of employment right to Professional Development – I have not taken a measure on this wish, whether organisations have come to recognise the value of on-going training for their managers of volunteers; nor whether there has been an increase in taking up formal training, mentoring or supervision . But I do know the Volunteering NZ’s Management of Volunteers Programme (MVP) is working on a Learning and Development Pathway, a range of options appropriate for small and large organisations, for entry-level up to advanced standard.
- Fewer managers floundering in their role, struggling to find help. The ‘too busy, no time’ syndrome continues to prevail, despite the interest expressed by workshop participants for mentoring and peer support groups. So I have to wonder if leaders need to improve their marketing skills, or to resort to leg-roping people so we can demonstrate just how much benefit there is in setting aside an hour every so often for chewing fat with colleagues, for problem-solving, learning new strategies and techniques. As I have said before, “you cannot afford not to take time”. On the plus side the MVP workshops held around the country have spawned a number of local ‘Leadership Groups’ and I expect to see some positive outcomes for managers of volunteers during 2012.
- During IYV+10 there should be some public and organisational recognition of Managers of Volunteers who keep Volunteering keeping on. This wish has a flat-as-a-pancake outcome. No formal government acknowledgement, no special funding, and no organisation (to my knowledge) doing a public demonstration of appreciation to their manager of volunteers. Except for Heather Moore of Volunteering Waikato winning the AAVA Award of Excellence – a grand achievement. Except there should be much more, and more widely publicised. (Read earlier blogs on Honouring Local Heroes and The Year that Got Lost) However, there is a big tick going to Volunteering NZ for the daily post, November 5 – December 5 offering biopics about volunteers and managers of volunteers – well worth a look for the range of organisations and activities, and achievements.
- Professional Status. The Volunteering NZ Conference held in May was a big step forward, including ‘Developing the Leaders’ as a principal stream. There was further consolidation at the Australasian Retreat for Advanced Volunteer Management, also held inWellington following the VNZ Conference. The biggest achievement of the year is for MVP to be included in VNZ’s work programme. Those of us involved are seeing very clearly the ultimate advantage for the wellbeing and efficacy of volunteer services, for enhanced organisational performance, and for recognition of the professional standing of managers of volunteers. Watch this space!
My last great wish a year ago was for a disaster free year. Well that fell flat in Christchurch, as early as February 22, closely followed by the tsunami in Japan. Floods, volcano eruptions, typhoons and cyclones, and more earthquakes pummeled the rest of the globe in varying degrees. And an oil-spill off New Zealand’s Bay of Plenty continues to threaten environmental damage. There is not much of an up-side in times of disaster, but 2011 has surely been the year for praising and rejoicing in the work of volunteers during times of crisis. I am not surprised – looking out for others in times of need, and offering service when no-one else is around – that’s what volunteers do, right?
In looking ahead, I draw on another manager’s wishes for 2012:
I want to continue to appreciate and support the great team of volunteers, to enhance the services we offer clients, to listen twice as much as I talk, and to get some ‘me’ time.
Amen, I say – that’s what managers of volunteers do, right?