Facilitator: Jordi GusiHere we present the structure of workshop 1, where you can find different presentations, of which you can get more information by clicking on the title of each one:
1. Volunteers motivations. M Rosa Seyós Solà, Càritas.
2. Managing values, developing skills, Eduard Sala, Obra Social Sta Lluïsa Marillach
3. What does volunteers management entail? Inge Van Stenkenburg
4. Volunteers rights and duties. Albert Quiles, Amics de la Gent Gran.We ask your participation in two ways:
2. Give a value to the different proposals below,according the differnt colors avaiable, and post comments to the proposals itselves.
I strongly agree I agree I partially agree I disagree I strongly disagree I don't know
You can write your comments, add concepts that there are not include in the document and that you believe could be important, at the end of the site in the section named General comments.
The comments will be put in common in the conference itself.
When you have just answered all the questionnaires click "Submit form and close".
This workshop aims to prepare proposals on trends in volunteer management, to improve both the quality of the involvement of volunteers in organizations such as the provision of services. it is a need to know ho to do proposals so that volunteer management is effective and efficient but, the result is much more than a volunteer service, volunteering, the volunteers are true ambassadors of situations, of causes of thier everyday living and their the altruistic dedication.
For more information click here.
Volunteers are driven by various motivations: solidarity, philosophy, broadening their social circle, having new experiences or developing professional skills, among others. All motivations are legitimate even more if both organizations and volunteers make use them a tool to reach their targets. Nonetheless, organizations have to make sure altruism is always at the heart of their programs. Volunteers’ satisfaction is key to guarantee a long-term commitment.
Volunteers’ commitment is a key factor to assure the quality of the actions they carry out. Commitment is linked to motivation, which lies on both informal aspects such as the relationships between the different members of a team and formal aspects such as the relationship between volunteers and the organization.
Today, volunteers tend to choose to participate in specific high quality programs that enable a true impact and which include various actors (i.e companies), a plurality of channels (i.e virtual channels) and allow networking.
Volunteers’ rights and duties should be well defined on paper, adapt to the sectorial and the organizations’ reality and be in conformity with applicable consensus charters. Volunteers should be asked to sign an agreement on their rights and duties. In some sectors there are volunteering models that do not manage volunteers according to the above-mentioned standards. In other cases there is an excess of bureaucracy and not enough focus is brought to the effective enjoyment of volunteers’ rights.
The spread of IT and social networks marks the need to define new rights and duties, specially regarding personal data and information. Volunteer programs’ target groups should also enjoy their rights and perform their duties.
Training on fundamental values of each organization should be available to volunteers. Skills development should aim at making sure volunteers have these values in mind while performing their individual and collective actions.
Volunteers management techniques need to be dynamic and flexible in order to adapt to changing social challenges as well as new volunteers motivations and profiles. We have to incorporate social innovation into our work culture
Volunteering programs make sense when besides facing a challenge we are capable of confronting its root causes. Today, volunteering is not about charity work but rather about understanding and tackling social problems’ root causes bearing in mind that even if we operate at a regional level most of today’s challenges have a global scope.
Volunteers-based organizations should adopt a combined approach prioritising the efficiency of the services they provide and the promotion of values among volunteers. Furthermore, organizations should be aware of their volunteers motivations, assess the coherence between those and their project and develop mechanisms to reinforce volunteers’ motivations and values.
Networking and partnerships between organizations can translate into improvements in volunteers’ management. There is still a long way to go regarding the development of joint management tools. More needs to be done in this area.
Internal databases need to be improved both regarding the information flow between volunteers and users and between volunteers and the organizations’ managers.
Volunteering and non-profit organizations are two sides of the same coin. Most non-profit organizations work mainly with volunteers and most volunteering programs take place in the framework of non-profit organizations. Organizations have to differentiate between members and volunteers’ responsibilities since not all members are volunteers and vice versa. Those organizations that prioritize a non-members volunteer social base, volunteers should have their right to democratic participation guaranteed in all areas that affect their mission.
The success of volunteering management depends on the role of an experienced coordinator with specific skills in human resources management.
Volunteers’ adaptation to the organization depends on the implementation of an induction program through which volunteers familiarize with the organization’s mission, identity, values and culture.
When you are done to evaluate this forum, you can go in the other workshops:
2. Workshop 2: Volunteering management