Inspiring Leadership in Immigrant Communities - ILRC

Inspiring Leadership in Immigrant CommunitiesJanuary 2003The agency must consider why it is exploring working with volunteers. A variety of factors—internal and external, opportunities and challenges—can lead to the desire for volunteers.Possibilities might include a new source of funding that requires a demonstration of communitybuy-in, a desire to mobilize grassroots action that is beyond the capacity of existing staff or therealization that greater efficiency can be gained by recruiting a volunteer skilled at databasemanagement. The purpose of a volunteer program will shape its size and structure.Volunteer programs must be someone’s responsibility—ownership is critical to success. Thelevel of management and oversight required will depend on the complexity and size of theprogram, and can range from an hour or two a week to a fully staffed volunteer office. Whateverthe level of oversight needed, the organization should establish clear expectations of the personwho will be responsible for the program. A written job description is very helpful to ensureshared expectations.The planning process should identify the costs of the program and sources of funding to sustainit. Costs include personnel for management and oversight and perhaps stipends, supplies,mileage reimbursement, written materials such as manuals or brochures, and telephone expense.If outside resources will be necessary, the agency should consider who is responsible for raisingfunds and reporting to donors, and make sure that staff has the time to take on these tasks.A volunteer program can include various types of volunteers, offering an array of opportunitiesthat require different time commitments, skills and supervision. Volunteers lead busy lives andmay appreciate opportunities that involve limited time commitments, specific tasks and flexiblehours.The idea of a volunteer program should be shared with all levels of staff within the organization.It is a good idea to identify the key people—inside and outside the organization—who need tobuy into the program for it to be successful. Make sure that those individuals are enthusiastic andsupportive of the program. It is just as important to think through how the program will benefitthe volunteers, whether through formal recognition or through the social change that will resultfrom their work.Finally, forms and other materials that will allow for proper management of the program shouldbe developed. Examples of written materials include the following:• Application form• Interview forms for agency personnel records• Confidentiality forms• Release forms, e.g., for using volunteers’ pictures in publications or for protectingagainst liability when volunteers travel on behalf of the organization.• Volunteer-agency contracts or agreements• Volunteer manual• Volunteer and agency bills of rights• Internal volunteer request forms• Computer tracking set-up• Reporting forms for accountability11-2