International Festival & Event Association (IFEA) magazine has published the second of four TRS articles on the best practices for volunteer management. Download the PDF version below or visit the IFEA website for the entire issue.

Managing Volunteers (PDF)
Entire IFEA magazine article (Volume 21 – Issue 2)

Credit: As published by the International Festivals & Events Association in “ie” magazine – Volume 21, Issue 2.

International Festival & Event Association (IFEA) magazine has published the first of four TRS articles on the best practices for volunteer management. Download the PDF version below or visit the IFEA website for the entire issue.

Volunteer Management Best Practices (PDF)
Entire IFEA magazine article (Volume 21 – Issue 1)

Credit: As published by the International Festivals & Events Association in “ie” magazine – Volume 21, Issue 1.

TRS was recently profiled by Running USA for their weekly newsletter.

Based in Indianapolis, TRS — with five full-time employees plus the support of a technical team (which is a separate company) — was originally founded as an event planning agency. “We needed a volunteer management software system and realized we couldn’t buy anything that worked right so we partnered with a custom software company and created the system that is now called TRS,” said Matt Judge, TRS sales manager.

Both Judge and TRS’s president are avid runners and one of the primary reasons they joined Running USA was that running events use a lot of volunteers and TRS is the premier management software. Said Judge, “It is a natural fit for us. Our relationship with the One America Indy Mini-Marathon has been such a success that we felt that we could replicate this success with other running events. Our system is flexible and customizable, which is different from everything else on the market and TRS is backed up by world-class customer service at no extra charge.”

One of the main benefits that TRS utilizes is the Running USA membership list which they access through their member login on the Running USA website and contact members directly. “We have used this to get clients. For instance Team Ortho has moved its volunteer management system to TRS,” said Judge.
Judge reads every word of the weekly Running USA Industry E-News and says, “It helps me have intelligent conversations with people in the industry.”

This was the first year TRS attended Running USA’s Annual Conference and it was “a home run,” according to Judge. “The conference was enormously valuable to us. It helped introduce TRS to dozens of running event organizers who had never heard of us. We almost immediately signed a new client, and we have advanced discussions going with more than a dozen event organizers to utilize our volunteer management software. We plan to take at least two or three people to conference in 2011.”

Source: Running USA

Previous articles in this series:
Volunteer Management Assessment: Introduction
Volunteer Management Assessment: Proper Volunteer Training
Volunteer Management Assessment: Realistic Job Descriptions
Volunteer Management Assessment: Adequate Risk Controls
Volunteer Management Assessment: Volunteer Management Technology
Volunteer Management Assessment: Evaluation

Have you completed the Volunteer Management Assessment?   If not please download the Volunteer Management Assessment questions list and consider the fundamentals of your program. (PDF)

On completion of the assessment tool, you have the opportunity to prioritize the strengths and weaknesses of your volunteer program.  The compilation of  √s, ?s,  Xs, and !!s  will lead you to an action plan for shoring up any weak spots.  Finalize your assessment by asking:

• Have I defined and communicated key volunteer management policies and procedures?
• Do I have opportunities to reduce and eliminate problem or potential risk areas?
• Did I identify tools for achieving continuous improvement?
• Are there items for corrective action?
• Can I highlight areas of good practice?

Volunteers can be your greatest event assets. Prepare to get the best return on your volunteer investment!!

Previous articles in this series:
Volunteer Management Assessment: Introduction
Volunteer Management Assessment: Proper Volunteer Training
Volunteer Management Assessment: Realistic Job Descriptions
Volunteer Management Assessment: Adequate Risk Controls
Volunteer Management Assessment: Volunteer Management Technology

Scenario: High no show rate. Trouble recruiting new volunteers.

Scenario: High no return rate. Volunteers come once and don’t return the next year.

The evaluation of your volunteer program should include feedback from leaders and front line volunteers.

Wrap up sessions should take place while the event recollections are still fresh in everyone’s minds. This objective discussion should include key staff and volunteer leaders. The volunteer operations and logistics wrap up is a review of what went right, what can be improved and recommendations.

Your front line volunteers may participate in simple on-site surveys for immediate input. Anonymous electronic surveys can provide valuable feedback from your team leaders and your front line volunteers. Electronic surveys can be automatically set up to tabulate results. Test a free option like SurveyMonkey.com.

Do you survey your volunteers? Share your great survey suggestions.

Next article in this series:
Volunteer Management Assessment: Conclusion/Questions

Previous articles in this series:
Volunteer Management Assessment: Introduction
Volunteer Management Assessment: Proper Volunteer Training
Volunteer Management Assessment: Realistic Job Descriptions
Volunteer Management Assessment: Adequate Risk Controls

Scenario: The volunteer provides contact information online but is not able to select her own jobs or shifts. She voices frustration to friends about the wasted time making multiple calls to coordinate with the volunteer manager.

Scenario: The volunteer manager does not require e-mail contact information for all volunteer. Gas line blows up under volunteer parking garage. She is unable to communicate timely schedule changes or emergency information with event volunteers.

Most large events require a high number of X and Y generation (40s and younger) volunteers who are relatively energetic, mobile and technically savvy. In our busy lives, online registration is an expectation for the X and Y generations. Online registration allows 24/7 access for the volunteer wants to manage his/her own volunteer account by registering for preferred jobs and shift times.

Online volunteer registration also answers the challenge of fewer staff and tight budgets. These registration tools decreases administrative work by 50-75% percent allowing volunteer managers to substantially increase their productivity while also substantially reducing mail and phone costs.

Have you moved to online registration from collecting data by phone, e-mail and mail?  What online functions have improved your productivity?

Next articles in this series:
Volunteer Management Assessment: Evaluation
Volunteer Management Assessment: Conclusion/Questions

Previous articles in this series:
Volunteer Management Assessment: Introduction
Volunteer Management Assessment: Proper Volunteer Training
Volunteer Management Assessment: Realistic Job Descriptions

Scenario: A volunteer shows up for duty with an infant and a small pet dog. The dog bites a child at the event.

Scenario: Volunteer driver is hit while driving an event car. The driver of the second car is uninsured and to make matters worse the volunteer’s driver license is expired.

The scenarios, described above, are all based on real events. In every instance proper preventive measures were not taken. The volunteer was not given a dress code specifying closed toe shoes. Volunteers were not screened in advance for sensitive positions. Volunteers were told to assist guests in finding accommodations. Driver licenses were not checked during training.

Risk control is like an umbrella in the rain. The umbrella prevents you from getting wet, cold and potentially sick. Proper risk control can protect your organization, sponsors and affiliates from unnecessary liability.

Job perils, site concerns and basic security precautions are important risk elements to address starting in the registration process and on the volunteer waiver. Risk concerns should be reinforced in the volunteer handbook and training.

Event managers still need to have insurance for the worst case scenario. Contrary to popular beliefs, all event volunteers are not covered by personal homeowners and motor vehicle insurance.  

Waivers gone wrong? Event insurance nightmare? Do you have a risk management tip to share?

Next articles in this series:
Volunteer Management Assessment: Volunteer Management Technology
Volunteer Management Assessment: Evaluation
Volunteer Management Assessment: Conclusion/Questions

Previous articles in this series:
Volunteer Management Assessment: Introduction
Volunteer Management Assessment: Proper Volunteer Training

Scenario: The majority of volunteers are only interested in attending the event concert at no cost. They work as little as possible and leave as soon as they’ve “earned” their tickets.

Scenario: A fair skinned young volunteer is left alone at a remote entrance gate with no shade, sunscreen, break or water for four hours in the boiling sun.

The top responsibility of the volunteer manger is to get volunteers who are truly helpful and productive. Unfortunately many volunteer programs operate under the short term aim of recruiting the most volunteers possible simply to fill slots. The pursuit of sheer more ”arms and legs” tends to be poor use of organizational resources. Organizations who recruit without an emphasis on job specifics (e.g. skills, restrictions, schedules) will spend more time managing volunteers who are poorly suited for the assigned job.

The best approach is to recruit volunteers who match your pre-defined organizational needs. After all the goal is to form a long mutually beneficial relationship. It is critical to clearly define and communicate job requirements (e.g. technical skills, beverage server’s license) and expectations (e.g. friendly, mobile, flexible, works well in high stress situations) if you expect to recruit the right people to advance your mission.

Some volunteers will be patient with “seat warmer” positions but younger volunteers will be more interested in jobs that make an impact and assist guests directly. Younger volunteers also are most likely to expect maximized use of their time and talents. You might be surprised at who jumps at the opportunity when you advertise ”the toughest” volunteer job.  

Talented volunteer mangers will marry a volunteer’s skills, interests, capabilities and availability with specific event needs for the most effective utilization of organizational resources. Please share your tips for creating realistic (and fun) volunteer job descriptions.

Next articles in this series:
Volunteer Management Assessment: Adequate Risk Controls
Volunteer Management Assessment: Volunteer Management Technology
Volunteer Management Assessment: Evaluation
Volunteer Management Assessment: Conclusion/Questions

Previous article in this series:
Volunteer Management Assessment: Introduction

Scenario: A new event volunteer is trying to assist event participants but gives incorrect directions.

Scenario: A volunteer is unclear on his duties. He would like to check with a team leader but has not been introduced to anyone who appears to be in charge.

Scenario: A volunteer team leader is asked about the title event sponsor by a guest. The volunteer has no idea what service the title sponsor provides.

These situations are strong indications of poor preparation by the volunteer manager and supporting team leaders.

Good training sets the stage for volunteer confidence, competence and camaraderie. This training should be comparable to an employee job orientation with a lot of enthusiasm. 

The distribution of volunteer guidelines, shirts and waivers are often the drivers for conducting training. Newcomers need to be instructed on job specifics and formally welcomed to their team. This is also prime time to update all volunteers on lessons learned from the previous year and to emphasize the standard operating procedures outlined in their volunteer guidelines. 

Team leaders and veteran volunteers have the opportunity to share job tips, safety precautions and their enthusiasm with newcomers. The volunteer training program is often the first impression of your organization and sets the tone for the overall volunteer experience.

Good organization never goes out of style but the age of your volunteers will impact the training presentation. The more mature volunteers of the Boomer and Veteran generations will often look for clearly structured management and specific directions. Generation X and Y volunteers (Mid 40s to teens) will seek additional information that gives them “event insider” status and a sense of job ownership.

Make the most of your opportunity to create a well orchestrated team atmosphere with a motivational training program. Please share your volunteer training ideas. What makes your training a hit?

Next articles in this series:
Volunteer Management Assessment: Realistic Job Descriptions
Volunteer Management Assessment: Adequate Risk Controls
Volunteer Management Assessment: Volunteer Management Technology
Volunteer Management Assessment: Evaluation
Volunteer Management Assessment: Conclusion/Questions

I need help! Directions? Maps? Programs?

While the event staff is working hard behind the scenes, your event guests will receive “help” from the mouths and hands of front line volunteers. Ironically, the public face of your event is the very group of people who spend the shortest amount of time each year with your operation.

How do you ensure that your volunteer program is properly positioned to support your event while simultaneously developing volunteers who can meet super human expectations?

The following article and questionnaire provides the opportunity for an internal assessment of your event volunteer management system. Event managers typically have solid measurements for success in publicity, sponsorship and ticket sales; however, assessing volunteer management programs may seem less tangible.

The success of a good volunteer program involves the same key elements of managing full time employees. We will explore the importance of training, defining job responsibilities, risk controls, scheduling, communications and evaluations… all with consideration to tremendous generational differences that add a complicated dimension to volunteer management in 2010.

Are you ready for prime time?  Download the Volunteer Management Assessment questions list to test your readiness. (PDF)

Here are the upcoming parts in this series of articles:
(links will be added as the articles become available)

Volunteer Management Assessment: Proper Volunteer Training
Volunteer Management Assessment: Realistic Job Descriptions
Volunteer Management Assessment: Adequate Risk Controls
Volunteer Management Assessment: Volunteer Management Technology
Volunteer Management Assessment: Evaluation
Volunteer Management Assessment: Conclusion/Questions

Please post any questions or comments below.