AIDSbuzz

As many NPOs in South Africa could not operate without the help of volunteers, it is important for organisations to try and maximise the benefits that volunteers can offer. To do this, volunteers need to be managed, supervised, trained, provided with equipment and so on. In turn volunteers need to make a regular commitment so that the organisation can rely on them as much as they rely on their paid employees.

In order to get the maximum benefit to both the organisation and the volunteer it is important to understand and address the following issues.

Briefing Volunteers

If a volunteer has been judged as suitable for recruitment he or she should be given a briefing paper and short orientation course covering the following:

• The mission and values of the organisation plus a description of its management structure and legal status (registered NPO/Section 21/Trust).
• Contact names, addresses and phone numbers of key personnel
• Full job description detailing the number of hours the volunteer is expected to work
• Details regarding the training to be given
• Details of any stipends, volunteer incentives or payments, or expenses that can be claimed. - These must be clearly explained so that there is no misunderstanding later on
• Details of the organisation’s Health and Safety Programme. Organisations should consider taking out personal accident insurance to cover volunteers
• A list of things a volunteer must never do such as reveal confidential medical information about patients. Many organisations make their staff and volunteers sign a confidentiality agreement
• The procedure that will be followed if the volunteer needs to be disciplined or dismissed

Registration of Volunteers and Record Keeping

It is recommended that a form is filled in for all volunteers recording the details below. This will help the organisation keep a proper record of all its volunteers. It will also help to match each volunteer to appropriate work within the organisation, and therefore make full use of the volunteer’s potential.

• Name
• Contact details, including emergency contact numbers
• Physical and postal address
• Reasons for volunteering
• Qualifications, skills and talents
• How much time the volunteer can offer each week and for how many weeks
• Whether the volunteer is available for training or workshops
• Whether the volunteer is available for special events and projects
• Name and contact details of two referee

A work record should also be kept for each volunteer detailing the number of hours worked each week and the type of work done. This information is important for evaluation purposes, annual progress reports and funding proposals.

Volunteers and Training

• Every volunteer should be given introductory training about the work and methods of each organisation.
• All volunteers working with adults and children affected and infected by HIV and AIDS should be given basic training in HIV and AIDS information and infection control.
• Specific training may be needed for particular work such as counselling, education programmes and home-based care. This may be done in-house or the volunteer may have to go to another organisation. Full details about each training course need to be explained to the volunteer beforehand. These will include how long the training course will take and whether it is accredited (with SAQA or SETA), or recognised by any other organisations.

Support and Supervision of Volunteers

• Every organisation needs to establish the right balance between making their volunteers feel valued, supported and heard, and making sure their work is done properly.
• Volunteers require regular follow-up to assess their performance and provide them with additional support and encouragement if necessary. This is especially important for home-based caregivers as these volunteers work outside the organisation, often on their own, and in very stressful circumstances.
• Volunteers should be involved in the decision-making affecting their role and function, especially in the setting of goals and targets. This will help to give them a sense of responsibility, commitment and motivation.
• Organisations must take the time to find out each volunteer’s experience, strengths and weaknesses so they can be given the tasks best suited to their abilities and temperaments.
• Organisations should try to create a ‘volunteer space’. This can be as little as a desk and chairs where volunteers can meet, relax, exchange ideas, and store their equipment and personal effects.
• It is important for everyone in the organisation to acknowledge the importance of the volunteers; they must not be made to feel that their job is any less important simply because they are not paid for their work.
• If a particular volunteer job comes to an end, write a letter of thanks and a reference describing the duties the person fulfilled, the manner in which they were performed, and the skills and training obtained. This may help them to get a proper job in the future.

Facilitating Co-operation and Consultation Between Staff and Volunteers

This cannot be emphasised enough as happy staff and volunteers make an organisation much more effective and dynamic, resulting in lower staff and volunteer turnover and satisfied clients.

• It is advisable to appoint a staff member who will be directly responsible for the volunteers, especially regarding orientation and training. The volunteers can then refer to this person for advice, and if they are experiencing problems.
• The fulltime staff need to be consulted about the issues involved in managing volunteers and their activities. Concerns about the quality of the work, jobs that should not be done by volunteers and job security need to be fully discussed and addressed so that staff don’t feel resentful or threatened.