The Art of Volunteer Management from Lorraine Rytz-Thériault

I met Lorraine while doing an interview for one non-profit I used to be a part of. Now anyone in my shoes would probably understand the pressure and awkwardness of my situation. Here was I trying to brainstorm with an expert and I had to be very cautious to give justice to the brand I was representing. Lorraine is obviously older and more experienced than I am but she was never dominant and overpowering. She had plenty of ideas and was very polite. She had the confidence of an expert and the understanding of a coach.

As a Community Organizer Consultant, she deeply believes in community service. She has for two decades been an active volunteer within Basel’s international community, and more recently with various Kanton Basel-Stadt and foundations’ conferences, committees, and working groups within the Basel region.

She holds an International Certification in Voluntary Administration (CVA), however, her knowledge really comes from a life-long passion with personal voluntary community service and navigating an expat lifestyle. Her hands-on approach includes extensive involvement with many of the expat (international ) groups and organizations, helping to found and serving on their boards and committees. And, more recently, as a participant of ‘integration’ and ‘volunteer’ focused conferences and workshops, consequently sitting on various Swiss based committees. Her advocacy within, and for, our international community has helped to create awareness and build connections with leaders of Basel-Stadt and Baselland Integration departments, directors of GGG and CMS philanthropic foundations, social/civic institutions and dedicated professionals within the Basel region.

What are the ground rules in community volunteer management? Ground rules for managers? Ground rules for volunteers?

Volunteer Administration is akin to the HR function in businesses. It is the purposeful management of human resources.

Decision making and daily practice based on a foundation of core values and principles is essential. The organization, as well as the volunteer manager needs to develop a systematic way of viewing their work, a volunteer philosophy. This philosophy forms the process for utilizing the efforts of volunteers to meet human needs (purpose of the organization). This philosophy also addresses citizenship – community members, and philanthropy – giving of service and time.

Additional core values are: respect, responsibility, caring, justice and fairness, and trustworthiness. The manager’s obligation is to apply these principles ethically, while the volunteer is required to differentiate between their personal preference (opinion) and the essence of the volunteer program. In a healthy relationship, both the manager and the volunteer are bond and united towards fulfilling the organization’s mission.

Why do people join volunteer work? What are their motivations?

Communities really do work best when people know and talk with each other, and when we all work together for the benefit of others. Our sense of needing to belong (to a tribe, to a cause, to a structure, etc.) is primeval. However, modern community is fragmented in ways that make togetherness difficult. Volunteering can be a vehicle for becoming familiar with, contributing to, and enriching our communities.

Motivations can be as varied as the individuals having them. They can be clear, or combined, or conflicted. And, over time they most likely will change.

With that said, some of the most common motivations driving volunteering are: need for social interaction, sharing or building skills, sense of duty or obligation, networking for employment or position, and alignment with a social cause.

A crucial function of the volunteer manager to create a win-win situation is matching the motives and expectations of the volunteer – with the realities of the position/task and needs of the organization.

Volunteer work – is it reasonable to expect something in return?

It would be inhuman to not expect anything in return!

Being of serving to others can be one of the most satisfying and rewarding gifts that we share with others and for ourselves.

Disappointments can arise if expectations aren’t measured for reasonableness. In a well-designed, and well administered volunteer program what’s expected of the volunteer, how the service is delivered, and what’s the desired impact will be clearly described. And, in our imperfect world, especially where trying to make social change, things do get messy. But, we can take heart. Things don’t have to be perfect in order to be of great value.

Lorraine as guest speaker at Welcome to Basel orientation evenings in Basel Rathaus.

Why should volunteers be screened? Don’t you think screening will reduce the number of potential volunteers? Isn’t that detrimental to an organization especially if it’s just starting?

It is widely recognized that matching skills and aspirations with organizational tasks is a best practice in the industry. Screening procedures to identify suitable volunteers and to match them with appropriate tasks or jobs has a positive influence, especially on volunteer retention. It is through the screening and interview process that the manager comes to understand the motivations, needs, talents, skills, experience, background and availability of the potential volunteer. You know the common adage, ‘right person in the right job’?

A vital component of screening is also necessary for security issues. It ensures that the person does not pose a risk to themselves, or others in a given volunteer role. This is especially important with programs working with more vulnerable persons such as children, persons with disabilities, and the elderly. Also true when filling positions with higher authorities (i.e. President, Advisor) and responsibilities (Treasurer).

Newer organizations as well as smaller ones may use a less formal approach. What’s important is that they intake volunteers in the most responsible manner possible for their situation. It’s also good to monitor internal checks and measures through-out the duration of the volunteer engagement. What could be detrimental to an organization is having ‘one bad apple ruining the barrel’ if you will allow me another old adage.

What do you think is the status of volunteering in Basel in general? Are Swiss easy to win as volunteers? How about professionals (are you referring to expats)?

Volunteering in Switzerland – a proudly held tradition, has been facing a serious downward trend. This reflects much the same experiences being reported throughout Europe. Swiss national rates of participation in voluntary work have been declining: from 40% in 2000, to 38% in 2007, to 33% in 2010 (BfS). This drop was only marginally arrested in 2013 by less than 1% (next statistics will be published in 2016).

Nation-wide serious attention is focusing on finding new solutions for networking services, streamlining programs, and engaging and retaining volunteers. Social, cultural, and educational organizations striving to deliver their services are faced with shrinking budgets at the very time that demand for their programs are increasing. Just think about the refugee crisis currently facing Europe! Across the Basel region, these sectors are also experiencing drastically declining numbers of available volunteers. The demand for volunteers is high and competitive.

Canton Basel-Stadt generally records around 30% voluntary rates among its residents. This mostly excludes expats given that we mainly volunteer within our own networks, and our English-speaking organizations and groups are not factored into the statistics. Speculation is growing as to how large that percentage would be if the expat community – broadly recognized as being rich with untapped potential for social engagement – were mobilized alongside their Swiss counterparts engaged in voluntary work.

Why do you think younger people are easier to win as volunteers than older people?

An assumption I don’t necessarily agree with. I think there are variables with each particular age group. Believe that best results come when the recruitment efforts speak directly to the various demographics. Needs being matched and met are the key elements for success.

Other considerations factoring into recruitment are the length of term, episodic, location, actual assignment, convenience, culture, local or global cause…and so many more. In response to the challenges of recruiting, some interesting current trends in volunteering are micro-volunteering, online platforms, and my favorite, intergenerational volunteering. Bringing all age groups together is a healthy reflection of the composition of our communities. There are many unexpected gems in the bounce of the young, stamina of the youth, wisdom of the mature, and twinkle in the eyes of the elderly. Brought together they are a force to be reckoned with!