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Writing volunteer agreements
Written by John Berry on 22nd September 2020. Revised 27th March 2024.
6 min read
Volunteering is the provision of effort for the benefit of an organisation without financial reward. There will be reward for the volunteer, but it will be psychological. Despite the nature of the relationship, there should be an agreement. But the volunteering agreement must not be legally binding and will set out expectations. Here's how to write such agreements.
Why your volunteers are leaving
Written by John Berry on 12th November 2020. Revised 27th March 2024.
8 min read
There has been some indication that youth workers are now quitting their volunteer posts in significant numbers. As the pandemic evolves and new periods of lockdown are implemented, it is imperative that all managers of volunteers increase their level of supportive management. Many managers will not be capable of doing this and will themselves need help.
Managing Volunteers
Written by John Berry on 25th August 2020. Revised 27th March 2024.
5 min read
It’s often said by managers in voluntary organisations that their volunteers can’t be managed. And yet, if that is so, the organisation faces rudderless chaos. The direction in which the organisation travels, what it achieves and whether it has a future are therefore all in doubt. In short, the situation is unacceptable. Volunteers must be managed for the good of the organisation.
Motivating Volunteers
Written by John Berry on 5th October 2020. Revised 27th March 2024.
7 min read
There’s a curious notion amongst managers of volunteers that a person changes when they move from being paid for the work they do to become a volunteer. But, the motivation is the same - it's just that older managers forget that the employment environment has changed. Today’s volunteers and employees are not so different.
The idea that volunteers can experience a different life from that in employment is obvious. One experience may compliment the other, then satisfying otherwise partially satisfied needs. One experience may supplement, enhancing the skills used, together satisfying more needs, or satisfying the same needs more deeply. This article explains more on supplementing and complementing needs.
The argument for strategy in civil society organisations
Written by John Berry on 10th March 2024. Revised 13th March 2024.
2 min read
A strategy is a model of a reality – a reality that visionaries and senior managers hope will in time come to pass in the civil society organisation. Visionaries and senior managers in civil society organisations must think hard about the future. And then apply their conclusions as strategy. But perhaps the future is not knowable? Uncertainty might demand strategic agility, reacting to opportunity. But strategic agility itself must be planned for – and so circuitously, we’re back to strategy.
