People who want to become volunteers usually find an organization themselves and offer it their voluntary work. Organizations can also turn to the public with a request for help in carrying out their activities. At the same time, quite often organizations attract volunteers without thinking about the consequences of their actions and without conducting appropriate training. On the one hand, this can provoke a rejection of volunteers by full-time employees, since they feel that excessive demands are placed on them and that they, in fact, do not have the opportunity to volunteer. On the other hand, volunteers, that is, you, may experience disappointment because you do not feel that your knowledge and skills are in demand, and that your activities bring tangible benefits 66 .
Therefore, working with volunteers is not a spontaneous action; it must be preceded by careful analysis and preparation, and you must know all the stages of the work. The organization’s specialists must carry out the following work in the area of the organization - prepare a field of activity for volunteers, following the steps presented below.
You should start with planning the work of volunteers in the organization, which is one of the fundamental elements of volunteer management. Planning allows the organization’s management and employees to determine their expectations from the work of volunteers, makes it possible to achieve a common understanding of the goals of attracting volunteers by the Center, determine the tasks of employees when working with volunteers, and foresee and eliminate possible ambiguities and problems in advance. Of course, things don't always happen the way we plan, but having a plan gives us more opportunity and confidence that we can respond to changes most adequately while spending the least amount of additional resources 67 .
The objectives of planning are to:
1) Determine what the role of volunteers in the organization will be;
2) Determine priority areas of work for volunteers, taking into account the needs of the organization, recipients of services, the volunteers themselves and other interested parties (for example, individual support, organizing events, assistance in holding holidays, working with documentation, communicating with a child, gaining professional experience, etc. .);
3) Determine how many volunteers are needed for a particular type of activity;
4) Provide for and minimize possible risks associated with attracting volunteers;
5) Determine what kind of training and support volunteers need;
6) Determine what resources are needed to enable volunteers to carry out their activities and ensure that these resources are available;
When planning, it is extremely important to be realistic, to set priorities and not to plan alone, but to involve everyone affected by the volunteer activities. Involvement in planning allows you to take into account various interests, and also subsequently facilitates the assessment of the effectiveness of planning and the activities themselves. Making decisions alone may be an impossible task for one person due to his lack of the necessary experience, information, time and authority 68 .
A way out of this situation could be to create a planning group that will help distribute the load, involve representatives of groups that may be influenced by the work of volunteers, and help create a clear understanding of the goals and objectives of working with volunteers. Parties that should be involved in planning (planning group):
1. Employees (organization representatives) with the necessary experience and knowledge in areas such as public relations, management, program planning, volunteer management.
2. Current and past volunteers.
3. Representatives of service recipients (parents).
The participation of volunteers and service recipients in organizing planning can be ensured, for example, by conducting a survey and consultations with representatives of these groups, leaders of volunteer movements in educational institutions, an invitation to take part in a planning meeting, and give their comments and suggestions to the developed preliminary plan 69 .
During planning, it is necessary to find answers to basic questions:
1) “Why (why)?” At the beginning of planning, it is critical to have a clear understanding of why or why the organization wants or is recruiting volunteers? Did a volunteer come to this organization? To answer this, everyone involved in planning the work of volunteers must have a common point of view on volunteering, that is, on the role of volunteers and the value of their contribution to the activities of the Center. Volunteers cannot be involved in the organization “just in case”, “they will come in handy”, “in reserve”. Understanding this issue will ensure that the organization’s employees will treat volunteers the way they deserve, that is, with attention, and will provide them with support, and volunteers will provide the necessary assistance.
The objectives that the organization pursues when engaging volunteers, which he should know about:
1. Solving a specific problem of the target group (for example, organizing leisure time for an elderly person, comprehensive rehabilitation, individual approach, etc.).
2. Solving a specific problem of the organization (for example, personnel).
3. Creating the image of the organization (for example, the image of a mass organization).
4. Solving the volunteer’s problems (for example, a measure to distract a person from a difficult situation, a way to increase a person’s social activity, organizing leisure time for a child with disabilities, etc.) 70.
Perhaps the organization attracts volunteers to solve all of the above tasks, but still one or two of them will be a priority. Setting priorities will help to properly recruit and train volunteers, and will also influence decisions about the use of resources. Having understood in general why or why an organization needs volunteers and volunteers an organization, one should decide in which specific areas of activity the volunteers will be involved and what exactly they will do. To do this, you should consider all types of activities that the organization carries out from the point of view of the possibility of attracting volunteers to them. You can also consider the possibility of creating a new program with the help of volunteers, interests 71.
So, for example, we have decided that we are attracting volunteers for a program of individual support for families raising children with disabilities and, for example, the implementation of sports events among families and children, assistance to the accounting department in copying documents. In addition, we, for example, are interested in starting a new program, for example, the social integration of children with disabilities into society. Our next step will be to determine what exactly the volunteers will do in these programs 72 .
The term “volunteer” only indicates that the person is acting of his own free will and does not receive financial compensation for his work in the program, but does not explain what the person does. That is, it is necessary to determine his position in the program. This could be an instructor, an assistant, a public relations specialist, an organizer of a public event, etc. In addition to participating in the program, volunteers can also be involved in working on commissions, judges, and as coordinators, for example, in a daily rehabilitation program 73 .
1) Areas of coverage of the program: program events can take place in different areas of the city. In such cases, it makes sense to divide the territory into sections (neighborhoods), assigning to each section those volunteers who live nearby. In this case, you will need more volunteers, but the result will be significant savings in time and travel costs.
2) What kind of free time do volunteers have: as a rule, for volunteers, study is the main (priority) activity, some students sometimes work as well. In addition, they have other interests, as well as family and friends. Therefore, they can devote only part of their free time to volunteer work. It is believed that on average a volunteer can devote up to 12 hours a month to work in an organization. It should be taken into account that these 12 hours also include time for volunteer training and preparation for events. Increased demands on a volunteer, for example, that he devote more time to volunteer activities, can lead to the volunteer being faced with the need to make a choice and, most likely, leaving the organization.
If, for example, a volunteer works only with a family (individual support project), then the volunteer must devote 1 to 2 hours to the family (this requirement is specified in the contract); if the volunteer stays with the family for more than 2 hours, this is his initiative. As for events, the time is agreed upon long before the event in order to free up the volunteer’s time. It is also possible to write a letter to an educational institution for the purpose of exemption from classes.
3) Methods used: Various methods can be used in implementing the program, for example, lectures, mass actions, debates, round tables, dissemination of printed information. Also, these events can be one-time or involve regular activities. Accordingly, depending on the method used, a different number of volunteers is required.
4) The number of recipients of the program's services and the degree of their need: there is a direct relationship between the number of people you plan to reach with your program, the degree of their need for help and the number of volunteers involved. For example, when implementing a program for individual support for families raising children with disabilities, you should initially discuss with the family whether they need this service, write an application, and then estimate the number of people to whom your organization, with the help of volunteers, can provide services, and how often they are needed Volunteer visits. Thus, out of 20 service recipients, 5 may require daily visits, while the remaining 15 will be visited by volunteers once a week. But please note that the agreement concluded between the volunteer, the family and the Center specifies the number of meetings and the time the volunteer spends with the family. Anything above the norm is a volunteer initiative 74 .
So, having a clear understanding of why your organization needs volunteers, and why volunteers need an organization, in what quantity and in what specific areas of activity they will be involved, you can move on to the next question.
The volunteer must imagine which employees will be involved in working with him, how long this work will take and what exactly it will involve. It is necessary to know who is responsible for this or that activity in the organization, that is, to whom he can turn and to whom he is responsible for the work he performs.
The organization must have a person who is responsible for working with volunteers in general, and the volunteer must be familiar with him. The main thing is that this person should be a link between volunteers and staff, families and other authorities, as well as between organizations and society on issues of attracting volunteers and summing up the results of their activities 75 .
The coordinator’s golden rule is the expression: “Charm will help attract volunteers, but only competence will help to retain them...”.
In general, we can highlight the following tasks/list of responsibilities of the coordinator for working with volunteers:
1. Plan and implement the recruitment of volunteers.
2. Determine in which areas of activity volunteers will be involved.
3. Prepare job descriptions for each volunteer position.
4. Interview, select and assign volunteers to activities and immediate supervisors.
5. Plan and implement volunteer orientation and training.
6. Search and provide resources for volunteers to work with.
7. Introduce daily registration of volunteer work (volunteer documentation).
8. Disseminate information about volunteer activities among the public and maintain connections with other organizations.
9. Support volunteers as needed (additional training, counseling, information), thank you letter.
10. Conduct an assessment of the organization of work with volunteers 76.
As a rule, a volunteer’s immediate supervisor is an employee of the organization responsible for the area of work to which the volunteer is assigned. But it can also be an experienced volunteer - the leader of a volunteer group who coordinates his activities with the person responsible for working with volunteers in the organization as a whole 77.
The basis for the effective work of the direct manager of volunteers is an understanding of what the organization expects from the volunteer, and he from it, and what support the volunteer needs. It is extremely important for a volunteer leader to have good communication skills - the basis of any successful interaction between people 78 .
At this stage, the formulation of how or in what way the practical aspects of working with volunteers will be organized takes place. Namely: a system for attracting and training volunteers, their role and job responsibilities, communication and reporting mechanisms, safety rules, as well as criteria for assessing the organization and implementation of volunteer work are being developed 79 .
When planning a system for attracting and training volunteers, thanks to the previous questions, we already know what specific work and how many volunteers we need, we imagine who will deal with volunteers, that is, recruit, interview, train, supervise and evaluate. Therefore, we are left to answer the following questions:
1) What methods will be used to recruit volunteers;
2) For what period (short, long) do we attract volunteers;
3) What specific skills and abilities should a volunteer have;
4) What resources are needed to recruit and train volunteers, and what resources the organization has.
When answering the question of what methods will be used to recruit volunteers, we rely on knowledge of our target group, that is, we must have an idea of who we first want to see as our volunteers. And then we can choose and use the most effective methods of attracting 80.
The duration of involvement depends on two factors: on the volunteer (not all volunteers are interested in being involved for a long time) and the program itself - how long it will last. Depending on how long you plan to involve volunteers for will determine what training to offer to volunteers and what resources to invest in them. If you expect that a volunteer will be involved in carrying out more than just one action, but will remain in the organization for at least an academic year, then in this case it is advisable to provide him with additional training in addition to the induction (to maintain the quality of work) and provide motivational activities .
Defining the role of volunteers, developing their job responsibilities, issues of communication and reporting largely depend on the models of organizing volunteer work used by the organization 81 .
1. “Service Provision” model:
1) The role of volunteers is the organization of leisure, assistance in organizing events;
2) Staff are responsible for recruiting, training and supervising volunteers;
3) The mutual responsibility of employees and volunteers is clearly stated;
4) Volunteer training is structured and mandatory;
5) Motivation of volunteers – acquisition of new skills and the opportunity to move to paid positions.
2. “Helpers” model:
1) Services to clients are provided mainly by employees;
2) The role of volunteers is to help employees so that they can use their working time more efficiently;
3) Volunteer training is carried out on a case-by-case basis, as needed, most often including practical training in specific skills in the workplace;
4) Volunteers are recruited through personal contact with those who want to help.
3. Model “Activists”:
1) There are no paid employees who supervise the work of volunteers;
2) Volunteers independently determine their activities and their roles depending on their needs, interests and capabilities;
3) Volunteer work provides an opportunity for personal and professional growth.
4. “Employees” model:
1) Employees and volunteers perform the same functions and work together;
2) The main difference is that employees devote more time to work than volunteers;
3) Both employees and volunteers are equally committed to the mission, purpose and values of the organization;
4) Personal example dominates as motivation, rather than administrative influence 82 .
Having decided which model of working with volunteers you use, you can move on to the extremely important moment of organizing the work of volunteers: drawing up a job description/job responsibilities of a volunteer. This document clearly regulates the expectations and requirements of each party. Having a job description in hand, the volunteer knows what his activities are, what he can and cannot do, what support he can count on, who his supervisor is, and how his activities will be assessed.
It defines:
Volunteer position in the program, for example, teacher;
Requirements, knowledge and skills that a volunteer must have to fulfill;
Works – pedagogical/medical competencies;
The system of relationships between volunteers and employees and clients – employees;
The amount of time required to complete the work;
A system for training a volunteer, monitoring and evaluating his activities - training seminars, meeting sheets with the family (both the volunteer and the family fill out).
Volunteers need:
1. Premises. As practice has shown, if volunteers have nowhere to gather, motivation and work efficiency decrease. If there is space, volunteers have the opportunity to communicate, prepare for events, promotions, and exchange experiences.
2. Support. Nothing ruins volunteer groups more than disdain and skepticism about their activities. The guys quickly understand this and leave.
Volunteers should be treated with the same respect as employees. Volunteers cannot do many things due to age and lack of authority. The volunteer group must have an adult participant or leader who is capable of solving problems of an “adult nature” 83 .
A description must be written for each position the volunteer will fill or work performed. It shows what the organization expects from the volunteer and what the volunteer can expect from the organization. In doing so, the job description protects both the volunteer and the organization. The description of the volunteer’s work allows you to plan and clearly define: the role and position of the volunteer in the program, the requirements, knowledge and skills that the volunteer must have to perform the work, the system of relationships between the volunteer and employees and clients, the amount of time needed to complete the work, the volunteer training system , control and evaluation of its activities 84 .
A volunteer job description typically includes the following sections:
1) Name of the organization;
2) Name of the volunteer position;
3) Tasks (what must be done);
4) Required skills and abilities;
5) Work schedule (number of hours per week/month, duration of appointment to the position);
6) The immediate supervisor to whom the volunteer reports, reporting requirements;
7) Volunteer bonuses: training, obtaining a certificate, compensation system for volunteer expenses;
8) Probation period and termination of activity;
9) Signatures of the parties.
It should be taken into account that volunteer job descriptions should be reviewed regularly (at least once every six months), as the nature of the work and functions performed may change, which will require changes. At the same time, discussion and revision of the job description should be carried out with the participation of the volunteer himself 85.
Volunteer participation in the process of revising the job description is important from the point of view of consolidating his understanding of his functions, and is also a tool for monitoring and evaluating his activities. An example of a volunteer job description for the position of Events Assistant.
When a person expresses a desire to become a volunteer, this means that he wants to do this, but whether he will actually do it remains to be finally decided by both the volunteer himself and the organization to which he applies. This is why the interview is conducted 86.
The purpose of the interview is to determine whether a potential volunteer is suitable for the organization, and to select an activity that will satisfy both the needs of the volunteer and the organization.
Conducting an interview is important because the success of the volunteer program depends on the correct selection of the right person for the right position. Moreover, by accepting a volunteer and entrusting him with the work, the organization thereby shares responsibility for his actions with him. Therefore, every person who wants to volunteer with an organization must be interviewed, no matter how well you know them or who recommended them. In addition, this is the best and fastest way to get to know the volunteer (learn about his skills and interests, better understand what activities will be most interesting to him). For a volunteer candidate, an interview provides an opportunity to learn more about the goals and objectives of the organization and what is expected of him 87 .
If a volunteer knows about the specifics of his future activity and clearly understands the procedure and criteria for selection into a volunteer organization, knows what an interview is, what stages it consists of, and what topics of interest a representative of the organization can ask, he is the first successful candidate for a volunteer. In addition, the interview allows you to make further cooperation successful and protect the organization, users of the services it provides, employees and the volunteers themselves from possible troubles 88 .
The volunteer gets the opportunity to openly weigh the pros and cons and only then decide whether the organization and what is offered to him are suitable for him. A volunteer must be confident that he will be doing something useful and that the skills he possesses will be put to good use 89 .
In most cases, the interview with a volunteer candidate is significantly different from the interview with a candidate for a full-time employee position, although the purpose of such interviews is the same - to select the most suitable candidates from among all candidates. The main difference is that the interview with a volunteer candidate must be conducted in a more informal and free environment, which requires greater effort. The interview will be conducted no later than within the first two weeks after a potential volunteer contacts the Center.
The specialist will dwell on the following points:
1. Beginning of the interview:
1) The specialist must tell you exactly how the interview will take place;
2) What brought the candidate to the organization and what he/she expects from this conversation;
3) Does the candidate have experience as a volunteer, if so, what kind;
4) What the candidate knows about the Center and its programs (will make it possible to understand how detailed the conversation should be);
5) About the organization, its principles, programs and reasons why it attracts volunteers.
2. Main part of the interview:
1) What kind of work is interesting to the volunteer candidate;
2) The specialist will tell you about the work that can be offered to the candidate, about the advantages that the volunteer will receive for himself;
3) You will receive a description of the work and understand whether you have the necessary knowledge, experience and capabilities for this;
4) System of support and training in the organization.
3. Completion of the interview:
1) Questions that have not been answered;
2) If what is interesting is that the organization proposes to agree on the following actions;
3) Exchange of contacts 90 .
Thus, quite a lot of time is allocated to planning work with volunteers and further joint activities depend on this, and also the one who will be the coordinator of this activity should be interested in this work.
To study in detail the experience of youth volunteer associations in the Perm region, it is necessary to understand the very phenomenon of volunteering: its characteristics, types, and areas of activity.
In our work we will use two concepts of equal meaning: “volunteering” and “volunteering”, as well as derivatives from these words, because this is due to the translation of words: the word “volunteer” comes from the French “volontaire”, which in turn comes from the Latin “voluntarius”, and literally means “volunteer”, “willing”.
The concept of “volunteering”, and in modern Western sociology “volunteerism”, is used to denote socially beneficial activities based on voluntary choice, reflecting the personal views and positions of the citizen, as well as his active participation in the life of communities, which improves the quality life, promotes personal prosperity and deepening solidarity in society.
Traditionally, in the Russian Federation, a volunteer is considered to be any individual, including foreign citizens and stateless persons, who contribute to the development of volunteerism by carrying out volunteer activities based on the principles of volunteerism. In the draft Federal Law of the Russian Federation “On Volunteering (Volunteering)” of 2013, volunteering (volunteering) is understood as “the set of social relations associated with the implementation by individuals voluntarily, in their free time from work (study), of activities in the interests of recipients of the help of a volunteer (volunteer) "
A volunteer is considered to be “an individual who, in his free time from work (study), carries out voluntary socially oriented, socially useful activities in forms and types without receiving monetary or material remuneration (except for cases of possible reimbursement of costs associated with the implementation of voluntary (volunteer) activities) "
Volunteer groups carry out their activities in regional centers and small towns in the main areas:
· social protection;
· ecology;
· landscaping;
· prevention of alcohol and drug addiction;
· promotion of healthy lifestyles;
· human rights activities;
· preservation of historical and cultural heritage;
· promoting activities in the field of physical culture and mass sports;
· assistance in the field of education, science, culture, art;
· education, spiritual development of the individual.
The phenomenon of volunteering is considered in a number of works by Russian and foreign researchers. So, Potapova I.A. and Dzhumagalieva G.R. There are 4 types of volunteering:
1. mutual assistance or self-help (volunteer activities are aimed at helping other members of one’s own social group or community);
2. charity or service for the benefit of others (third parties);
3. participation and self-government (the role of individuals in the management process - from representation in government advisory bodies to participation in local development projects);
4. education or propaganda of any issues relating to certain groups of society. Like any other type of social activity, volunteering has integral and basic characteristics. So, M.V. Pevnaya, in her article “Volunteering as a Sociological Problem,” identifies the following features of volunteering:
1. the inclusion of volunteering in the broader context of social, economic, and political relations;
2. the presence of its normative regulators based on universal and humanistic values;
3. implementation of volunteering as a form of social interaction based on a combination of its national and international manifestations;
4. the presence of a procedural nature of volunteer activities;
5. implementation of volunteering in free time from main work, achieving practical benefits, the presence of an organized nature of work;
6. the presence of such attributes as the subject of volunteer activity such as the absence of expectations of any material reward for the results of his work, meaningful and conscious choice, responsible attitude, satisfaction with the process and results of volunteer activity;
7. availability of social, economic, political, cultural resources for volunteering;
8. the presence of common values, interests, attitudes as the basis for the formation of social identity of volunteering.
Based on the fact that volunteer activities are carried out with the goal of helping an individual, a group of people or society as a whole, it is important to note the fact that in the process of activity there is always direct contact with people. In this regard, the personal qualities of a volunteer play a key role. Thus, a volunteer may have great capabilities, a wide range of interests and advantages over other candidates, but there are a number of personal qualities that cannot be avoided. Among them are those that will allow solving problems of a socio-pedagogical nature:
· recognition and assimilation of values such as humanity, justice, self-determination, confidentiality, tolerance, selflessness and honesty;
· conscious and reasonable use of one’s own personal qualities and differentiated use of communication skills;
· responsibility and self-discipline;
· deep and sincere interest in solving the problems of the mentee and positive work results;
· the presence of personality qualities that allow you to win over different people, inspire trust, a desire to cooperate, help, and at the same time not allow yourself to be manipulated or suppressed as an individual.
The volunteer movement appeared in the West after the First World War and immediately attracted the attention of scientists from all over the world. Representatives of the West were the first to study it.
American researchers H. Anher and L. Salamon, having analyzed the concept of “volunteering” in English, French, German and other languages, came to the conclusion that in Australia and Great Britain volunteering is defined as an institution of civil society, as a public sector, separated from the state and business . In other countries, volunteering is classified as a public service. According to these authors, all existing definitions of volunteering are based, first of all, on the significance of volunteer work, which includes a combination of a number of characteristics: time measurement (volunteer employment: full or part-time), economic aspect (the volunteer receives payment for own work or not), as well as the social aspect (the volunteer works in an organization or independently).
M.S. Sheraden defines volunteerism as “services that are provided in an organized manner of significant participation and contribution to a local, national, or global community that is recognized and valued by society with minimal monetary compensation to participants.” In foreign concepts, the value of volunteering for the volunteers themselves is of great importance. This value is recognition in society, significance for this society, which is fixed in the minds of people.
Canadian sociologist R. Stebbins considers volunteering as the content of serious leisure, which has distinctive qualities, such as episodic participation in social interaction, which will allow self-realization and also provide an opportunity to make a career.
Researchers from the American University named after D. Hopkins define volunteering as “a set of activities, as a type of work implemented in one’s free time without any monetary compensation.” From the point of view of European researchers, “volunteering is the sum of actions that citizens carry out for each other free of charge of their own free will.”
Russian researchers do not stand aside and take an active part in studying this type of social activity. They consider volunteering as a form of public charitable activity, which is characterized by the absence of strict regulation and the involvement of a wide range of actors. In the definitions of Russian scientists, 4 characteristics of volunteering can be distinguished:
1. volunteering as an active form of charity;
2. altruistic orientation of activity without material gain, without coercion;
3. the subject of volunteer activity is motivated by humanistic values;
4. object of activity - social groups that require social support.
I.V. Mersiyanova and L.I. Jacobson characterize “volunteering (volunteering) as selfless individual or collective activity for the benefit of other people or society, as a type of philanthropic practice.”
The Russian approach, in contrast to the Western one, is characterized by the narrowing of volunteering to the sphere of social work. So, L.E. Sikorskaya writes: “We consider volunteering as a form of social service, carried out according to the free will of citizens, aimed at the selfless provision of social services to people, their support, protection, and personal development.”
If we compare the above interpretations of volunteerism by Russian and foreign researchers, we can identify a number of significant differences. In the definitions of foreign authors, as a rule, there is no clarification of the object of labor and specification of its results. Another difference lies in the prioritization of the axiological and social meanings of volunteering. For Russian authors, the first place is value for society, for foreign authors - value for members of various communities, value for the volunteers themselves. Foreign interpretations are based primarily on pragmatism, while the Russian approach to defining volunteerism is more social.
In general, the indicated positions do not contradict, but only complement each other. The key, essential characteristics of volunteering can be considered: recognition of objective significance for society, subjective understanding of the social value of volunteering among members of this community, as well as subjective assessments of the volunteers themselves of the values of the activity through satisfaction with its process and result.
The success of social and pedagogical work with an individual and a group depends on the voluntary participation of many people. To perform some tasks, the social teacher needs to involve volunteers.
Principles for the effectiveness of organizing the volunteer movement
In the work of a social teacher with volunteer assistants, the following recommendations can be highlighted:
As an independent task, one should consider attracting volunteer helpers from among children and adults who show interest in socially useful activities. It is necessary to support individual volunteers, strive to form initiative groups;
it is necessary to identify areas of activity in the implementation of which it is possible to cooperate with minors and adult volunteer assistants. These areas must be relevant, understandable, and have a sufficient degree of elaboration. You should not give volunteers those areas of work where the social teacher himself has reached a dead end or does not clearly understand the upcoming volume and specifics of actions, otherwise the cooperation of the specialist and volunteer helpers may end in mutual dissatisfaction , and individual volunteers will become disappointed and leave the ranks of volunteers;
It is advisable not to limit the participation of volunteers in the activities of social services to one-time actions, but to plan their work, highlighting short-term and long-term prospects. The activity planning process is carried out jointly, relying on the initiative of volunteers;
The activities of volunteers should receive a certain response, both from the leaders of the institution and from those with whom the volunteers work. Indispensable conditions are transparency and a system of incentives (primarily of a moral nature). This is of particular importance for child volunteers: thereby stimulating their further activity.
Basic characteristics inherent in volunteer activities:
Reward. A volunteer must not volunteer primarily for financial gain, and any financial compensation must be less than the value of the work performed.
Voluntariness. Although the motivation to participate in volunteer activities will probably always consist of several reasons, including pressure from colleagues (or parents) and duty to society, such activities should still be carried out voluntarily, without coercion from others.
Benefit brought.
Organizational structure. Volunteering can be organized or unorganized, carried out individually or in a group, public or private organizations.
Unorganized volunteering- this is spontaneous and occasional help to friends or neighbors: for example, child care, assistance in repairs or construction, and performing small errands. It is the predominant form of volunteering in many cultures.
Organized volunteering carried out in the non-profit, public and private sectors, and, as a rule, more systematically and regularly.
Degree of participation. Although in most cases the degree of involvement in volunteering is constant, it can still be carried out with varying degrees of participation - from full involvement to occasional participation.
There are several different species volunteering:
Mutual aid or self-help. People volunteer to help other members of their own social group or community.
Charity or service for the benefit of others.
Participation and self-government. The role of individuals in the governance process ranges from representation in government advisory bodies to participation in local development projects.
Education or propaganda of any issues relating to certain groups of society.
The main thing to pay attention to is the following functions of volunteer resources:
Attracting volunteers (PR means and methods).
Preliminary work before recruiting volunteers.
Recruitment of volunteers.
Current work with volunteers.
annotation
This article presents a methodology for organizing volunteer activities during sporting events, based on dividing the general work plan into stages.
Keywords: volunteer, volunteering, sports, management, event, organization.
Abstract
The article presents the sport events organization method based on the separating the hole plan into phases.
Key words: volunteer, sport, management, event, organization.
Introduction
The modern development of the sports sector requires the organization and holding of mass events and competitions, attracting spectators and popularizing a healthy lifestyle among the population. The use of volunteer resources in the sports movement contributes to solving the urgent problem of effective coordination of organizational processes. Sports volunteering, in its modern sense, has existed in Russia relatively recently, but has already proven itself at many major sporting events. The successfully implemented volunteer program of the XXII Olympic Winter Games demonstrated the possibility and feasibility of further development of this practice, which requires an effective theoretical basis, which is not properly represented in Russia today.
Purpose of the study
Form a general sequence of actions for organizing volunteer processes at sporting events.
Research methods
Theoretical analysis of literary sources; analysis of practical organizational processes at sporting events.
Research results
Organizations holding major international competitions, such as the Olympic and Paralympic Games, the Universiade, various world championships and tournaments, have the greatest theoretical basis for working with volunteers. Organizational and methodological developments are not available and are used only by representatives of these organizations for work.
When preparing for the Olympic Games in Sochi, Russian organizers were guided by the recommendations of the International Olympic Committee (IOC), which were formed over many years of its activity. Various techniques, including those for working with volunteers, have shown their effectiveness in practice. During the Games, Russian specialists were given the opportunity to gain experience working under the guidance and theoretical developments of the IOC.
In an open publication on the Internet, you can study recommendations on volunteer processes of the sports ministries of some foreign countries. The materials from Great Britain and Australia are quite detailed. Foreign methods of organizing the volunteer movement reflect diverse practical experience, but at the same time they are developed for use at the local level and must be adapted for use in Russian conditions.
Domestic methods for managing volunteer processes are created by practicing centers and NGOs, as well as social sector specialists, based on the needs and volunteer policies of specific organizations. Existing methods do not provide general theoretical provisions on the organization of volunteer processes, and sports volunteering is not identified as a separate type of practice with unique features.
This paper presents the main provisions of the method of stage-by-stage organization of volunteer processes. The methodology was developed based on an analysis of volunteer processes at the Games in Sochi, the Universiade in Kazan and a number of smaller sporting events.
The theory was created based on the specifics of the sports direction of volunteering, but can also be applied to its other types.
When planning a volunteer program for any event, it is necessary to take into account its main characteristics, such as:
- venue and routes;
- dates and schedule;
- number of participants and spectators;
- features of interaction between municipal, medical and law enforcement services, etc.
Having formed an event plan, the organizers discuss with the coordinators possible options for the participation of volunteers: the required number is calculated, the required level of training is determined (foreign language proficiency, physical fitness, special skills, etc.), as well as possible motivating incentives for attracting volunteers.
Having decided on the parameters of volunteer participation, coordinators can begin implementing the volunteer program for this event.
In general, the system of step-by-step management of volunteer processes at an event can be presented in the form of a table.
The implementation of the plan for volunteer processes is entrusted to coordinators, who coordinate their activities with the organizers of other processes at the event, jointly solving common target tasks. The action plan can be adjusted in the process based on the characteristics and specifics of the event.
Step-by-step planning of the event’s volunteer program
|
Stage |
Actions |
|
Attracting volunteers |
|
|
Selection and analysis |
|
|
Distribution by position |
|
|
Training and coordination |
|
|
Recognition, retention and development |
|
|
Withdrawal from activity |
|
Conclusion
Despite the pronounced uniqueness of each individual event for which volunteers are involved, all actions have common characteristics and structural elements. This allows us to highlight the main stages of working with volunteers and formulate general mechanisms and methods for coordinating volunteer processes. Consistent solution of individual problems allows you to implement the program as a whole.
Literature
- Bodrenkova G.P. Systematic development of volunteerism in Russia: from theory to practice: educational and methodological. allowance [G.P. Bodrenkova] // Russian Center for the Development of Volunteering. - M.: ANO "SPO "SOTIS", 2013. - 315 p.
- Ermolaeva V.Yu. Volunteer center “Turnkey”, or Guidelines for the creation and organization of activities of volunteer centers / Region. youth. society org. “Center for the Development of Volunteerism of the Republic. Tatarstan"; [V.Yu. Ermolaeva and others]. - Kazan: Scripta, 2012. - 112 p.
- Ershova N.N. Volunteering - a school for the civic development of youth: educational and methodological. allowance / [N.N. Ershova, M.N. Bearded] // Federal Agency for Education; Vyatka State Humanitarian University - Kirov: VyatGGU, 2009. - 193 p.
- League M.B. My profession is volunteer! Organizational aspect of the activities of a volunteer association: educational and methodological. allowance: [at 2 hours] [M.B. League] // Ulan-Ude: All-Russian Fund “National. prospects"; resp. ed. M.B. League. - Part 1, 2013. - 163 p.
- Materials from the UK government (Electronic resource) // http://www.sportengland.org
- Australian Government Materials (Electronic resource) // http://www.dsr.nsw.gov.au/sportsclubs/ryc_volunteer.asp
References
- Bodrenkova G.P. System development of volunteering in Russia: from theory to practice. - M.: ANO "SPO "SOTIS", 2013. - 315 p.
- Ermolaeva V.U."Turnkey" volunteer center or volunteer center organization instructions. - Kazan: Scripta, 2012. - 112 p.
- Ershova N.N. Volunteering - the social school for youngers. - Kirov: VYaTGGU, 2009. - 193 p.
- Liga M.B. My profession - volunteer! The organizational aspect of volunteer union. - Ulan-Ude: "National Perspectives", 2013. - 163 p.
- Great Britain Government materials (Web resource) // http://www.sportengland.org
- Australian Government materials (Web resource) //