The average person joining a Volunteer EMS Organization in North Dakota plans on staying for 5 years, yet leaves after 3 years. 

 

 

 

What is Recruitment?

 

Recruitment is a constant, year-round process of keeping your organization's name and its opportunities in front of people.

 

Recruitment is the ongoing process of securing individuals to do the assignments that you have identified within your service. These assignments can be:

 

·         EMS Care Provider

·         Ambulance Drivers

·         Vehicle Maintenance

·         Billing or Accounting

·         Fundraising assignments

·         Facility and equipment care

 

Regardless of the type of work to be performed, the basic steps of the recruitment process remain the same.

 

Before looking at these steps, however, it is important to define what is meant by recruitment.  For many people, the distinction between public relations, marketing, and recruitment is unclear.

 

Public relations is the art of helping the public to understand what an organization does and encouraging the public to regard these efforts positively. It is designed to influence as large a segment of the public as possible at any one time with the message you have selected to share.

 

Marketing involves determining the needs of select or target audiences and then designing goods, services, and opportunities that respond to those needs. "It relies heavily on designing the organization's offering in terms of the target markets' needs and desires, and on using effective pricing, communication, and distribution to inform, motivate, and service the markets" (Kotler 1975, p. 5., full citation)

 

Recruitment is the act of identifying groups and individuals for service, and then actually asking them to volunteer.

 

While public relations, marketing, and recruitment are not synonymous, they do support each other and benefit the overall mission of an organization. When the public knows the name and nature of service provided by an organization, people are more likely to remember an organization when they think about serving. When employed properly, marketing strategies can help target your recruitment campaign to the people who are most likely to say "Yes!"

 

 

Look around before you leap! You need to be knowledgeable about your organization and groundwork needs to be laid before you are ready to begin the recruitment process. Among other things, you need to:

 

·         Understand Your Organization's History, Culture, and Cause

·         Prepare the Organization for the New Volunteers

·         Sell the Program Inside Your Organization

 

 

 

Before going out into the community to recruit members:

 

Understand your organization's history of volunteer involvement

Which programs were successful, why they were successful, and which were not? With what groups has your organization collaborated? What was the outcome? Which staff members have been involved with the organization's recruitment program? How did they feel about that experience? How have recruits felt about their experiences with the organization? Have evaluations from new recruits been consistent over time?

 

Make sure you are aware of public perceptions of your organization

What sort of publicity - good or bad - has your organization or its cause received that might impact your recruitment effort? Understand the issues involved and be prepared to provide an informed and constructive response.

 

Understand your organization's mission and programs

Can you speak knowledgeably about your organization's mission and/or cause? Do you feel comfortable talking about the organization's programs and initiatives and how they help to accomplish the organization's mission? Can you articulate how members and the work they will be/are performing contribute to the organization's mission?

 

Know your organization's culture and work environment

Are there clear boundaries and chains of command? Is the workplace open and friendly to newcomers, members and visitors? Is the general members demeanor serious or is humor widely employed? Would you recommend every position to friends that are interested in volunteering? Why or why not?

Your organization's culture greatly influences the type of positions you will develop, the type of individuals you recruit and the way supervision will be handled.

 

Recruit by the job

Wherever possible, recruitment should always be performed individually for each position. When general information on the program is provided, (e.g., in an organization brochure or newsletter), staff can indicate a spectrum of opportunities with an invitation for prospective members to inquire for more specific information. All members likely to receive such inquiries should be prepared to offer further information on all available opportunities.

 

Preparation

Before developing the member recruitment campaign, staff should clearly define the basic responsibilities of the position, when and where the work is to be performed, how many members are required, what skills or experience the member might need, and what benefits are inherent in the position for the member.

 

 

 

 

·         integrate recruitment topics into the general staff training calendar

·         get a line item assigned to you in the organization’s budget

·         make sure that your program is included in the annual report

·         be proactive in responding to perceived and 'real' barriers to volunteerism

·         gather and disseminate success stories

·         advertise the activities of members in visible locations such as the bulletin board at the entrance to your building and your organization's newsletter

·         recognize daily the staff who work with your new member program

·         start small and play on your strengths - build your program slowly and begin by working with employees who are already supportive of volunteers and volunteerism

 

Message

An effective member recruitment message must appeal to the volunteers’ motivation for volunteering as well as anticipate their questions. One position should be marketed at a time. Whether the message is to be delivered in writing or in person, staff should prepare a message containing the following elements: 

 

·         Position title or purpose

·         Appeal to volunteer motivation

·         Basic requirements vis a vis time, place

·         Contact information, using full name of staff

·         Promise of training and support

 

Avoid red flag language such as desperately or hackneyed expressions like make a difference.

 

Distribution

To improve exposure of your recruitment ad, distribute each recruitment message separately. You should decide in advance where their ideal volunteer might be reached. Each resource for distribution of the volunteer ad may have different requirements and/or forms for submission.

 

Planning an informational meeting can insure potential volunteers get useful information. Also sending a community calendar announcement as volunteer recruitment makes inclusion of organizations information in a newspaper or on radio more likely.

 

 

 

Finding volunteers to meet your organization's needs requires careful thinking and planning before an appeal is made. Prior to actually going out and asking people to help, you must

 

·         clearly identify volunteer needs and position descriptions

·         know what you have to offer - the "costs" and benefits of volunteering

·         plan a recruitment approach based on volunteer needs and position descriptions

·         implement your plan

 

Once the groundwork has been laid, you are ready to implement your plan and make the appeal.

 

 

One person to coordinate your recruitment effort

 

TITLE: Membership Recruitment Manager (MRM)

 

SUMMARY OF POSITION: The Membership Recruitment Manager (MRM) plans, organizes, and implements the recruitment program. The MRM provides leadership and direction to the volunteers and works cooperatively with the Board and members.

 

DUTIES:

1. Develop and implement a comprehensive member recruitment program to meet the needs identified in the program plan. Maintain the volunteer database and an inventory of volunteer needs for the Services program, matching skills and abilities to projects.

 

2. Work with staff to develop job descriptions, orientation and training programs for current projects. Identify and develop new volunteer initiatives. Develop volunteer evaluation procedures and recognition system. Train staff on the fundamentals of working with, and supervising, groups.

 

3. As part of responsibility for strategic outreach, develop and implement a Speaker's Bureau and organize participation in related activities and events, including outreach to the community.  Attend community meetings and workshops to facilitate exchange of information and resources.

 

4. Coordinate the publication and mailing of a newsletter to all volunteers in the database. In addition, create, edit and publish a newsletter to proactively communicate internal news to staff, Board, and committees. Include recognition of new volunteers' efforts in the publications.

 

5. Assist in the cultivation of potential funding sources for the volunteer program and its activities; develop and monitor volunteer program budget.

 

6. Perform other duties as assigned.

 

MINIMUM REQUIREMENTS:

 

1. Demonstrated leadership and interpersonal skills, teamwork orientated, and ability to motivate a wide range of people. Sensitivity to issues of cultural diversity.

 

2. Excellent oral and written communication skills, including demonstrated writing ability and some public speaking experience.

 

3. Demonstrated ability to initiate and manage projects; strong organizational and administrative skills. Must be able to work independently and as part of a team and with all levels of staff, Board, and membership.

 

4. Ability to work well under pressure and meet deadlines.

 

5. Word-processing proficiency, preferably in Microsoft Word. Experience in Excel and Access, as well as database management experience preferred.

 

 

 

1. Role of members at the organization

 

2.  Development Process

 

Project Development Process

In order to develop useful and meaningful program, the Service will seek the input of some or all of the members.

 

They will facilitate a discussion of: 

·         what staff, materials, finances, and other resources are needed to administer or complete the program

·         what role the new members will play

·         what qualifications the new members must have

·         the time and location of the work to be done

·         who will train and supervise the members

 

The information and ideas gathered will be developed into a job description and used as the basis for recruitment, screening, training, supervision and evaluation, and recognition of the members.

 

3. Job Descriptions

 

Purpose of Job Descriptions

 

1.       develop appropriate message and distribution of recruitment materials

2.       setting criteria for selection and placement of members

3.       formulate necessary content and type of training

4.       establish standards for performance in supervising and evaluating members, including grounds for possible termination

5.       understand scope of work to be considered in recognizing and rewarding volunteer effort

 

Job descriptions assist in: clear communication between staff; new members as to the qualifications, responsibilities and limitations of the position: preventing or resolution to disputes; and providing a basis for evaluation of members performance. Job descriptions are an extra layer of protection in the establishment of legal responsibility for actions of both the new members and old members.

 

Developing the Job Description

Once information and ideas have been gathered through the facilitated discussion described above, the Service should produce a functional job description.

 

 Approval

All new, altered projects, and job descriptions must be submitted for approval to a designated organization official or group. It should not be put into use until approval is granted.

Finalized job descriptions should be archived for future reference. They should be given to all persons applying or accepted for the given project and may be made available to potential volunteers as a recruitment tool.

 

 

 

Vision --- Change in the service as a result of project.

Resources needed to achieve vision

Role of volunteer(s)

Desired qualifications of volunteer

Time, place, equipment requirements

 

Title/Position:

Goal of Position:

Activities:

 

1.        

2.        

3.        

 

Time Frame:

Length of Commitment:

Estimated Total Hours:

Schedule:

Work site:

Qualifications Sought:

1.        

2.        

3.        

 

Benefits:

1.        

2.        

3.        

 

For Further Information

Contact:

Phone:

 

Discover how using this approach helps you design an effective recruitment strategy!

 

 

The Member’s Entry into the Organization

The Service will design and initiate a clear procedure for responding to initial inquiries from potential members, delivery of position descriptions (job descriptions), applications, and scheduling of member selection.

·         This procedure should be designed to ensure prompt response to prospective member questions and as clear and easy a path into the program as fits the project.

·         Each and every prospective member should receive either written information or a return phone call or e-mail within one to two working days in response to initial inquiries. Upon receipt of completed application, the Service should schedule a meeting/interview at the first mutually available time.

·         The Service should be prepared to place newly accepted members into training or projects promptly to ensure continued interest.

·         No effort should be made to recruit members until this application process is in place for each project.

 

 

Positions with significant responsibility, such as an EMS position where both security and training issues are of concern, the Service should take every opportunity to get to know the prospective member.

The Service should require completion of an application (it may be called a "registration form") for all positions regardless the level of responsibility or their duration to gather contact and emergency information.

 

 Information packet

A. Materials to Be Included in Information Packet

The materials provided in an information packet should be those that assist the prospective member in making a decision about the organization and its opportunities. It is helpful to use the packet to start the application process. The information packet may include some or all of the following: 

 

1.       A cover letter thanking the prospective member for their interest and advising their of next steps

2.       The organization's brochure

3.       List with descriptions of available projects and/or job descriptions or position announcement

4.       The organization's latest newsletter and/or annual report

5.       Any examples of press coverage of the volunteer program, such as articles recognizing members achievements

6.       An application

7.       Screening forms, such as State Patrol criminal background check form if needed

8.       Orientation or training schedules or invitation to upcoming information meetings for prospective volunteers

9.       Anything else that characterizes the program

 

The member’s information packet is useful as community education and donor development even in the case of individuals who decide not to pursue a volunteer opportunity at the organization.

All written materials made available to the public, including this information packet, should also be produced in alternate media.

All materials in the information packet, including the application, may be made available to prospective members as web pages.

 

B. Applications

The application is an important tool for screening a prospective member.

Where possible, applications should match specific jobs.

 

Use the application, also, to obtain information that assists in reducing program risk, such as emergency contact phone numbers.

 

C. Customer service

The same "customer service" standards apply to volunteer entry into a nonprofit organization as apply to retail customers in for-profit businesses, such as stores, restaurants, etc. It can be said that the organization offers as a "product" or "service" the opportunity for members of the community-at-large to address specific issues or needs in their communities.

It is imperative that all staff members who come into contact with new volunteers respond to their needs and questions in a timely, helpful, and cooperative manner.

Failure to provide good "customer service" to new volunteers will result in poor volunteer recruitment, and potential negative community relations when new volunteers share their experience with their personal and professional contacts.

The Member Recruitment Manager will establish a procedure for getting feedback from volunteers and staff on problems with "customer service" and a policy for addressing these problems as established by the grievance procedure of the organization.

 

 

A program that is well planned and executed and offers meaningful work lays the groundwork for successful recruitment.

 

 

Meeting The Realities Of Today's Volunteer

 

When designing positions to meet your organization's needs, it’s important to take into consideration the realities of today's volunteer workforce. Create a diverse portfolio of volunteer opportunities. Different pieces of work or types of service attract different types of people. Some volunteers are looking for positions that tap their creativity, present a challenge, or provide the opportunity to learn new skills. Other individuals may want to support your cause, but need a break from the demands of their 'day' jobs. By identifying a range of positions requiring different skills, abilities, inclinations, backgrounds, and levels of commitment, you can appeal to a wider array of potential volunteers.

 

Short-term or Episodic Volunteering

In the past few decades, researchers and practitioners have recognized the demand among volunteers for short-term or episodic assignments. Episodic volunteer opportunities include both positions that are short in duration - with definite start and end dates - and positions that occur at regular intervals, such as annual events. (MacDuff, 1991, pp. 7-8) While some volunteer positions require a long-term commitment on the part of volunteers, many assignments can be successfully completed on a short-term basis. In addition to allowing time-crunched people to serve, short-term service opportunities "provide the volunteer with the opportunity to see how they like working with the agency, its staff and its clientele". (McCurley, 1991, p. 10) Try breaking up a long-term commitment into several short-term placements that can build on one another.

 

Family Volunteering

Increasingly, adults are looking for opportunities to perform meaningful volunteer work while spending time with their families and teaching them the value of service.

·         Is it a safe activity for families of various ages? Why or why not?

·         How can risk and liability of this activity be minimized?

·         How can volunteer families benefit from this activity?

·         What is the minimum age requirement for this activity?

·         How much training/supervision is needed?

·         Could this activity be conducted with flexible hours (e.g. weekends and evenings)? Why or why not?

·         Can this project be expanded to include activities for families of various ages?

(Thurmond, Donna P., and James Cassell. Family Volunteering: Putting the Pieces Together. The Points of Light Foundation, 1996, p. 20)

 

College Volunteers and Interns

"About 25% of American Colleges and dozens of high schools have recently instituted volunteer work in the curriculum" (Brudney, 1990, p. 161) In addition, most institutions of higher education have offices that coordinate on-campus student organizations and activities, including service groups. Some tips for recruiting college volunteers and interns are:

 

·         Find out the campus' policies with regard to flyers and on-campus recruitment before you begin.

·         Contact the campus' office on student activities or volunteer center to find out how to get in touch with volunteers, student organizations, and clubs on campus. Student government, Greek organizations and on-campus clubs/membership groups are generally registered/coordinated through a central office.

·         Post flyers and recruit volunteers where students hang out, such as the student union or local campus restaurants. Similarly, residence halls may coordinate volunteer opportunities for their students.

·         Students are most likely to initiate new volunteer activities at the start of the fall and spring semesters. As the semester progresses, it can get harder to recruit volunteers. Remember: many students leave town during holiday breaks and the summer months.

·         Colleges and universities often sponsor volunteer fairs where you can recruit support. These are generally organized by the campus' office on student activities or volunteer center.

·         Some classes and departments have well-established internship/field-study programs and classes. Find out what types of placement opportunities they are looking for to determine if there's a match with your organization's needs.

 

If you are recruiting students with a particular expertise, initiate contact with the school or department that is most consistent with your volunteer needs. If your agency needs help with Web page design, for example, you might contact the campus' school of library and information science. If your agency needs volunteers to help with health screening, you might contact the nursing or medical school.

 

Virtual Volunteering

Many people are looking for volunteer opportunities that they can complete in their home or work computers and the Internet. Family commitments, personal time constraints, a disability, or other factors can all make it difficult for individuals to volunteer their services. Virtual volunteering allows anyone to contribute time and expertise to not-for-profit organizations, schools, government offices, and other agencies that utilize volunteer services, without ever leaving his or her home or office.

Although still a relatively new trend, there are numerous examples of both technical assistance and direct service Virtual Volunteering. Here are just a few:

·         Individuals "visiting" via electronic mail someone who is home-bound, in the hospital or in a nursing home.

·         People helping design Web pages, newsletters, and brochures using their home computers.

·         Volunteers answering managerial questions and conducting on-line outreach for nonprofit organizations.

·         The Virtual Volunteering Project, located on the Web at http://www. serviceleader.org/vv/ provides resources as well as technical assistance to organizations wishing to involve volunteers via the Internet.

 

 

 

A position description outlines the work that needs to be done by the volunteer. An incredibly useful tool, the description forms the basis for your recruitment effort because it defines the assignment, skills, abilities and interests necessary to perform the task successfully. Although there are many ways to develop task assignments, the following items reflect key components of the assignment guide:

 

Position Title

A specific, descriptive title that gives the member a sense of identity and helps the members understand the assigned role. A title should reflect the function of the position.

 

Work Location  

The location where the individual will be working. Can this assignment be done at home or must the person be on site?

 

Responsibilities and Duties

List responsibilities and duties that are specific and clearly define what the member is expected to do on the assignment.

 

Qualifications

Be clear and concise. List qualifications required for the position. Include education, personal characteristics, skills, abilities and/or experience required.

 

Commitment Required

Commitment asked of the member in terms of the minimum length of service, hours per week, and any other special requirements.

 

Training

Indicate nature and length of all general and position-specific training required for the assignment.

 

Date

The date the description was written or the date that it was most recently updated.

 

Volunteer Program Manager and their Contact Information

Who to call for more information about the opportunity.

 

The benefits of volunteering:

Why people serve and what they gain through volunteer service

Many factors motivate people to volunteer and individuals may decide to serve for several of these reasons. People may be persuaded to volunteer by the cause or client being served, the type of work being performed, the opportunities provided to meet new people - or all of the above!

 

People may decide to volunteer to:

·         improve the quality of life of members of the community

·         do something useful or enjoyable

·         support something in which they believe

·         to have fun

·         explore new career options and network

·         receive professional experience or training

·         maintain skills during an interruption in paid employment

·         acquire new skills to enhance their marketability

·         fulfill the service requirement of a club, school, church

·         be creative, solve problems, perform challenging work

·         make new friends and affiliations, join peers, belong to a group or community

·         repay what they have received

·         develop and grow personally, cultivate new interests

·         contribute to a cause that is important to them

·         explore their own strengths

·         feel like they are needed

 

Career Enhancement

·         helping volunteers acquire new skills and relating these skills to the marketplace

·         providing opportunities for advancement by building in 'career' ladders

·         resume writing and job interviewing classes

 

Recognition

·         showing your appreciation often, in many ways, and in ways that are individual-specific

 

Personal Growth

·         letting them grow with the program

·         giving them opportunities that they wouldn't get outside of a position

 

Respect

The best incentives emerge from listening to volunteers. Not every volunteer or group of volunteers will be motivated by the same set of incentives. Ideas that work with one group or individual may not appeal to another.

While some volunteer positions may clearly relate to these concerns, other positions may require that you articulate the relationship between the work and the benefit to either the consumer or the volunteer.

 

The costs of volunteering:

What the position requires of potential applicants (time and resources)

Like the benefits of volunteering, the perceived "costs" of volunteering can vary according to the individual involved. Whereas "time away from family" may be viewed as a 'cost' to some individuals, a stay-at-home caregiver may perceive "time away from family" as a benefit. With that caveat in mind, some of the potential 'costs' of volunteering include:

·         Time away from family and friends, hobbies and career-related pursuits

·         Travel, parking, childcare, meals, and other expenses

·         Expenses related to the volunteer position (gasoline and mileage); the purchase of personal supplies for use on ambulance runs; and so forth.

 

 

The inexperienced recruiter prints 1,000 brochures and then wonders: "Where can I distribute these?" The experienced, and more effective recruiter, first asks: "Where can I find the right volunteers for each job" - and then selects the best technique to match each potential source.

Source: Susan Ellis, The Volunteer Recruitment Book,1994, p.1

 

 

Once you have clearly identified your organization's needs and have created position descriptions that take into account the costs and benefits for volunteers, you are ready to develop a recruitment plan. The process of developing a recruitment plan begins with close examination of the assignment(s) to be filled.

For each assignment, ask yourself:

Who will be qualified for and interested in the position?

Who will be able to meet the time requirements of the position?

Where will you find these people?

What motivates them to serve?

What is the best way to approach them?

 

Remember: Specific messages are needed for specific audiences. There isn't one blanket recruitment message that will successfully entice all potential members.

In general, your recruitment strategy, who you will ask to volunteer and how will you ask them, depends on the needs of the organization as specified in your position descriptions. When the assignment requires a specific commitment, a high level of expertise, or an ability that is not commonly available, a targeted recruitment plan is best. When the assignment requires no special training or commitment and/or a lot of people, broad-based recruitment approaches can be used. Most directors of volunteers find it necessary to establish a recruitment strategy that combines these two approaches and provides multiple access or entry points.

 

Targeted Recruitment

Targeted recruitment is specific, focused, and addressed to the audience where you believe that you will be able to find people with the skills, interests and availability needed for the position. It requires you to analyze the position and define, as clearly as possible, the type of person you are seeking and the type of message that will motivate them to serve.

 

Broad-Based Recruitment

While targeted recruitment is good for identifying people to fill positions that require special training and specific abilities/characteristics, broad-based recruitment can be effective for positions that can easily be done with minimal training.

In a broad-based recruitment plan, the goal is to keep your organization's volunteer needs in the public eye through media campaigns, public-speaking engagements, the distribution of recruitment brochures, and other techniques geared towards the general public. Instead of targeting a particular market sector, broad-based recruitment or "undifferentiated marketing (generally) assumes that everyone is alike in their needs and motivations for volunteering." (Fisher and Cole, 1993, p. 88)

 

Broad-based recruitment strategies include:

 

Keeping a high profile with the media

What projects and fund-raisers are you involved with that might qualify as feature articles? Who is working with you that might be considered newsworthy? Public Service Announcements (PSAs), while they may generate only limited response, do keep your name and your cause visible. Present a clear and straightforward message and make sure that people are asked to volunteer.

Remember: any materials distributed to your target market are a reflection on the image of your program and your organization.

 

Strategic distribution of quality print materials

Brochures and flyers strategically placed in the community call attention to your efforts. But remember, often the only person who will pick up a brochure with the word "volunteer" on the front, is another director of volunteers or the person already working as a volunteer. Find other, more compelling ways to spark an interest in supporting your organization's work.

 

Networking with community groups and leaders

Make it your business to know the service groups in your area: what they are interested in, when they meet and the type of programs they offer. Can you provide a program for one of their meetings and promote your service opportunities simultaneously? School fairs, chamber of commerce events and community group gatherings may be good places to have a display. Who are your community leaders? Networking with these individuals provides you with a support system to turn to for special projects and opportunities.

Best recruitment tool: word of mouth.

 

 

 

Recruitment is a year-round responsibility. Have a plan to keep your organization's name and your need for volunteers always in the public eye. Cultivate friends, keep a finger on the pulse of your community, network, and keep written materials about your volunteer needs up-to-date and visible. People hear a lot of messages every day and while they may not initially respond to your appeal for support, they may remember your organization when they are ready to volunteer.

 

 

 

Although easily regarded as an overwhelming task, recruiting volunteers is often less difficult than it seems. In fact, by the time you have developed position descriptions and considered the questions raised at the beginning of this section, you have already done much of the work of recruitment. Listed below are a couple of suggestions to help you get started.

 

Take advantage of your existing network

When the volunteer Manager begins to think about their community, their most common reference point is geographic - their city, neighborhood, county or region. It's easy to overlook the community most available to you and your organization - your organization's existing network of employees, clients, volunteers and community organizations. Think about your circle of influence beginning with your program, group or organization. What individuals are you in contact with on a regular basis during the course of a day? What groups do you regularly work with? By sharing your volunteer opportunities with these contacts, you may be surprised at the number of recruitment ideas and sources that emerge.

 

The primary reason people volunteer is because they are asked.

So look around and ask!

 

Enter into collaborations and partnerships

 

Developing partnerships with service organizations and institutions of higher education.

Community colleges frequently engage students in workforce re-entry training programs. Do your volunteer opportunities offer work-related skills that would be valuable to one of these programs? Be creative as you explore partnership options. Once established, these relationships can become long-term sources of volunteers. Some of these organizations even provide administrative support, coaches and volunteer supervision!

 

Sharing your recruitment work with others

Community groups such as corporations, civic, church, or student groups often have existing methods of mobilizing and supervising volunteers. In addition, many large corporations have full-time community relations staff that will actively recruit volunteers from corporate employees. It is important to nurture your relationship with groups that provide volunteers. Know their timelines and their needs.

Work with another community group or organization to staff a volunteer recruitment booth. The collaboration will enable you to cover more territory and learn about other groups and organizations. To ensure the success of such collaborations, however, be sure to carefully outline expectations and duties.

 

Joint marketing and public relations, particularly with an area business

Companies, small and large, want to be viewed favorably by the community. A local business may be willing to develop an advertisement that simultaneously promotes their service and your volunteer opportunities. They may also be willing to provide volunteer recognition gifts or food/supplies for volunteer initiatives. The sky is the limit with such joint ventures, but remember that some services and companies may bring "baggage" to the venture as well as possibilities.

 

Collaboration with internal contacts

Internal collaborations are often overlooked but highly valuable. Make it your business to learn where your members have been invited to speak and encourage them to mention your recruitment effort. Sending recruitment brochures to such events can yield substantial contacts.

 

 

 

 

Sincerity (be honest and open about your volunteer program - its strengths and opportunities for growth)

Passion (have and exhibit passion for your program or effort. Enthusiasm is contagious, it is your greatest recruitment tool)

Innovation (be creative and flexible, and always remember to have fun)

Risk-Taking (be willing to break the bureaucratic mold. Let go of control and new management structures.)

Inclusiveness (be inclusive and empowering of others)

Thinking like a Visionary (envision things the way they could be, not just the way they are and think strategically)

Source: Dana Renschler, Waco Center for Youth

 

 

·         Advocacy groups

·         Business and professional organizations

·         Chambers of Commerce

·         Churches and religious groups

·         Conferences/Special Events

·         Corporations and small businesses

·         Employment Assistance Programs

·         Families

·         Job seekers

·         Military units and retired military personnel

·         New residents of the community

·         Parents' groups

·         Public agencies and retired personnel

·         Realtors (welcome wagon packages often include volunteer information)

·         Rehabilitation agencies/programs

·         Schools, especially service-learning programs

·         Scout troops or other youth groups

·         Senior citizen groups

·         Service organizations such as Kiwanis, Rotary Clubs and Junior Leagues

·         Sororities and Fraternities

·         Students seeking internships and service opportunities

·         Student vocational training programs

·         Unions and Trade Associations

·         United Way

·         University/college/community college organizations

·         Volunteer Centers

 

Your recruitment message should be the same as it is for all volunteers, in that it should explicitly state that the organization is committed to placing individuals into the volunteer setting that best matches their interests with the needs of the organization.

Remember to ask each person that you interview how they learned of your program. Keep track of the information. It will help you focus your efforts in the area with the greatest return on your investment of time and money.

 

 

·         city and neighborhood newspapers volunteer listings

·         paid ads

·         human interest stories on your program in print or broadcast media

·         school newspapers

·         professional association and club bulletins

·         senior center bulletins

·         employee newsletters

·         church bulletins

·         other "specialty" publications

·         radio and TV PSAs

·         TV "People Helper" type features

·         TV or radio "volunteer-a-thon"

·         cable TV message boards

·         celebrity spokespersons

·         Yellow Pages ads

·         posters on community bulletin boards, at library, grocery stores, Laundromats, community centers

·         college campuses

·         posting services

·         get "on line": (get into companies' email systems, local computer EBBs, local community newsgroups)

·         "Bring a Friend" teas for current volunteers

·         open house/agency tours

·         short, upbeat talks at community or professional organization meetings

·         "just ask"

·         buttons/bumper stickers

·         public talks/education/demos on area of service

·         public recognition of your volunteers

·         volunteer fairs

·         go in with other agencies for publicity during Volunteer Recognition Week

·         booth at community events/fairs

·         local clergy

·         recruitment services through United Way, RSVP, et cetera

·         community education classes related to your particular client base or services

·         articles in your agency newsletter

·         enclosure or "mention" in agency fund raising literature

·         special announcements at agency fund raising events

·         school community service programs

·         court-ordered community service programs

·         your current clients, staff, board and volunteers

·         a web page of your own† (perhaps from CyberVPM.com)

·         Billboards

·         Chambers of Commerce

·         Churches

·         Clients

·         Community Centers

·         Corporation and Utility Buildings

·         Doctor's Offices

·         Job Counseling Offices

·         Libraries

·         Listservs, Electronic Bulletin Boards and Web sites

·         Personnel Directors

·         Pre-retirement Seminars

·         Public Service Announcements

·         Schools and Universities

·         Service Clubs

·         Shopping Malls

·         Speakers' Bureaus

·         Telephone Books

·         Tourist Information Bureaus

·         TV and Radio Stations

·         University Job Offices

·         Volunteer Centers

·         Volunteer Recruitment Fairs

 

Don't forget about the Internet! Look into posting volunteer opportunities on one of the many online resources designed to promote volunteerism. For more information, see the Virtual Volunteering Project's tips for marketing your volunteer opportunities online: www.serviceleader.org/vv/vmarket.html

 

What's our Recruitment Message? A succinct, straightforward recruitment ad will draw more and better volunteers to your program. Let the ad do half your screening for you!

Pattern for recruitment blurb:

[Motivational appeal/goal] by [task] for [persons or goal] for [time required] in/at [general location]. [Reward]. Training provided. [Any requirements/qualifications]. For more information call [recruiter's name] at [organization/program] at [phone number].

 

 

 

People who are asked to volunteer their time are more than three times as likely to do so than others.

=>10 Pointers for Effective Invitations to Volunteer, an adaptation of Leadership Training Network's Starter Kit for Lay Ministry by Sarah Jane Rehnborg

=>Tips on Speaking with Groups by Sue Vineyard and Steve McCurley

 

10 Pointers for Effective Invitations to Volunteer

 

1.  Be prepared. Have a completed position description, and know the gifts, knowledge and time necessary for this position. Understand and communicate why this assignment is necessary to the work of the group or organization. Share why is it important and meaningful to you.

 

2.  Be sure that you are the right person to extend the invitation. Find a member of the group who knows the prospective volunteer, or a person with good communication and people skills. Identify the best person to share the volunteer opportunity.

 

3.  Personalize your invitation. Why do you want the particular individual you are asking? What makes this person "right" for this position? Talk about how this opportunity will meet an important need that he/she may have expressed, will provide an opportunity for involvement, or will offer a chance to give back to the organization.

 

4.  Think about how the invitation will sound to the prospective volunteer. Ask positively and enthusiastically. Don't apologize, distort the facts or ask negatively "You won't want to, would you?" or "You are the last person on my list. Would you?" And don't beg. Show your interest in this position and commitment to the organization's mission.

 

5.  Be enthusiastic. Your best recruiter values the work of the organization and genuinely supports this effort. Always speak from the heart. Remember: enthusiasm is contagious.

 

6.  Be realistic with your expectations. A newly retired person may need a flexible schedule; a year's commitment to a 15-year-old is the equivalent of asking a 45-year-old for three years of service; a divorced parent searching for a family [volunteering] opportunity may need an alternating weekend schedule.

 

7.  Remember the "courtesy factor". Whether you phone a person or initiate a conversation face to face, determine if this is a good time to talk. If not, schedule a time when you might visit with each other.

 

8.  Bring closure to the conversation. A member may want to think about the request or may need to consult with family members or a work schedule. Agree upon a time when you will complete the discussion and learn of the prospect's decision.

 

9.  Follow up quickly. If the person is willing to serve, be sure that necessary orientation or training is readily available. Introduce the volunteer to others so that newcomers feel welcome and included.

 

10.  Accept "No" Graciously. The time and situation may not allow a member to accept the opportunity, even one that seems "perfect" for the individual. Determine if a follow-up invitation is in order and thank the person for taking the time to listen to your request.

 

Source: The Starter Kit for Mobilizing Ministry, Leadership Training Network (Dallas, Texas), 1994, p. 2-83.

 

 

Selling Your Volunteer Opportunities

Would you go to a restaurant whose ad read, "Please come eat here because we have all this food we have to sell"? Of course not. You'd prefer the one that described how delicious and reasonably priced their food is, not to mention how great the service and atmosphere are!

But most volunteer recruitment ads read much the same way. They talk about the organization and what it needs. "We need...." At best those ads simply blend in with all the other similarly worded ads. At worst they ignore the simple truth that, however sentimental we may prefer to be, volunteers come to you because of something they want, not something you want.

The key to successful volunteer recruitment is figuring out what you have to offer the volunteer and selling it. Ask your current volunteers --- at least, the happy ones! --- what they get out of volunteering. Try to find something unique about your organization. Then make sure you mention it prominently in your recruitment message.

A successful volunteer recruitment message will always answer these questions, "Why should I? What's in it for me?"

Other helpful recruitment message tips:

 

·         Anticipate and answer their questions (what, where, when, etc.)

·         Reassure --- mention training or support they can expect

 

Whatever you do, do not even think about sending out recruitment ads until you are ready to start interviewing, training and placing volunteers! Nothing makes a prospective volunteer feel less needed than delays.

© 1997 CyberVPM.com

 

Now here are some of the best ways to get the word out via the Internet:

 

Setting up a world wide web page is easier than you think, and it's like a billboard that anyone in the world --- and at home --- who has Internet access at home, work, or through a library or Internet cafe, can see. You can use the newest web page design software, like Microsoft's Front Page, to create the web page without knowing a shred of the obscure markup language that the computer reads. There are a number of places you can house your web page, including on an online service (the basic account at AOL is only $4.95 a month and includes a free web page) or on local community-minded Internet providers.

Your web page should be attractive but most of all it should be easy to read and informative. Use photos to show what a happy family your volunteers are, but stick to text to really tell your story.

[For low-cost web design and hosting by CyberVPM's Nan Hawthorne see NonprofitSpace.]

 

Someone Else's Web Page

Call your local volunteer clearinghouses and see if they've put volunteer recruitment information on a web page. Here in Seattle, for example, not only does our county's United Way have their latest list of volunteer opportunities on a web page, so does our city's Public Access Network. One of the very best web offerings in the field in the world is from the publication SEATTLE VOLUNTEER. And there are several other possibilities, including CyberVPM Volunteer Resources pages which contains links to the rest of these.

 

 

 

 

 

Finding volunteers qualified to meet the needs of your group requires work. Once you've successfully secured a volunteer's support, it's important to ensure that the benefits of volunteering continue to outweigh the costs.

When volunteer initiatives are well managed and individuals are matched to service opportunities that are mutually beneficial to the organization and the volunteer, your recruitment job becomes much easier. Satisfied volunteers can be strong advocates for your organization's mission and persuasive partners on your volunteer recruitment team.

There are many ways to foster volunteer retention. Just as people are attracted to volunteer at your organization for a multitude of reasons - the cause or people being served, their religious beliefs, the recreational aspect of volunteering, and so forth - there are many reasons why they continue to serve. Oftentimes, these reasons are different than the ones that persuaded them to give of their time in the first place. For example, a 1983 study of volunteer firefighters by Pearce "found that these subjects stated that they joined the organization for predominately service reasons, but friendships and social interaction were more influential in their decision to remain with it" (cited in Brudney 1990, p. 162).

 

 

A. When to interview

Any volunteer who is being considered for an ongoing assignment, who will be working unsupervised with children or vulnerable adults or will have responsibility for money or property must be interviewed in person.

Any exception to these guidelines must be documented in writing and cleared by the Manager/President/Board.

 

B. Conducting the interview

Schedule the interview for the first available day and time. Conduct the interview in person and in private. Use the standard organization application but base questions on the individual volunteer job description, tailoring the interview itself to discover whether the volunteer is qualified and appropriate for the position.

Where a volunteer is being interviewed without a specific position in mind, tailor the interview to reveal the volunteer's interests, skills, time availability, etc.

The interview should be conducted in a relaxed and welcoming manner as it is the basis for your continuing relationship. It may also be used to orient the volunteer to the organization.

 

C. Criminal background checks and references

If a volunteer position requires the person to be responsible for money or property, where the activity may reflect on the reputation of the organization (such as speaking) or where the volunteer will have unsupervised access to children or vulnerable adults, a state patrol criminal background check should, if this service is available in your state, be performed. Requirements regarding these background checks are subject to state-by-state legislation. Contact your state's State Patrol for availability, standards, the procedure, cost and forms.

Further, if a volunteer will have unsupervised access to children (such as a child care worker) a Federal Bureau of Investigation criminal background check may be obtained.

Do not place the volunteer in an unsupervised or responsible position until the background check is completed satisfactorily. If there will be a delay, get the volunteer into a training program or place them in a less vulnerable position. In either case be sure the person is told they are accepted provisionally pending satisfactory completion of screening.

 

 

D. Guidelines

Prior to recruiting and interviewing any volunteers develop a list of guidelines for performance. Clearly and objectively define what the applicant must do to qualify as a member at the organization and what behavior and standards for performance will be expected of them. State on the form that any abrogation of the guidelines will result in dismissal, but provide information on your program's grievance procedure as well. Be prepared to explain the purpose for each guideline.

Provide a copy of these guidelines during the interview. Either at this time or during training provide the recruit with two copies of the guidelines with space for yours and the volunteer's signatures and the date. Have them sign both, do so yourself, then give one copy to them and keep the other in their individual file.

 

E. Turning someone down

There is no guarantee that any particular applicant for a volunteer position will be accepted and placed at the organization. Volunteers may be turned down for any number of reasons, including lack of qualifications or unsuitability for a given position.

If you have judged that a volunteer is generally unsuitable for any position at the organization, document your concerns. Advise the Director/Board of your decision and reasons in writing. Contact the volunteer and tell them of your decision in a sensitive manner. Follow the conversation with a short letter thanking the person for their interest but stating in very general terms that you will not be accepting them as a volunteer. File a copy of the letter and your documentation in the volunteer's file and keep it on file for the period of time required at the organization.

 

F. Screening in

Most volunteers will be appropriate and qualified. In these cases use information garnered during the screening process to place the volunteer in a project suited to their interests, skills, schedule and personality. Use the information also to assess the volunteer's training needs.

 

 

Providing volunteers with suitable training for their tasks, whether formal or on-the-job, ensures good performance, a feeling of confidence on their part and clear documentation that the volunteer was given what they need to act competently and responsibly. Everyone must receive training.

 

A. Developing content

Determine for each volunteer position what skills or knowledge are required to perform the work competently. Review what qualifications members will already have based on your screening requirements. Design an orientation, formal training or on-the-job training that will provide the volunteer with any knowledge or skills they will need to obtain or develop.

 

B. Orientation vs. on-the-job or formal training

Orientation simply acquaints the new volunteer to the organization, its structure, its activities, etc.

Training gives volunteers the knowledge and skills they currently lack to perform their work well and confidently. Whether you provide formal, group training or on-the-job training depends mostly on how many volunteers you are placing and how often you place new volunteers.

Document in the volunteer's file when and what orientation and training he/she receives.

 

C. Follow up

Evaluate the effectiveness of your volunteer training regularly to be sure it is sufficiently preparing volunteers for their work. Consider on-going training to develop further skills and knowledge. Include questions about the effectiveness of your training program when asking volunteers to evaluate your program.

 

 

 

A. Dealing with problems involving volunteers

The best way to deal with problems with volunteers is not to allow the problems to develop. Good screening and training will contribute to this, as will open communication and consistent and appropriate supervision.

Often a "difficult" volunteer is simply in the wrong job. Effective review of the volunteer's performance and satisfaction and good notes/documentation of these reviews will help you identify these cases. Discuss the problems in this light with appropriate volunteers and offer alternate placement in the organization.

When the volunteer's performance or behavior threatens to interfere with achieving program or organizational goals, has a negative impact on clients or the public or, in fact, puts the organization or individuals at personal or legal risk, the volunteer should be confronted with the problems with their performance or behavior. This practice should be applied consistently with all volunteers.

Meet in person and in private with the volunteer and present them, with your concerns. Remind them of the agreed upon expectations for their performance/behavior (see below, this section, under documentation). Allow them to respond, taking notes on their comments or permitting them to respond in writing. If appropriate, allow them a probationary period, with concrete objectives and a finite period in which to achieve them. Be open to uncovering a different situation than you might have believed existed --- the volunteer may, in fact, be acting appropriately but been misunderstood.

Stick to any agreement you make with the volunteer as to conditions of probationary periods. Write up the agreement and give the volunteer a copy to review and sign as you did with the guidelines when they started.

 

B. Documentation of problems

Use the same standards for documenting members’ performance when documenting problems with new recruits. Be object, concrete. Be careful to use only factual reports from others. Carefully date each entry in the documentation.

One part of your documentation will be the guidelines given to each volunteer when they join [the organization]. You can refer to these guidelines and point to the volunteer's signature when disputes or difficulties develop. The signed guidelines establish that you have fully communicated expectations to the volunteer. It may be useful to use projected problems when deciding on the content of a list of guidelines.

 

C. Dismissing a Volunteer

Even before recruiting volunteers design a procedure for responding to apparently insoluble problems with volunteers. This procedure might include: 

 

·         regular evaluation of the volunteer (see above, this section)

·         a consistent practice of documentation (see above, this section)

·         probationary periods during which a volunteer is given the opportunity to correct specific behaviors or competencies by a specific date

·         a policy approved by the Executive Board for dismissing a volunteer

·         a consistent grievance procedure and review process for every volunteer

 

When no other course of action appears to be reasonable, get the managers/presidents approval of the volunteer. Dismiss the volunteer in person and in private. Be honest but sensitive. Be firm. Offer referrals where appropriate.

Document the dismissal in the volunteer's file, and flag the file so that the volunteer is not unwittingly re-hired without review of the file. Follow the dismissal with a short, objective, general letter confirming the dismissal. Contact all concerned parties and advise them of the volunteer's dismissal, but respect the volunteer's privacy. Documentation and alerting other staff and volunteers delineates [the organization]'s legal relationship with the volunteer.

 

 

A. Purpose

Volunteer recognition is the means by which staff at [the organization] demonstrates its appreciation for the time, talent and work the volunteer has given it. It is, in a sense, the volunteer's paycheck.

Recognition may be in the form of simple thank you's or formal and public events or gifts, but the most effective recognition is regular and appropriate to the individual. Large scale or generic recognition may appear insincere to me volunteers.

Recognition starts when volunteers are offered meaningful work that is clearly in support of service's mission and continues in how well they are prepared for and supported in their efforts.

 

B. Appropriate and on-going recognition

Volunteers measure success in individual ways, among them praise, accomplishment, affiliation and impact. Most volunteer programs use events or certificates that generally satisfy only praise-motivated volunteers. Design a recognition practice that will speak to the motivation of all volunteers, not just a few. Some suggestions: 

 

·         give volunteers regular feedback

·         make their work environment pleasant by giving them their own well-lit and comfortable workspace, having food or drinks available, providing ample supplies, etc.

·         match volunteers with appropriate jobs

·         treat them as part of the overall organization team

·         find ways to show them and others you notice their accomplishments

·         listen and act on their ideas and suggestions

 

The one thing any volunteer program must give a volunteer is a chance to succeed at helping solve the problem or contribute to the community. The most effective recognition is preventing or removing barriers to the volunteer's success.

 

C. Special events

In addition to appropriate and on-going recognition you may wish to organize special; events, such as dessert receptions, picnics, potluck dinners, entertainment, etc. These events, while no substitute for individual recognition, provide opportunities for team-building for volunteers and staff and for the Services, board, clients, the general public (via media coverage) to see how successful your volunteer program is. What type of event and what type of gift or certificate you use depends on the size and nature of your program.

 

Establish regular reviews of every aspect of the recruitment, screening, training, supervision, evaluation and recognition process, perhaps every six months. Keep on-going notes to gather information for the review. Involve others in the review. These may include other staff, clients and the Manager/President of the organization.

 

 

STEPS

·         Step-by-step procedures

·         Job Description

·         Volunteer Application

 

Step-by-step procedure 

1.  Develop clearly-defined position including job description.

2.  Prepare entry procedure for this position, including communicating to other staff and recruits for new positions

3.  Prepare screening criteria and instruction and tools for new position

4.  Develop recruitment message and distribute to media, clearinghouses, other recruitment resources

5.  Respond to all inquiries within two working days, scheduling interview by phone or in person at earliest possible date as is appropriate

6.  Perform required screening as soon as possible. If position requires lengthy screening (such as State Patrol check), advise volunteer and suggest other involvement in meantime. If volunteer is not appropriate for specific project, offer alternative within or outside organization.

7.  Once volunteer is accepted, arrange formal or on-the-job training promptly.

8.  Arrange schedule for and provide tools and resources for volunteer activity.

Use screening, training and supervision to develop relationship with volunteer.

9.  Evaluate volunteer performance on regular agreed-upon basis. Address communications or performance problems early.

10.  Perform regular recognition, both on an informal and formal, collective basis

 

 

SERVICE

Volunteer Application

Position you are applying for:______________________________________

NAME ___________________________________________________

ADDRESS _________________________________________________

CITY _________________________ STATE ________ ZIP ______________

EMPLOYMENT EMPLOYER ______________________________________

PROFESSION__________________________________________________

PHONE H _____________ W __________________ FAX______________

E-MAIL ______________________________________________________

EMERGENCY CONTACT NAME __________________ PH _______________

 

Where did you hear about Services and our volunteer opportunities?

_____________________________________________________________

Have you been convicted of a felony within the past five years? YES NO

If YES, please explain: _____________________________________________________________

_____________________________________________________________

If you have a disability, what accommodations would you need to do this volunteer position?

_____________________________________________________________

_____________________________________________________________

When are you available to volunteer?

Time of Day            Day of Week    How often per month?

What attracted you to Service in particular?

 

What skills, training or knowledge do you wish to utilize at Service?

 

Describe a personal or work situation when you felt or would feel successful.

 

What training, resources or support do you anticipate needing to do this volunteer work?

 

Please provide two personal or professional references:

Name                             Phone Number                                      Relationship

1.

2.

I hereby attest that the above information is true to the best of my knowledge.

Signature: ___________________________ Date:  __________

 

 

The First Responder may function in the context of a broader role, i.e., law enforcement, fire rescue, or industrial response.  With a limited amount of equipment, the First Responder answers emergency calls to provide efficient and immediate care to ill and injured patients. After receiving notification of an emergency, the First Responder safely responds to the address or location given.

 

·        Functions in uncommon situations;

·        Has a basic understanding of stress response and methods to ensure; personal well‑being;

·        Has an understanding of body substance isolation;

·        Understands basic medical‑legal principles;

·        Functions within the scope of care as defined by state, regional and local regulatory agencies;

Complies with regulations on the handling of the deceased, protection of property and evidence at scene, while awaiting additional EMS resources;

 

Before initiating patient care, the First Responder will determine if the scene is safe, identify the mechanism of injury or nature of illness, determine the total number of patients, and request additional help if necessary. In the absence of law enforcement, creates a safe traffic environment. Using a limited amount of equipment, renders emergency medical care to adults, children, and infants based on assessment findings. Duties include but are not limited to:

 

·        Opening and maintaining an airway;

·        Ventilating patients;

·        Administering cardiopulmonary resuscitation;

·        Providing emergency medical care of simple and multiple system trauma such as:

      1)  Controlling hemorrhage,

      2)  Bandaging wounds,

      3)  Manually stabilizing injured extremities.

·        Providing emergency medical care to:

      1)  Assist in childbirth

2)  Manage general medical complaints, altered mental status, seizures, environmental emergencies, behavioral emergencies and psychological crises.

·        Searching for medical identification emblems as a guide to appropriate emergency medical care.

·        Reassuring patients and bystanders by working in a confident, efficient manner.

·        Avoiding mishandling and undue haste while working expeditiously to accomplish the task.

 

Where a patient must be extricated from entrapment, assesses the extent of injury and assists other EMS providers rendering emergency medical care and protection to the entrapped patient. Performs emergency moves and assists other EMS providers in the use of the prescribed techniques and appliances for safely removing the patient. Under the direction and supervision of other EMS providers, assists in lifting the stretcher, placing the stretcher in the ambulance, and seeing that the patient and stretcher are secured. If needed, radios the dispatcher for additional help or special rescue and/or utility services. In cases of multiple patients, performs basic triage.

 

·        Reports directly to the responding EMS unit or communications center the nature and extent of injuries, the number of patients, and the condition of each patient. Identifies assessment findings that may require communicating with medical oversight for advice.

·        Constantly assesses patient while awaiting additional EMS resources. Administers additional care as indicated.

·        Orally reports their observations and emergency medical care of the patient to the transporting EMS unit. Upon request, provides assistance to the transporting unit staff.

·        After each call, restocks and replaces used supplies, cleans all equipment following appropriate disinfecting procedures, and carefully checks all equipment to ensure availability for next response.

·        Attends continuing education and refresher education programs as required by employers, medical oversight, and licensing or certifying agencies.

·        Meets qualifications within the functional job analysis.

 

 

Basic Career Requirements: Responds to emergency calls to provide efficient and immediate care to the critically ill and injured, and transports the patient to a medical facility.

 

After receiving the call from the dispatcher, drives the ambulance to address or location given, using the most expeditious route, depending on traffic and weather conditions.  Observes traffic ordinances and regulations concerning emergency vehicle operation.  Upon arrival at the scene of crash or illness, parks the ambulance in a safe location to avoid additional injury.  Prior to initiating patient care, the EMT-Basic will also "size-up" the scene to determine that the scene is safe, the mechanism of injury or nature of illness, total number of patients and to request additional help if necessary.  In the absence of law enforcement, creates a safe traffic environment, such as the placement of road flares, removal of debris, and re-direction of traffic for the protection of the injured and those assisting in the care of injured patients. 

 

 Determines the nature and extent of illness or injury and establishes priority or required emergency care.  Based on assessment findings, renders emergency medical care to adult, infant and child, medical and trauma patients.  Duties include but are not limited to, opening and maintaining an airway, ventilating patients, and cardiopulmonary resuscitation, including use of automated external defibrillators.  Provide prehospital emergency medical care of simple and multiple system trauma such as controlling hemorrhage, treatment of shock (hypoperfusion), bandaging wounds, and immobilization of painful, swollen, deformed extremities. 

 

 

Medical patients include: Assisting in childbirth, management of respiratory, cardiac, diabetic, allergic, behavioral, and environmental emergencies, and suspected poisonings.  Searches for medical identification emblem as a clue in providing emergency care.  Additional care is provided based upon assessment of the patient and obtaining historical information.  These interventions include assisting patients with prescribed medications, including sublingual nitroglycerin, epinephrine auto-injectors and hand-held aerosol inhalers. The EMT-Basic will also be responsible for administration of oxygen, oral glucose and activated charcoal. 

 

Reassures patients and bystanders by working in a confident, efficient manner.  Avoids mishandling and undue haste while working expeditiously to accomplish the task. Where a patient must be extricated from entrapment, assesses the extent of injury and gives all possible emergency care and protection to the entrapped patient and uses the prescribed techniques and appliances for safely removing the patient.  If needed, radios the dispatcher for additional help or special rescue and/or utility services. Provides simple rescue service if the ambulance has not been accompanied by a specialized unit. After extrication, provides additional care in triaging the injured in accordance with standard emergency procedures.  Complies with regulations on the handling of the deceased, notifies authorities, and arranges for protection of property and evidence at scene.

 

Lifts stretcher, placing in ambulance and seeing that the patient and stretcher are secured, continues emergency medical care. From the knowledge of the condition of the patient and the extent of injuries and the relative locations and staffing of emergency hospital facilities, determines the most appropriate facility to which the patient will be transported, unless otherwise directed by medical direction.

 

Reports directly to the emergency department or communications center the nature and extent of injuries, the number being transported, and the destination to assure prompt medical care on arrival. Identifies assessment findings which may require communications with medical direction for advice and for notification that special professional services and assistance be immediately available upon arrival at the medical facility. Constantly assesses patient en route to emergency facility, administers additional care as indicated or directed by medical direction.

 

         Assists in lifting and carrying the patient out of the ambulance and into the receiving facility. Reports verbally and in writing their observation and emergency medical care of the patient at the emergency scene and in transit to the receiving facility staff for purposes of records and diagnostics. Upon request, provides assistance to the receiving facility staff. After each call, restocks and replaces used linens, blankets and other supplies, cleans all equipment following appropriate disinfecting procedures, makes careful check of all equipment so that the ambulance is ready for the next run.

 

         Maintains ambulance in efficient operating condition. Ensures that the ambulance is clean and washed and kept in a neat orderly condition.  In accordance with local, state or federal regulations, decontaminates the interior of the vehicle after transport of patient with contagious infection or hazardous materials exposure.

 

Determines that vehicle is in proper mechanical condition by checking items required by service management. Maintains familiarity with specialized equipment used by the service. Attends continuing education and refresher training programs as required by employers, medical direction, licensing or certifying agencies.  Meets qualifications within the functional job analysis. Continuing Education and Its Importance in Life Long Learning

 

 

 

 

After receiving the call from the dispatcher, drives the ambulance to address or location given, using the most expeditious route, depending on traffic and weather conditions.  Observes traffic ordinances and regulations concerning emergency vehicle operation.  Upon arrival at the scene of crash or illness, parks the ambulance in a safe location to avoid additional injury. In the absence of law enforcement, creates a safe traffic environment, such as the placement of road flares, removal of debris, and re-direction of traffic for the protection of the injured and those assisting in the care of injured patients. 

 

Assists in lifting and carrying the patient out of the ambulance and into the receiving facility. Upon request, provides assistance to the receiving facility staff. After each call, restocks and replaces used linens, blankets and other supplies, helps make careful check of all equipment so that the ambulance is ready for the next run.

 

Maintains ambulance in efficient operating condition. Ensures that the ambulance is clean and washed and kept in a neat orderly condition.  In accordance with local, state or federal regulations, helps decontaminate the interior of the vehicle after transport of patient with contagious infection or hazardous materials exposure.

 

Determines that vehicle is in proper mechanical condition by checking items required by service management. Maintains familiarity with specialized equipment used by the service. Attends continuing education and refresher training programs as required by employers, medical direction, licensing or certifying agencies.  Meets qualifications within the functional job analysis. Continuing Education and Its Importance in Life Long Learning.

Bibliography

 

Works Cited:

Brudney, Jeffery L. Fostering Volunteer Programs in the Public Sector. San Francisco: Jossey-Bass, 1990.

Ellis, Susan J. The Volunteer Recruitment Book. Philadelphia: Energize, 1994.

Ellis, Susan J., Anne Weisbord, and Katherine H. Noyes. Children as Volunteers: Preparing for Community Service. Philadelphia: Energize, 1991.

Fisher, James C. and Katherine Cole. Leadership and Management of Volunteer Programs. San Francisco: Jossey-Bass, 1993.

Kotler, Phillip, Marketing for Nonprofit Organizations. Prentice-Hall, Inc., 1975

Lowenthal, Phil, Stephanie Tarnoff, Lisa David, Eds. Recruiting College Volunteers: A Guide for Volunteer Recruitment and Management, Big Brothers/Big Sisters of America, 1995 (28 pages).

Lynch, Rick and Steve McCurley, Essential Volunteer Management. Downers Grove, IL: Heritage Arts/VMSystems, 1989.

McCurley, Steve. Recruiting Volunteers for Difficult or Long-Term Assignments. Downers Grove, IL: Heritage Arts, 1991.

MacDuff, Nancy. Episodic Volunteering: Building the Short-Term Volunteer Program. Walla Walla, WA: MBA, 1991.

Rehnborg, Sarah Jane. The Starter Kit for Mobilizing Ministry. Leadership Training Network (Tyler, Texas), 1994.

Taylor, Lisa. "Disability as a Part of Diversity", The Journal of Volunteer Administration, Volume XIII, Number 2, Winter 1995.

Thurmond, Donna P., and James Cassell. Family Volunteering: Putting the Pieces Together. The Points of Light Foundation, 1996.

Vineyard, Sue, and Steve McCurley. 101 More Ideas for Volunteer Programs. Downers Grove, IL: Heritage Arts, 1995.

Independent Sector, Giving and Volunteering in the United States: Findings from a National Survey, 1996 edition.

Lowenthal, Phil, Stephanie Tarnoff, Lisa David, Eds. Recruiting College Volunteers: A Guide for Volunteer Recruitment and Management, Big Brothers/Big Sisters of America, 1995  (28 pages). Available through Energize, Inc. (ordering information)

Ellis, Susan J., Anne Weisbord, and Katherine H. Noyes. Children as Volunteers: Preparing for Community Service. Philadelphia: Energize, 1991. (ordering information)

Thurmond, Donna P., and James Cassell. Family Volunteering: Putting the Pieces Together. The Points of Light Foundation, 1996. Call 202-223-9186, Ext. 206 to order.