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Chapter 2: Forest Protection and Volunteerism Capital 2.2: Volunteerism Introduction In this chapter of the 2nd capital, our target is to provide new Forest Scientists additional knowledge, so that they can adequately work as Advisors - M ediators in volunteer groups for forest protection. It has been witnessed that the active citizen society exists in our everyday life and for this reason all of us professionally occupied (in this case with forest protection and forest fire suppression) must perceive this need and take advantage of the opportunity, when and where it appears. We shall have to coordinate volunteer groups, seek them, inspire them, preserve them and finally give meaning, flesh and blood to the best they have to offer, pulling the right string in this magnificent effort called «volunteer resources management». Our first priority must be to detect the intention for offer as well as the need for implementing an activity. As an example we state the need for environmental protection and specifically the forest environment. Since we cannot solve big environmental problems on our own (meaning the State or institutionalized Entities or Unions etc.), this is why we must promote volunteerism and combined activities should be a direct reminder of problems and pressure for their handling. We, then, are called upon to detect individuals with the intention of involvement with the activities above, proceed to the setup of a volunteerism program concerning the responsibility for designing, preparing and implement all necessary actions in order to attract, select, assign, preserve, train and identify volunteer groups in order to support scheduled community activities and offer entity service and/or massive events with skilled, trained and enthusiastic individuals, successfully undertaking volunteer responsibilities. The success of an organized activity and its repetition is based on «building a relation of trust» between organizers and volunteers. So activities providing answers to specific area needs and respecting local society have to be designed together with the volunteers themselves. Activities versatile and collective, which exceed the limits of a mere «unpaid job». Activities with space for all of us with the mood to offer, independent of age or education, origin or language. 2.2.1 Volunteerism as an institution and as a lifestyle The institution of volunteerism has been the subject of study for numerous social sciences (Gillath et al, 2005), since it forms the individual on a personal level and affects the whole community (Lee and Brudney, 2009). With the target of understanding the contribution of volunteerism to society, economy and the individual itself, the interpretation of this concept follows. Volunteerism is defined as a personal commitment not performed for covering financial needs and not mandatory on a political-social level. It is about a behavior primarily activated by benefits to the soul secured for the participants and resulting in activities of significant value to the society (Brown, 2000). 2
According to Boulet et al (2008), the principles governing volunteerism is that it benefits both the volunteer as well as the society, moving outside the sphere of paid labor, without substituting it and it is always a personal choice. We shall analyze the life cycle of a volunteer while participating in an activity or an organization for a better understanding of motives and the dynamics promoting the (volunteer’s) evolution as an individual and impelling towards selfless offering. Will It is the decisive feeling directing an already aware individual towards volunteer service. I want to offer, to give value to my free time, to contribute to the progress of society, to appear useful, to belong to a group with a common target, to make my skills useful, to enrich my knowledge, to make new friends. Information I ask, seek, follow current events, have interest for the society’s problems and needs and I am concerned. I try to find a field that inspires me. I do not want to be disappointed, I don’t want to be wrong, I don’t want to lose my time. Action, commitment I select the field of activity which attracts me, I fill in an application, I state my interest, I visit some place and make up my mind to participate in an action, I undertake a personal commitment and await to be called. At this point I might feel unrest and uncertainty about the outcome of my decision. Training, following of procedures As the time for my participation comes close, I comply with a training program, inform myself about what I have undertaken, attempt to adapt my free time to satisfy emerging needs, and I can now better evaluate my choice and the volume of energy needed to channel towards the commitment I have undertaken. Participation Participation time fills the cycle and my joy for managing to remain consistent inn my original commitment and fulfill my intention to serve is notable. I know that my participation is important, that the course will not be always easy and I am ready for the unexpected, for whatever goes wrong, in a good mood and spirit for cooperation. Let us remember this nice phrase by Coubertin, at the back of the medal for the centennial from his birth: «Effort is the utmost happiness. Success is not an aim but a medium for
targeting high...»
Evaluation Evaluation of both my participation as well as the quality of the activity and the entity I chose to offer my time and skills, will deem whether I shall carry on as an active citizen and if the circle will by become a «spiral» promoting me as an individual and as a group member. The criteria I shall investigate at this time are strictly personal and are connected to the 3
satisfaction and pleasure I had from my offering and to a great extent from the overall success of the activity. 2.2.2 Volunteerism: 2.2.2.1 In Europe According to the European Youth Forum, an activity can be declared as an act of volunteerism provided that: an individual undertakes it freely and entails a commitment in time and energy for actions benefiting other individuals of the society in general it is unpaid (although a return of expenses directly linked to the activity may be provided for) it is of non-profit character, undertaken mainly by a non-governmental organization and, due to this, the motives thereof are in no case material of financial it does not aim at substituting or replacing a paid-for occupation. The background of volunteerism in Europe differs from country to country. While some countries have a year-long tradition in volunteerism, in others the field of volunteerism has not yet developed adequately or is inexistent. According to a survey by the Eurobarometer in 2007, 3 out of 10 Europeans state that they have taken part in voluntary activities. The total number of EU volunteers is estimated between 92 and 94 million adults (thus 23% of all Europeans aged above 15 years). The last decade a general increase in the number of active volunteers and volunteer organizations has been witnessed in the EU. So, there are countries like Austria, the United Kingdom and Holland where more than 40% of citizens are volunteers, countries like Estonia and France with medium participation rates (2029%) and others like Italy and Latvia where less than 10% of the population undertakes volunteer action. There are also differences in age, sex and area of volunteer activity depending on the country. At the same time, there are heterogeneities in the motives, training and legislative framework governing the sector of volunteerism in each member-state (www.europa.eu). In 2007 youth aged between 15 to 29 years in the EU was 96 million. However, this number is not uniformly distributed across all countries. Nations with the youngest populations were, among others, Ireland, Cyprus, Slovakia and Poland, while Denmark, Germany and Italy had the lowest number of young ones. These differences are also reflected upon volunteerism. Youth volunteerism as well as that of young adults is more common in Eastern European countries (e.g. Bulgaria, Latvia, Lithuania, Poland, Romania, Slovakia and Slovenia, Czech Republic) and Spain. In Slovakia, for example, 70% of volunteers is under 30 years old, while in Poland the number of young volunteers tripled between 2001 and 2005. In Western European countries volunteerism levels are similar for all age groups. 2.2.2.2 For forest protection in Europe Environmental protection on a general level, but also forest protection more specifically, would be unfeasible without volunteer help around the world (Ryan et al, 2001). On a world scale thousands of organizations are active aiming at forest protection both on a prevention and 4
handling level, as well as after a fire breaks, at the restoration stage. Greece is no exception and hundreds are the organizations aiming at forest protection. It is notably stated that the number of volunteer organizations in the forest fire suppression and forest protection in Greece exceeds 130 (I. Latsis Community Foundation, 2008). As regards voluntary protection in the environmental sector the most important motives, according to Ryan et al (2001), are interest in nature, personal development and the acquisition of new knowledge. The latter motive is particularly suitable, since the environment is so dynamic and versatile with almost endless elements of knowledge for someone willing to know it better. From the aforementioned survey it also emerges that voluntary actions with immediately visible results (such as tree planting or the creation of embankments) are an additional motive for volunteers witnessing their efforts being fruitful. In the field of voluntary forest fire suppression, according to a survey performed for Greece (Panagiotakis, 2011), the above motives are complemented by the love for risk and action, the feeling of offering to society and the award of eligibility points for joining the Fire Brigade. The same survey recognizes the valorization of free time and getting to know a new lifestyle as secondary motives. Attracting and retaining volunteers into forest fire suppression is however difficult, since it is perceived as an activity entailing serious risks. A survey conducted in Australia (Birch and McLennan, 2007) proves there is declining tendency in the field of voluntary forest fire suppression. Lack of time, considering the activity as dangerous to physical integrity, unwillingness to leave family and home in case of a fire and regarding the activity as particularly scary and stressful are identified as the basic causes. The same survey adds that factors which could reverse this reluctance are better information for the public, giving training and orientation courses, personal invitation for undertaking voluntary action by the community entity and taking measures for the psychological and physical protection of volunteers. The Existing Forest Protection Force Country
Permanent Personnel
Fire Department Volunteers
Seasonal Personnel/ Other
General Secretariat for Civil Protection Volunteers/ Other
Total
Population
Greece
9.000 (0,08%)
2.000 (0,02%)
5.500 (0,05%)
130.000
146.500
10.939.605 (1.34% or 0,16%)
France
35.172 (0,05%)
195.417 (0,30%)
9.283 (0,01%)
34.797 (0,05%)
274.669
64.473.140 (0,43)
Germany
27.600 (0,03%)
1.300.000 (1,58%)
291.000 (0,35%)
400.000 (0,49%)
2.018.60 0
82.220.000 (2,46%)
Australia (NSW)
6.500 (0,09%)
6.000/CFU (0,09%)
N/Α
70.000 (1,02%)
82.500
6.890.000 (1,20%)
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72% of Fire Brigade personnel in America are volunteers Source: WWF
2.2.2.3 The case of Italy Voluntary organization Pubblica Azzistenza based in Rosignano, Ιταλία The main points at the operation of voluntary organizations and the practice followed relative to their cooperation with the institutional instruments of the State are the following: 1. Voluntary organizations bear a significant tradition in Italy, reaching even 150 years, in other words since the time single Italy was formed. Societa Publica Assistenza union was established in 1905 starting with health services, while it joined the forest protection field during the last 30 years. The organization counts 15.000 members paying an annual fee of 10 euro, destined for keeping facilities and buying necessary equipment. Volunteer personnel though is 200 individuals, about 40 thereof are more specialized in forest fires. Management of this organization, and others too, is elected by the general assembly of members. 2) Voluntary organizations are on high alert during the summer, while the specific organization operates a 24-our telephone call center receiving 40.000 calls per year. 3) Voluntary organizations retain a multitude of revenue sources, such as Municipalities, Prefectures and their members. Volunteers however (the staff) are not paid, since something like that is prevented by the legal framework of each Region. In parallel, their training is covered by the Region, while medical examinations are provided to them by the Municipalities. Staff equipment is jointly arranged with the Region, so as to assure the specifications thereof. 4) In the area of Tuscany the dynamics of volunteer organizations is based to a great extent upon the tradition and historical significance of the institution, which is a very important part of social solidarity, with civil protection forming a component thereof. A consequence of this tradition is that the majority of Municipalities keeps a collaboration with at least one volunteer organization, a fact allowing public administration to save significant funds. Volunteer organization duties in general are described in memoranda of cooperation with Municipalities and Regions respectively. Volunteer organizations utilize fire extinguishing means (ground units), operating mainly with low capacity but flexible media aiming at a rapid intervention in case of a fire. At the same time, the means they keep (for example the above organization keeps 4 vehicles) patrol in areas of increased risk. Training in case of volunteer organizations is done at the responsibility of the Region, in order to preserve specifications. This training mode and the top specifications, defining a level kept by the volunteer organizations, are important since the legal framework treats volunteers as equally capable with state employees. Both at a Municipality as well as a Prefecture level, voluntary organizations count more members than the number of employees in the specific agencies. The smooth collaboration is assured by preparing memoranda of cooperation between organizations on the one hand and Municipalities and Prefectures on the other.
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Piombino and Rosignano Municipalities in Italy One of the important obligations of Municipalities is the maintenance of infrastructure (like for example hydrants) and informing the entities utilizing them for their good operation. Additionally, Municipalities undertake to perform limited cleaning around the municipal road network. One of the responsibilities for Municipalities is to keep a record of fires and to compose maps aimed at spatially reflecting past burnt areas where, on the basis of the legal framework, construction is forbidden for a period of 15 years. On a Municipality level, particularly important is the participation of volunteer organizations, which form the basis of the prevention system, the detection system and the first intervention on probable fires. During the suppression, first intervention is performed by volunteers. Following this, if the fire develops, a specialized employee is dispatched to undertake coordination. Regarding Rosignano, the Municipality (as with the majority of Municipalities) keeps an environment office, whereto civil protection is assigned. This office is occupied with all civil protection matters without the separation found at a Prefecture or Region level. The distinction between forest protection and Civil protection does not exist on the basis of the Municipal legal framework. Despite this, the responsible for civil protection in the Municipality is no expert on the subject (a feature similar to the Greek area), while at the same time (the responsible) is charged with other environmental responsibilities in the Municipality. The Municipality of Rosignano uses solely volunteers for fire suppression, since no staff is available. With regard to Piombino, Municipal staff at a civil protection level comprises of 15 individuals, which along with volunteers patrol and utilize watchtowers for rapid fire detection. The use of Municipal staff is rather the exception within the Region of Tuscany. Specifically in the Municipality of Piombino, the civil protection office has begun its operation since 1970. In addition, two private entities are involved in civil protection actions at the particular Municipality; these entities are leased for this purpose by the Municipality. Volunteer organizations count about 60 active members and retain approximately 4 times more resources than the Municipality. The Municipality finances these organizations out of own funds, as well as Prefecture money. The annual allocation for organizations at the Municipality of Piombino is in the order of 33.000 euro. At the same time, the Region, too, significantly contributes to the equipment of volunteer organizations. With regard to the responsibilities of the Municipality, they concern: drawing up the action plan, collaboration and particularly the support and supply of volunteers during fire suppression (Logistics), the recording, restoration and control of fire-stricken areas. On a prevention level, the specific Municipality has 3 fire warden posts and patrols are performed. In relation to cleaning private areas on a Municipal level, a problem is determined, since the legal framework is not adequate for the effective intervention of Municipalities on these areas and their cleaning. 2.2.3 The action There can be no Volunteerism without the need for action. The formation of a volunteer force without prior selection and planning for specific action and service provision field usually leads to an ill-fated effort and group break-up. Waiting and poor organization discourage volunteers-to-be, which soon become idle and distance themselves. Action fields are dictated:
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By the targets and their mission, in case of organized volunteerism structures (clubs, unions etc.), and usually concern one or more fields for intervention with frequent, interdependent and repeated actions over time. - It is frequently required on a local, regional, national or even international level to organize actions aimed at the solution or offering upon matters needing immediate mobilization with a limited and short duration. It is also important to know that the nature of voluntary action is multifaceted. We offer voluntary action to activities which might aim at the prevention, encouragement, correction, interruption, maintenance, continuation, overturn, activation, study, monitoring, creation, abolishment, reformulation of practices, habits, behaviors and ideas. The action is the essence, the benchmark and the reason of existence for the voluntary participation, it specifies and directs the quality of voluntary nature, the nominal value of the voluntary entity and the individuals attempting it and is what ultimately leaves the imprint of volunteerism into the evolution of the reality we live in. Voluntary action can have numerous forms, such as campaign, event, lecture, show, struggle, exposition, survey, meeting, intervention, etc. The implementation of an action is based on two volunteer categories: • regular volunteers comprising the volunteer group and • occasional volunteers eventually participating in only one action at a given time. One of the most typical examples for implementing voluntary action by mobilizing these two categories is reforestation. Permanent members of the voluntary group can undertake to direct people at planting points, distribute plants to citizens, as well as hoes and spades etc. The citizen is limited at following instructions, receive plants and the hoe provided. In this way, the citizen has the option of participating in the voluntary action at a minimal effort, since the volunteer hardcore has taken care for its organization. Experience says that many citizens want to participate in voluntary actions, but they do not intend to give much effort and dedicate a lot of time. The coexistence of two or more levels of volunteerism allows the participation of a significant number of citizens. 2.2.4 The volunteerism program The development of the Volunteer Program linked to the implementation of an action, focuses on these stages, regarding the formation and participation of a smaller or larger volunteer group to an offering project.
These stages are:
a) Canvassing b) Selection-Assignment c) Keeping d) Information-Training e) Participation-Supervision f) Volunteer Recognition and finally g) Evaluation.
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The above stages are interdependent, since the previous one requires and implies the next one. The design mode of stages varies, as does their implementation, and specifying each stage depends on the duration, frequency, locale and the particular characteristics of the project requiring voluntary contribution. 2.2.4.1 Planning The detailed processing and configuration for the plan of those acts leading to the accomplishment of the vision and the mission of the Volunteer Program takes place during Planning. Planning approval by the management of the planned offering project is necessary, in order to secure proceeding to the next steps of the program. The Coordinator – Manager ought to timely and regularly inform the Superior authority thereof e.g. Region, Municipality. Trust to the «key» role played by volunteers in succeeding aims of the planned project is the driving force for the project Planning and Implementation Team. Requirement of the effort by the Planning and Implementation responsible is the creation of a group by skilled, devoted and suitable prepared volunteers which will support the planned action by offering their services prior to as well as during it. Critical at the present stage is that the project offer service opportunities, which will successfully be linked with the interests, skills and needs of volunteers. Development of the Volunteer Program provides for, initially, the determination of the Mission, Vision, Strategy, Aims and Stages to be followed by the Project Planning and Implementation Team in order to successfully complete its duties. The development stages for the Volunteer Program are composed by • Planning, • Preparation-Coordination and • Implementation, which is comprised by the actions o Group Canvassing-Formation, o Selection-Assignment, o Keeping, o Information-Training, o Participation-Supervision Recognition and o Volunteer work evaluation. Planning is a priority for kicking off the Volunteer Program, in particular the formulation of the Operational Plan with chapters a) schedule b) actions c) involved parties d) need analysis e) budget f) other resources required for a smooth operation and completion of the Program.
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Apart from direct emergency actions e.g. natural disasters, where a readiness planning is drawn up with a need for immediate response, the careful choice of date for an action and the estimation of time and actions required for its correct preparation and implementation emerge through a systematic and scholastic process. At the same time, the complete recording of all entities and individuals involved is necessary, as is the best possible way to utilize forces available. In addition, very important factors for project success and the fruitful completion of the Volunteer Program is the estimation of financial cost and required funds that need to be secured in order to support the activity. The Advisor - mediator must aspire to create a «core» upon which to base the group and its activity. The core can be created either out of existing structures or from individuals, which must be willing and suitable. As local examples for «core» creation through existing structures we can mention: the Municipality of Koropi (Greece), where with an initiative by the Municipality the newly-established forest protection volunteer group utilized members of the local hunting club. It has to be noted that the specific hunters do not hunt in the area they protect (since it is forbidden) but in other ones, where it is permitted. the Glyfada (Greece) forest protection – fire suppression volunteer group, which utilized members of a local animal welfare club, already sensitive about the environment. Trigger for the operation of the new structure was the speech by a fire brigade officer with forest protection as its subject, which impressed members of the animal welfare club. Following this, they were trained on matters relating to civil protection (earth quakes, floods etc). The creation of a core through existing structures is the rule, while the creation of a core by individuals is the exception. As examples of core creation by individuals we can mention: the Vyron Forest and Natural Environment Protection Center (Greece), which started in 1984 by 7 environmentally conscious friends. After the fire that hit the respective area of responsibility in 1988, the Municipality was also mobilized to their assistance. A notable example of their great effort and love for their forest is that they had people at the watch-towers, which blew whistles and raised red flags to issue a warning, when traces of fire were detected. the Kessariani voluntary forest protection group (Greece), where in 1985 Kessariani Mayor asked several residents to guard the forest for a week, due to some threatening telephone calls at the city hall. During that week, it was found that the forest needed more than occasional guard, namely their continuous care. The main concern of the group is supervision for the detection of a forest fire. It must be noted that although the group started after an encouragement by the mayor towards sensitive residents, later on it attracted new members from the scouts. the Time for Action in Glyfada Volunteer group (Greece), where several school students in Glyfada and Hellenicon schools performed environmental activities within the framework of environmental training. Following their graduation and after the big forest fire of 2008 in their area, they got «stubborn», as they themselves say, and decided to put every possible effort into enhancing the forest. Triggered by a DVD run by one of 10
their teachers at school, with the «Let's do it World» movement as subject, the Attica environmental Club «Time for Action» and the scientific organization HSWMA (Hellenic Solid Waste Management Association), being non-profit, volunteer organizations, assumed the initiative and contacted administrators from Estonia, deciding to bring the international campaign also in Greece. The Advisor - mediator can collaborate with individuals either volunteers, or paid, or elected (there are cases of municipalities assigning such responsibilities to municipal counselors) and they will be henceforth called planning and implementation team. The team must be distinguished by specific characteristics in order to have knowledge, skills and qualifications, in other words the requirements leading it to a successful result. Sticking to the target during the entire activity, the feeling of responsibility, understanding volunteer expectations, prevention of difficulties, the practical spirit, the mood for collaboration, good human relations, inspiration and knowledge of the subject are important factors in this direction. Planning has to be such that not everything is dependent on a concentrating group leader, because in case he is gone, the group will face an operational problem. 2.2.4.2 Preparation and coordination The Preparation and Coordination stage breaks down into creating tools, activities and processes necessary for implementing the Volunteer Program. Tight cooperation between all parties involved is of crucial importance to the effective development of the immediate as well as long-term operational system for each Volunteer Program. The Planning and Implementation Team is systematically occupied during the present stage with the timely preparation of needs for the Implementation stage of the Volunteer Program. Within this framework the first actions are organized for Attracting and Selection-Assignment of volunteers and in parallel needs of coming stages are determined in more detail. Frequently at this stage, eventual necessary corrections, revisions and modifications are made to Planning for the Volunteer Program. Some of the most usual topics prepared and traced in detail at this stage are a) the configuration of the area and the operating conditions and application infrastructure for the Volunteer Program, such as volunteer registration database, the telephone call center and electronic mail, the required supervisory equipment and more. In particular, the suitable seat
or roof will have to be searched for, with a full listing of required logistical infrastructure.
b) the numerical estimation of needs for volunteers, which is initially approached at a high level and its detailed approach follows during the next stage. The Advisor – Manager will have to prepare a list of necessary supplies of logistical equipment for the volunteer group. The criteria to be based on are the purpose of the activity, the number of volunteers, their requests, technical specifications and financial options. For example there is no point in proposing the purchase of Nomex-type firefighting uniforms for an entire firefighting group if not all members have received the required training and certification. If some group members only have responsibilities for monitoring, patrolling, guarding and prevention, they could be equipped with simple uniforms bearing group insignia, which are cheaper than Nomex-type firefighting ones. There will have to be a distinction 11
between the need to provide a uniform serving the purpose of reinforcing the member feeling of ÂŤbelonging to a groupÂť and the provision of a uniform aiming at life protection in case of their participation in a fire suppression. c) main channels and sources for seeking and attracting volunteers, a work requiring knowledge of the greater volunteer map and its connection to priorities with the specific project d) standardization of equipment necessary for information first aid e) the activation of communications strategy and relations with mass media, as well as other information and awareness media like publications, presentations, campaigns, distribution over electronic mail, website presentations and more f) the gradual application of procedures and regulations relevant to the Volunteer Program g) the study for preparing a Participation Application in cooperation with the Data Protection Authority and finally the required actions for introductory meetings with volunteers. Preparatory actions for crucial matters of the Keeping, Information-Training, Participation-Supervision and Recognition stages are conducted to a great extent within this stage, like for example training material and provisions (uniform, insignia, equipment, food, transportation, insurance, participation certificate, souvenir gift) for the Volunteer Program. Finally, already from the beginning of the Preparation-Cooperation stage it is deemed purposeful and beneficial to engage a limited number of skillful volunteers to support organizational needs for all Implementation stages and will be an index of smooth flow and development for the Volunteer Program. 2.2.4.3 Canvassing The main target of the Canvassing stage is the search for an adequate number of volunteers, which are freely willing to provide their time, knowledge and skills with the purpose of contributing to the completion of an offering project. Search for volunteers is done through this procedure and the pool of human resources and voluntary offering necessary for the project is gradually built. The stage of Canvassing has a great influence upon the success of the entire venture, since it has to aim at finding the suitable volunteers by means of properly selected approach techniques for the possibly most effective coverage of voluntary offering needs. Voluntary offering needs compose the volunteer features we seek for each offering project and they clearly emerge after analyzing the project to be implemented. The project, activity, program, or whatever else the proposal we address to volunteers is formulated, comprises of a series of actions that are consequently linked with specific occupational roles. The project Planning and Implementation team has to necessarily describe and therefore detect specific actions the volunteers involved must proceed to in order to complete the project. This process reveals the quality, characteristics, roles and posts the volunteers are expected to assume. The occupation post description usually includes a) post title, 12
b) chain of reporting, the specified individual volunteers report to about the work they have undertaken c) post abstract, a summary of actions to be undertaken by volunteers for implementation d) time, duration and place of occupation where they will make their services available e) the required volunteer general and special qualifications, and f) reference to possibly other special conditions regarding the specific project. The outline of volunteers required for each project automatically leads to the composition of the volunteer Canvassing map necessary for this stage, with the stake being the reflection of the existing volunteer sources. The available organized structures and the possible areas to approach individual volunteers are recorded and later targeted, after they are previously evaluated according to the volunteer occupation post descriptions. Examples of organized volunteer structures are the volunteer organizations, agencies, unions, clubs, federations, volunteer networks, and also training centers and schools, state organizations and regional and local government entities and other relevant schemes. Examples of individual volunteers are the simple citizens, specialized, professionals, students, pensioners and other groups within the general population. Evaluation and selection of volunteer Canvassing and Recording target groups constitute a key point for the smooth evolution of the Volunteer Program to the next stages. The mix of media selected by the project Planning and Implementation team to proceed to the application of volunteer canvassing is distinguished by actions described as personal and/or group, formal or informal as well as direct or indirect. Examples of canvassing actions are the organized group or personal event to present the project, the printed or electronic invitation for project collaboration and participation, the formation and projection of advertisements and publicity material and others influenced by the funds available for project success. The action plan applicable at the Canvassing stage is recommended to feature a plan for facing probable resistance to project volunteerism. In this way, the Planning and Implementation team is better prepared to manage and immediately resolve successfully an eventual reduced influx of volunteers into the project. The implementation of volunteer canvassing actions is followed by the registration procedure, statement of volunteer participation in the project. At this point it is important that a complete, accurate and true presentation of the proposed project to the volunteers-to-be has been made in advance, so that the least possible deviation of their expectations is consolidated for the service they will offer and the real needs for participation in the project, an element constituting the primary reason for abandoning the project and volunteer attrition prior to its completion. In this direction, the responsible to attract volunteers for a project, as well as the way they are trained and prepared, play an important role. Very good knowledge of the project and understanding the volunteer field in general are necessary skills for the persons undertaking the approach and recruiting of volunteers. Characteristics such as natural politeness,
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consistency, flexibility, acceptance of the volunteer role and faith in the project value, are undoubtedly required elements of personality for the responsible to attract project volunteers. The participation application for the Volunteer Program is useful for an organized and uniform recording of personal data, qualifications, skills and also personal options and wishes for offering of volunteers. The content of the fields in the participation application is formed depending on the needs of each projects and is usually divided into three units a) Personal data. Space including detailed identity and communication data of the volunteers b) General data. Space including information related to qualifications, knowledge and skills of volunteers γ) Special data. Space regarding specific project data, usually featuring volunteer availability for the project duration, volunteer preference regarding the sector, place, timetable and other issues of their occupation with the project. It is particularly important that the participation application does not provide for recording of data not directly linked to project needs. The careful choice of fields within the participation application has to serve on the one hand the reduction of data recording needs and on the other hand the assurance of useful data for the evolution of the Volunteer Program. Immediately after filling in the participation application, within short time, it is important that the volunteer receives the first official act of recognition and gratitude indication by the από την project Planning and Implementation team. The Canvassing stage fulfills its mission when the numerical target of volunteer canvassing has been accomplished for project needs. It is recommended that the Canvassing and Recording stage be completed in three phases 1) pilot application 2) implementation and 3) maintenance. During the first phase means and tools selected are tested, while during the second phase the entire mechanism supporting the actions planned is applied. Finally, during the third phase limited and small-scale canvassing actions take place, as deemed necessary for maintaining the necessary number of volunteers. 2.2.4.4 Selection-Assignment The Selection-Assignment stage serves to successfully link individuals having stated their participation to volunteer work with posts planned to be assigned to volunteers. Of decisive importance at this stage is to familiarize the Planning and Implementation team with the volunteer personality characteristics and skills. Towards this direction, a private or group meeting with volunteers having declared their participation to the project is deemed particularly important. In cases a private meeting is not feasible, it is useful to have a telephone or electronic communication. Purpose of the present stage mainly regarding volunteer selection is neither the rejection, nor their exclusion from project participation.
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On the contrary, the aim is to introduce and utilize them in the project in the best possible way, with criteria specified and related to: a) Την στρατηγική και τους στόχους του Volunteer Program b) The particular project requirements and c) The preferences and interests of persons participating in the voluntary work. Evaluating specific cases of individuals as not suitable for the project can eventually not be prevented and the way they are removed or their controlled engagement with the project constitutes one more challenge for the Volunteer Program and the Project Planning and Implementation Team. Devising a meeting schedule with volunteers is a complex function, particularly when the Volunteer Program aims at forming large volunteer groups or activities of long duration and repeating frequency. During the meetings, either private or group ones, the collection of additional useful data and better diagnosis of volunteer skills and preferences is pursued, by means of a fairly standard procedure. A private meeting with volunteers is an additional chance for the project Planning and Implementation team to highlight the principles governing the philosophy of the Volunteer Program, to create a climate of trust, team and joyful spirit of cooperation, and also to measure the volunteer’s dedication rate to the project. The process of assigning volunteers to specific project posts follows a careful evaluation of volunteers-to-be and linking their skills and preferences to the needs and the particular occupation posts in the project. The outcome of this procedure is that each volunteer declaring participation is placed and therefore a specific service post is assigned. In projects where the number of engaged volunteers is big, this process is extremely difficult to complete if not augmented by a dedicated informatics system. Volunteer data usually affecting the process above are a) qualifications b) skills c) availability and d) volunteer’s dedication rate to the offering project, an element of primary importance for voluntary service. The Selection-Assignment stage is completed when the volunteer is informed and formally accepts the post assigned. The proposed post is usually announced to the volunteer with a formal letter, telephone or electronic communication and its verbal and/or written acceptance on behalf of the volunteer is requested. A small percentage of volunteers usually asks for a change in the post being assigned, and it makes sense that the Planning and Implementation Team satisfies the specific requests. 2.2.4.5 Keeping One of the most important elements for a successful Volunteer Program is to keep the volunteers and to minimize conditions for their attrition until the project is completed. The Keeping stage commences from building and moves on to the systematic reinforcement of the necessary relation of trust that has to exist between volunteers and members of the Planning and Implementation Group, which allows volunteer dedication to the role assigned and project success to remain in high levels. A true acceptance of the role significance and the value of volunteer offering to project success on behalf of the Planning and Implementation Team is of extremely crucial and big importance.
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It is important that actions (direct or indirect) supporting the aims of the Keeping stage be implemented during the entire preparation period and culminate shortly prior to and during project implementation. The participation motive systems, such as progress distinctions and special awards, letters of gratitude, souvenir gifts, promotion of volunteer work to mass media and more, constitute ideas for a balanced mix of actions aimed at keeping volunteers. Voluntary offering might not be paid, but this does not imply that no benefits must be available to volunteers. One of the most basic ones is volunteer forest firefighter insurance. Recently in Greece a law was passed for providing state insurance to certified volunteer forest firefighters. Prior to passing this law, there were isolated initiatives by local government towards this direction. A notable example is the Municipality of Kessariani, which insured members of the local volunteer forest protection group with a private company at own cost. Furthermore, the successful accomplishment of the previous Canvassing-Recording and Selection-Assignment stages define to a great extent the depth and span of keeping activities which have to be applied in each case; this proves the interdependence prevalent to all stages of the Volunteer Program, as aforementioned. Finally, volunteer attrition is considered unavoidable to some point, indeed for conditions independent to the fair management of the Volunteer Program (family or professional reasons and health reasons) and due to this it has been provided for, and is recommended to apply the maintenance of the volunteer Canvassing-Registration stage on a case by case basis. 2.2.4.6 Information-Training The Information-Training stage is necessary for each project and constitutes a multiply critical stage for the Volunteer Program which has to aim at: a) expanding volunteer knowledge and skills b) conveying necessary project-related information so that volunteers are well prepared and ready to assume duty and c) encouraging and mobilizing them and developing a team spirit and collective effort for accomplishing project targets. The Project Planning and Implementation Team has to duly occupy itself with volunteer Information-Training and the way it will be planned, in order to examine a) training targets, b) training material and its format (content, units, manuals, aids, notes, etc.) c) training means (lecture, case studies, workgroups, role playing etc.) d) training schedule e) functional training matters (space, audiovisual material, teaching aids, etc.) and finally f) trainers to be involved in the process. The present stage usually features the units a) General Training, with content addressed to all project volunteers and offering an overall presentation of project targets and functions b) Special Training, regarding specific duties to be undertaken by volunteers and focusing on special interest information and topics c) Group Leader Training, suitable for volunteers to assume group coordination roles and 16
d) Field Training, given at areas where volunteers are to assume action and offer their services. Finally this is the stage when volunteers usually receive useful instructions about clothing, equipment, occupation timetable, means of transportation and other practical issues for their project participation. Selection of trainers is important for the success of the training process and the best possible dissemination of project targets. The Information-Training stage needs to develop in cooperation with specialists from the education field and the contribution project Planning and Implementation Team members. Regarding training on civil protection and forest fire suppression, this can be provided by the state or the local administration. It is indicatively stated that in Greece an important role for volunteer forest firefighter training is played by the fire brigade. However, in order for group members to take the specific training, necessary arrangements will have to be made with the authorities. 2.2.4.7 Participation - Supervision The Participation-Supervision stage regards monitoring of the project and daily needs for volunteer offering during project implementation. The Planning and Implementation Team has arranged that prior to volunteer participation and timely enough for preparation and distribution to volunteers of all necessary supplies needed to perform the work undertaken in an unhindered way. These supplies are the uniform, special equipment, food and free transportations tickets, participation insignia, the accreditation process, if a requirement for participation, shift schedule, procedures and final instructions for the project. At this stage, the Project Planning and Implementation Team needs to communicate effectively and efficiently with volunteer group members, ensure that volunteers follow project obligations and perform their duties in a satisfactory way. Additionally (the Team) needs to immediately respond to emerging issues and correctly manage critical issues making sure that volunteers gain a useful, beneficial and also joyful experience from their participation in the project. During their participation volunteers address the responsible, to whom the post they have assumed is subject to, for matters regarding their competencies, while for other practical issues of their participation in the Volunteer Program, to members of the Project Planning and Implementation Team. The secret of success for the best possible management of the volunteer group at the present stage is the timely and valid communication and information, duty definition and prioritization, equal and fair treatment of volunteer group members, role switching, correct work distribution, encouragement/rewarding for their participation, vigilance at crisis management and conflict resolution and mainly the example personally given with the model behavior by members of the Project Planning and Implementation Team. 2.2.4.8 Recognition and Evaluation
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The Recognition stage targets the mounting of respect and the sincere expression of gratitude for the offering work of volunteers. It is important that the policy for volunteer recognition be single, uniform, clearly specified, applied and govern the philosophy and behavior of everyone involved during the entire project preparation and implementation. Acts of Recognition can be implemented during preparation but they mainly take place after project completion and are chosen by the Project Planning and Implementation Team. Similar acts might feature letters of gratitude, periodicals, souvenir gifts, signed diplomas, photographs, DVDs, award ceremonies etc. Finally, it is important to complete the Recognition stage by evaluating the project and the Volunteer Program. Evaluation points regard the project aim, the performance of the Planning and Implementation Team, human relations between organizers and volunteers, as well as the evaluation of the volunteers themselves regarding their participation, satisfying their expectations and their performance. Local government has the power to provide additional motives and awards towards volunteers, such as free invitations to municipal theaters and festivals, right for free sporting in municipal sports facilities, which are normally available for a fee. The private sector can also be involved in volunteer honoring with symbolic provisions. We indicatively state the case of a food chain in Athens (Greece) providing reductions for specific products to members of a volunteer group. Local administration and the private sector do not always assume such initiatives on their own. The advisor – mediator can request such provisions to the benefit of members in the group (the advisor) supports. Organized volunteer groups have a press responsible, who dispatches press releases with photographs to mass media for their activities and arranges for posting them to the group’s website, as well as to social media pages (facebook). Without an individual to care for group communications, its work might remain unknown to the general public. The Advisor – Mediator ought to take initiatives also for covering the particular need.
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