2015 SUM UP THE BEST Staff Evaluation Meeting 2015 Tool-Kit ( ( ( (
♦ Promotion(of(the(workcamps(for(incoming(and(outgoing(volunteers( ♦ Preparation(of(incoming(and(outgoing(volunteers( ♦ Evaluation(tools( ♦ Recruitment(and(preparation(of(camp(leaders( ♦ Using(the(potential(of(the(volunteers(who(participated(in(workcamps(abroad(
Table of contents INTRODUCTION)
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PROMOTION)OF)THE)WORKCAMPS)FOR)INCOMING)AND)OUTGOING)VOLUNTEERS)
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A)8))RECOGNITION)AND)AWARENESS)OF)IVS)PROJECT) B)8))RESOURCES)AND)EXPERTISE)AMONG)STUFF) C)8))IMPROVING)THE)PRESENTATION)OF)WORKCAMPS) D)8))WIDENING)OUR)TARGET)GROUP)
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PREPARATION)OF)INCOMING)AND)OUTGOING)VOLUNTEERS) A)8))QUALITY)OF)INFOSHEETS)FOR)INCOMING)VOLUNTEERS) B)8))PREPARATION)FOR)INCOMING)VOLUNTEERS) C)8))PREPARATION)OF)OUTGOING)VOLUNTEERS) D)8))LAST)MINUTE)CANCELLATIONS)
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EVALUATION)TOOLS)
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A)8))READING)AND)ASSESSING)THE)EVALUATION)FORMS) B)8))WHAT)DO)WE)WANT)FROM)THE)EVALUATION)RESULTS)AND)HOW)TO)FOLLOW)UP)?) C)8))HOW)TO)RECEIVE)EVALUATION)AND)MEASURE)THE)RESULT) D)8))OUTGOING)VOLUNTEERS)ARE)NOT)ATTENDING)EVALUATION)EVENTS) E)8))HOW)TO)MAKE)SURE)CAMP8LEADERS)COLLECT)PAPER)EVALUATION)FORMS)FROM)VOLUNTEERS) F)8))STRUCTURE)FOR)SYSTEMATIC)DELIVERY)OF)EVALUATION)RESULTS)TO)PARTNERS)
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PREPARATION)AND)RECRUITEMENT)OF)CAMP)LEADERS)
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A)8))WHILE)RECRUITING) B)8))DEVELOPING)SYNERGIES) C)8))KEEPING)CAMP)LEADERS)INVOLVED) D)8))RECOGNIZING)CAMP)LEADERS)ROLE)
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POTENTIAL)OF)THE)VOLUNTEERS)WHO)PARTICIPED)IN)A)WORKCAMP)ABROAD)
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A)8))ROLES)OF)THE)VOLUNTEERS)WITHIN)THE)ORGANISATION) B)8))ENSURING)LONG8TERM)INVOLVEMENT)OF)THE)VOLUNTEERS) C)8))USING)EXPERIENCE)OF)RETURNING)VOLUNTEERS)TO)CREATE)NEW)PROJECTS) D)8))ENSURING)THAT)VOLUNTEERS)SHARING)THEIR)EXPERIENCE)PROMOTE)THE)VALUES)IVS) E)8))MANAGING)MOTIVATION)OF)THE)VOLUNTEER)DURING)THE)COOPERATION)
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Tool kit SUM UP THE BEST
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Introduction ( )
PREAMBLE)
This toolkit is the outcome of the Staff Evaluation Meeting “Sum Up the Best” organised within the framework of an international seminar supported by the Erasmus+, Key Action 1, mobility of youth workers. The meeting was hosted by Vereinigung Junger Freiwilliger e.V. and took place from the 3rd till the 6th right ç
The Staff Evaluation Meeting provides space for the placement officers to exchange ideas and evaluate the previous season, suggest innovative approaches in the volunteers exchange placement and future strategies for the cooperation within the network. The meeting is prepared and implemented by the Staff Development Working Group.
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Origins of the Staff Evaluation Meeting 2015 (
Alliance has very well described procedural documents such as the Alliance Guidebook and the Alliance Quality Charter. These documents describe technical aspects of the cooperation between Alliance organizations but there is no tool compiling good practices of the season such as finding local partners, promoting workcamps etc. These practices are usually shared behind the scenes during different Alliance projects and meetings. We find it very important to gather them, produce a compilation and spread it among the Alliance organisations in order to improve the workcamp season procedures and make life of the organisations easier. The need was expressed by the participants of the Staff Evaluation Meetings in 2009 and 2012 and this year the SDWG decided to dedicate the Staff Evaluation Meeting to the topic.
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Aims of the Staff Evaluation Meeting 2015: (
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⇒ Providing participants with the opportunity to discuss and share good practices of their organizations in the field of promoting, organizing, implementing and evaluation of the workcamps, ⇒ Collecting and compiling best practices in the areas mentioned above, ⇒ Developing the Tool-Kit for Alliance organizations “Season step by step: best practices”, ⇒ Evaluating the season.
Tool kit SUM UP THE BEST
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Promotion of the workcamps for incoming and outgoing Volunteers ( ( (
What tools do you use to promote workcamps?) What information do you highlight while promoting workcamps?)
A - Recognition and awareness of IVS project ( People either they don’t know anything about IVS projects or international volunteering possibilities in general. To those who do know, it is very unclear to know the differences between all kinds of travelling opportunities through volunteering. They can’t tell (or don’t care) which volunteer organizations (projects) are for non profit reasons, which are for private benefit or which are just touristic agencies (voluntourism). (
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IDEA
Alliance could look for funding opportunities and create projects totally focused on advocacy and the recognition of IVS projects, organizations and the network in general. Campaigns should be planned clarifying all the unique aspects of IVS in comparison with “competition”, emphasising on the impact to volunteers and local communities. Advocacy efforts should also lead to open recognition of IVS from decision makers and european structures. (
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B - Resources and expertise among stuff (
Organizations cannot secure sufficient financial and human resources in order to be able to Operate efficiently and sufficiently well to all aspects of their work. That means that priorities have to be settle which always leaves the need for promotion “aside” (and by extension also the specific expertise needed) compared to the main priorities of organization’s work (quality workcamps and exchanges). (
GOOD Students competitions on graphic design ideas or social network promotion ideas. [GENCTUR])
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PRACTICES
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Alliance or Alliance organizations can cooperate to organize special training for staff members and volunteers on practical issues answering the challenge. Topics of these seminars could be:(
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Marketing issues: Organizations that face same or similar challenges together can cooperate to create common marketing approach and planning on IVS issues. It is important to emphasize that a marketing plan is not just a promotion plan. It is a comprehensive document or blueprint that outlines the organization’s promotional and marketing efforts for the coming years, describing activities involved in accomplishing specific marketing objectives within a set time frame. A marketing plan also includes a description of the current marketing position of the organization, a discussion of the target group/market and a description of the marketing mix that organizations will use to achieve their marketing goals.
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Social network management: Social network management trainings and courses to social network marketing using popular online social media tools and software. Staff and volunteers can learn the rules of social media engagement and the disruptive impact, on strategy for leveraging Facebook, Twitter and other social network tools, focus on case studies and best practices on the field of IVS or similar fields
IDEA
C - Improving the presentation of workcamps The descriptions of workcamps are often presented very briefly showing only basic information about a workcamp. This often leads the potential volunteers either to ask a lot of clarifying questions towards their placement officers. It also decreases the credibility of the organizations the network and IVS in general in the eyes of the public. Often there are descriptions that they don’t follow Alliance Quality Charter or its values, emphasising a lot the touristic aspect of a IVS project.( The lack of promotional photos or promotional material in general has two basic results. First it makes officer's job much more time consuming because they need to create ways of promoting workcamps. Additionally it leaves the promotion approach of workcamps to the sending organizations and not to the hosting and sometimes there is a risk that projects are not presented and promoted the way the organizers would like to. (
( Design of “sexy posters” [CONCORDIA FR / INEX SL / SFERA]( Some organisation systematically create well designed posters in jpeg formats that can be used for promotional photos on social networks. These Jpegs are sent to all organizations through placement mailing list. (
GOOD
shared dropbox for partners [NICE] NICE is making an online dropbox folder that every Alliance member could access were photos are available for use for the organizations. The photos are organized in folders depending on the workcamp code of the organization. (
Tool kit SUM UP THE BEST
PRACTICES
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Summary and photos for each workcamp [CIA, SFERA] Some organisation send together with the project descriptions and the photos of workcamps, a small summary of each workcamp. This summary can be used by the sending partners on their social media channels, for the promotion of their workcamps. The summary includes the reason for organising the workcamp, the information of the local host organisation, the work the volunteers will carry out, the geographical location of the project. The summary consists of 2-3 short sentences and uses appropriate language for social media.(
- Create an Alliance Pool of photos by organization (each organization creates each folder) and in general (a general folder with photos that can be used by every organization). Pool of photos can be accessed by every organization. Pool of photos is updated every year depending on the camps and during the season. (
IDEA (
- Organizations can organize Alliance Proof Reading team for workcamps descriptions. Or several volunteers within the Alliance can do the same thing. Projects descriptions of organization are sent to the proofreaders for commenting before being published. ( - SDWG can make the appropriate changes and develop the Alliance Guidebook with detailed instructions and requirements for project descriptions.
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D - Widening our target group (
It is understood that the way of life of youth (18-30) will always make them basic target group of IVS projects, yet IVS projects address to all age groups (teens, 30+ seniors etc). Furthermore it is not well know that people with disabilities, or people with fewer opportunities or other type of target groups (for example families). (
GOOD
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Position paper on social inclusion [A4A WG](
PRACTICES A complete organized approach by creating a marketing plan/strategy. This will help on creating a clear message of IVS and for reaching all target groups by organized networking with and publishing on the following:(
IDEA
- all means of media (TV, newspapers, magazines, radio, internet)( - reaching target groups that have student holidays (ex. not only students but also their teachers, universities etc).( - use the short term EVS possibility( - promoting examples of personal stories (maybe creating a bank of personal stories together with the common photo bank)( This marketing strategy can be done by each organization(
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Preparation of incoming and outgoing volunteers ( ( IDENTIFIED CHALLENGES ⇒
Missing, wrong or not clear information in the infosheet
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We get the infosheet too late for the travel arrangements
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Volunteers who arrive on a workcamp did not get the same preparation and sometimes, they got no preparation at all
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Language barrier: some volunteers have bad level of English
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It is difficult to ensure a good preparation of volunteers as they can’t all join the predeparture training (geographic or motivation issue)
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Should be the participation to the training compulsory, flexible, optional?
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How to deal with volunteers who have different expectations?
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We have limited human resources to prepare outgoing volunteers
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Missing information in the VEF related to motivation
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Some volunteers cancel their participation in last minute (for visa reason or no specific reason)
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We don't always get the answer to our VEF requests on time
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How to deal with drastic changes compared to the project description?
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A - Quality of infosheets for incoming volunteers ( ( ( ( (
Involving camp leaders and hosts in the writing of infosheets [INEXSDA, HUJ, CONC UK & IBG] Camp leaders and local hosts are involved after the workcamp took place in order to improve the infosheets for the next year(s). Camp leaders and hosts review the previous infosheets and correct them. In some cases, camp leaders are involved in the preparation the new infosheet for the upcoming season before the workcamp. They usually use the opportunity of the preparation visit to the host. A first general infosheet [SJ]
GOOD PRACTICES
A general infosheet is sent as soon as the volunteer is accepted (including information about Alliance, IVS, Campaigns, aims of the organization,…) and then, a more specific infosheet is sent with more practical details. [SJ]
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HOW AN INFOSHEET SHOULD LOOK LIKE ? (FROM STAFF MEETING GROUP) Infosheet is important part of the volunteer workcamp experience, even more important than the workcamp description. Infosheet closely and more in details explains all the necessary parts of the project. That’s why it is essential that the infosheet is informative (do have in mind that the length has to be limited in order to be fully read) which will help volunteer to get ready for the workcamp. Well informed and prepared volunteer will be a good participant, aware of all the project details, local environment and will be able to participate in full capacity. In this way even misunderstandings of what the workcamp is and why it has been organised are minimized.
( Code and name of project: as appeared in the original workcamp programme list. Project dates: state clearly the dates that volunteers should arrive and depart. Number of volunteers: total number that will be in the group (nationals and internationals + camp leaders). Extra fees – if any, state clearly. Information about the hosting organisation: where it is based – address, phone numbers, e-mail, website, how long it’s been active, what is the main aim of the organisation – link to the organisations’ website. Or put in the separate document – general infosheet National partner organisations/local host: it is important that volunteers are aware of the philosophy of the hosts and it will help to prepare them for some of the working conditions. It will help volunteers to know for and with whom they are working. About Alliance – copy from the ERC or Alliance website Emergency contacts: it is necessary that volunteers have a phone number that they can contact at short notice. This should include the office address and phone, and leaders’ e-mail, address and phone number. Also the phone number and address of local host/partner or accommodation (in case they speak English). Leadership: it may not be possible to say early on who will be the camp leader/s but their role in the group can be outlined (are they work/technical leaders or only local host representative). It is important that the volunteers know who to contact in the event of there not being a camp leader. Or put the office e-mail/emergency phone number in case you don’t have the leaders already placed in this camp. Whom to contact, when and for what topic? Theme/project: if there is a special aspect of the project, particularly that which relates to the work and/or host, it should be mentioned here. Mention if this is not the first time the camp is organised in here, if so – what was the impact of the previous year(s). It can also be together with description of work Description of the work: as clearly as possible, so that requirements and expectations can be understood. It should also include working hours/days. If the work changes you MUST inform both the volunteers and their sending organisations as soon as possible. Specific remark about work - mention especially physically demanding work, if it’s outside, all weather conditions, working with kids and old are they, inclusion camps (put special part about preparation before
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coming at the camp). Transport to the working place – if it’s by bike or other. Special clothes, shoes for working hours. Accommodation/food: the basic facilities should be included as a minimum: sleeping and washing arrangements, kitchen facilities, washing machine, etc. Hosting organisation should inform volunteers if there are any restrictions with food/diet on the project. If in tents, are the tents provided, how many of them, divided by gender… Specify if possible. Who prepares food and how, and for how long. Internet available or not. Mention if the accommodation is shared with other groups or there are others living. Sleeping bag and mattress – if needed. Things to bring: any general items such as sleeping bag, recipes, etc. and specific items such as strong boots, torch, hat, raincoat, etc. Materials for presenting your culture/country, food. Leisure: it should mention the possibilities for leisure time, or if certain activities have been arranged in advance. Volunteers should know if there are many activities where they are staying, or if they will have to create their own entertainment. (hosting organisations should give information about any additional leisure costs that volunteers might be responsible for). Bring ideas for leisure time. Mention that the host is not responsible for organising free time activities. Landscape/surroundings: it is good if volunteers can have some idea of the challenges they will face in the local environment, e.g. if there are certain social problems in the area or if it is very isolated, where is nearest shop, ATM (cash machine), post office and internet connection. It is also important to inform volunteers of any local hazards (e.g. you cannot swim in the sea due to strong currents). Very isolated place – describe surrounding area, life (no night life), size of the village. Close towns… Cultural specifies. Language spoken: ‘official’ language of project. Also prepare that the locals don’t speak English, so it is useful to know few lines in local language. Meeting point/arrivals: it is also essential to give an alternative in case volunteers miss the rendezvous. This must include some kind of emergency contact number for use on the day of arrival. Volunteers will need clear instructions of where the meeting point is. If not exact meeting point time – then you should arrive no later than 14h according to the travel time of the participants or local transport. Specify if it is possible to arrive earlier or stay after the camp – if any conditions. Map: sometimes it will be most appropriate to give a map/plan of the meeting point; link to locate the camp in the country. No big files (photos) but something useful and clear. Travelling instructions: check the accuracy of the bus/train times and costs involved, etc. Not only giving website of the company but mention the arrival times and the distance/duration of the travel from closest airport. Where/how to buy tickets. Additional costs – if any mandatory, transport to the camp site from the meeting point, etc… Insurance: it should be very clearly stated exactly what the position with insurance is. It must also indicate the time period that a volunteer is covered for and whether it includes work and leisure time activities.
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Extra fees: Explain what is inscription, what extra fee… amount and explanation of extra fees; also be clear about how, when and in which currency any fees are to be paid. Useful websites: anything the host feels relevant for the project, hostels/accommodation before and after the camp. Volunteer’s responsibilities and rights: for more information see the Quality Charter part of the Alliance Guidebook. Condition of participation – if there are any specific condition it should be mention in here.(
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IDEA
- Let’s organize a contest between organizations in order to find out who has the best infosheets among organizations. We could learn this way and copy the best one - Let’s create a standard check-list of what we need to include in infosheet
B - Preparation for incoming volunteers ( ( ( ( ( ( ( ( (
On-arrival trainings [VIMEX - GENCTUR] Orientation sessions or “on-arrival trainings” are systematically organized by the hosting organization for the incoming volunteers before going to the place of the workcamp.
GOOD PRACTICES
C - Preparation of outgoing volunteers ( ( ( ( ( ( ( GOOD ( ( ( ( PRACTICES ( ( ( ( ( (
Mentoring system – pool of volunteers for the preparation of new volunteers [YAP, SIW, COCAT, IBG] The pre-departure trainings are also good to have a first relationship with volunteers and they come back to the post camp event. They usually become involved in the organisation in different ways afterwards. It is possible to create an informal mentoring system for short term volunteers. A first step is to organise an exchange of email addresses and then the organisation let them exchanging together. As it is not an organised system, it is difficult to measure the results, and to know how they exchange (physical meetings, skype…). It is also possible to send on online form where former volunteers can mark advise how practicalities related to their projects once they are back. The organisation share this information online for the next volunteers. Former volunteers are also asked to be present during the post camp event
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using imagery for online preparations [De Amicitia, LUNARIA] De Amicitia presents a video-story “I went to a workcamp” on its website to show with images what a workcamp looks like and what volunteers can expect Lunaria presents a prezi on their website explaining all the process for outgoing volunteers. Link here: https://prezi.com/f2xfzbhg99n/lunaria-workcamps/ – Short decentralized pre-departure trainings [SJ, INEX-SDA]
GOOD PRACTICES
SJ organises one-day trainings instead of a whole weekend in a place that is easily reachable for volunteers who live far from the office. Preparation sessions are organized by local volunteers of INEX-SDA in regions that are far from the office. Infosheet for outgoing volunteers [GENCTUR] This document is sent to the volunteers who register. Among many other useful information, this document gives indications on how to choose a workcamp (for instance, a warning is sent to volunteers: don't choose because it looks attractive (ex: festival) but it can be hard work). It contains following parts: How to apply? How to follow your application status? How to search for camps? Explaining the process of applying, how to use search engine (with screenshots), what does the camp description shows, the participation fees – with explanation why are there participation fees, inscription fees, description of the camp types, advices (chose as many camps as you find, only the ones you are ready to participate in, procedure to change the camp after they are placed, how to make a list of choices – how to put the camps in order).
GOOD PRACTICES
How to fill in the VEF? What are the important things not to forget, what to write where in VEF. How to write a motivation letter? How to apply in pair? How to apply for two camps – one after another? Camps organised by specific partners (SVI Spain, SCI camps) Visa issues – how long does it last, what to you need to do? Inscription fee – where does the money goes? Refund of the inscription fees? Transferring inscription fee to another person, black list of volunteers causing problems, etc… Two different documents (infosheets for the outgoing) – 18+ and teenagers (countries, participation fees, additional documents) Sent to vols interested in joining camps even if they pre-applied or they are new. Explaining how the process is working, deadlines, when the info days will be (preparatory meeting for outgoing vols), when the Infosheet will arrive… Even with this people ask things, but this helps in speeding the process. This FAQ and Q&A reduced number of basic/general questions from volunteers.
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Mixed programmes for the preparation of volunteers [NICE, SIW] Nice organises a mixed-programme for Short Term (outgoing) and Long Term (outgoing & incoming) volunteers preparation and evaluation to get international groups and opportunities for them to share experience and questions Nice also organise a preparation evening for each country of volunteer destination. For example, the “Nepal Night” or the “Vietnam Night”, mixing ex-volunteers going to these countries, newly volunteers accepted, new people interested and Nepalese/Vietnamese people living in the country. We enjoy the food of the country, pictures, and we orientate the newly accepted volunteers SIW combines a training day with an “information market” in the afternoon (pre-departure session in the morning) to inform interested volunteers about the projects
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GOOD PRACTICES
- Let’s create an online platform in order to prepare the volunteers (elearning, interactive documentation,…)
IDEA
- Let’s create a pool of trainers out of active volunteers so they could organize trainings by themselves in other regions of the country - Why not using social media platform to group volunteers by country? Ex: having the same Facebook group for the same country/workcamp every year so the previous volunteers can communicate with each others.
D - Last minute cancellations ( extra support with visa process [UNAREC, CJ, HUJ] In parallel to the invitation letter sent to the partner, UNAREC sends a presentation letter of the host organisation is also sent to the embassy, to the sending organisation and the volunteer.
GOOD PRACTICES
CJ has prepared a complete guide on how to apply for the visa (in Canada) for incoming volunteers is sent to volunteers. HUJ organises a meeting between volunteers and consuls (in April-May) at the office to talk about their motivation (the sending organisation invites all the consuls of the embassies of the countries where the volunteers are going).
Cancellation policy [Vive Mexico, HUJ] Volunteers have to send their flight/train/... tickets a certain time before the workcamp starts – [HUJ] – Some organisations cancel their participation if volunteers don't send these tickets.
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- If possible, we could keep a “waiting list” of volunteers in order to replace last minute cancellations (for outgoing volunteers) - Let’s use an online confirmation slip easy to fill in/tick for the volunteers. Local partners or regional delegations could have access to it - Let’s write a preparation letter to the embassies before the season starts - We can visit the embassy of our country whenever we travel abroad in order to present ourself, our organisation, workcamps, IVS,... - Recommendation from the participants: to add a rule on the timing to send the invitation letter. Ex: 2 or 3 working days as soon as we get the passport details
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IDEA
Evaluation tools ( (
Check-lists, evaluation forms for camp leaders, volunteers, local partners, etc: IDENTIFIED CHALLENGES ⇒ Paper evaluation forms filled by volunteers are incomplete ⇒ Paper evaluation forms are complicated for reading and assessment ⇒ Camp-leaders have too many forms to fill in ⇒ No common understanding of what do we want from the evaluation results and no structural follow up process ⇒ Information we get from evaluations is low return (%), complicated to measure and summarized ⇒ Incoming volunteers* don’t feel comfortable to write the truth in paper evaluation forms ⇒ We don’t know how to deliver negative feedback to our partners ⇒ Outgoing volunteers** are not attending evaluation events ⇒ Camp-leaders are not strict in collecting paper evaluation forms from volunteers ⇒ There is no structure for delivering the evaluation results to partners systematically ⇒ Evaluation is often perceived by members as a judgement instead of a helpful tool ⇒ Technical results VS results for measuring impact – how to combine both aspects in evaluation? ⇒ Organisations are not ready to multiply new technological tools for evaluation. For instance, due to the lack of finances; staff needs to be trained for that etc. ⇒ In case of negative feedback in evaluation forms for incoming volunteers, there is no way to find out more info by contacting their Sending organization because forms are anonymous. *Incoming volunteers - the ones coming from abroad to your camps **Outgoing volunteers - the ones you send abroad
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A - Reading and assessing the evaluation forms Encouraging camp-leaders to use non-formal education methods for evaluation, in addition of use of paper evaluation forms [HUJ, SIW] Camp-leaders set up an evaluation session with volunteers at the end of the workcamp where visual graphic methods are used, such as “Pizza model” for instance. “Pizza model”: campleader draws a circle on a flipchart, divides this circle in several sections. Each section represents an aspect of the project to be evaluated: accommodation/ food/ organisation of work/ benefit for the local community/ free time/ group atmosphere. Volunteers are asked to take markers and place a dot for each section with a principle: the closer to the center of the circle, the better volunteer is satisfied. Camp-leader brings this flipchartdrawing together with paper evaluation forms to the office of hosting organisation.
IDEA
GOOD PRACTICES
- Let’s collect all graphic evaluation tools in one document to be given to the camp-leaders; - Let’s create a Pilot Project to proceed with common online evaluation tool. The Pilot tool will contain various means for evaluation. We could check and identify the most appropriate ones. - Let’s create a link to common online standard evaluation form in the “Golden rules of placement” document.
B - What do we want from the evaluation results and how to follow up ?
GOOD PRACTICES
Rethink and narrow for whom we use the evaluation form of Outgoing volunteers. [MS] MS Denmark’ Outgoing volunteers**, who returned back from workcamps abroad, complete a quick online evaluation form at MS website. The outcomes of this evaluation are addressed mainly to future volunteers, who are searching projects in database. When reading the workcamp description at the website, new potential volunteer can see the rate given by previous volunteers to the hosting organisation of this workcamp. Always give personal call to the local host in order to evaluate the workcamp [MS] Personal conversation via phone among local host coordinator & coordinator from MS. Compulsory meeting with every local host at the end of the season [NICE, Concordia] Office representatives regularly visit the local host site after the end of the workcamp.
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C - How to receive evaluation and measure the result 1/3 of inscription fee is returned if volunteer completes the evaluation form [YRS-VSS] Outgoing volunteers** are informed that ⅓ of inscription fee is returned back to them upon filling in the online evaluation form at YRS website.
GOOD Certificate is given only if volunteer fills the evaluation form [Allianssi; VJF] Outgoing volunteers** are informed that they’ll receive certificate of participation at the workcamp only upon completion of online evaluation form at the website.
PRACTICES
To set annual tangible goal (in %) for the evaluation’s return [INEX-SDA] In 2015 placement officers of INEX-SDA decided to set the % goal for themselves. The highlight of this practice is importance of having a tangible goal in mind. E.g. ‘I will get 80% evaluations filled’. This way of thinking helped in achieving result without setting new methods. E.g. 80% was reached by simply sending reminder emails.
D - Outgoing Volunteers are not attending evaluation events ‘Lottery’ at the evaluation event: places in workcamps next year without participation fees [Genctur] In order to foster participation of volunteers at the evaluation event at end of the season, Genctur announces a Lottery that will be run during the event. The prize is participation in the next workcamp without inscription fee.
GOOD PRACTICES
Post Camp Event for 2 or more days, structured as training [Lunaria] Bringing Outgoing volunteers together, ensure their networking and empowering for further volunteering by organising the Post Camp Event which is run for more than one day. Informal party for Outgoing volunteers at the end of the season [Lunaria, JAVVA, Alt-V, INEX, YAP, World4U, SFERA] Above mentioned organisations make evaluation process by integrating the following - photo competition: Prize for best photo of the - best ‘artefact’ from your workcamp – a memorable thing volunteer from a workcamp [W4U].
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interactive elements: workcamp, brought by
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IDEA
to explore the possibilities of using Alliance e-learning platform for online preparatory meetings for outgoing volunteers.
E - How to make sure camp-leaders collect paper evaluation forms from volunteers ‘Youth leader card’ as recognition of leadership skills on national level is given only if camp-leader attends the full cycle of events: campleader training, workcamp itself and an evaluation event where all evaluation results are delivered [VJF] VJF is working on official recognition for camp-leaders on national level: ‘Youth leader card’ is a recognised certificate in Germany. Camp-leader is motivated to collect evaluation form from every participant in order to complete the cycle and get the recognized leader certificate in the end. State evaluation part in the Agreement with a camp-leader [INEX] Camp-leader is asked to sign the Agreement with organisation. Compulsory collection of evaluation forms is a part of this Agreement.
GOOD PRACTICES
Infopack with explanation of importance of evaluation and evaluation process [De Amicitia] Organisations explain where evaluation results go in the end: results reach international level and are important for annual statistics of our international network Alliance. Infopack explains the need of proper collection of project evaluation results in order to share it further with international partners, who can work on improvement of their workcamps thanks to this info. Volunteers have to hand this Infopack with them and follow it.
F - Structure for systematic delivery of evaluation results to partners GOOD PRACTICES
Emailing the table with Evaluation results to organization at the end of the season [YAP Italy]
partner
Every year around October YAP Italy outgoing officer sends an email to each partner organisation with evaluation results from YAP Italy Outgoing volunteers.
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Bring A4 paper with printed table with evaluation results for every partner organisation to Alliance General Assembly in November and put this paper in “Pigeon” box [INEX-SDA] 1 A4 paper per each partner organisation -> papers are put in Pigeon boxes of organisations you had volunteers exchanges with. Good practice: Bring the printed evaluation results for every partner organization to TM [NICE] There are 3 sections in this printed doc: - Your volunteers in our projects - Your project - your office work Bring the internal Excel file in electronic version at the TM bilaterals [COCAT, W4U] The file contains the lists of numbers of exchanged volunteers with every partner, plus evaluation results.
IDEA
- To create an online platform where everybody can share and see the evaluation of each workcamp and /or country; - To revise evaluation forms according to the objectives and indicators stated in Alliance Plan of Action. We should create common Alliance evaluation form, which should be part of this platform - to investigate the questions for measuring learning outcomes in workcamps (refer to IMPACT PROJECT).
Preparation and recruitement of Camp leaders ( IDENTIFIED CHALLENGES
(
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When is the best time to start recruitment? How to widen our target group while searching for camp leaders?
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How to increase the exchange of camp leaders between our organizations?
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How to gain common understanding of some minimum standards concerning the content of our training courses?
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Camp leaders usually are not receiving any compensation or obvious personal or professional profit (at least not obvious in short term basis). How to give more motives to them for leading a work camp?
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How to organise and finance the camp leaders training course and assuring that we are offering all the necessary tools and skills to the participants?
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How to involve the camp leaders during the rest of the year in other association’s activities?
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How to match the suitable leader with the suitable camp?
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How to use/develop ICT tools for the preparation of the leaders?
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Not managing to recruit enough camp leaders to cover our needs
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We are addressing always to the same target group
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How to involve the local host (in preparation but also in the recruitment)?
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Finding and Keeping the camp leaders motivated to continue leading camps
A - While recruiting ( Using the website to publish offers for leaders to sign-up whenever is needed [MS] Keeping a database of camp leaders (common mailing list) and trying to keep contact with them during all year. In order to keep them active and develop send to them proposals for trainings or other types of activities that they could take part in.
GOOD
( ( ( (
PRACTICES
( ( (
IDEA
Organize the Training for Camp leaders near or during the season period in order to reassure that the camp leaders will take part in the camp
(
B - Developing synergies Short term EVS for Camp Leaders [De Amicitia]
( (
The past 3 years, De Amicitia has received about 10 Short Term EVS every summer. In this way it is possible to select and have more reliable camp leaders for whom you can also provide most of the costs and at the same time you have the necessary resources in order to prepare him/her for leading the camp. De Amicitia select them as Short Term EVS for 1 or 2 months so they can lead 1 or more workcamps. They apply at February Erasmus+ deadline (but it could also October deadline). Some organisations they have worked with are YAP, ELIX, IJGD, EstYes, Concordia, Genctur, Alternative-V, Sfera, JAVVA (you can contact them for more feedback). It is better to have many partners involved so if an organization cannot send the planned number of volunteers, it is still possible to change the number of sending volunteers per partner.
GOOD PRACTICES
The benefits are that it gives opportunity to organize more work camps, to develop capacities and train new camp leaders in order to keep working on the field also when they go back in their respective organisations. De Amicitia received very different profiles: some very good profiles, some other with no experience, and some with already have experience as camp leader. De Amicitia sometimes combined the group with youngsters with fewer opportunities. In most of the workcamps there are 2 leaders one of whom is Spanish.
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The best situation would be to have the volunteers arriving together so they can have an orientation / training with a short workcamp and then they go on their workcamps.
( Why don’t we create a common database/exchange system for leaders who are interested to lead camps abroad?
IDEA
Add in relevant documents (yellow pages?) the possibility to recruit foreign leaders or not Develop cooperation in this field with other NGOs in order to attract youth leaders who are not necessarily working in the field of IVS but could be interested by the experience Organize common international training courses for youth leaders supported by Erasmus+ (or other sources) with the support of the Pool of Trainers of ALLIANCE.
C - Keeping camp leaders involved Tutor System [IBG]
GOOD PRACTICES
IBG applies the idea of having volunteer support staff for camp leaders. This member is an ex-Camp leader with big experience who now is supporting one of the camps that he/she was leading in the previous years or a work camp that is in around the area that he/she is living. It was an idea that came from the leaders and is applied successfully since 2003. The office delegates tasks to that person that are listed in a check-list. Why it is efficient? Having a big number of camps and probably in different regions is making the coordination from the office hard. In this way, we are involving experienced and motivated people into taking the responsibility of part of the coordination of our camps. We also don’t lose the potential of these people and they remain committed in our organization.
Several organizations are having support staff (either as paid or volunteers). IBG uses volunteers for that ELIX and Concordia are having seasonal staff UNA Exchange is having mentors ⇒ There 3 different levels in the hierarchy. The basis is the workcamp and the leaders, then in between the support staff and in the highest level the staff from the office. ⇒ The support staff is the linking person between the office and the camp. ⇒ The office delegates part of the tasks and provide special training to them
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⇒ The support staff is making the final evaluation, receives the feedback and pass the results to the office together with the accountings in financial for the camp. ⇒ The support staff is involved also during the camp leaders training ⇒ You can create a “task agreement” with each staff individually by agreeing on the tasks and delegating different tasks according to their level of competences. For that you can use the following check list or adjust it according to the needs
Check list for support staff TASKS
COMPULSORY
OPTIONAL
ABSOLUTELY NO WAY
PRACTICAL TASKS To represent IBG
X
To take over the responsibility
X
Know-How about camp folder
X
To collect information in advance and provide it To increase the flow of information between the camp and IBG
X X
To be nearby
X
To contact the host in advance, to clarify questions about accommodation, arrival, etc..
X
Crash course for the CL
X
To help with the preparation (shopping, cooking, arranging accommodation...)
X
To pass the insider knowledge
X
To offer some activities to the camp(Free time, Workshops…) Own projects (Intercultural learning, Inclusion,…)
X X
City tours, pick-ups,…
X
to help at the end of the camp (cleaning, departure,…)
X
Final accounting
X
Evaluation with IBG
X
PEDAGOGICAL TASKS To be the contact person for the CL
X
To be the contact person for the local host
X
to have the individual contact to the CL (to show up, to be available, to call,…)
X
To find out, if there are any problems
X
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To be there for the emergency cases
X
To keep out and to intervent
X
To mediate, to communicate
X
To support decision-making process, to give security
X
Outside view, other assessments
X
Individual evaluation with the CL
X
Long-term involvement (training) process of camp leaders [IBG] IBG has run the programme for 3 years. It was created as an answer to the need for an organised long-term training and voluntary opportunity among the volunteers who combined different project but without any structure before. The programme aims at developing various competences of the participants, following and supporting their personal development and training the volunteers for further actions. The target group of the programme are former workcamp volunteers and other volunteers with international experience e.g. in youth exchanges, EVS. In 2014 10 volunteers participated in the programme. The programme is based on 6 milestones: 1. Preparatory training
GOOD
2. Camp leader training 3. Training/seminar abroad 4. Leading an IBG workcamp
PRACTICES
5. Eco-messenger - running a session about sustainability 6. Evaluation meeting (1 day) After a completed cycle the volunteers have opportunities to be active in the organisation. Participation fee: 300 EUR (the fee covers the costs of trainings, campleader’s pocket money, any extra costs related to international activities – about 50% of the fee returns to the volunteer). Recruitment is conducted in November-December and is based on assessment of CV and motivations letter.
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D - Recognizing camp leaders role (
Recognition of camp leaders in Slovakia [INEX] In 2009 INEX was accredited by the Ministry of Education as an organisation for training of camp leaders. The certification cycle: 1) Integration and team building meeting (3 days) 2) Practical meeting (3 days) 3) Leading work camps 4) Receiving official certificate stating not only the fact of being a leader but also the competences the leader learnt The next step in developing the system will be to work out the competences which should be the focus of the training system in cooperation with the private sector in order to adjust them better to the needs of employers. The funds for trainings come from grants of the Ministry of Education or in case they are not approved, INEX applies to other sources. In this system the motivation for camp leaders is recognition of other than school education skills, which can be used at the labour market.
Recruiting leaders from local groups who are also involved in other activities of the organization during the year [LEGAMBIENTE]
( ( ( ( ( ( ( ( (
IDEA
GOOD PRACTICES
Cooperate with other local NGO’s and offer to active volunteers the possibility to lead a camp Official recognition of their voluntary service by describing the competences they acquire and providing a common IVS certificate of youth leader
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Potential of the volunteers who participed in a workcamp abroad ( ( Almost every organisation after the workcamp season have volunteers full of after-workcamp enthusiasm knocking their door and asking how they could support the organisation and get involved in their activities. In this section we present good practices on involving returning volunteers in order to make work with them easier, ensure using their potential and give them opportunity for self-development. It also brings answers to questions how to follow up their experience and how to keep them involved in the organisation.
IDENTIFIED CHALLENGES ⇒ How can we define roles for volunteers which will both be beneficial for the organisation and attractive to the volunteers? ⇒ How to ensure a long term commitment of volunteers within the organisation? ⇒ How can we reuse experience of former volunteers on the local level to create new projects? ⇒ How can we use experiences of volunteers to promote IVS through the collection of good quality pictures with proper content? ⇒ How can we make sure volunteers will promote the values of IVS? ⇒ Should we involve outgoing volunteers at a similar level as participants of NFE (YE, trainings, EVS)? ⇒ How can we get to know more about the motivation of volunteers in order to manage their expectations? ⇒ Cooperation with returning volunteers with limited time and human resources of the organisation
A - Roles of the volunteers within the organisation ( ( ( ( ( ( (
GOOD PRACTICES Individual help in voluntary youth projects at the local level [FIYE, SIW] A common practice among Alliance organisations is to offer returning volunteers new voluntary opportunities. These positions for volunteers are related to running local youth voluntary projects and consist a campleader, helper in seminars and trainings, a mentor of long-term volunteers. What is more, experienced campleaders are asked to co-run trainings for future campleaders.
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Local group of organisers [NICE] Local groups of organisers gather volunteers from the same town or region who commit to work in their area (in NICE they are called local NICE). These voluntary groups organise e. g. weekend workcamps and promotional events. Group of activists [W4U] The group of activists is a group of volunteers to support activities of the organisation. After the season on the internet and on a post-camp event a call for activists is transmitted. The group organises promotional meetings and well as helps the staff technically. They are divided into working groups: - new projects: incoming; outgoing, - development: finding new partners, finding funding. They receive training and support from the staff and experienced volunteers. The training for activists is done by trainers-volunteers in January – February and lasts 2 days (no accommodation provided). It focuses on identity of the participants as volunteer and vision of future work. The volunteers meet at least once per month if there are no urgent issues. The volunteers are asked to consult many important decisions, e. g. continuation of workcamps, beginning cooperation with new partners. The number of volunteers - activists is about 10. Recruitment: end of the season – post camp event with presentation of the activists opportunities completed with information on the website/social media Group of promoters [FIYE, YRR-VSS] The group of promoters is a group of volunteers who are responsible for promotional activities of the organisation. After the season the call for promoters is spread on the internet. On the first organisational meeting the group is divided into media, internet and field teams and the tasks are assigned. The volunteers receive promotional materials (information, flyers, posters in paper and e-version) and a general calendar of voluntary events. Involvement in promotion - library of stories [CONC UK] The volunteers contribute to promotional activities by sharing their experience through the library of stories. The information about collecting stories is announced before volunteers’ departure to workcamps. Right after return from the workcamp, when memories and emotions are still fresh, the volunteers receive the template to fill in with their short story. Involving volunteers in promotional events [CONC UK, FIYE] Returning volunteers are involved in promotional events throughout the year. Former volunteers are invited to support promotional activities of the organisation by joining various events such as university fairs or presentations about volunteering. Involving volunteers in promotion – word of mouth advertising [Lunaria] Returning volunteers contribute to promotional activities by word of mouth advertising. They are asked to spread flyers among their friends. Involving volunteers as members [SJ] The volunteers who go for workcamps become automatically voting members of the organisation and can participate in the general assembly as well as the life of the organisation.((
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Internship system for volunteers [INEX SDA] Returning volunteers are offered to do an internship in the organisation. The volunteers get involved in different departments: - support with workcamps (most popular!), - support with trainings in the office but also in the trainings outside, - support with PR, - possibly other roles e. g. interpreter. There are constantly 3-4 internees in the organisation who commit to work for 4 months, 10 hours per week. Recruitment: open call made 3 times per year one month before the beginning of the internship (in February for March - June; at the end of May for June - September; in September for October – January). Recruitment is promoted by Facebook, newsletter, website – so that the volunteers are not too random. Volunteer’s profile: for workcamp support it is usually ex-volunteers and campleaders; for trainings: mixed group of former volunteer and volunteers involved in other international projects. The biggest interest is in help to workcamps (10 applicants, 1-2 can be chosen). Support: each volunteer has a mentor, the mentor has a toolkit how to supervise the volunteer, evaluation is done in the middle with the volunteer to get to know if the tasks suit the volunteer. Recognition: certificate, goodbye meeting with small gifts; internship/practice for studies, the documents will be issued.
if
someone
needs
the
Support: each volunteer has a mentor, the mentor has a toolkit how to supervise the volunteer, evaluation is done in the middle with the volunteer to get to know if the tasks suit the volunteer.
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B - Ensuring long-term involvement of the volunteers ( ( ( ( ( (
GOOD ( (
PRACTICES
LongFterm(involvement((training)(process(of(campleaders([IBG]( The(programme(was(created(as(an(answer(to(the(need(for(an(organised(longFterm(training( and(voluntary(opportunity(among(the(volunteers(who(combined(different(projects(but( without(any(structure(before.(The(programme(aims(at(developing(various(competences(of( the(participants,(following(and(supporting(their(personal(development(and(training(the( volunteers(for(further(actions.(The(target(group(of(the(programme(are(former(workcamp( volunteers(and(other(volunteers(with(international(experience(e.g.(in(youth(exchanges,(EVS.( In(2014(10(volunteers(participated(in(the(programme.( The(programme(is(based(on(6(milestones:( 1.(Preparatory(training(by(IBG( 2.(Campleader(training(by(IBG(( 3.(Training/seminar(abroad( 4.(Leading(an(IBG(workcamp( 5.(EcoFmessenger(F(running(a(session(about(sustainability( 6.(Evaluation(meeting((1(day)( After(a(completed(cycle(the(volunteers(have(opportunities(to(be(active(in(the(organisation.( There(is(a(participation(fee(which(covers(the(costs(of(trainings,(campleader’s(pocket(money,( any(extra(costs(related(to(international(activities(–(about(50%(of(the(fee(returns(to(the( volunteer.( Recruitment(is(conducted(in(NovemberFDecember(and(is(based(on(assessment(of(CV(and( motivations(letter.( Contract(for(a(longFterm(commitment([De)Amicitia]( In(the(contract(the(volunteer(declares(to(work(voluntarily(a(certain(number(of(hours((e.(g.( 100(hours),(which(includes(leading(the(camp,(helping(in(the(organisation(etc,.(In(return(the( volunteer((receives(various(benefits(such(as(access(to(events((trainings,(seminars),(discounts( in(inscription(fee,(travel(reimbursement(to(events.(
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C - Using experience of returning volunteers to create new projects ( ( ( ( ( ( ( (
GOOD PRACTICES Training system for volunteers willing to organise own workcamp [INEX SDA] It is a pilot programme which was in progress when the Staff Meeting took place.( Origin: There were many volunteers who came back from workcamps but also unexperienced volunteers who heard about the camps willing to get involved in developing workcamps in Czech Republic. Supporting individual volunteers was time-consuming and not efficient. How does it work? The project consists of a training module on how to organise a workcamp (about 25 participants trained in 3 trainings), mentorship phase and organising workcamps. Funding: Norway grant, component: increasing active citizenship Training module: 10 participants with a concrete idea for the workcamp and its location, e. g. in a national park or a village where the community is going to renovate a playground. 5 mentors: people who were involved in previous workcamps and will be supporting new organisers (some of them supports 1, some 2, some 3 according to their preferences) Content of the training: 1. Workcamp step-by-step - Alliance and workcamps, - presentation of the projects by 2 local partners, - how to involve local community in the project so that it is a common project, 2. Project management - fundraising in the local community to finance the costs of the camp 3. Promotion with an external PR specialist Recruitment: only internal means as there were no problems with recruitment of the volunteers Sending incentive to organise own workcamp after the season [Genctur, Lunaria] After the season the volunteers receive a question within e.g. evaluation form if they would like to organise their own workcamp. If yes, their idea is discussed and if accepted, they receive support and necessary materials to begin presentations to possible local hosts.
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D - Ensuring that volunteers sharing their experience promote the values IVS (
GOOD PRACTICES Presentation of the requirements on the post-camp event [W4U] Stressing IVS values while running the post-camp event. In the invitation the volunteers receive a clear description what the programme of the meeting will focus on and what are the expectations towards the participants concerning e.g. presentations of their experiences. Photo contest [FYIE, COCAT, YAP Italy, IBG] Photo contests are a very popular method for collecting pictures with appropriate content. The volunteers receive clear requirements for the content and only the pictures meeting them are accepted and used further. Organisations practice different rules such as different way of assessing the photos (by jury or by viewers), different timelines and prizes. Assessing the photos: ⇒ The best picture is decided from votes on Facebook ⇒ The organisation chooses the best ones (it is a choice to not use facebook votes because it is not always relevant). Specific criterias are stated from the beginning (quality, thematics,…) ⇒ A pre-selection of 20 photos is made and then a second selection then a vote on Facebook Examples of categories for the pictures: Intercultural – reality of the place – volunteering – before/after Prizes: 1st place : a workcamp for free 2d : 50% discount for a workcamp But it could also be materials from the organisation and the use of their pictures on flyers Volunteers get the prizes at the post camp event (also a way to make them come). It is also possible to organise a contest of stories or a video contest. IBG : Photo contest with Facebook votes. Same problem with the winner (being the one that has the most likes but not the best one). Last year, they did it with the thematic « before/after », it went very well ! Timing in general : Announcement on pre-departure training + reminder with the evaluation form. The winners are announced on the website and Facebook.
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Volunteers have the possibility to send 1 (or up to 3) picture(s) until 15/09. Pictures are published from 15/10. There are more or less 15 days to have time to get votes. General rules : no picture with children (face), no offensive, no alcohol, you need to have the permission of all the persons on the photos, !!!copyright !!! Recommendation : don’t forget to ask all the volunteers on your workcamps to allow you to use their pictures (image)
(
E - Managing motivation of the volunteer during the cooperation (
GOOD PRACTICES Assessing needs during various meetings [W4U, SIW] Using different occasions such as post-camp events, trainings in which active volunteers participate to make surveys about the volunteers’ expectations and motivation. Delegating responsibility [NICE, COCAT] Managing expectations of the volunteers is done by creating the feeling of the ownership by increasing active participation of the volunteers in activities and preparation to them.
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(
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SUM UP THE BEST Staff Evaluation Meeting 2015 Tool-Kit
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