Abstract

When AmeriCorps members and volunteers serve at multiple sites, it may not be realistic for program directors to work closely with all members and site supervisors to ensure everyone is fulfilling expectations and working toward the same goals. This effective practice proposes a team-based approach for supervising multi-site AmeriCorps programs from training and technical assistance materials developed by the National Association of Service and Conservation Corps. Many of these ideas could be adapted by other types of organizations with volunteers or members at multiple sites.

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Issue

Ensuring all members are serving optimally when supervisors manage mulitple sites can be challenging.

 

 

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Action

According to the National Association of Service and Conservation Corps, effective practices for multi-site supervision include:

• Change the dynamic of the supervision of members from staff supervision to a team-based system. This system greatly reduces the opportunity for time sheet manipulation and creates greater leadership opportunities for each member.
• Develop team-based goals and team rules.
• Have each team designate a team leader who is responsible for achieving the goals and enforcing the rules of the team.
• Rotate the team leader on a regular basis, probably weekly or every two weeks, so that each member has the opportunity to be the leader. Since the leader is responsible for achieving the goals, the leader must assure that each member is at work. The leader must know what each member is doing each day towards the team goals.
• Give the leader the administrative responsibility of completing all the time sheets for the members of the team. There may be some resistance to this part of the change, especially from any members who have become comfortable with manipulating the system. Members, though, rarely let their fellow members manipulate the system.
• Develop team-based recognition events such as special awards and celebration luncheons. A small token of appreciation, such as donuts at a meeting, can make a huge difference. Awards should be based on progress towards a team-based goal (e.g. all teams who reached 80 percent of their performance goal for January) rather than competition between teams (e.g. the top rated team...).
• Conduct regular (monthly, bi-monthly, etc.) one-on-one meetings with each corpsmember. Each meeting should be at least 30 minutes. Topics of discussion might include progress towards goals in individual development plans, feedback on the program year thus far, ideas to combat burnout, and member recruitment strategies.
• Conduct a similar regular evaluation meeting with each team once team-based goals are in place. Items for discussion might include feedback on the program year thus far, member recruitment strategies, ideas for future projects, ideas for future special skills trainings, and suggested program design modifications.
• Frame all attendance issues in terms of their impact on the service being provided.

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Context

The National Association of Service and Conservation Corps (NASCC) grew out of the Civilian Conservation Corps of the 1930s. Having undergone several transformations, in 2002 NASCC is the national membership organization that unites and supports corps as a premier strategy for achieving the nation's youth development, community service, and environmental conservation goals. The nation's 110 corps operate in over 200 communities across 31 states and the District of Columbia, enrolling over 23,000 young people who provide their communities annually with approximately 15 million hours of service in year-round programs.

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Outcome

For supervisors: It becomes easier to manage project sites with few staff, verify member service hours and provide adequate supervision.

For members:Service membership becomes more proactive and meaningful.

For the community:Service is delivered more effectively and efficiently.

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Posted On

August 29, 2002

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For More Information

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Related Practices

• Managing multiple sites and developing esprit de corps

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Related sites

AmeriCorps

Topic Areas

• Communication skills
• Evaluation
• Supervision
• Teambuilding
• Capacity building
• Nonprofit management
• Program evaluation
• Sustainability
• Program Director
• Program Manager
• Project Director
• Volunteer Coordinator
• Community-Based Organizations
• Volunteer management

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