Abstract

Creating a member development plan has many positive applications for both the service agency and its volunteers, including inspiring and motivating members, increasing skill levels, and creating an empowered corps of volunteers. This effective practice, excerpted from training and technical assistance materials developed by the National Association of Service and Conservation Corps, describes considerations when thinking about creating such a plan and steps to take to put the plan into action. The practice includes ideas that can be adapted to a wide range of service and volunteer programs.

Back to top

Issue

Creating a member development plan that takes into consideration the varying needs of its diverse members requires careful consideration and planning.

Back to top

Action

According to materials developed by the National Association of Service and Conservation Corps, steps to take when creating a member development plan include:

• Consider parameters such as age, individual needs, and motivation:

• Age of the members:Some directors do not consider the developmental needs of their members. 18-21 year olds tend to be stubborn and idealistic. They want to be in charge of everything. With this group it is important to empower the members to take control of as many pieces of the program as possible. On the other hand, those over 25 years old tend to have more work experience and respond better to a program that resembles a typical workplace.
  
  
• Individual needs: Many members come to the program with specific needs. It is important to be aware of these needs and either determine a plan to adequately meet them or be honest up-front about the program's inability to meet certain needs. While having a diverse group of members has many benefits, it also has many challenges. It is difficult to design a training session that adequately meets the needs of both Ph.D. students and those who have not completed high school. Involve members in identifying their own needs. Individual development plans may be a supplement to a member development program provided there is adequate staff support. These individual plans can be reviewed during the program year in one-on-one meetings.
  
  
• Motivation curve: New members in almost every business or service organization experience follow a similar "motivation curve." They begin the job excited and motivated, and inevitably get disillusioned and lose motivation. In corps this shift typically occurs anywhere from 3-7 months into the term of service. The challenge is not to avoid the disillusionment, but to deal effectively with it. Many programs schedule special events, retreats, or new activities at this time. It is important to save some of the best member development ideas and implement them when this point is reached.

• Spread member development activities out over the year to meet the inevitable lulls in member motivation. A mid-year retreat is an excellent opportunity to revitalize members while they are experiencing the disillusionment that hits most people during their first 8 months after starting a new job. It is very important for program staff to keep track of the "pulse" of the corps and anticipate when the motivational lows will occur.
  
  
• Create mini courses around medical, social work, human services, or personal development issues that are tied to a certificate or award. Four or five trainings, with a few outside teachers or trainers, can be grouped to create a program-certified course. Programs can present actual certificates to members who complete the certification, and members can use these credentials on resumes. It is also a great recruiting tool if a program can offer its own certifications in a number of different areas.
  
  
• Use existing workshops, lectures at local institutions of higher education, or other resources to supplement the member development program.
  
  
• Schedule time for all-corps meetings, and put them in the member agreement. Have clear expectations for the meetings and/or days of service.
  
  
• Develop member committees for recruiting, discipline, mediation, retreats, and training. Provide training in how to chair a meeting, how to take minutes, and other related topics. The committees provide good leadership opportunities as members can take turns serving as committee chair. Good sessions to offer are conflict resolution, communication, leadership development, cultural diversity, AIDS awareness, current events, CPR, alcohol and drug education, and community involvement. Involve members in activities related to meeting the program's community service objectives.
  
  
• Complete signature service projects one or two times per month. Rotate responsibility for developing the projects to every member. This can be done by rotating between project site or member committee.
  
  
• Implement a service-learning component. Link service to learning and member development.
  
  
• Develop member contracts with consistent policies and enforcement that provide a means of giving and getting members feedback.
  
  
• Look for opportunities for members to serve on public advisory boards, task forces, and the like. These can be excellent mid-year opportunities for members to become more involved in the community and further raise the profile of the program. These opportunities also help to motivate members.
  
  
• Involve members as much as possible in the design and implementation of training sessions. Often members will have better ideas than staff and will, through this empowerment process, take ownership of the program. This will also help relieve some of the staff's burden.
  
  
• Interact with members according to where they are, not where you want them to be. Help members determine what motivates them by providing opportunities for structured reflection. Utilize peer pressure to give recognition, support, and positive strokes. Encourage members to use each other as resources and support each other.

Back to top

Context

Member development plans are useful for volunteers in an array of settings. Some considerations for program directors include:

• Inspiring and motivating members throughout the life of their service terms
• Dealing with an educationally diverse member population
• Integrating skill and educational training for this type of group
• Managing personal issues that arise for members

Back to top

Outcome

Creating a member development plan means that members:

• Are more motivated and stay motivated throughout the length of their service terms
  
  
• Receive certification(s)/awards for new skills
  
  
• Learn how to chair committees and develop new/better leadership skills
  
  
• Become more involved in the communities in which they serve, further raising the profile of the program
  
  
• Feel empowered and achieve a greater sense of ownership of the program
  
  
• Form more meaningful relationships through peer contact as peers utilize each other for resources and support
  
  

Back to top

Posted On

September 4, 2002

Back to top

For More Information

Back to top

Related Practices

• Drafting a collective vision statement

Back to top

Related sites

Topic Areas

• Development
• Evaluation
• Reflection
• Retention
• Supervision
• Teambuilding
• AmeriCorps
• Member
• Program management

Back to top