Category Archives: Project Management

Volunteer management

Element Descriptor

Volunteers on a project/for a group require careful attention. They need to be given the right prompts, encouragement, support (without suffocation), opportunities to develop skills if they want to. If you don’t have the skills, you lose those people, lose morale and get a bad reputation, making future recruitment tricky.

Level descriptors

NovicePractitionerExpertNinja
You can manage the needs and aspirations of one or two highly motivated and light-touch volunteers, who are engaging in simple roles and jobs within straightforward projectsYou can manage the needs, aspirations and uncertainties of several volunteers, most of whom are self-starters and self-continuers, engaging in mostly simple roles (but sometimes complicated) within mostly straightforward and predictable projectsYou are able to manage the needs, fears and emotions of several volunteers, of varying experience, ability and motivation, who are engaging in a range of jobs and roles, from simple through to edge of chaos, in various projects, including mission critical ones. You also know when and how to compassionately and sensitively take back mission-critical workWithout breaking a sweat you can manage multiple volunteers at different stages of development as they work on confusing to downright hellacious projects that are akin to punching a smoke monster, maintaining everyone’s situational awareness, motivation and clarity, while everyone can make breakthroughs/achieve more than they thought they would.

Element Overview Essay

This is a draft. If something doesn’t make sense, or you see typos, or if you have further ideas, please email us on contact@activecitizenshiptoolkit.net

The causes of social movement organisations not being very good at volunteer management. Well, it’s a subset of project management, you need to know what it is specifically you want your volunteers to do in broad terms, you have to have detailed discussions with them around how to do those jobs, when to do them. And all of this requires a level of awareness of how the project is being run, and a willingness to sit down and have detailed conversations with people who may or may not be flaky.. 

Now, one of the underlying causes of social movement organisations not being good at volunteer management is they may have had either as individuals in this group or in previous groups, bad experiences of trying to delegate tasks. This is in part because the costs of lunching something out –  promising to do something and then not doing it and not explaining that you’re not going to do it in advance- is so low. Our “activist” cultures have tolerated this for so long, that everyone’s kind of rolls their eyes and says “Yeah, delegation, volunteer management, great in theory, but in practice not so much”, and if you don’t believe that it can be a thing, then you’re not going to try and get better at it. 

Obviously, the consequences of not doing good volunteer management is that you just lose access to a lot of people who would be up for doing a little bit regularly. What most folks are not up for is open-ended commitments or evening meetings or exhausting processes, because they’re busy, they’ve got the rest of their lives going on. 

In order to get good at volunteer management, you really do need that “list of jobs and roles.” 

You also need to know, individuals, the amount of time and talent they have, and you need to be willing to give feedback on past performance that was good and above expectations, and also on situations where, you know, they did the job late, they did the job half assed, and you don’t really want that anymore. 

And that is the antithesis of the touchy feely, hold hands and “sing kumbaya”,  “haven in the heartless world” that a lot of people are involved in social movement organisations for, whether they can admit it to themselves or not

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Assessment Resources

Project Management

Element Descriptor

Most things that we do – either as individuals or groups – require managing a bunch of moving (and shifting) parts, over time, with dependencies and sequencing and complicated stuff. There are project management skills which make this easier rather than harder. Not having them condemns you to wasted time, effort, lessened morale and the likelihood of collapse.

Level descriptors

NovicePractitionerExpertNinja
You can manage a single relatively simple and linear project with a small number of moving parts, sub-stages, with people who have done the same kind of project before, without massive time pressures or enemy actionYou can manage a complicated or even complex project, with a mix of novice and experienced members, with parameters changing and some significant time pressures and/or enemy actionYou can manage a large number of projects both simple and complex where some are very time sensitive and become much more difficult and uncertain than expected, with suddenly less money and time than was initially plannedYou manage multiple complex large projects with major uncertainties, inexperienced members of shifting teams in the face of uncertainties and enemy action, where failure will be catastrophic. You can dictate complete bells and whistles smeacs in your sleep, and explain gantt charts on a napkin

Element Overview Essay

This is a draft. If something doesn’t make sense, or you see typos, or if you have further ideas, please email us on contact@activecitizenshiptoolkit.net

The causes of this thing done badly in non-hierarchical social movement organisations are blindingly obvious. If you  think about it for a second, project management skills are not taught to you in school, they’re not taught to you, usually in university or in on-the-job training. And they’re highly sought after so people can charge top whack and then get on the whole hedonic treadmill so aren’t up for the grind of active citizenship. They can be quite complex, because projects are rarely simple, often complicated, and occasionally complex.

So as well as not being taught, the skills, these also smack of control management, bureaucracy, technocracy gasp standards, gasp capitalism. Of course they have nothing to do with capitalism per se, which is a set of social relations and private ownership of the means of production. But people who don’t have project management skills and are nervous of other people who do, and when nervous, may smear project management as capitalistic or bureaucratic. 

The consequences of not having project management skills as your projects don’t get managed: if they do succeed, it’s more luck than good judgement. They use up loads of resources that are then not as easily available for future reference. So you’ve not done things efficiently, which cost morale and credibility. And generally, the chances are, that your group is not going to be able to sustain itself for the long haul.The solutions to this problem are one, just to respect project management as a thing. That doesn’t mean you have to buy into the whole ideology of a centre of hierarchical control of discipline and punish in the whole Foucault stuf. But it does mean that the members your group are familiar with and happy with Gantt charts,  Ishikawa of fish diagrams and some of the other basic tools, and that your group has at least explored the possibility of using project management software (waves at Asana).

Development Resources

Assessment Resources