In order to effectively manage volunteers, you need to first determine the objectives of the volunteer program, conduct a needs analysis, and develop the volunteer program budget. In addition, meeting managers should evaluate insurance needs for volunteers (as required in the Volunteer Protection Act of 1997) and assign a staff member to serve as the volunteer coordinator.

Communication is key to good volunteer management. A volunteer policy manual should be created to define volunteer roles and responsibilities (and chain of command) and spell out skill requirements. In addition:

• schedule regular meetings with clear agendas facilitated by staff and provide minutes of all meetings to volunteers
• offer access to listservs or intranet
• provide schedules (make sure to schedule 30 percent more volunteers than needed to allow for last-minute cancellations/no-shows)
• offer general direction/guidance
• let volunteers know what to do once task/assignment is completed
• communicate limits of authority
• convey procedures for reporting problems
• supply reimbursement policies, procedures, forms
• provide meals, refreshments, breaks, parking
• share industry- or meeting-specific information.

Recruiting, screening, and selecting volunteers are also important. Sign-up forms should include extensive information so that volunteers are aware of all requirements before they agree to volunteer. Make sure the following information is included:

• meeting sponsor organization's mission
• meeting/event goals and objectives
• volunteer opportunities
• interests/skills (to match to positions and understand volunteers' motivations)
• expectations
• job titles and descriptions
• performance expectations
• time and financial commitment required
• evaluation and recognition programs.

Interviews should be conducted with potential volunteers to ensure that they understand all expectations and can deliver on the responsibilities.

You must provide the tools for volunteers to succeed. Training should include an introductory forum and an in-depth orientation for the meeting as well as the specific responsibilities for each volunteer or group. Managing committees is very similar to managing volunteers; committees, however, have specific duties and tend to be more involved in the meeting than the volunteers who help with the logistical/operational aspects of the meeting.

You must recognize volunteers and committee members for their efforts, by holding a lunch or reception in their honor, giving them a small gift or meeting memento, publishing their names in the meeting program, and/or recognizing them at an event. Personal thank-you notes should be written to each volunteer, tailored to his/her specific contributions. The meeting manager should also evaluate the performance of volunteers and provide constructive feedback. Likewise, volunteers should be asked to evaluate their experience in order to help improve the project team management process in the future.

° Vicky Betzig, CMP, is president/owner of Meetings Industry Consulting and has more than 20 years of experience in managing meetings, conferences, conventions, trade shows, and events. She has extensive experience in the development, production, and facilitation of CMP study programs and is a nationally recognized trainer, presenter, and author (the co-recipient of PCMA's 2004 Author of the Year Achievement Award) on a variety of meeting management topics. She can be contacted at vabetzig@mindspring.com.

The Certified Meeting Professional (CMP) designation, the foremost certification program of today's meetings, conventions and expositions industry, recognizes those who have achieved the industry's highest standards of professionalism. Established in 1985 by the Convention Industry Council (CIC), the CMP credential was developed to increase the proficiency of meeting professionals in any component or sector of the industry.

The Program Committee: Super Volunteers

The program committee has the greatest impact on the meeting and requires the largest time commitment of any meeting-related committee. It is responsible for developing, analyzing, and designing the content of the meeting, working closely with the meeting sponsor's education and meeting management staff. Committee members tend to be a representative sampling of the association's overall membership. Many are subject matter experts, and typically all are experienced and knowledgeable about the meeting's industry. The committee is charged with identifying topics and speakers that address current industry trends and issues and draw attendance. Some of their responsibilities may include:

• reviewing and evaluating educational/potential speaker submissions and/or research abstracts
• researching new and emerging trends
• developing session descriptions and learner outcomes
• identifying potential speakers/presenters
• preparing speakers/presenters for their session(s)
• managing session introductions and room monitoring at the meeting
• reviewing completed post-meeting evaluations.

A more complete listing of responsibilities can be found on p. 120 of Professional Meeting Management, Fifth Edition (PMM5).

The program committee chair has a crucial role in the content of the meeting as well as the creation and management of the program committee, including:

• recruiting and managing committee members
• assisting staff in the development of meeting policies and procedures
• facilitating communication with the committee
• representing the meeting to other organizations, media, and the public
• chairing all committee meetings
• attending all sub-committee meetings and related meetings.

Communication with the program committee is most important. A complete program committee resource book should be created (for what to include, see p. 121 of PMM5).

A strong staff liaison (or possibly multiple staff liaisons) from the organization's education and/or meetings departments is also important when working with these "super volunteers."