Amplifying volunteer impact: Enabling others to make a difference

Although volunteers may not fit the mould of employees, effective volunteer management can help enhance the impact of social service agencies. This in turn strengthens the sector and ultimately delivers more rewarding outcomes for volunteers and those they serve. 

Volunteer manager Puspa Thangavelu, who helms research, engagement and volunteer management at the Singapore Muslim Women’s Association (PPIS), cited her experience with Shirley*, a 79-year-old senior who, despite her strong desire to volunteer, had some reservations. 

“Through ongoing interaction and a progressive increase in responsibilities, Shirley has become a passionate advocate for our cause,” recalled Ms Thangavelu.

Today, Shirley contributes her time to childminding, befriending and helping out at events. Recently, the once reticent lady assumed a prominent role as a PPIS ambassador at a volunteer recruitment booth. Her journey is a testament to the impact of thoughtfully considered volunteer management. 

“By engaging individuals purposefully, we can initiate a positive ripple effect that extends to those in need,” shared Ms Thangavelu.  

ALIGNING HER PROFESSION WITH HER PASSION

After more than two decades in the public and private sectors, Ms Thangavelu made her transition to social service in 2021. Her inspiration stemmed from her former role as a programme administrator, where she collaborated with international volunteers and experienced first-hand the profound effects of volunteerism.

“Becoming a volunteer manager wasn’t merely a professional transition,” she noted. “It involved aligning my career path with my passion to effect meaningful social change.”

As the pioneering volunteer manager at PPIS, Ms Thangavelu embarked on her mission by familiarising herself with the inner workings of its 17 centres. Her objective was to create a volunteer management framework and volunteer handbook, tailored to the needs of the organisation. 

“I proposed appointing volunteer coordinators at each centre to promote closer collaboration in addressing volunteer-related issues,” she recounted. 

To further align volunteer efforts with organisational objectives, Ms Thangavelu tapped into her broad-ranging expertise, applying skills that encompass strategic planning, event and project management, as well as resource allocation. 

She elaborated: “My public sector background provided me with a deep understanding of government policies while experience in marketing and communications helped me craft compelling recruitment campaigns to boost volunteer participation.”

Ms Thangavelu also benefitted from resources created by the National Council of Social Service (NCSS), such as the Volunteer Management Toolkit 2.0. 

The latter is a comprehensive manual that incorporates real-life reference cases and provides best practices for effective volunteer management. Furthermore, the toolkit supports customisation and adaptation, enabling organisations to leverage it to meet specific objectives.

“By consolidating all the necessary information in one place, the toolkit eliminates the need to consult multiple sources,” added Ms Thangavelu.  

CHAMPIONING VOLUNTEER MANAGEMENT

In September, Ms Thangavelu was appointed a NCSS volunteer management champion. The initiative aims to further empower experienced volunteer managers, equipping them with the ability to catalyse, influence and advocate for more effective volunteer management practices within the social service sector. 

In her expanded capacity, Ms Thangavelu now mentors new volunteer manager practitioners in the sector. She said: “It’s an honour to contribute to another person’s growth and development. Mentorship is a mutual exchange where I provide guidance while also gaining fresh perspectives from my mentee.”

Last year, Ms Thangavelu was given the opportunity to share her volunteer management experiences with chief executive officers, executive directors and board members at the NCSS Volunteer Management Leadership Series. She believes that by increasing awareness of the dedication of volunteer managers, senior leaders are more likely to provide support to the volunteer management team and volunteers within an organisation.

Underscoring the pivotal role of volunteers, Ms Thangavelu said: “Volunteers help bridge gaps and offer insights on societal challenges. They bring diverse skills, backgrounds and enthusiasm to the table, making them powerful catalysts for meaningful change.”

RECIPROCITY IN VOLUNTEERING

Ms Thangavelu highlights that volunteering not only benefits the community, but also encourages the holistic growth of volunteers. As a volunteer manager, she has witnessed how this can initiate a virtuous cycle of paying it forward. 

Benedine*, a former student at PPIS’s 7oaks Student Care Centre, used to observe the centre’s volunteers while they conducted workshops and programmes. In secondary school, Benedine embarked on her personal volunteering journey, devoting the subsequent eight years to being a facilitator at school holiday camps and playing an active role in the care centre’s events and activities.

It is stories like Benedine’s that make pursuing a career as a volunteer manager in the social service sector a deeply fulfilling endeavour, reflected Ms Thangavelu.

“An effective volunteer manager recognises that their success hinges on qualities such as empathy, patience and the ability to connect with a diverse community. Additionally, the expertise they bring to the table can significantly contribute to streamlining processes and fostering lasting change,” she shared.

Visit the National Council of Social Service’s Volunteer Resource Hub to learn more about volunteer management and sign up for event updates and resources. 

*Her preferred moniker.