This reminds me somewhat of a program I recently rolled out for staff/volunteers driving company-owned vehicles. We already had a lot of people driving, but it was unclear who had actually done training. Without getting too much into the details, I required everyone to take the new, 30 minute, online course before they could drive. However, veteran drivers also had the option to test out of the training or present a recent training certificate (i.e. if they trained 6 months ago, they don't need to train again). Everyone got on board with it pretty well. I did a LOT of emailing, in person reminders, and some talking with managers to make sure no department was caught unawares.
Advice:
1. Start out by backing up and remembering what your org is about, how the volunteer dept supports that, and this system's role in this. Every significant project should start by keying in to the mission.
2. Consider how most of your volunteers line up into your current tiers. Can you just categorize them by start date? Can they self-assign? Is there a practical way to assess their skills? How significant are the risks which you need to avoid?
3. Messaging is huge. Give volunteers (and staff) advance notice that some type of change is coming. Once you've figured out the details, give them the information they need, the timeline, and especially an explanation. It should stay concise, yet informative enough that they feel respected and can get on board.
4. Think ahead about how every process (understanding what tier they are in, advancing tiers, knowing what they can/cannot do, getting a name badge, etc) will be clear for the volunteers and staff. Be organized, and think ahead about efficiency.
5. Consult at least one person with a different perspective than you, especially whose work intersects with what the volunteers do.
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James Pawlowicz
Humane Rescue Alliance
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