Cross-sector volunteering infrastructure in times of crises

• In Event: Analyzing different layers of volunteer infrastructure in crisis and beyond

Abstract

In crisis situations volunteers make an important contribution to reducing the harm caused by the crisis event (Fernandez, Barbera, & van Dorp, 2006; Simsa et al. 2019). In such events often there is a short-term increase in the number of volunteers as a response to suddenly rising needs. Volunteering in times of crises is mainly sponteneous, an impulsive and unplanned type of volunteering (Harris et al., 2017). Volunteering in crises situations is dynamic and unstable and pose challenges to the effective management of volunteers. Core functions of volunteer management like selection, orientation, job design, training, and evaluation (Brudney & Meijs, 2009) needs to be adapted to changing conditions. Volunteering during crisis not only adds resources in times of need but also implies risks to the volunteers, to the clients, or to the organizations they volunteer with. Moreover, volunteers in crisis situations may cause insecurity, as their qualifications and motives are unknown, and they might be an obstacle to effective response to the crisis. (Fernandez, Barbera, & van Dorp, 2006). Thus, the literature suggests that volunteering during crisis requires the development of specific management infrastructures and tools (Harris et al, 2017).
The term 'infrastructure' commonly relates to fundamental and essential facilities, structures, processes and factors needed for the operation and function of a society or enterprise. We use this term to study a large-scale, national cross-sector partnership (CSP) designed to manage and coordinate volunteering during times of crises in Israel. The Center for Citizen Assistance was built in 2020 to manage and coordinate volunteer efforts during the Covid-19 crisis. It was reoperated in 2022 during the war between Ukraine and Russia (to coordinate volunteering efforts related to immigrants from the Ukraine) and in 2023 during the war between Israel and Gaza. The CSP included governmental ministries, local government, nonprofit and volunteer organizations and businesses. Drawing on interviews with core stakeholders involved in this CSP during the three crises, this study aims to explore different dimensions in the operation of the Center as the main national-level infrastructure of volunteer efforts in crises. These dimensions include the motives for joining the CSP, the processes involved in decision making, governance of the CSP, the mechanisms of volunteer management and the outcomes of its operation.
References
Brudney, J. L., & Meijs, L. C. P. M. (2014). Models of volunteer management: Professional volunteer program management in social work. Human Service Organizations: Management, Leadership & Governance, 38, 297-309.
Fernandez, L., Barbera, J., & Van Dorp, J. R. (2006). Spontaneous volunteer response to disasters: The benefits and consequences of good intentions. Journal of Emergency Management, 4(5), 57–68.
Harris, M., Shaw, D., Scully, J., Smith, C. M., & Hieke, G. (2017). The involvement/exclusion paradox of spontaneous volunteering: New lessons and theory from winter flood episodes in England. Nonprofit and Voluntary Sector Quarterly, 46, 352-371.
Simsa R., Rameder P., Aghamanoukjan A., Totter M. (2019). Spontaneous volunteering in social crises: Self-organization and coordination. Nonprofit and Voluntary Sector Quarterly, 48(2S), 103-122.

Authors

• Michal Almog-Bar, Hebrew University of Jerusalem

• Ronit Bar, Hebrew University