Author: Juan Francisco Dávila y Verdin

84 Weymouth Avenue, W5 4SB, London, United Kingdom

Email: juanfrancisco.davila@monaco.edu / davila_arg@hotmail.com
Linkedin: https://www.linkedin.com/in/juan-f-dávila-y-verdin/

Juan F. Dávila, a native of Santa Fe (1984, Argentina), BA (Hons.) in Global Politics and
International Relations from Birkbeck, University of London, is currently enrolled in the MBA
program at the International University of Monaco. He serves as a Senior Consultant Project
Manager in Strategic Partnership, Training, and Administration for TESH Invest, where he is a
Board Member of the company. He is also a Board member of the prestigious British San Martín
Institute (BSMI), where he serves as Communications and Events Manager. He is the author of
numerous academic essays, including Parliamentary System: 'The best alternative for newly
created states and future stronger democracies in the XXI century', and 'Why do states
commemorate past wars? Argentina and the United Kingdom commemorating the Malvinas /
Falklands War (2019)', ‘New (and not so new) perspectives about Humour and Management’,
(2020), among many others.

Community Development

Tackling Covid-19: How to ensure membership

retention and growth in volunteer organisations?
Juan Dávila, BA Global Politics and International Relations alumnus (returning to Birkbeck to
undertake an LLM in the next academic year), discusses strategic planning moving forward after the
pandemic crisis and thinking about the future.

By Juan F. Dávila

It is not a secret to many of you that in the last few months, during the pandemic crisis,
organisations regular routines and operations have been deeply affected. Rapid changes had to be
implemented in a very short time, these were intended to manage a wide range of challenges. We
can compare this to a boat in the middle of a storm. The most experienced mariners will argue that
it is certainly not the same to sail a boat with a map and a compass, then without.

Organisations run by and for volunteers are currently challenged because social distancing has
created unexpected issues, including radical changes in activities. This includes the governance and
decision-making processes, the collection of annual contribution fees, and extra administrative work
that needed coordination. On top of this, uncertainties, stress, and frustrations have potentially
affected the well-being of dedicated volunteers, also dealing with challenges at home.

Human nature is and has always been resilient. Probably most people will find on their family
stories, how their parents or grandparents showed bravery and temperance, fighting to survive
wars, natural catastrophes or other significant tragedies. From those stories, it is always inspiring to
listen to how in the darkest hours, they imagined and planned the future that they wanted to build
afterwards.

At the same time, opposite to resilience, is resistance to change. Although a contradictory and
natural human behaviour, this challenges people and organisations to question attitudes, practices
and processes. Moreover, volunteer organisations, as collective social constructions, have two
alternatives in looking to the future during difficult times: do something or do nothing. At this point,
an organisation has more chances to survive if it decides to do something, than if it chooses to do
nothing relying on the inherent stability of the context and external factors.

On that note, often with limited resources, volunteer organisations need to make sure that the
decisions taken are the right ones. In any case, being at home is also an opportunity to think, reflect
and get in contact by phone, email and online with members, especially with those that could be
struggling the most. An open, sincere, and constructive dialogue is essential.

Coming back to the example of the boat, and for those familiar with nautical and sailing terms, it is
vital to know how to use the tiller and the rudder. Furthermore, as a diagnosis exercise,
organisations must be able to recognise and list their strengthens, weaknesses, opportunities, and
threats. In marketing, this is called a SWOT analysis and helps to save time. It can undoubtedly
initiate those first conversations about membership retention and organisational growth.

After having done this first step, people and organisations often arrive at the preliminary conclusion
that the current dynamics of today’s ways of living make us prioritise the urgent over the important,
driving as acting forces of the decisions that we usually take. Volunteers retention and organisational
growth are secure when organisations have a well-defined roadmap. Moving ahead it is key to draft
a Strategic Development Plan.

To successfully navigate through the creative process, volunteer organisations need to think about
everything that they plan to do to achieve their objectives and goals. They can use what in
professional management is known as the SMART filters. The term SMART stands for SPECIFIC –
simple and sustainable -, MEASURABLE - and meaningful -, ACHIEVABLE – but also agreed and
ambitions -, REALISTIC – and relevant, while TIME-BOUND and trackable. These five concepts
currently help many organisations, profit and non-profit, to keep a solid organisational base that
serves to generate, assess and share their success.

Additionally, most organisations adopt cycles of 3-6-9 years to draft their Strategic Development
Plan, but other popular alternatives are cycles of 2-4-6 years and 1-3-5 years. In any case, periodical
appraisals, every three or six months, will help to measure the progress achieved through the
actions, activities and projects included on the Strategic Development Plan. It is strongly
recommended to volunteer organisations to seek external help to ensure relevance, efficiency and
transparency.

To develop a sustainable Strategic Development Plan, volunteer organisations with very experienced
human resources wanting to attract younger members, need to consider that young people come
with new and fresh ideas. The way and tone in which, the communications are presented to the
public often defines attractiveness and relevance and should present inviting and energy-driven
activities and projects. The use of technology is often a paradigmatic example of a much-appreciated
intergenerational dialogue.

Surprisingly, the re-allocation of already existing resources helps to achieve short-term goals, but
there are no magical solutions. An effective Strategic Development Plan has to be comprehensively
embraced with effective communication and teamwork at all levels of the organisation, leaving
room for improvements and adjustments when appraising progress periodically.

While staying at home and meeting virtually, simple ideas and activities can be included in the
Strategic Development Plan:

- Plan online activities which incentive members to interact, having fun and not only
discussing administrative businesses. Try to keep a balance. E.g., Cocktails evenings, quizzes,
virtual campfires, etc.

- Invite professionals in different fields to give a lecture or a talk online on a specific topic that
could eventually help the organisation.

- Update the brand, by designing a new website, drafting a new brochure or newsletter,
creating a new t-shirt or marketing stationary.

- Research for ideas, learning from what other similar organisations are doing not only around
the local community but also worldwide.

As many volunteer organisations are currently doing, the activities and projects included in the
Strategic Development Plan could be aligned with the United Nation's Sustainable Development
Goals. There are many ideas and videos available online to gain inspiration from!

And last, it is important always to remember that everybody wants to enjoy their time when
belonging to an organisation.