Spontaneous disaster volunteers: The great unmanaged resource

National disasters such as the terrorist attacks of 2001 and hurricanes in 2004 and 2005 have produced tremendous interest in spontaneous volunteerism, a situation that many organizations, agencies and businesses are ill prepared to deal with.

Spontaneous volunteers, also known as convergent, unaffiliated, or walk-ins, are not disaster responders. They are not associated with an emergency response organization or program and have not been formally trained. Yet, when there is a national call for help, spontaneous volunteers respond in large numbers, showing up at non-profits, government agencies, and even the human resource departments of their employers.

Unfortunately, many are surprised to learn that there is no plan to utilize them, no disaster response strategy in place or means to mobilize and integrate them into the disaster response effort. Often this extraordinary resource of time and talent goes untapped just when community need is greatest.

Even large traditional disaster responders like the American Red Cross, which manages more than 1.2 million volunteers nationally, know the challenge of spontaneous volunteer management. They understand that when you ask people to help, you must be prepared for a response. For example, more than 37 thousand previously unaffiliated volunteers participated in the Red Crossís 9/11 disaster response. However, the fact is that thousands of willing and well meaning albeit untrained and inexperienced volunteers can do more harm than good in a disaster.

Adequate systems and processes must be established before the disaster, for referrals, screening, training, placement and mobilization. Without them, a major influx of volunteers into an affected area with a compromised infrastructure, limited resources, potential danger, and an emotionally charged atmosphere will strain any organization, agency or business.

For organizations without active disaster volunteer programs that are interested in playing a role, a disaster volunteer protocol and a statement of understanding with a national responder such as the American Red Cross or Salvation Army may be the answer. If crafted carefully, this agreement can provide the standard operating procedures an organization needs to react quickly when disaster strikes. This is also true for corporations.

Some major corporations already have volunteer programs. These companies have been active disaster responders, donating equipment and financial assistance for years. Today, they are expanding their philanthropy to include employees who actively participate in disaster response. For those that do not, a well-managed corporate disaster volunteer program will help advance employeesí community awareness and provide businesses with an alternative opportunity to promote responsible corporate citizenship.

Nonprofits may need a disaster volunteer program that helps to train workers to deal more effectively with the challenges of long-term assignments. Other groups may prefer a plan to simply process and activate spontaneous volunteers.

Even organizations that have decided that disaster response is not part of their mission can benefit from establishing a sound volunteer referral network. Potential volunteers may come to you in times of emergency with offers to help. You may be losing a great opportunity by simply turning them away. If you have established a current and accurate referral process, it will link responders with agencies that are active on the disaster, help to promote your organization, and strengthen your community network.

The simple reality is that organizations and corporations that provide ways to prepare for and respond to disasters have an opportunity to build reputations, increase financial support, draw new constituents, and develop new partnerships. A feasibility study is the first step. This assessment should include:

• Determination of participation level
  
• Evaluation of current resources and needs
  
• Interviews with key internal and external constituents
  
• Recommendations for implementing a disaster volunteer program
  
• Presentations of findings to key leaders and staff