Member development plans are useful for participants in an array of settings. Considerations for staff include:
- Inspiring and motivating members throughout the span of the service term
- Dealing with an educationally diverse member population
- Integrating skill and educational training for this type of group
- Managing personal issues that arise for members
Steps to take when creating a member development plan include:
1. Consider specific parameters.
- Age: Some staff do not consider the developmental needs of their members. Members age 18-21 tend to be stubborn and idealistic; they are more likely to want to be in charge of everything. With this group it's important to empower members to take control of as many pieces of the program as possible. On the other hand, those over 25 years old tend to have more work experience and respond better to a program that resembles a typical workplace.
- Individual needs: Many members come to the program with specific needs. It's important to be aware of these needs and either determine a plan to meet them or be honest up front about the program's inability to meet them. While a diverse group of members has many benefits, it also presents challenges. It can be difficult to design a training session that adequately meets the needs of both PhD students and those who have not completed high school. Try to involve members in identifying their own needs. Individual development plans may be used to supplement the member development program provided sufficient staff support exists. Individual plans can be reviewed during the program year in one-on-one meetings.
- Motivation curve: New members in almost every service organization experience a similar "motivation curve." They begin the job excited and motivated, and inevitably become disillusioned and lose some motivation. This shift typically occurs anywhere from three to seven months into the term of service. The challenge isn't how to avoid the disillusionment, but to deal with it effectively as it arises. It's important to save some of your best member development ideas for implementation during this time, such as special events, retreats, or new activities.
2. Spread member development activities out over the year. This is a good way to meet the inevitable lulls in member motivation.
3. Hold a mid-year retreat. A mid-year retreat is an excellent opportunity to revitalize members while they are experiencing the disillusionment that hits most people during their first eight months after starting a new job. It is very important for program staff to keep track of the "pulse" of the corps and anticipate when the motivational lows will occur.
4. Create mini-courses. Offer smaller courses related to medical, social work, human services, or personal development issues that are tied to a certificate or award. Four or five trainings, with a few outside teachers or trainers, can be grouped to create a program-certified course. Programs can present actual certificates to members who complete the course, and members can use the credentials on resumes. It's also a great recruiting tool if a program can offer its own certifications in a number of different areas.
5. Supplement the program. Use existing workshops, lectures at local institutions of higher education, or other resources to supplement the member development program.
6. Schedule all-corps meetings. Schedule time for all-corps meetings, and put them in the member agreement; have clear expectations for the meetings and/or days of service.
7. Develop member committees. Establish committees for recruiting, discipline, mediation, retreats, and training. Provide training in how to chair a meeting, take minutes, and other related topics; provide leadership opportunities by allowing members to take turns serving as committee chair. Sessions can include conflict resolution, communication, leadership development, cultural diversity, AIDS awareness, current events, CPR, alcohol and drug education, and community involvement. Involve members in activities related to meeting the program's community service objectives.
8. Complete signature service projects. Signature projects engage local citizens in collective actions to create changes they desire in their community (Robinson & Meikle-Yaw, 2007). Try to integrate these one or two times per month. Give each member responsibility for developing the projects by rotating between project site or member committee.
9. Try service-learning. Establish clear connections of service to learning and member development.
10. Develop member contracts. Incorporate consistent policies and enforcement that provide a means for giving members feedback as well as allowing for feedback from them.
11. Look for outside opportunities. Find ways for members to serve on public advisory boards, task forces, and the like. These can be excellent mid-year opportunities for members to become more involved in the community and further raise the profile of the program; they can also be very motivating for members.
12. Involve members in training design. Involve members as much as possible in the design and implementation of training sessions. Often members will have better ideas than staff and will, through this empowerment process, take ownership of the program. This will also help relieve some of the staff's work burden.
13. Provide positive reinforcement and reflection opportunities. Interact with members according to where they are, not where you want them to be. Help members determine what motivates them by providing opportunities for structured reflection. Utilize positive peer pressure to give recognition and support, and encourage members to use each other as resources.
