Training: Regularly train volunteers on handling emergencies, including basic first aid, communication. Clear Roles: Assign specific roles to each volunteer. This ensures that everyone knows their responsibilities and can act quickly during a crisis. Small Groups: Like you did when you were a volunteer, split the team into small groups. This makes tasks more manageable and reduces errors. Communication: Establish a clear communication plan. Ensure everyone knows how to contact each other and who to report to in case of an emergency. Regular Drills: Conduct regular emergency drills to ensure everyone is familiar with procedures and can react promptly. Feedback: After each drill or crisis, gather feedback to improve your plans and procedures.

First, let your team know that unforeseen issues/conflicts/crisis WILL come up. Develop a plan for how to quickly and clearly articulate these issues to team leaders and stakeholders. Instill the attitude that we are a team that rises and falls together in order to empower everyone to act when an issue comes up. The last thing you want is people feeling like a crisis is not their concern.

Ways that I've served organizational leadership well is to hold periodic missional clarification retreats so that everyone understands the short-term and long-term missions of the organization. When that happens, people can advance the goals and strategies of the institution as opportunities present themselves. That's good leadership, as people also understand and own the missional goals of the institution. Paul N. Anderson Professor of Biblical and Quaker Studies George Fox University, Newberg, OR 97132 Extraordinary Professor of Religion North-West University of Potchefstroom. South Africa

The training plays pivotal role in skill development, but it may never be monologue and I believe interactive training keeps trainees engaged, focused and learning skills.

Going over scenarios that may occur so preparing volunteers for anything that they may not have thought would happen. Be supportive, be available, be enthusiastic, use examples, and tell your volunteers they can achieve and do this task

We have a carefully planned experiential initial training programme covering a range of potential subjects and skills culminating in a final day where the trainees practice responding to example calls covering a range of issues. In addition we have weekly esends with updates and reminders, regular team meetings for sharing and mutual support, plus ongoing training sessions.

De las experiencias de trabajo en organizaciones con programas de voluntariado han sido efectivas estas estrategias: 1)Afianzar la mística en el equipo: ¿Quienes somos?; ¿Qué hacemos?; ¿Por quién lo hacemos?, ¿Qué fin tenemos?. 2)Fomentar la capacidad resolutiva en momentos de crisis. ¿Cuáles son tus capacidades? ¿Cómo contribuyen esas capacidades en las crisis? y lo más importante ¿Qué te afecta en una crisis? 3)Desarrollar ejercicios prácticos de simulación y juegos de roles con situaciones comunes y críticas. Frente a un problema diez soluciones, una solución diez oportunidades, entre más oportunidades más capacidades que reducen los problemas No todo problema es una crisis, más todo problema y crisis te dan una oportunidad de mejora

First of all the following would be considered as follows. 1. ( Before)Planning by looking at your inputs and outputs first. 2. During by conducting your volunteer training with all the requirements and efforts of your training where part of it is your output component must included. 3. Your volunteers executing your plan in the real life as your outcome and goal are achieved or not but there's a room for M& E to evaluate whether or not etc.