The document outlines the volunteering policy and procedures for PMI Lebanon Chapter (PMILC). It defines volunteering and the benefits. It describes the mission statement of PMILC and emphasizes the importance of volunteer participation. It details the application process for volunteers and covers interviewing, placement, supervision, evaluations, record keeping, conduct, confidentiality, timesheets, rights and responsibilities of volunteers. It also addresses representation of the chapter, termination of volunteer service, dress code, recognition of volunteers, and corrective action. The document aims to provide structure for volunteer involvement with PMILC.
PMI Lebanon Chapter Volunteering policy and proceduresPMILebanonChapter
This document outlines the volunteering policy and procedures for the PMI Lebanon Chapter (PMILC). It defines volunteering and the benefits. It describes the PMILC mission statement. It details the application process, roles, coordination, recruitment, interviews, placement, supervision, evaluations, records, conduct, confidentiality, timesheets, rights and responsibilities, representation, service terms, dress code, time commitment, and recognition. It also covers corrective action and includes conflict of interest and confidentiality agreement attachments.
Presented during the 2017 First Area Council Meeting of JCI Metro Area
Paraiso ni Baste, Jan 14, 2017
Prepared by 2016 National Secretary General Walter Uy
Jcipea e.p.i.c. 2016 walter uy 01-14-17
PMI Lebanon Chapter Volunteering Policy and Procedures 2017-2018 v3 nkPMILebanonChapter
The document provides the volunteering policy and procedures for PMI Lebanon Chapter. It outlines 22 sections covering topics such as the definition of volunteering, benefits of volunteering, recruitment and placement of volunteers, roles and responsibilities of volunteers, conduct expectations, and corrective actions. The policy aims to maximize the productive use of volunteers and ensure clear guidelines are followed for all volunteer activities.
The document outlines policies for YUNA Tz's volunteer program. It defines volunteers and their roles, and establishes guidelines for volunteer management including recruitment, placement, training, supervision, and evaluation. The policies aim to effectively utilize volunteers while outlining their rights and responsibilities. The Volunteer Management Department coordinates the program and volunteer involvement is encouraged across the organization.
HR11-11-0 Volunteer Management and AdministrationSharon Messina
This document outlines Catholic Mission's procedures for recruiting and managing volunteers. It discusses defining volunteering and volunteers, the responsibilities of directors, volunteer coordinators, and volunteers. It also covers developing volunteer position descriptions, required background checks, and handling unfavorable check results. The purpose is to standardize the volunteer management process across Catholic Mission.
The Volunteer Maryland Coordinator position at Habitat for Humanity Choptank involves developing and implementing a volunteer program to engage volunteers in affordable home construction. The full-time, 11-month position receives a living stipend and education award. Duties include recruiting and supervising volunteers, maintaining records, developing outreach materials, and evaluating program goals. Applicants must pass a criminal background check and commit to 40 hours per week, with some evenings and weekends required. Training is provided over 20 days with monthly sessions throughout the term of service.
Fighting Hunger Together: The Basics of Volunteer ManagementVolunteerMatch
Modeled on our popular webinar The New Volunteer Manager’s Toolkit we’ll discuss all of the basic program components from volunteer handbooks to creating a comprehensive volunteer retention plan popular in volunteer engagement, but with a focus on the needs of hunger relief organizations. This webinar was originally designed for new volunteer managers, but even seasoned professionals can learn something new.
Need to know basics best practices in volunteer management 2008Mumbai Ngo
This document provides guidance on effectively managing volunteer programs. It begins with an overview of the basics of volunteer management and includes a checklist of best practices. Some key elements of effective volunteer management include planning, developing policies and procedures, recruiting volunteers, screening and placing volunteers, and providing orientation and training. The document provides details on each of these elements and offers best practices for carrying them out successfully. The goal is to help organizations develop and improve their volunteer programs to benefit both the organization and the community.
PMI Lebanon Chapter Volunteering policy and proceduresPMILebanonChapter
This document outlines the volunteering policy and procedures for the PMI Lebanon Chapter (PMILC). It defines volunteering and the benefits. It describes the PMILC mission statement. It details the application process, roles, coordination, recruitment, interviews, placement, supervision, evaluations, records, conduct, confidentiality, timesheets, rights and responsibilities, representation, service terms, dress code, time commitment, and recognition. It also covers corrective action and includes conflict of interest and confidentiality agreement attachments.
Presented during the 2017 First Area Council Meeting of JCI Metro Area
Paraiso ni Baste, Jan 14, 2017
Prepared by 2016 National Secretary General Walter Uy
Jcipea e.p.i.c. 2016 walter uy 01-14-17
PMI Lebanon Chapter Volunteering Policy and Procedures 2017-2018 v3 nkPMILebanonChapter
The document provides the volunteering policy and procedures for PMI Lebanon Chapter. It outlines 22 sections covering topics such as the definition of volunteering, benefits of volunteering, recruitment and placement of volunteers, roles and responsibilities of volunteers, conduct expectations, and corrective actions. The policy aims to maximize the productive use of volunteers and ensure clear guidelines are followed for all volunteer activities.
The document outlines policies for YUNA Tz's volunteer program. It defines volunteers and their roles, and establishes guidelines for volunteer management including recruitment, placement, training, supervision, and evaluation. The policies aim to effectively utilize volunteers while outlining their rights and responsibilities. The Volunteer Management Department coordinates the program and volunteer involvement is encouraged across the organization.
HR11-11-0 Volunteer Management and AdministrationSharon Messina
This document outlines Catholic Mission's procedures for recruiting and managing volunteers. It discusses defining volunteering and volunteers, the responsibilities of directors, volunteer coordinators, and volunteers. It also covers developing volunteer position descriptions, required background checks, and handling unfavorable check results. The purpose is to standardize the volunteer management process across Catholic Mission.
The Volunteer Maryland Coordinator position at Habitat for Humanity Choptank involves developing and implementing a volunteer program to engage volunteers in affordable home construction. The full-time, 11-month position receives a living stipend and education award. Duties include recruiting and supervising volunteers, maintaining records, developing outreach materials, and evaluating program goals. Applicants must pass a criminal background check and commit to 40 hours per week, with some evenings and weekends required. Training is provided over 20 days with monthly sessions throughout the term of service.
Fighting Hunger Together: The Basics of Volunteer ManagementVolunteerMatch
Modeled on our popular webinar The New Volunteer Manager’s Toolkit we’ll discuss all of the basic program components from volunteer handbooks to creating a comprehensive volunteer retention plan popular in volunteer engagement, but with a focus on the needs of hunger relief organizations. This webinar was originally designed for new volunteer managers, but even seasoned professionals can learn something new.
Need to know basics best practices in volunteer management 2008Mumbai Ngo
This document provides guidance on effectively managing volunteer programs. It begins with an overview of the basics of volunteer management and includes a checklist of best practices. Some key elements of effective volunteer management include planning, developing policies and procedures, recruiting volunteers, screening and placing volunteers, and providing orientation and training. The document provides details on each of these elements and offers best practices for carrying them out successfully. The goal is to help organizations develop and improve their volunteer programs to benefit both the organization and the community.
KAVCO VOLUNTEER LEADERSHIP MODULE TWO RETENTIONConnie Piggott
The Volunteer Leadership Training Series is a peer-to-peer program researched, complied and created through an initiative of KAVCO members. This series of training is focused on sharing the vital elements of leading volunteers.
Creating a volunteer connections program at your job centerColleen LaRose
The webinar discussed starting a Volunteer Connections Program (VCP) to address long-term unemployment. The VCP connects job seekers to volunteer opportunities for skills development and networking. It involves monthly workshops where participants complete questionnaires, learn about opportunities, and develop action plans. Quarterly exchange events introduce non-profits and volunteers. Over 200 people have participated, and testimonials show volunteers gain experience and non-profits find enthusiastic volunteers. The program is efficient and financially sustainable for addressing long-term unemployment through community-based volunteering.
This document outlines the volunteering policy of New Foundations H.E., which recognizes the important role of volunteers. It defines volunteering, sets values of respect and support for volunteers, and addresses volunteer recruitment, training, expenses, and resolving issues. The policy applies to all volunteers and staff and is reviewed annually to meet needs.
This document outlines the volunteering policy of New Foundations H.E., which recognizes the important role of volunteers. It defines volunteering, commits to involving volunteers appropriately, and ensures volunteers have support and training. The policy addresses volunteer recruitment, rights and responsibilities, expenses, and resolving issues to facilitate positive volunteer experiences.
This document outlines the volunteering policy of New Foundations H.E., which recognizes the important role of volunteers and is committed to involving them in meaningful positions. It defines volunteering, sets expectations for both volunteers and the organization, and addresses issues like recruitment and selection of volunteers, training, expenses, and resolving disputes. The policy aims to develop volunteering in a way that benefits both volunteers and New Foundations H.E. Jayne Palmer is responsible for managing the organization's volunteers.
The document provides information on the Volunteer Probation Aide (VPA) Program of the Philippine Probation Administration (PPA). The VPA Program aims to generate maximum community involvement in offender rehabilitation and prevention of crime. It allows for supervision of offenders at less cost to the government. Presidential Decree No. 968 and Executive Order No. 468 provide the legal basis for the VPA Program and mandate coordination between government agencies and NGOs. The duties of VPAs include supervising up to 5 clients, submitting monthly reports, and acting as a counselor, resource, and role model within their communities.
The document provides information on the Volunteer Probation Aide (VPA) Program of the Philippine Probation Administration (PPA). The VPA Program aims to generate maximum citizen participation in the rehabilitation of offenders and administration of criminal justice. VPAs are volunteers who serve as supervisors to probationers to help facilitate their reintegration into society at a lower cost than full-time paid staff. The duties of VPAs include offering guidance, counseling, and job placement assistance to probationers. VPAs are required to undergo training and are appointed for a term of two years, during which they submit monthly reports and are supervised by PPA officers.
This volunteer coordinator position is a full-time AmeriCorps position located at the Wicomico County Free Library in Maryland. The coordinator will develop and implement a volunteer program to recruit volunteers to provide homework help, adult education assistance, and job search support at the library. Duties include developing recruitment and training materials, recruiting and supervising volunteers, and maintaining records. The position requires skills in program development, communication, and volunteer management.
This document discusses trends in volunteering and skills needed for volunteer management. Regarding trends, it notes that the aging baby boomer population will increase opportunities for volunteering. Mobile technology is changing how volunteers are engaged, recruited, and trained. Millennials and businesses are also increasingly interested in volunteering. Key skills for volunteer management include ensuring a positive experience, understanding volunteers' motivations, providing ongoing training and recognition, communicating clearly, and building relationships with volunteers. Relationship building is emphasized as vital for supporting and retaining volunteers.
The document provides guidelines for ICAP members participating in fundraising activities. It states that funds raised must be designated for a specific program in order to count fundraising hours toward service hours. General operating funds do not qualify. Fundraising is defined as any activity that pursues or receives revenues, while capacity building that indirectly supports revenue is not considered fundraising. Fundraising cannot be used for living allowances or general operating expenses, and must be less than 10% of service hours. Fundraising can support program delivery, community needs, or provide sustained services after a member's term of service. Members should contact supervisors if unsure if an activity qualifies as fundraising. The guidelines do not supersede policies in member service agreements.
The document outlines the position of Manager for Sunshine 60 & Better Group Inc. The Manager will oversee the delivery of services to seniors, supervising 1 full-time and 1 part-time employee as well as 8 volunteers. Responsibilities include administrative and financial management, service planning and evaluation, staff and volunteer management, and public relations. The ideal candidate holds a Bachelor's degree in Social Science and has experience managing organizations and delivering services to seniors.
The Urban League of Chattanooga is implementing the UYEP RISE program to serve 100 youth ages 14-24. The program will provide workforce readiness training, occupational skills training, mentoring, educational support, and wraparound services. Participants must be currently or formerly involved in the juvenile justice system. The program aims to help participants obtain jobs, education credentials, and prevent recidivism through its comprehensive services.
A PRAGMATIC REVIEW TO STUDY THE ROLE OF VOLUNTEERS IN A NON-PROFIT ORGANIZATIONpaperpublications3
Abstract: The presence of volunteers in a non-profit organization is considered extremely important. It significantly helps in building the organizational strength of the establishment. Enhanced numbers of volunteers in an organization significantly enhances it reach towards the communities. The review study elaborates the protocols implemented during the phase of advertisements, recruitment and allotment of tasks etc. It also enlightens upon the effective strategies and maneuvers that could be implemented for viable management of the volunteers. The committees are bodies appointed within an organization so as to focus upon different sectors i.e. recruitment, human resource, administration, public relation etc. The responsibilities and duties of the committees and the administrative chair in an organization are also described briefly. The main aim of the review study is to effectively elaborate the role, functioning and importance of a volunteer in a non-profit organization, effectively define its benefits and impact upon the society.
This document discusses social welfare administration. It covers the importance of social welfare administration, functions like determining goals and policies, areas of administration like organization and planning, and principles such as meeting community needs. It also discusses personal policies, the responsibilities of executives, orientation and training, evaluation purposes and types, and report writing. The overall purpose is to explain how social welfare programs are administered effectively.
The document outlines HOPE Collaborative's community engagement process and resources for residents of Oakland. It describes HOPE's 3-phase resident engagement process aimed at leadership development and increasing civic participation. It also details HOPE's community involvement stipend program, which provides $120/month for residents who commit 7+ hours to HOPE activities. The Leadership Institute is a 12-session advanced training to further develop residents' leadership skills in areas like policy advocacy and community organizing.
Canadian Archivists are not longer allowed to freely speak to the public unless their message is approved by the government. This presentation was sent to me in confidence by an archivist.
Thank you for taking the comprehension quiz. I hope this orientation has provided you with the necessary information to feel prepared in your role as a volunteer at the Don Moyer Boys & Girls Club. Please let me know if you have any other questions!
Micro Credit Finnancing To The Poor And Underprivileged People Of Nepaluttamrregmi
Microcredit provides small loans and other financial services to poor and disadvantaged individuals, especially women, who lack access to traditional banks. Key strategies for microcredit programs include: 1) lending only to individuals who join microcredit groups to encourage repayment; 2) not requiring collateral; 3) threatening to cut off loans to an entire group if one member defaults; 4) requiring short repayment periods to encourage timely payments. The document also recommends providing business training, recording group meetings, and establishing youth programs to support long-term sustainability of microcredit initiatives.
A PRAGMATIC REVIEW TO STUDY THE ROLE OF VOLUNTEERS IN A NON-PROFIT ORGANIZATIONpaperpublications3
Abstract: The presence of volunteers in a non-profit organization is considered extremely important. It significantly helps in building the organizational strength of the establishment. Enhanced numbers of volunteers in an organization significantly enhances it reach towards the communities. The review study elaborates the protocols implemented during the phase of advertisements, recruitment and allotment of tasks etc. It also enlightens upon the effective strategies and maneuvers that could be implemented for viable management of the volunteers. The committees are bodies appointed within an organization so as to focus upon different sectors i.e. recruitment, human resource, administration, public relation etc. The responsibilities and duties of the committees and the administrative chair in an organization are also described briefly. The main aim of the review study is to effectively elaborate the role, functioning and importance of a volunteer in a non-profit organization, effectively define its benefits and impact upon the society.
Keyword:Administration, Committee, Non-profit organization, Recruitment, Training, Volunteer.
The document outlines the roles and responsibilities of various coordinator positions in a BNI chapter. It discusses the roles of the President, Vice President, Secretary/Treasurer, Chapter Growth Coordinator, Application Review Coordinator, Mentor Coordinator, Attendance Coordinator, Referral Quality & Check Coordinator, and Educational Coordinator. It provides details on the tasks and goals of each position, such as running meetings, tracking attendance and referrals, onboarding new members, and providing weekly education.
This newsletter provides updates from the PMI Lebanon Chapter for the third quarter of 2021. It includes summaries of the monthly talks held in July, August, and September. It also announces an upcoming conference in November on empowering change makers through project management. Additional articles discuss the chapter's volunteering activities, participation in an international webinar, welcoming of new members, member testimonials, an interview with a youth member, and announcements of PMI global events and certification updates.
The document provides lessons learned from serving as VP of Professional Development for the PMI Lebanon Chapter over 4 years, including establishing credibility through actions, maintaining high quality standards, recognizing that teamwork may not always be fully committed, and leveraging the chapter experience to experiment with ideas and influence decisions. It also encourages incoming board members to focus on consistency, networking within the community, and not expecting full support from all volunteers.
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KAVCO VOLUNTEER LEADERSHIP MODULE TWO RETENTIONConnie Piggott
The Volunteer Leadership Training Series is a peer-to-peer program researched, complied and created through an initiative of KAVCO members. This series of training is focused on sharing the vital elements of leading volunteers.
Creating a volunteer connections program at your job centerColleen LaRose
The webinar discussed starting a Volunteer Connections Program (VCP) to address long-term unemployment. The VCP connects job seekers to volunteer opportunities for skills development and networking. It involves monthly workshops where participants complete questionnaires, learn about opportunities, and develop action plans. Quarterly exchange events introduce non-profits and volunteers. Over 200 people have participated, and testimonials show volunteers gain experience and non-profits find enthusiastic volunteers. The program is efficient and financially sustainable for addressing long-term unemployment through community-based volunteering.
This document outlines the volunteering policy of New Foundations H.E., which recognizes the important role of volunteers. It defines volunteering, sets values of respect and support for volunteers, and addresses volunteer recruitment, training, expenses, and resolving issues. The policy applies to all volunteers and staff and is reviewed annually to meet needs.
This document outlines the volunteering policy of New Foundations H.E., which recognizes the important role of volunteers. It defines volunteering, commits to involving volunteers appropriately, and ensures volunteers have support and training. The policy addresses volunteer recruitment, rights and responsibilities, expenses, and resolving issues to facilitate positive volunteer experiences.
This document outlines the volunteering policy of New Foundations H.E., which recognizes the important role of volunteers and is committed to involving them in meaningful positions. It defines volunteering, sets expectations for both volunteers and the organization, and addresses issues like recruitment and selection of volunteers, training, expenses, and resolving disputes. The policy aims to develop volunteering in a way that benefits both volunteers and New Foundations H.E. Jayne Palmer is responsible for managing the organization's volunteers.
The document provides information on the Volunteer Probation Aide (VPA) Program of the Philippine Probation Administration (PPA). The VPA Program aims to generate maximum community involvement in offender rehabilitation and prevention of crime. It allows for supervision of offenders at less cost to the government. Presidential Decree No. 968 and Executive Order No. 468 provide the legal basis for the VPA Program and mandate coordination between government agencies and NGOs. The duties of VPAs include supervising up to 5 clients, submitting monthly reports, and acting as a counselor, resource, and role model within their communities.
The document provides information on the Volunteer Probation Aide (VPA) Program of the Philippine Probation Administration (PPA). The VPA Program aims to generate maximum citizen participation in the rehabilitation of offenders and administration of criminal justice. VPAs are volunteers who serve as supervisors to probationers to help facilitate their reintegration into society at a lower cost than full-time paid staff. The duties of VPAs include offering guidance, counseling, and job placement assistance to probationers. VPAs are required to undergo training and are appointed for a term of two years, during which they submit monthly reports and are supervised by PPA officers.
This volunteer coordinator position is a full-time AmeriCorps position located at the Wicomico County Free Library in Maryland. The coordinator will develop and implement a volunteer program to recruit volunteers to provide homework help, adult education assistance, and job search support at the library. Duties include developing recruitment and training materials, recruiting and supervising volunteers, and maintaining records. The position requires skills in program development, communication, and volunteer management.
This document discusses trends in volunteering and skills needed for volunteer management. Regarding trends, it notes that the aging baby boomer population will increase opportunities for volunteering. Mobile technology is changing how volunteers are engaged, recruited, and trained. Millennials and businesses are also increasingly interested in volunteering. Key skills for volunteer management include ensuring a positive experience, understanding volunteers' motivations, providing ongoing training and recognition, communicating clearly, and building relationships with volunteers. Relationship building is emphasized as vital for supporting and retaining volunteers.
The document provides guidelines for ICAP members participating in fundraising activities. It states that funds raised must be designated for a specific program in order to count fundraising hours toward service hours. General operating funds do not qualify. Fundraising is defined as any activity that pursues or receives revenues, while capacity building that indirectly supports revenue is not considered fundraising. Fundraising cannot be used for living allowances or general operating expenses, and must be less than 10% of service hours. Fundraising can support program delivery, community needs, or provide sustained services after a member's term of service. Members should contact supervisors if unsure if an activity qualifies as fundraising. The guidelines do not supersede policies in member service agreements.
The document outlines the position of Manager for Sunshine 60 & Better Group Inc. The Manager will oversee the delivery of services to seniors, supervising 1 full-time and 1 part-time employee as well as 8 volunteers. Responsibilities include administrative and financial management, service planning and evaluation, staff and volunteer management, and public relations. The ideal candidate holds a Bachelor's degree in Social Science and has experience managing organizations and delivering services to seniors.
The Urban League of Chattanooga is implementing the UYEP RISE program to serve 100 youth ages 14-24. The program will provide workforce readiness training, occupational skills training, mentoring, educational support, and wraparound services. Participants must be currently or formerly involved in the juvenile justice system. The program aims to help participants obtain jobs, education credentials, and prevent recidivism through its comprehensive services.
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Abstract: The presence of volunteers in a non-profit organization is considered extremely important. It significantly helps in building the organizational strength of the establishment. Enhanced numbers of volunteers in an organization significantly enhances it reach towards the communities. The review study elaborates the protocols implemented during the phase of advertisements, recruitment and allotment of tasks etc. It also enlightens upon the effective strategies and maneuvers that could be implemented for viable management of the volunteers. The committees are bodies appointed within an organization so as to focus upon different sectors i.e. recruitment, human resource, administration, public relation etc. The responsibilities and duties of the committees and the administrative chair in an organization are also described briefly. The main aim of the review study is to effectively elaborate the role, functioning and importance of a volunteer in a non-profit organization, effectively define its benefits and impact upon the society.
This document discusses social welfare administration. It covers the importance of social welfare administration, functions like determining goals and policies, areas of administration like organization and planning, and principles such as meeting community needs. It also discusses personal policies, the responsibilities of executives, orientation and training, evaluation purposes and types, and report writing. The overall purpose is to explain how social welfare programs are administered effectively.
The document outlines HOPE Collaborative's community engagement process and resources for residents of Oakland. It describes HOPE's 3-phase resident engagement process aimed at leadership development and increasing civic participation. It also details HOPE's community involvement stipend program, which provides $120/month for residents who commit 7+ hours to HOPE activities. The Leadership Institute is a 12-session advanced training to further develop residents' leadership skills in areas like policy advocacy and community organizing.
Canadian Archivists are not longer allowed to freely speak to the public unless their message is approved by the government. This presentation was sent to me in confidence by an archivist.
Thank you for taking the comprehension quiz. I hope this orientation has provided you with the necessary information to feel prepared in your role as a volunteer at the Don Moyer Boys & Girls Club. Please let me know if you have any other questions!
Micro Credit Finnancing To The Poor And Underprivileged People Of Nepaluttamrregmi
Microcredit provides small loans and other financial services to poor and disadvantaged individuals, especially women, who lack access to traditional banks. Key strategies for microcredit programs include: 1) lending only to individuals who join microcredit groups to encourage repayment; 2) not requiring collateral; 3) threatening to cut off loans to an entire group if one member defaults; 4) requiring short repayment periods to encourage timely payments. The document also recommends providing business training, recording group meetings, and establishing youth programs to support long-term sustainability of microcredit initiatives.
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Abstract: The presence of volunteers in a non-profit organization is considered extremely important. It significantly helps in building the organizational strength of the establishment. Enhanced numbers of volunteers in an organization significantly enhances it reach towards the communities. The review study elaborates the protocols implemented during the phase of advertisements, recruitment and allotment of tasks etc. It also enlightens upon the effective strategies and maneuvers that could be implemented for viable management of the volunteers. The committees are bodies appointed within an organization so as to focus upon different sectors i.e. recruitment, human resource, administration, public relation etc. The responsibilities and duties of the committees and the administrative chair in an organization are also described briefly. The main aim of the review study is to effectively elaborate the role, functioning and importance of a volunteer in a non-profit organization, effectively define its benefits and impact upon the society.
Keyword:Administration, Committee, Non-profit organization, Recruitment, Training, Volunteer.
The document outlines the roles and responsibilities of various coordinator positions in a BNI chapter. It discusses the roles of the President, Vice President, Secretary/Treasurer, Chapter Growth Coordinator, Application Review Coordinator, Mentor Coordinator, Attendance Coordinator, Referral Quality & Check Coordinator, and Educational Coordinator. It provides details on the tasks and goals of each position, such as running meetings, tracking attendance and referrals, onboarding new members, and providing weekly education.
Similar to PMILC volunteering policy and procedures (20)
This newsletter provides updates from the PMI Lebanon Chapter for the third quarter of 2021. It includes summaries of the monthly talks held in July, August, and September. It also announces an upcoming conference in November on empowering change makers through project management. Additional articles discuss the chapter's volunteering activities, participation in an international webinar, welcoming of new members, member testimonials, an interview with a youth member, and announcements of PMI global events and certification updates.
The document provides lessons learned from serving as VP of Professional Development for the PMI Lebanon Chapter over 4 years, including establishing credibility through actions, maintaining high quality standards, recognizing that teamwork may not always be fully committed, and leveraging the chapter experience to experiment with ideas and influence decisions. It also encourages incoming board members to focus on consistency, networking within the community, and not expecting full support from all volunteers.
This newsletter provides information about the activities of the PMI Lebanon Chapter over the past quarter. It includes:
- Details about the chapter's volunteering efforts to support rebuilding after the Beirut blast through organizations like OffreJoie and the Lebanese Red Cross. This involved construction work and an MS Dynamics project.
- Announcements about monthly talks held over the summer on topics like growth mindset and leading through crisis.
- Highlights of the chapter's participation in a virtual regional leadership meeting.
- Introduction of a new "Meet Our Members" page on the chapter website featuring member testimonials.
- Interviews and thoughts from chapter members about their roles and experience with project
The document is a newsletter from the Project Management Institute (PMI) Lebanon Chapter that provides updates on chapter activities from April to June 2020, including monthly speaker events held virtually, member spotlights and testimonials, statistics on chapter membership and credentials, and an interview with a long-time chapter member discussing how project management certification has helped advance his career over 20 years.
The document is a newsletter from the PMI Lebanon Chapter providing updates on activities from Q1 2020. It includes summaries of monthly talks on topics like project management in crisis situations and agile methodologies. It also discusses focus groups held on managing resistance to change and leveraging crises. Additionally, it welcomes new chapter members and provides statistics on membership growth. In light of the COVID-19 pandemic, events moved to virtual formats to continue engaging the project management community.
This newsletter provides information about events and activities from the PMI Lebanon Chapter in the fourth quarter of 2019. It includes greetings from chapter leadership, summaries of the November and December monthly talks, news about chapter participation in external events, upcoming professional development activities, statistics on chapter membership, profiles of members, an interview with a member, and notices of global PMI events. The newsletter aims to keep members informed and engaged with the local project management community.
I, project manager, The rise of artificial intelligence in the world of proje...PMILebanonChapter
Mr. Hani Hmede delivered a lecture with PMI Lebanon Chapter in December 2019 about: I, the project manager - the rise of artificial intelligence in the world of project management.
Ms. Rima Antonios was the speaker with PMI Lebanon Chapter for November 2019 and delivered a lecture about the Hidden Insurance Policies in Projects.
PMI Lebanon Chapter Monthly Talk
The document provides information about the PMI Lebanon Chapter newsletter for the third quarter of 2019, including a word from the chapter VP of volunteers, summaries of monthly talks on topics like coaching and project quality assurance, upcoming events like the Professional Development Day, statistics on chapter members and credentials, profiles of select members, and an interview with a member on how she applies project management skills in her life. The newsletter aims to keep members informed about chapter activities and professional development opportunities.
Khatib & Alami implemented an Audit KPI Tool to maximize project quality and profitability through project audits. The tool evaluates audit results against key metrics like non-compliances, process improvements, and financial performance. An analysis found that after implementing the tool, the number of non-compliances decreased by 40%, the percentage of profitable projects increased by 16%, and the number of process improvements identified each quarter increased. The Audit KPI Tool helped improve several aspects of project quality and management.
This document discusses the importance of soft skills and coaching for project managers. It argues that soft skills, which include communication, teamwork, and leadership, are the missing link in project management. While technical skills are important, soft skills allow project managers to interact effectively with others, which they spend 80% of their time doing. Coaching helps project managers develop soft skills like listening, asking questions, and empowering their teams. The document provides examples of soft skills and coaching techniques from the PMBOK Guide. It also describes a self-development workshop that would help people enhance their soft skills and become better coaches and managers.
The document is a newsletter from the Project Management Institute (PMI) Lebanon Chapter covering the second quarter of 2019. It includes the following highlights:
- A welcome message from the VP of Marketing discussing the value of volunteering with PMI Lebanon Chapter and contributing skills to help others.
- An announcement that PMI Lebanon Chapter achieved the maximum reimbursement level in PMI's Chapter Guest Pass program, earning membership in the 500 Club for 2019.
- A summary of PMI Lebanon Chapter's participation in PMI's 50th anniversary Global Celebration of Service, contributing over 85 hours of community service to United Nations sustainable development goals.
- Overviews of the monthly talks held in April, May,
Among the learning objectives:
A. Crypto-currencies :
• The definition, history and evolution of the thousands of
crypto-currencies in the market, with their pros and
cons.
• Getting, mining and trading using cryptocurrencies.
• The legal status of this new technology in Lebanon and
different countries of the world.
• The possible future of crypto-currencies.
B. Blockchain :
• The technology behind crypto-currencies : concepts,
history, security, pros and cons.
• Examples and case studies of Blockchain applications.
C. ICOs :
• A new way for raising capital for companies and start-
ups.
• History and ICO phases.
Leading Millennials in a project context by Mr Charbel AzarPMILebanonChapter
Mr. Charbel Azar was the speaker for the month of April in PMI Lebanon Chapter where he discussed "Leading Millennials in a project context"
Among the talking points:
- The different generations at the workplace today and characteristics of each
- What makes the Millennials so special to lead and manage?
- How to adapt your managerial and leadership style to suit Millennials.
The Known Unknown - Importance of Project Risk Management by Mr Wissam YaacoubPMILebanonChapter
Mr. Wissam Yaccoub delivered a talk to PMI Lebanon Chapter about The Known Unknown - Importance of Project Risk Management in March 2019.
Among the Talking Points & Agenda:
Risk tolerance and uncertainty
Risk assessment game
Risk culture in life and organizations
Project risk management processes
How to plan, identify, and analyze risk
Uplifted risk register template
Group risk exercise
The document provides information about the PMI Lebanon Chapter newsletter for the first quarter of 2019. It includes the following key points:
- Word from the new PMI Lebanon Chapter president welcoming members and discussing PMI's 50th anniversary celebrations and commitment to social good.
- Updates on chapter events including monthly talks on various PM topics, participation in the Asia Pacific LIM conference, and new member orientations.
- Recognition of two chapter members appointed to roles with PMI global, and profiles of several chapter members.
- Announcements of new PMI leadership and information on international PMI events.
- A short article summary about the importance of ethics in project management.
Values - Applying Emotional Intelligence Concepts in a Project Environment by...PMILebanonChapter
Participants had an overview of emotional intelligence, followed by an in-depth dive into behavioral personality styles and a tool for managing emotions in a project environment. Participants were also able to identify their behavioral type along with others in order to achieve better agreements, understandings and results.
Behavioral styles 2019 - Applying Emotional Intelligence Concepts in a Proj...PMILebanonChapter
Participants had an overview of emotional intelligence, followed by an in-depth dive into behavioral personality styles and a tool for managing emotions in a project environment. Participants were also able to identify their behavioral type along with others in order to achieve better agreements, understandings and results.
"so you think you know the code" by Mrs. Gretta KelziPMILebanonChapter
In February 2019; Mrs. Gretta Kelzi delivered a lecture "so you think you know the code". Among the Learning Objectives:
* Comparatively quick and high-level overview of PMI’s Code of Ethics and Professional Conduct
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PMILC volunteering policy and procedures
1. PMI® Lebanon Chapter
1
PMI LEBANON CHAPTER
STANDARD OPERATING PROCEDURE
SOP NO.
PMI-LC-003-01-18
Revision#01
Page No.
1 of 10
Effective
Date: Mar 5th
2018
TITLE:
Volunteering Policy and Procedures
Superseded
Date : None
Prepared by Date
VP Governance 5 Dec. 2017
Approved By Date
Board 22 Jan. 2018
Revised By Date
Secretary General 28 Feb. 2018
Approved By Date
Board 5 Mar. 2018
Revised By Date Approved By Date
Revised By Date Approved By Date
Revised By Date Approved By Date
Attachment 01: Conflict of Interest Agreement
Attachment 02: Confidentiality and Records Compliance Agreement
Document History
Changes to this policy are made as necessary under the direction of the author, checker and approver. The
change log describes new topics and other changes:
Revision Date Remarks
00 5 December 2017 Draft Document For board review
01 22 January 2018 Revised by board approved
02 28 February 2018 Final Revision approved by board
Policy Distribution
This policy applies to all board members and will be distributed as directed.
2. PMI® Lebanon Chapter
2
1. Definition of Volunteering
A Volunteer is a person who performs a task at the direction of and on behalf of the PMILC without
compensation or expectation of compensation beyond Professional Development Units (PDUs). A
volunteer must be officially accepted and enrolled by the PMILC prior to performing and
completing the assigned task.
2. Benefits of Volunteering
Volunteering activities not only serve PMILC, but also make a positive difference to the volunteer
by:
Earning Professional Development Units (PDUs),
Meeting project managers and stakeholders in the local area, and networking with peers,
Maintaining connections with those involved in PMILC,
Learning and applying project management skills,
Enhancing the volunteer professional and communication skills (writing, presentation,
leadership, etc.),
Helping the community and gaining insight into community issues,
Contributing to the volunteer areas of interest and expertise,
Gaining job experience,
Improving self-esteem and confidence,
As an additional benefit, Opportunities are continuously updated in PMI VRMS system.
3. PMI Lebanon Chapter (PMILC) Mission Statement
Providing support and applying engagement in the field of continuous education and self-
improvement for current and future project managers in Lebanon while promoting the community
of PMI Lebanon chapter (PMILC) to make it grow and evolve.
The goals of PMILC are best achieved by the active participation of volunteers. It is recognized that
volunteers play a very important role in our organization and their efforts contribute to the overall
success in the PMILC.
3. PMI® Lebanon Chapter
3
Volunteers willing to offer their services to PMILC will receive a response to their proposal within
72 hours. The involvement of volunteers in PMILC is highly encouraged and supported.
4. Volunteering Application
To express your interest, please go to Volunteer Resource Management System (VRMS) -
https://authentication.pmi.org/?r=https://vrms.pmi.org/, submit your information, and apply to
an open Volunteer position. The more information provided, the better the chance of being
matched to a position quickly. Open positions are published on PMI VRMS system.
Your application will be reviewed by the VP of Volunteers, responsible for Volunteering
Coordination and Operations, or by other members of the Board. The VP of Volunteers, or
Operational area VP will contact you to discuss about the opportunity.
If you have any other questions, you can contact VP of Volunteers via e-mail at
volunteers@pmilebanonchapter.org.
5. Role
The role of a Volunteer will be clearly defined in the Volunteer Position in PMI VRMS. In every
situation where a volunteer is needed, an agreed statement of tasks will be provided. Volunteers
are required to be adequately prepared for the volunteer assignments with the understanding of
the defined expectations of the role. Specific activities will be identified for which a volunteer can
take responsibility.
6. Volunteering Coordination and Operations
The productive utilization of volunteers requires a planned and organized effort. The VP of
Volunteers shall bear primary responsibility for effective volunteer utilization, for assisting staff in
identifying productive and creative volunteer roles, for reporting and for tracking and evaluating
(as applicable) the contribution of volunteers to the PMILC, for maintaining liaison with other
volunteer-utilizing programs within the PMILC and assisting in community-wide efforts to
recognize and promote volunteering. Each Operational area VP shall bear primary responsibility
of hiring their own volunteers.
The board member supervising the volunteers is responsible for maintaining regular
communication with the VP of volunteers on the status of volunteers. The VP of volunteers is
responsible for the timely provision of all necessary on line paperwork using VRMS. The VP of
Volunteers should be informed immediately of any substantial change in the work or status of a
volunteer and the PMILC board should be consulted in advance before any corrective action is
taken.
4. PMI® Lebanon Chapter
4
7. Recruitment and Placement
Volunteers shall be recruited by PMILC on a pro-active basis, with the intent of broadening and
expanding the volunteer involvement within the community. Volunteers shall be recruited
without regard to gender, physical disability, age, race or other condition (as per chapter policy).
The sole qualification for volunteer recruitment shall be suitability to perform a task on behalf of
the PMILC, and if a requirement of the position , a member of PMILC and an active PMI member
and PMILC also. Volunteers may be recruited through either an interest in specific functions or
through a general interest in volunteering which will later be matched with a specific function.
No final acceptance of a volunteer shall take place without a specific and clear written volunteer
position description for that volunteer.
8. Interviewing
Prior to being assigned or appointed to a position, all volunteers will be interviewed by the PMILC
requesting the volunteer resources to ascertain their suitability and interest for that position. The
interview should determine the qualifications of the volunteer, the commitment to fulfill the
requirements of the position, and answer any questions that the volunteer might have about the
position. Interviews may be conducted either in person or by other means.
9. Placement
The placement of a volunteer in a position should be based on the interests and capabilities of
the volunteer and to the requirements of the volunteer position. No placement shall be made
unless the requirements of both the volunteer and the supervising staff can be met: no volunteer
should be assigned to a ‘make-work’ position and no position should be given to an unqualified
or uninterested volunteer.
10. Supervisor Requirement
Each volunteer who is accepted to a position within the PMILC must have a clearly identified
supervisor who is responsible for direct management of the work of the volunteer. This supervisor
(normally the VP of volunteers) shall be responsible for day-to-day management and guidance of
the work of the volunteer and shall be available to the volunteer for consultation and assistance.
11. Evaluations
Each Operational Area VP shall periodically evaluate volunteers’ works. The evaluation session is
utilized to review the performance of the volunteer, to suggest any changes in work style, to seek
suggestions from the volunteer on means of enhancing the volunteer’s relationship with the
PMILC, to convey appreciation to the volunteer, and to ascertain the continued interest of the
volunteer in serving in that position. Evaluations should include both an examination of the
5. PMI® Lebanon Chapter
5
volunteer’s performance of position responsibilities and a discussion of any suggestions that the
volunteer may have concerning the position or project with which the volunteer is connected. The
evaluation session is an opportunity for both the volunteer and the PMILC to examine and improve
their relationship.
12. Records Maintenance
Volunteers shall be responsible for submitting all appropriate records and information to the VP
of Volunteers at volunteers@pmilebanonchapter.org in a timely and accurate fashion.
Volunteer personnel records shall be treated in strict confidentiality.
13. Conduct of Volunteers
Volunteers shall implement “the Guidelines for the Conduct of PMI Chapter Leaders and
Volunteers”
No person who has a conflict of interest with any activity or program of PMILC, whether personal,
philosophical, or financial shall be accepted or serve as a volunteer with the PMILC. The volunteer
shall sign a conflict of interest agreement (attachment 01).
14. Confidentiality
Volunteers are responsible for maintaining the confidentiality of all proprietary or privileged
information to which they are exposed while serving as a volunteer. Failure to maintain
confidentiality may result in termination of the volunteer’s relationship with the PMILC or other
corrective action. The Volunteer will be required to sign a confidentiality agreement (attachment
02).
15. Timesheets
Individual volunteers will be responsible for tracking their own hours spent for each activity and
submit timesheets to PMILC.
16. Rights and Responsibilities
Volunteers are viewed as a valuable resource to PMILC. Volunteers shall be extended the right to
be given meaningful assignments, the right to be treated as equal co-workers, the right to
effective supervision, the right to full involvement and participation, the right to safe working
conditions, and the right to recognition for work done.
6. PMI® Lebanon Chapter
6
Volunteers have the right to make suggestions and participate in decision making. They shall be
allowed to make mistakes and learn from them.
In return, volunteers shall agree to actively perform their duties to the best of their abilities and
to remain loyal to the goals and procedures of PMI and PMILC Chapter. Volunteers shall:
Be reliable, punctual, committed and professional,
Honor commitments,
Accept the chain of command,
Prepare the resources for carrying out the activity to a high standard,
Respect each other irrespective of position,
Accept the differing roles within the team,
Share their knowledge with other members of the group,
Encourage and support each other,
Respect constructive comment and feedback,
Give clear directions,
Communicate difficulties if they arise,
Be alert to nonverbal forms of communication
Value others regardless of race, religion, gender, age, beliefs, or nationality,
Recognize and congratulate the achievements of others,
Respect confidentiality, safety and privacy issues
Only a PMILC board member is entitled to collect payments on behalf of PMILC.
Only a PMI LC Board member is entitled to use a business card with PMILC logo or possess a PMILC
email. Volunteers shall copy the supervising PMILC board member of all emails related to their
duties.
17. Representation of the Chapter
Prior to any action or statement, which might significantly affect or obligate PMILC Chapter,
volunteers should seek prior consultation and approval from VP of Volunteers. These actions may
include, but are not limited to public statements to the press, coalition or lobbying efforts with
other organizations, or any agreements involving contractual or other financial obligations.
Volunteers are authorized to act as representatives of the PMILC as specifically indicated within
their job descriptions and only to the extent of such written specifications.
18. Service Discretion
PMILC accepts the service of all volunteers with the understanding that such service is at the sole
discretion of the PMILC. Volunteers must understand that the PMILC may at any time, for
whatever reason, decide to terminate the volunteer’s relationship with PMILC.
Volunteers may resign from their volunteer service with the PMILC at any time. It is requested that
7. PMI® Lebanon Chapter
7
volunteers who intend to resign provide advance notice of their departure and a reason for their
decision.
19. Dress Code
As representatives of the PMILC Chapter, volunteers are responsible for presenting a good image
to clients and to the community. Volunteers shall dress appropriately for the conditions and
performance of their duties. They shall present a professional image and one that reflects
sensitivity to the culture they are working in. Their attire shall not be provocative, nor cause
offense.
20. Volunteering Time
Volunteer opportunities range from short-term commitments (several hours/month) to long-term
committee lead roles (Board members/Directors). The PMILC has many different opportunities
available, and the hours and skills required for each opportunity vary.
21. Recognition
An annual volunteer acknowledgement event will be conducted to highlight, value and reward the
contribution of volunteers to the PMILC Chapter.
All staff and volunteers responsible for volunteer supervision are encouraged to undertake on-
going methods of recognition of volunteer service on a regular basis throughout the year. These
methods of informal recognition can range from simple ‘"Thank You’s", to a concerted effort to
include volunteers as full participants in program decision making and implementation.
Volunteers are encouraged to grow and develop their skills while serving with the PMILC and are
to be assisted through promotion to new volunteer jobs to assume additional and greater
responsibilities. If so desired by the volunteer, the VP of Volunteers should assist the volunteer
in maintaining appropriate records of volunteer experience that would assist the volunteer in
future career opportunities, both paid and volunteer.
22. Corrective Action
In appropriate situations, corrective action may be taken following an evaluation. Examples of
corrective action include the re-assignment of a volunteer to a new position, suspension of the
volunteer, or dismissal from volunteer service.
Volunteers who do not adhere to the rules and procedures of PMILC or who fail to satisfactorily
perform their volunteer assignment are subject to dismissal. No volunteer will be terminated until
8. PMI® Lebanon Chapter
8
the volunteer has had an opportunity to discuss the reasons for possible dismissal with supervisor.
Prior to dismissal of a volunteer, staff should seek the consultation and assistance of the VP of
Volunteers.
Possible grounds for dismissal may include, but are not limited to the following:
Misconduct or negligence,
Being under the influence of alcohol or drugs,
Theft of property or misuse of PMILC assets, equipment or materials,
Abuse or mistreatment of clients or co-workers,
Failure to abide by PMILC by-laws, policies and procedures,
Failure to meet physical or mental standards of performance,
Failure to satisfactorily perform assigned duties
Decisions involving corrective action of a volunteer may be reviewed for appropriateness. If
corrective action is taken, the affected volunteer shall be informed of the procedures for
expressing their concern.
“You make a living by what you get. You make a life by what you give.”
9. PMI® Lebanon Chapter
9
SOP NO.
PMI-LC-003-01-18
Revision#01
Attachment 01:
Conflict of Interest Agreement
A conflict of interest is a situation that arises when a project management practitioner or PMILC
volunteer is faced with making a decision of doing some act that will benefit the practitioner or
another person or organization to which the practitioner or volunteer owes a duty of loyalty and
at the same time will harm another person or organization to which the practitioner owes a
similar duty of loyalty. The only way practitioners and volunteers can resolve conflicting duties is
to disclose the conflict to those affected and allow them to make the decision about how the
practitioner or volunteer should proceed.
If the volunteer is uncertain whether particular business interests or relationships involve
PMILC, then the volunteer shall contact the supervising board member, as appropriate, to
review the matter. Upon request, PMILC can provide a list of companies, organizations, and
individuals with whom the chapter has, or is considering, a business relationship.
Volunteers shall receive no monetary remuneration for their volunteering efforts.
Acknowledgement, PDUs, and pre‐approved reimbursement for expenses incurred are the
most usual form of compensation for volunteers’ efforts on behalf of PMILC.
The volunteer shall be aware of and shall commit to implement the “PMI Code of Ethics and
Professional Conduct” during his work.
I understand that, from the date of this agreement forward, I will abide by the PMILC Conflict of
Interest Policy.
Signature
Date
Name
10. PMI® Lebanon Chapter
10
SOP NO.
PMI-LC-003-01-18
Revision#01
Attachment 02:
Confidentiality and Records Compliance Agreement
I, ___________________________________________, a PMILC volunteer working on the
PMILC Volunteer Group identified as “_______________________________________,”
recognize that I may or will become aware of information that is the confidential property of
PMILC. For the purposes of this agreement, any information, material or data that the
organization considers and treats as confidential, sensitive or proprietary, and is not in the
public realm through due process of the organization, shall be defined as confidential, whether
or not it is explicitly marked as such.
Information that is confidential, sensitive or proprietary may result from various activities and/or
sources.
Below are some confidential, sensitive, or proprietary information specific to your group/team:
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________
I understand that, from the date of this agreement forward, I will abide by the PMILC
Confidentiality Policy and respect the confidential property of PMILC and, within reasonable
limits, personally protect that property from communication or other distribution to others and
will not use such information for my own personal use or gain or the advantage of any other
organization or entity unless such material is available publicly or unless PMILC has granted
me permission to disseminate it to others. I agree that I will destroy any information, material or
data covered under this agreement within the immediate 60-day period following the expiration
of my participation in the above activity, except for documents that I have been advised by
PMILC to retain for a longer period or documents that due to their sensitive nature I have been
asked to return to the Chapter, which I will do within the time required.
Signature:
Date:
Printed Name: