Serving People through Facility Maintenance

by Andrew Pust

Noah Webster’s 1828 Dictionary of American English defines a volunteer as “a person who enters into military or other service of his own free will. In military affairs, volunteers enter into service voluntarily, but when in service they are subject to discipline and regulations like other soldiers. They sometimes serve gratuitously, but often receive a compensation.”

Many ministries rely on volunteers to accomplish their mission. Some use volunteers in a limited way while others could not function without their help. While people who volunteer can be a great blessing, they are often looked upon as a mixed blessing at best. It is true that from time to time a volunteer may come along whom we may decide not to invite back in the capacity of a volunteer. But most of the difficulties and frustrations we encounter with volunteers are the result of our own lack of preparation and supervision. We can learn several important things from Webster’s definition of a volunteer.

First, remember that a volunteer is someone who doesn’t have to be here. While they may be free or low-cost to us, that doesn’t mean that it didn’t cost them something. The very fact that they have chosen to donate their time and talents—and probably a significant amount of money—to help us deserves our respect. We should be honest with them before they arrive and not let them think they will be framing up a new building, only to have them washing dishes and cleaning restrooms. If we need someone for those tasks, we ought to recruit them for that purpose.

Second, volunteer and accountability are not mutually exclusive terms. We should lay out clear expectations for their conduct while they are under our oversight and for the successful completion of the project or task that they are here to accomplish. They have come to help, but we are still responsible for the finished product. Therefore, we cannot draw them a picture, provide tools and materials for them, and then disappear. We ought to honor their commitment with our presence.

Third, be thankful whatever the final result may be. We should express our appreciation when they arrive, while they are working, when they leave, and after they are gone. This is vitally important in our dealings with those we work with all the time, and even more so with those who have chosen to freely help us. Thankfulness is perhaps the component of the volunteer-supervisor relationship which most often determines whether that volunteer will consider volunteering the next time there is an opportunity.

Fourth, several legal issues concerning the use of volunteers are important to know and follow, one of which is the legal definition of compensation. For the protection of the ministry and of the volunteers— especially those who are retired, we need to carefully think through thank-you gifts, meals, and other seemingly innocent and insignificant acts of appreciation. Job-site safety is another critical issue. Many laws restrict the types of jobs those under the age of eighteen are allowed to do. Just because a volunteer is willing to do a particular task does not mean we can or should allow him to. “If in doubt, don’t” is a good rule to remember. Hindsight is small consolation in the face of poor judgment.

We see volunteers as a crucial part of our ability to accomplish our goals. Perhaps more important than what they are able to do for us is what we are able to do for them as we provide them with an opportunity to use their talents to serve the Lord. Volunteers can be a great deal of work, but the increased ministry potential added to the potential for spiritual impact in their own lives makes the effort of planning and supervision worth it, which brings us back to the cornerstone of this entire series—serving people. “For God is not unrighteous to forget your work and labor of love, which ye have showed toward his name, in that ye have ministered to the saints, and do minister” (Hebrews 6:10).