Philosophy of Volunteerism

Three British volunteers founded The National Trust in the UK 1895. In 2013, the Trust celebrated the involvement of over 70,000 volunteers in this conservation charity, one that protects historic places and green spaces while opening them up forever, for everyone. In terms of volunteer numbers, 2013 was the Trust’s most successful year ever, but that success isn’t just measured in volunteer numbers. In spring 2014, the Trust began the first phase of implementing a £1.2m investment in new systems and processes to support volunteering. A senior manager outside of the volunteering team described the change in volunteering and support at the Trust over the past three years as a “quiet revolution.”

In this e-Volunteerism feature, author Helen Timbrell, Volunteering and Community Involvement Director for the Trust, identifies the key things that helped bring about this “quiet revolution” – including how the Trust approached the challenge, the steps it took, and the order in which it did the work. Timbrell also presents how the Trust operated as a team and individually. This feature article is a follow-up to last year’s e-Volunteerism story about the Trust’s “Going Local” volunteer campaign, “Thinking Differently about Volunteering: Words from the National Trust.”

It’s not very likely that the barrista serving your morning latte, the receptionist checking you into your vacation hotel, or the bank manager deciding whether to approve your home renovation loan are thinking about volunteering as they go about their daily work. But their corporate employers back at headquarters might be doing just that – especially if they are one of the major global conglomerates whose products or services are prominent in shopping malls and main streets all around the world. Many of these global mega-companies coordinate volunteering by their staff as one practical way to help the communities where they do business.

Corporate employee volunteering is, of course, nothing new to organisations involving volunteers. But in this Along the Web, we penetrate the glossy Web sites of various global corporations to see what they reveal about their volunteer or service programmes. Even if the information is often hidden away and sometimes not very easy to access through page links, such Web pages can be a useful first source of information to organisations considering recruiting new volunteers from major employers worldwide. As we explore, we see how some corporations measure their programme’s social and environmental impacts; how others link volunteering to their Corporate Social Responsibility or Global Impact policies and to business goals; and how some connect their financial donations, ‘in kind’ giving, and volunteering activities. We also consider whether improving clarity and transparency would make some corporations’ Web sites more useful to recruiters seeking workplace volunteers. 

Is an attitude shift in order as we consider the value and individuality of Volunteers?

While intentionally spelling Volunteer with a capital “V,” Marlene Beitz poses this question and raises many others in Voices, asking readers to think about the conscious and subconscious ways we regard the Volunteers who are often called the “heart and soul” of our organizations.

From her personal viewpoint as a Volunteer as well as a Coordinator of Volunteers, Beitz opens a window into Volunteer experiences and ponders the sometimes surprising (and disappointing) effects of common Volunteer management approaches. But in a positive shift, Beitz explains that organizatons can more fully meet objectives if they break down ingrained expectations of Volunteers as a group, and build up a renewed sense of engagement and partnership with Volunteers as valued individuals.

The National Trust, a British charity founded by volunteers in 1895 to advocate historic preservation and conservation, announced in 2010 its determination to make sweeping changes, both to expand public engagement at its properties and to restructure its internal staffing and procedures.

These changes included a mandate to think differently about volunteering:

To move away from volunteering being seen as a sacrifice (“I give up my time to volunteer”) into volunteering as an active choice to use one’s leisure time in meaningful and rewarding ways.  Volunteering shouldn’t be about giving up something; it should be about having everything to gain.

Part 1 of a two-part series, this feature article presents why and how the Trust decided to rethink its approach to its nearly 67,000 volunteers in a campaign called “Going Local.”  This article includes a reprint of one of the early products of this Going Local campaign, a booklet called Thinking Differently about Volunteering. In a few short pages, the booklet outlines the importance of volunteers and presents a game plan for moving forward with volunteer engagement at the National Trust. The results of this campaign, and the National Trust’s continued efforts “toward our shared goal of engaging every household and connecting with local communities,” will be presented in Part 2 of this series in a future issue of e-Volunteerism.

Most organizations have a strategic plan, a fund development plan, a marketing plan and an IT plan. Why is it that so few have a volunteerism plan? Recognized as the oldest voluntary health organization in the United States, the American Lung Association began a three-year planning process for volunteer involvement only six years ago. The Association recently took a different approach to the process, resulting in a volunteerism plan that has ownership from many stakeholders, simultaneously building both the culture of volunteerism and the capacity to sustain it.

In this feature story, authors Mary Ella Douglas, Melissa Gilmore, Katherine H. Campbell and Marybeth K. Saunders explain how they created the Association’s latest strategic volunteerism plan. They first reached out to colleagues in other organizations to ask if they would be willing to share their strategies with them and learn from each other; surprisingly, they did not receive even one plan from their search. Instead, what they heard time and again was, “What a great idea!” and “We don’t have one, but we’d love to see yours when it’s finished.” Using a process that included representation from all levels of its structure as well as external volunteers, the American Lung Association proceeded to create a revised volunteerism plan in about nine months. This story documents the authors’ experience, one that produced principles and a process that can be applied to most organizations as they embark on developing a strategic volunteerism plan of their own.

After more than a decade in the classroom, Sarah Jane Rehnborg has taught volunteer management on the graduate level to students from public affairs, business management, social work, communications, fine arts and other areas of specialization. Along the way, Rehnborg discovered some interesting resources and methods to convey some of the key concepts in volunteer management — teaching tools that are equally applicable to students and any audience that needs to be educated about our field.

In Part 1 of this article presented in our last issue, Rehnborg explored a technique for developing role-play scenarios and the use of current events in the classroom.   Now, in Part 2, Rehnborg discusses ways to explore critical thinking skills, the value of guest speakers and the complexity of internship experiences. Just as she did in Part 1, Rehnborg shares useful resources that will help inform your own knowledge of the field, while helping you develop presentations that capture critical volunteer management issues for paid colleagues and volunteers as they learn the ropes of working with the community. 

The Minnesota Association for Volunteer Administration (MAVA) hosted its biennial conference on May 8 - 10 in Minneapolis. MAVA is one of the premier professional societies in North America and its conference is always excellent. Participants come from Minnesota and way beyond, especially bordering Canada.  e-Volunteerism's editorial team members Rob Jackson and Susan Ellis were presenters and exhibitors – along with several other authors of past articles in this journal. So it seemed particularly appropriate to use the opportunity to return to one of Voices’ intermittent features and interview conference goers on site. 

Sarah Jane Rehnborg has more than a decade in the classroom – teaching volunteer management on the graduate level to students from public affairs, business management, social work, communications, fine arts and other areas of specialization. Along the way, Rehnborg found some interesting resources and methods to convey some of the key concepts in volunteer management. Since her students are frequently new to studying volunteer issues, these teaching tools are equally applicable to any audience that needs to be educated about our field.

In Part 1 of this article presented here, Rehnborg explores a teachnique for developing role-play scenarios and the use of current events in the classroom. In Part 2, presented in the next issue of e-Volunteerism, Rehnborg features ways to explore critical thinking skills, the value of guest speakers and the complexity of internship experiences. In both, Rehnborg shares useful resources that will inform your own knowledge of the field, while helping you develop presentations that capture critical volunteer managemnt issues for paid colleagues and volunteers as they learn the ropes of working with the community.

As practitioners in the field of volunteer engagement, we all know the extraordinary impact volunteers have on creating real change in diverse communities. We are also familiar with the multitude of altruistic motivations that inspire individuals to step up and lend a hand. At the same time, we also know that volunteering can be a terrific way for individuals to gain benefits both personal and professional. We’ve seen volunteers translate their service into dynamic career paths and make new friends through shared volunteer experiences. Whether they are driven to engage primarily by a motivation to do good in the world or simply to stay busy while they look for paid employment, the end result can be a volunteer experience that is life-changing for both the volunteer and the community.

As volunteer managers, we know all of this. But do our volunteers?

This article by Erin L. Barnhart provides an overview of how volunteer management professionals can play a more active role in encouraging volunteers – both current and new – to explore and identify the multitude of motivations they might have for getting involved. Barnhart explores how leaders of volunteers can help individuals better understand a key element of service: because altruistic and personal motivations and goals are not mutually exclusive, both types of motivations can often lead to more satisfying, meaningful and effective volunteer placements. 

This Training Design presents a thought-provoking, high-level exploration about the volunteer management field and its future. According to those who attended the recent presentation of this material by author Katherine H. Campbell, Executive Director for the Council for Certification in Volunteer Administration, it is not for the timid!  Come prepared to challenge the status quo and examine the complexities of titles and the nuances of duties. Use this Training Design to provide an opportunity to talk with colleagues about how we define and influence the collective work we do as volunteer professionals.