Profession/Field of Volunteer Administration

There’s a phrase circulating that crops up periodically in speeches or books:  “volunteers are not a program.”  This concept can be traced back to an early article by Patty Bouse, Resource Development Specialist in the Nebraska Division of Social Services, in the Winter 1978 issue of what was then called Volunteer Administration.  We reprint the article here, noting how little has changed in three decades in the challenge of gaining legitimate agency acceptance for volunteer contributions.

For years I have been encouraging managers of volunteer programs to function as in-house consultants; building commitment, capacity and competency of all staff that interface with volunteers in their organization. For too many years, I have seen the leaders of volunteer programs laboring diligently, trying single-handedly to manage volunteer programs in organizations where there was little buy-in, support or appreciation for their efforts. This has taken its toll on them and on the programs they have led.

Training tools/modules have been developed to help managers of volunteer programs train all staff in skills needed to work effectively with volunteers. But, staff training alone does not solve the problem. Although upper management is increasingly endorsing staff training in supervision of volunteers, they themselves are not always modeling good volunteer management at the top levels of the organization nor are they understanding and performing the roles necessary for them to contribute to a strong volunteer-friendly organization.

Without a synergistic exchange among the management team (including a manager of volunteer programs or those who provide shared leadership for the volunteer program), the organization will never achieve an optimal volunteer program.

Betty Stallings makes the case for developing a volunteer program management team, with solid advice for convincing agency executives this is best for the organization – and for them personally.

 

In March 2005, a pioneering 48-hour event was held in Canberra, Australia: The 1st Annual Retreat for Advanced Volunteer Management . The 50 participants came from all of the Australian states and territories, plus representatives from New Zealand, Singapore, and the US. The intense but relationship-building retreat exceeded all expectations, with prospective outcomes that will strengthen volunteerism in the Pacific region in many ways.

The co-producers of the event explain how it evolved, the goals of the program, how the facilitation model was designed, and participant reactions. They also reflect on what the retreat meant to the emerging national professional associations of Australasia and plans for making the opportunity an annual one. They also explain the provocative slogan “Not just 50, not just 3” to which the retreat “alumni” committed in the last session.

The article is accompanied by audio “sound bites” recorded on site, in which participants explain what made the two days an “advanced” experience for them.

Recent years have seen a plethora of new research on volunteers and volunteerism. In this issue of “Along the Web,” we’ll focus on “volunteer management infrastructure,” and examine how well prepared we are to actually work with all those volunteers who are lurking out there.

The picture isn’t a pretty one.

We’ll conduct our examination on a country-by-country basis, including the United States, United Kingdom, Ireland, Canada, and Australia, in order of the earliest to the most recent studies. We welcome references to similar studies in additional countries, including those in languages other than English. Please use the reader response button and share the information.

Sabotage!

The very word conjures up images of old war movies – silhouetted black and white figures blowing up railway lines in the midst of the night to prevent enemy advance. Indeed, sabotage is in fact a very real tool of war. Sadly it has also been a tool of some corporations who have used the technique to delay competitor success, while some individuals also deliberately sabotage the lives of their colleagues, families and even themselves in some bizarre notion of personal victory.

Sabotage is also at work within the volunteering sector. It is not too difficult to find volunteer administrators who, through poor work practices or a lack of a true understanding of their role, are unwittingly sabotaging their own volunteer programs. This results in a weakening of the value of volunteering in the eyes of their line managers, program volunteers, and the general public, as well as an undermining of the whole profession.

Martin Cowling warns us to be aware of the five 'lethal factors' of sabotage that can easily sneak into our management practices, describes how to confront them, and suggests how to deal with each in a decisive manner.

In 1980, VOLUNTEER: The National Center for Citizen Involvement (predecessor of the Points of Light Foundation) published Exploring Volunteer Space: The Recruiting of a Nation, by Ivan H. Scheier. As has been the case so often with Ivan’s writing, the book was way ahead of its time and unfortunately is now largely unknown. It is a joy to be able to use this “Voices from the Past” feature section of e-Volunteerism to reintroduce new readers to the very-much-still-relevant pages of Exploring Volunteer Space. In the Introduction, Ivan says:

The further cultivation of volunteering is the theme of this book; intensifying, energizing, and expanding it, working out from today’s career leadership of volunteering. The core is the director, coordinator or administrator of volunteer programs, plus resource people and organizations at local, state and national levels. These leaders number an estimated 70,000-80,000 people in the United States today…Without this leadership, there would be no significant volunteer movement for anyone to analyze here. Nevertheless, this leadership seems thin on the line, because the volunteer helping army is far larger than we suppose, and visible leadership, however, talented, shrinks drastically in relation.

In the excerpt presented here, we share Ivan’s thoughts on “Thick and Thin Leadership” – “Practical Issues in Career Effectiveness.” Over time, we’ll revisit Exploring Volunteer Space and give our readers more excerpts. And, since Ivan is Consulting Editor for this journal (/team/scheier.php), we may even hear from him directly in response.

Colleen Kelly suggests that volunteer management has taken the road more travelled – the easier road – because when we began the process of formalizing volunteer involvement we did so mainly from the point of view of organizations recruiting volunteers to “fill positions” largely defined by paid staff. “I feel that this is one of our most pressing current challenges: developing a people-centred process, rather than a position-centred one – the road not yet taken.”

Based on an experimental project at Volunteer Vancouver, Kelly presents the concept of deploying entrepreneurial volunteers (EV) as “Scopers” to assist organizations in determining innovative ways to utilize highly- or specially-skilled prospective volunteers. She notes there are two approaches:

• Working with the ED: We can begin a process of working with organizations to determine the very specific tasks that highly-skilled volunteers can do for the organization.

• Working with the EV : We can teach the entrepreneurial volunteer how to go through a process of finding – and getting – the right volunteer position.
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