United States

Cees M. van den Bos, a pioneer in the volunteering field in the Netherlands, recently discovered that there was very little academic research on the subject of volunteering infrastructure. So he set out to investigate the establishment, development, and functioning of local volunteering infrastructure since the 1970s in these eight countries: Denmark, England, Finland, Germany, Italy, the Netherlands, Norway, and the United States.

In this special e-Volunteerism issue devoted to Volunteer Centers, van den Bos presents his research and findings on volunteering infrastructure, and shares his conclusion that Volunteer Centers should be defined as “agencies that have the mission to support volunteers, volunteer-involving organizations, and volunteering in general.” He specifically notes that Volunteer Centers are characterized by six functions: brokerage, the marketing of volunteering, the development of good practices, the development of volunteering opportunities, and the strategic development of volunteering.

Through his important research, van den Bos provides insights and findings that he argues are “relevant for makers of volunteering policies, for people working within the volunteering infrastructure, and for countries that aspire to establish a volunteering infrastructure.” And, he concludes, the “legitimacy of volunteering infrastructure cannot be considered outside the context of the increasing political recognition of civil society and civic engagement. Political interests in the concepts of civil society and civic engagement in the eight cases investigated has caused volunteering to be rediscovered and re-evaluated.”

This quarter’s Research to Practice contributes to the theme of Volunteer Centers. Reviewer Laurie Mook looks at a study of the direct and secondary impacts of the HandsOn Network and its affiliated member organizations: Measuring the Impact of HandsOn Network: An Evaluation of Direct and Secondary Impact from the Stakeholder Perspective.

Based in Atlanta, GA, HandsOn calls itself “the largest network of local volunteer centers around the world,” with 250 affiliates. Whereas previous studies relied on self-reports from affiliates to provide evidence of their impact, the researchers in this study used surveys and interviews to collect data directly from affiliates, community partners, and volunteers. Based on the perspectives of these groups, the researchers developed a conceptual framework that other Volunteer Centers and other intermediaries can use to measure the impact of their work.  

 

In 1984, a very important article about funding volunteer efforts was published in the Spring issue of Voluntary Action Leadership: “The No-Apologies Budget: How to Justify the Financial Support a Volunteer Program Deserves.” Written by Neil Karn, then director of the Virginia Division of Volunteerism, this article was the first strong argument for truly adequate funding of volunteer efforts. Thirty years after it was first published, e-Volunteerism is pleased to re-introduce this seminal article, which remains as powerful today as it was in 1984. The budget line items might look a bit different now, but Karn’s points still resonate in advocating for the support and tools volunteers continue to need in 2014.

The Volunteer Program Assessment (VPA) provides consulting services to nonprofit volunteer programs across the United States and Canada. VPA consultants are graduate students and faculty from five universities who volunteer their time to work one-on-one with leaders of volunteers. VPA was established with the help of funding from The Humane Society of the United States (HSUS), which continues to provide financial support for volunteer programs – within the animal welfare sector and beyond – to receive VPA at no cost. Currently, VPA is seeking to expand its outreach efforts and diversify its nonprofit client base.

In this e-Volunteerism feature, four authors from the University of North Carolina at Charlotte provide a brief history of VPA, an overview of the process, and a summary of its success to date. Based on normative data from over 100 nonprofits, the authors describe three common areas for improvement among volunteer programs. They also provide additional information for those interested in participating in VPA.

Ask care providers of chronically sick children or adults how they are coping, and Kathryn Berry Carter bets that they will say they are tired, stressed, and worn out. During her tenure as the Volunteer Services director of St. Jude Children’s Research Hospital, Berry Carter has witnessed first hand how caring for someone with complex medical needs can be tough physically and emotional.

Berry Carter often wanted to find an efficient way for hospital volunteers at St. Jude to help parents get a meaningful break. For years, she notes, “we limped along, providing some respite care for pre-scheduled needs.” In the fall of 2010, Berry Carter’s team became determined to take a hard look at this logistical challenge and to find a way to fix

In this article for e-Volunteerism, Berry Carter explains the steps she took at St Jude to implement a thriving and successful on-demand respite care program, one that has become an integral component of St. Jude’s family-centered care approach. Though the article mainly discusses respite care in a children’s hospital, Berry Carter describes how the same principles can be applied to respite care in settings ranging from senior nursing care facilities and Alzheimer day care facilities to hospital organizations and other pediatric programs.The St. Jude experience can be replicated in any of these settings, notes Berry Carter, who also provides tips on implementing any pilot program that explores new roles for volunteers, regardless of theme. 

The debate continues over whether or not students in service-learning placements should be considered volunteers, and this type of unpaid labor often falls under the purview of a volunteer resource manager. Indeed, engaging service-learners is one strategy that can be used to extend the work of an organization.

There are many studies about the impact of service-learning from the perspective of the student and the campus. This quarter’s Research to Practice looks at one of the few studies that analyzes the impact of service-learning on the community partner. This study, “Service-learning from the supply side: Community capacity to engage students” (Littlepage, Gazley & Bennett, 2012), is based on a sample of over 1,000 nonprofit and religious organizations in two counties in Indiana. It provides important insights for volunteer resource managers who are considering or already engaging service-learners.

 

Do church volunteers ever experience conflict? Of course they do. Conflict is unavoidable and, when handled in a healthy way, can even result in benefits. Identifying strategies for building unity and minimizing unhealthy conflict among church volunteers are crucial steps in a ministry’s success.

In his doctoral dissertation, Shan Caldwell explored whether applying the recognized secular principles of conflict management and volunteer management would succeed in dealing with disputes among church volunteers. In this feature article, Caldwell shares a set of simple concepts with implications for any faith-based organization. By putting these concepts into action, Caldwell examines how the possibility for healthy, productive, and successful volunteer teams in any setting grows exponentially. 

Volunteers increasingly come to organizations with expectations that their involvement will be supported by the smart use of new technologies – during recruitment, induction, and in their actual volunteering. As shown in previous Training Designs, the Internet and video have the potential to revolutionize how we welcome and train volunteers and support their ongoing learning and development. In this issue, Laura Hamilton shares how George House Trust in the UK uses webinars and other e-learning tools to support the orientation and briefing of volunteers for one-off events and also to enhance organizational induction for all volunteers. Hamilton offers a step-by-step guide to successfully incorporate online learning from the start of volunteer engagement.

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.