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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. 

During the 1960s, interest surged across the United States for the engagement of community volunteers on behalf of juvenile and adult offenders in the courts and corrections systems. What was then the U.S. Department of Health, Education and Welfare funded a range of initiatives and studies to support this movement. This Voices from the Past article quotes from various official reports that detail the results of this volunteer involvement and recommend future actions. Many of the points raised in the 1960s remain relevant and e-Volunteerism wants to help them stay in circulation. Granted, much has changed involving this topic over the past 50 years, but other things have very much stayed the same. 

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.

Always looking to share innovative ideas with our readers, this issue highlights a new American initiative called Voolla, which calls itself “the new way to give…turning volunteer skills into money for charities.” In this feature story Q&A, Stephanie Downs, founder and “chief volunteer” of Voolla, shares her story and her concept. As Downs explains, Voolla matches volunteers, their skills and their expertise with individuals or companies who need that assistance and are willing to pay for it with cash. While the transaction itself is a commercial one, the volunteer never sees the money. The customer actually pays the agreed-upon fee to Voolla and, once the service is completed, the money is donated to a charity chosen by the customer or by the volunteer or both.

The Voolla concept meshes perfectly with an idea that our late editor emeritus, Ivan H. Scheier, first proposed in his book, When Everyone’s a Volunteer, back in the 1990s. Scheier called it “time tithing” – and maybe, after two decades, its time has come. This feature story helps readers learn more about this innovative initiative and how their organizations can use it. 

In the summer of 1982, the magazine Voluntary Action Leadership published “As I See It,” an opinion piece by Dadie Perlov, then executive director of the National Council on Jewish Women. It was based on a presentation made at the Symposium on Women, Work and the Family, sponsored by the Association of Junior Leagues. Thirty years ago, women who had been stay-at-home moms and community volunteers were transitioning into full-time paid jobs - a challenge for voluntary associations of women as well as families and employers.

This Voices article, reprinted with permission, feels both historical and strangely modern. It focuses particularly on the all-volunteer membership/service association, but raises important questions for any organization involving members of either gender. Three decades later, have we answered Perlov's questions? Or do we still grapple with them? At the end of this reprinted article, readers will enjoy an unexpected Epilogue: Perlov's response to the article she wrote over 30 years ago.

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. 

 

In this issue, author Laurie Mook looks at an interesting case study of the Philadelphia Ronald McDonald House as an example of how to measure the direct impact of volunteer service on the organization, clients and volunteers themselves. The research – conducted by Debbie Haski-Leventhal (Australia School of Business), Lesley Hustinx (Ghent University, Belgium), and Femida Handy (University of Pennsylvania) – is based on a series of surveys, informal interviews and observations through the researchers’ own involvement as volunteers in the organization.

As Mook explains, volunteer managers often view the monetary value placed upon volunteer service as one way to gauge the relative importance of volunteer resources as compared to other resources in delivering the services of a nonprofit. And, according to Mook, volunteer hours are also used as a proxy for impact.  But through this case study, Mook explores a few more tools. For example, the findings in this study reveal several areas of impact that can be measured. From the perspective of the client, three categories of impact emerge: tangible impact (providing services), attitudes (satisfaction and perceived altruism) and future behavior (willingness to volunteer). From the perspective of the volunteer, intrinsic and tangible benefits are identified. Overall, the researchers are able to communicate the distinctive and unique impact that the volunteers had for the organization.