Evaluation/Program Assessment

Volunteers make great volunteer managers, but their value in these roles isn’t always recognised. This feature article by Tom Freeland explores the benefits that ‘volunteer’ volunteer managers or ‘lead’ volunteers can bring to an organization. He also explores the fears an organization needs to address when adopting this approach, and the joy and challenges of utilizing volunteers as volunteer managers.

The devastating impacts of hurricanes and floodwaters are well known throughout the world, including nearly every region of the United States. In September 2013, a catastrophic amount of flooding besieged Boulder, Colorado, when almost a year’s amount of rain fell in just a few days, killing eight people, stranding thousands, damaging nearly 19,000 homes, and creating miles of impassable roads. 

Despite these conditions, volunteers began showing up. In addition to local residents offering to help, thousands arrived from far-off states to help shelter evacuees, clean out flooded homes and buildings, and dig out debris that littered fields and roads for miles. Boulder quickly recognized that in order to rebuild a resilient city, it would need to leverage all of its resources wisely – including the talents of residents and others who wished to volunteer.

In this e-Volunteerism feature interview, Beth Steinhorn, president of VQ Volunteer Strategies, begins with a first-person account of the city's initial response to the floods. She then conducts an important interview with Aimee Kane, Boulder's Volunteer Program and Project Manager, who discusses why and how the City of Boulder built a culture of community and volunteer engagement in the years since the floodwaters of 2013. 

Managing volunteer programs can be a whirlwind of risk management, policies, and procedures, with mounds of credentialing and more red tape than we’d like to admit. Jumping through hoops can become a necessary skill for volunteers to meet all of the criteria required to donate their time, particularly in large organisations or regulated sectors.  

In this article, author Tracey O’Neill reflects on her own experiences as a volunteer in three organisations where she also managed volunteer services and programs. She explores what these experiences taught her when it comes to ensuring that “my volunteer programs remain relevant and appealing to our community and supporters.” O’Neill’s ideas will challenge you to reflect on ways you can make volunteering more accessible and appealing in your organisation, while working to retain the best volunteers in today’s volunteering climate.

Volunteer Engagement Professionals (VEPs) commonly feel underpaid and undervalued and believe that their work is misunderstood. In times like these, they often turn to organizations like the Minnesota Association for Volunteer Administration (MAVA) for support, education, and connection.

To better understand the issues facing VEPs, MAVA embarked upon an important research study in June 2017, a study designed to validate the experience many VEPs described and to examine root causes. MAVA learned that: 1) there truly are equity issues in how VEPs are received, paid, included, and understood in the workplace; 2) the lack of true understanding about the essential nature of volunteers and those who lead them undermines the effectiveness of nonprofits and government entities; and 3) there are affirmative steps that can be taken to address the issues.

This e-Volunteerism feature by MAVA’s Karmit Bulman provides a comprehensive review of this important research study, “Stacking Up: How Volunteer Engagement Professionals Compare with Other Key Staff."

When human beings have new experiences, new synaptic pathways forge in our brains. We become alert to new ideas and we can be guided to new understandings and different behavior.

In this e-Volunteerism feature, Angela Parker – the co-founder of a global agency called Realized Worth that specializes in employee volunteer training, program design, and employee engagement – describes how participants who integrate a few basic concepts into civic engagement and volunteering activities can be guided to challenge assumptions, become alert to new ideas, orient to what those ideas mean for them, and take action toward new behaviors. And when these new behaviors are rooted in inclusivity, equality, compassion, and empathy, Parkers argues that civic engagement and transformative volunteering can result in better employees, better organizations, and better communities.

The majority of e-Volunteerism readers are leaders of volunteers and many of us play a significant role in training volunteers. But should that be the case? In this Training Designs, editor Erin R. Spink asks some tough questions about the role that leaders of volunteers play in training volunteers. By looking into what she calls “the trouble with training,” Spink offers insights into why and how this could look different.

In this e-Volunteerism feature, author Jill Jukes from the March of Dimes Canada’s Western Region argues that it’s time to update how organizations plan and prepare for volunteer involvement. Taking a close look at what she calls the traditional “Volunteer Engagement Cycle,” Jukes outlines why the current sequence of planning, recruitment, intake/onboard/screening, placement, training and supervision, recognition and retention, and evaluation does not always reflect current trends and realities. The remedy? Jukes proposes an entirely new Volunteer Engagement Cycle, one that that she calls Version 2.0. “This isn’t a monumental change to the traditional cycle,” Jukes writes, but one that renames and reimagines how organizations plan and prepare for volunteer engagement. Is it better? Will it work? Has Jukes merely proposed new words for the same things? In the end, Jukes asks you to decide.