Infrastructure

Volunteer centers exist around the world, although they rarely connect with each other across national borders. In Canada, the United Kingdom and the United States, the concept of a “volunteer bureau” – the most common original name – first gained traction to mobilize home front activities during World War II. In Japan, volunteer centers were (and to some extent still are) literally organizers of local community services. Newer in mainland Europe, volunteer centers evolved from the push towards civil society in formerly communist countries. Volunteer centers in the U.S. are transforming into “HandsOn Action Centers,” while centers everywhere are trying on new identities in a world of Internet access to volunteer opportunities. 

As volunteer centers continue to evolve, it seems like a good time to understand why and how they began. In this Voices from the Past, we reflect on their historical significance and consider where they might be going next.

To read the full article

BECOME A MEMBER

LOG IN

• Read more about Volunteer Centers: Changing Rationale and Roles

On behalf of Osteoporosis Canada, volunteerism consultant Suzanne Lawson recently convened a telephone conference call that included Linda Graff, Marilyn MacKenzie, Susan J. Ellis and representatives of Osteoporosis Canada. These accomplished volunteer management experts proceeded to discuss how multi-level organizations are adapting to current trends in volunteer engagement and how the local level of "action" can best be structured. The call was recorded. This Keyboard Roundtable offers a lively exchange of that conversation, which covered such questions as:

• How are local chapters (or whatever people call them these days) succeeding or failing to bring new volunteers to a national cause?
• Do chapters tend to support established volunteers in their work - but not newcomers?
• Are there any new models for connecting volunteers at the local level to the activities of the organization - doing the work with engaged volunteers "around" a chapter structure or "instead" of it?
  To read the full article

  BECOME A MEMBER

  LOG IN
  • Read more about The Dynamics of Multi-Level Organizations
  • 1 comment

2005 in the UK was the Year of the Volunteer, with a programme of events designed to increase the profile of volunteering. To build on its legacy, the England Volunteering Development Council, a high-level representative mechanism of volunteering, established The Commission for the Future of Volunteering to develop a long-term vision for volunteering in England. To inform this, a literature review was undertaken which aimed to look at what is going on in the world of volunteering, particularly examining societal changes and the impact these may have on volunteering.

 

The resulting report by Colin Rochester was published in December 2006 and is the focus of this Research to Practice review.

The potential for partnership exists for every organization. Partnerships can be formed within the nonprofit sector as well as with for-profits and government. We can share space, equipment, staff and volunteers, training, experience, events, revenue – the list is endless. It is said that communities have the social capitol required to be self-sustaining. The challenge lies in mapping who can contribute what to meet the needs. This is the basis for forming a successful partnership.

In this article, Deb Anderson provides some of the fundamentals for creating and maintaining collaborations of all sorts.

Research-to-Practice Editor Steven Howlett re-visits a paper by Colin Rochester published in Voluntary Action, the journal of the Institute for Volunteering Research in 1999, about the management implications for volunteer coordination based on the organisational setting in which it takes place. Rochester observed that organisational context will impact upon how volunteering is managed, but this context is not very well addressed in the research literature and, as a result, best practice writing often gives minimal advice about how practice can vary from organisation to organisation.

The paper argues that there have been two implicit assumptions in the literature which may explain why the organisational context of volunteering has received less attention. The first is that what is being measured and described as volunteering is seen to be essentially the same activity regardless of where it happens. Second is the tendency to view volunteering as part of the non-profit sector, where it is seen as primarily unpaid workers contributing to the goals of the organisation; the result of this is a dominance management language emphasising the ‘workplace model’ of management.

Note:  Thanks to the generous permission of the Institute for Volunteering Research, the full text of the original study is provided as a PDF accompanying this review.

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.

Hong Kong has a long history of developing volunteer services. People from all walks of life are familiar with the concept of volunteerism while a wide variety of specific volunteer opportunities have been opening up, ranging from management roles to the execution of specific projects and tasks. The quality of volunteers and the sustainability of volunteer participation have become significant concerns within many volunteer organizations. It is expected that volunteers shall be well trained and equipped with adequate knowledge and appropriate skills to serve the needy. Further, it is believed that the enhancement of volunteer competencies and increased job satisfaction will lead to a higher commitment to volunteering.

The Agency for Volunteer Service (AVS) maintains a pool of over 10,000 volunteers and, in order to address some of these issues, established its Volunteer Training and Development Centre in 2003. A new initiative of the Centre is the “VQ Sustainable Training Scheme,“ promoting “Volunteer Quotient towards Volunteer Quality” – an attempt to provide progressive training to enhance the quality of AVS volunteers as well as to sustain their commitment to and aspiration of helping others.

This article provides an overview of what VQ is, how the training is structured, the three levels of achievement, who is being trained and who is doing the training, and other elements of the pilot project underway.