Planning, Strategic

The National Trust, a British charity founded by volunteers in 1895 to advocate historic preservation and conservation, announced in 2010 its determination to make sweeping changes, both to expand public engagement at its properties and to restructure its internal staffing and procedures.

These changes included a mandate to think differently about volunteering:

To move away from volunteering being seen as a sacrifice (“I give up my time to volunteer”) into volunteering as an active choice to use one’s leisure time in meaningful and rewarding ways.  Volunteering shouldn’t be about giving up something; it should be about having everything to gain.

Part 1 of a two-part series, this feature article presents why and how the Trust decided to rethink its approach to its nearly 67,000 volunteers in a campaign called “Going Local.”  This article includes a reprint of one of the early products of this Going Local campaign, a booklet called Thinking Differently about Volunteering. In a few short pages, the booklet outlines the importance of volunteers and presents a game plan for moving forward with volunteer engagement at the National Trust. The results of this campaign, and the National Trust’s continued efforts “toward our shared goal of engaging every household and connecting with local communities,” will be presented in Part 2 of this series in a future issue of e-Volunteerism.

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.

We hear over and over again how volunteers are indispensable to many organizations. While we have previously covered articles on different methods used to estimate a value for volunteer contributions, a new study out of New Zealand looks at how volunteer value is communicated, both internally and externally. In this issue, reviewer Laurie Mook examines how a team of researchers conducted a qualitative study of local and national medium-sized health charities, and provides some thought-provoking insights into the barriers and drivers to communicating volunteer value for these organizations. An interesting aspect of the study, Mook explains, is that the researchers interviewed the executive director, fundraising manager and manager of volunteers from each organization, providing for a more holistic look at how volunteer value is communicated. Mook also provides her insights into the practical implications of the study, encouraging readers to reflect on the implications of making volunteer contributions visible while also considering the impact of keeping them invisible.

This issue’s Research to Practice provides great food for thought on organizational factors affecting volunteer management. For example, how do the goals of the organization, area of activity, or degree of bureaucracy impact the role that a volunteer management program can take in the strategic achievement of an organization’s mission? How can organizational settings be “assessed and aligned to the needs of volunteers, but also to those of the organization and society at large?”

In this article, reviewer Laurie Mook shares insights from Sibylle Studer and Georg von Schnurbein, two researchers from the Centre for Philanthropy Studies at the University of Basel in Switzerland. They reviewed and synthesized academic literature relevant to volunteer management from 1967 to 2011, looking for evidence to help explain how nonprofit organizational factors supported or restricted volunteer management. As the researchers found, there are many studies looking at ‘who volunteers’ and ‘why people volunteer,’ but studies from the organizational perspective are not as prevalent. Mook presents their findings and other conclusions about organizational factors and how they impact strategic volunteer management.