The IJOVA Volume XXV, Number 2
FROM THE EDITOR
In This Issue: "Leader: A Dealer in Hope" R. Dale Safrit, Ed.D., Editor-In-Chief
... link to pdf
Second Generation Volunteer Administration: Moving from Transaction to Transformative Volunteer Learning Environments
Nancy K. Franz, Ph.D.
Volunteer resource managers are primarily charged with oversight of transactions or tasks conducted by their volunteer force for the improvement of social, economic, or environmental conditions. However, a deeper goal focuses on the developmental aspects of working with individual volunteers. Transformative learning focuses more on the development of volunteers in addition to task accomplishment and often brings changes in work styles, world views, and/or personalities. Transformative learning can lead to better and more autonomous decision making and personal actions that better align with personal values. Transformed volunteers often provide deeper and more meaningful service than those simply accomplishing tasks. The life and work of the volunteer resource manager can also be impacted by the volunteer’s growth process. ... link to pdf
volunteer, management, transformation, transactional, learning, development
Competencies, Benefits and Limitations for Volunteer Resource Managers Utilizing Volunteers as Middle-managers Within a Volunteer Organization
Landry Lynn Lockett, Ed.D., & Chris Boleman, Ed.D.
The impact of a volunteer administrator is greatly increased when volunteers are utilized in midmanagement positions to significantly expand organizational and programmatic outreach. Determining the competencies necessary to successfully develop and utilize mid-managers within a volunteer group is a key component of volunteer administration. This study utilized a Delphi technique to determine competencies needed to be a successful Master Gardener Administrator, as well as the benefits and limitations associated with these volunteer programs. The results of this study provide insight into effectively utilizing volunteers as mid-managers, along with advantages and limitations of doing so. This list is applicable to volunteer resource administrators of all types in helping effectively utilize their time, energy and resources for maximum impact and program success. ... link to pdf
volunteers, master gardeners, Cooperative Extension, middle managers, competencies
Building Effective Teams that Support and Retain Volunteers: A Case Study from Habitat for Humanity
Richard E. Trevisan, M.S.
The construction of homes for Habitat for Humanity affiliates is accomplished primarily by volunteer teams under the guidance of a paid professional construction manager. This article’s focus is on the training, development, and retention of construction volunteers at a Habitat for Humanity affiliate, and the important part that the construction manager plays in the retention of the volunteers. A question that needed to be answered as part of a strategic planning event for a Habitat for Humanity affiliate was what motivates volunteers to return on a continuing basis to work at a Habitat for Humanity worksite. This case study provides insights for ensuring a continuing workforce by practicing accepted leadership competencies that contribute to retaining volunteers. ... link to pdf
Habit for Humanity, teams, volunteers, seniors, leadership
TOOLS OF THE TRADE
Book Review: Governance as Leadership: Reframing the Work of Nonprofit Boards
Richard P. Chait, William P. Ryan, & Barbara E. Taylor. (2004). New York: Wiley. (224 pp.; Hardcover, ISBN 0-471-68420-1).
Reviewed by Marshall Stewart, Ed.D. ... link to pdf
IDEAS THAT WORK
Volunteers in Leadership Roles: Successfully Engaging Volunteer Advisory Councils
Harriett C. Edwards, Ed.D.
Today’s volunteer-based organizations and programs face numerous challenges to continuously develop and deliver myriad contemporary services based upon current and emerging individual and community needs in an increasingly larger and more diverse society. Numerous contemporary authors have commented upon the increasing need to not only mobilize and engage volunteers but to simultaneously develop leadership capacities within them. By focusing efforts upon effectively engaging volunteers in leadership roles through advisory councils, volunteer resource managers are building organizational capacity and creating succession systems to allow volunteers to develop needed skills and knowledge to become and remain more fully engaged. The challenge is shifting from simply managing advisory councils, to positioning council members as leaders within the organization. ... link to pdf
volunteers, leadership, advisory, councils
Making the Case for Volunteer Resource Management: Strategies for Professional Advocacy
Erin L. Barnhart, M.P.A.
Of all the standard professional roles and responsibilities in the world of doing good, one of the least valued and understood is that of volunteer resource management VRM). Often considered a task both easy and quick, the reality is that volunteer resource management is a highly skilled, time and resource intensive profession that is genuinely fundamental to the success of volunteer programs. The author outlines five key strategies for volunteer resource managers to engage in as routine methods of professional advocacy. ... link to pdf
advocacy, volunteer resource management, volunteer resource managers, professionalism
FROM THE JOVA ANNALS
Evaluating Individual Board Members: A Training Summary
Barry L. Boyd, Ph.D.
An ineffective board of directors can be a nonprofit organization's greatest headache and can prevent the agency .from adequately serving its clientele. During the 1998 International Conference of Volunteer Administrators, Leslie Linton and Alice Zacarello outlined five steps to rejuvenate your board of directors by making each board member personally responsible for achieving the agency's annual goals. The keys to accountability for a volunteer board of directors include developing annual and long-range plans, obtaining written commitments from board members to help achieve the annual goals, orientation for new board members, reviewing the annual plan at each board meeting, and an annual self-assessment by each board member as to their performance in achieving the agency's goals. ... link to pdf
volunteers, board, directors, development, assessment, training
Powerful Synergies Exist Between Managers of Volunteer Resources and Fund Development Staff
Most, if not all, not-for-profit organizations struggle with limited human and financial resources. With more causes arriving on the Canadian not-for-profit scene, competition for both volunteers and donations will continue to drive this trend. Collaboration and cooperation between not-for-profits is increasingly very popular among benefactors, who see what they believe are natural synergies. Successful not-for-profits will work together in ways never before considered, including a more strategic alignment of work done by Managers of Volunteer Resources and the fund development staff. ... link to pdf
collaboration, non-profits, not-for-profits, resources
Building a Strong Advisory Group
This article describes effective strategies to use in developing and managing volunteer advisory boards or committees. Advisory board or committee recruitment and retention is influenced by two factors: information about the role and responsibility of the group and the staff's relationship with the volunteers. Members of advisory groups need to use their background and experience to look for important facts, conditions, or changes that can influence the programs or services of the organization. The most effective volunteer advisory groups receive support from the organization’s paid staff that is prompt, accurate, and sustained. ... link to pdf
volunteers, advisory, board, committee, training, development
Leadership Practices of Ohio AmeriCorps Program Directors and Coordinators
R. Dale Safrit, Ed.D., Chadwick J. Wykle, M.S., & Joseph A. Gliem, Ph.D.
The authors used a quantitative methodology to investigate the leadership practices of Ohio AmeriCorps program directors and coordinators in five construct areas: (a) Challenging the process; (b) inspiring a shared vision; (c) enabling others to act; (d) modeling the way; and (e) encouraging the heart. Ohio AmeriCorps program directors identified all five leadership practices as utilized at least "fairly often", while Ohio AmeriCorps program coordinators identified all five leadership constructs as practices engaged in "usually". As AmeriCorps program budgets remain stagnant or even decrease, AmeriCorps program directors and coordinators may need to focus even more closely upon their expanded leadership roles in nurturing and managing community volunteer leaders. ... link to pdf
leadership, professional development, AmeriCorps, directors, coordinators
Tough Choices: The Challenge of Leadership in the 90's
Judith V. Waymire
The author addresses the critical issue of ethical decision making for professional managers of volunteer resources as affected by self-esteem; ethical reasoning; and roles, status, and structures. A framework for ethical decision-making is presented. ... link to pdf
ethics, values, professionalism, leadership
For complete journal as one pdf document . . . click here