AmeriCorps and Senior Corps Targeting Volunteer Management

Responses to:
AmeriCorps and Senior Corps Targeting Volunteer Management

Submitted 23 March 2010 by Aimee Inglis, Americorps Member, Cope Family Center, Napa, CA USA
I am an Americorps member currently engaged in volunteer management, so I read this post with great interest. My time at my service site has been productive so far for both me and the agency. I think the keys to that success have been the following:

There was a significant investment in time and resources prior to my arrival to train staff on the best practices of volunteer management.
I participated in some of these trainings, and the consulting firm hired for this has been available to me throughout my service.
I am only one piece of our project to more deeply involve volunteers. Leadership, staff, and I work as a team to accomplish this.

I would be concerned about Americorps members in situations with any of the following characteristics:

Leadership is not invested in creating the culture change necessary to move from being an organization that casually involves volunteers to one that sees it as central to its mission.
Staff are not on-board and ready to work with volunteers.
There are no plans to train the Americorps member in volunteer management practices specifically.

I think Americorps members should be supplemental to a larger volunteer initiative, and shouldn't be solely responsible for a volunteer program's success. I agree that involvement from professional volunteer managers would be an exciting way to ensure success and also develop the field.

Submitted 17 March 2010 by Tom Devine, Executive Director, Serve Wisconsin, Madison, WI US
It is important to remember that the Corporation for National and Community Service is the largest supporter of volunteerism in the Country. We also need to remember that unmanaged volunteering is the prevailing form of volunteering in this country and has its own value. So volunteering should probably be seen as a progression from spontaneous and sporadic engagement to managed and regular volunteer service. AmeriCorps programs are producing both types of volunteer opportunities and some AmeriCorps programs provide exceptionally well managed volunteer opportunities. It would be a mistake to underestimate national service providers and an even larger mistake would be failing to establish working relationships with AmeriCorps programs, State Offices, and State Commissions. AmeriCorps has been set on a path to increase the number of AmeriCorps members from 75,000 in 2009 to 250,000 by 2017. If Congress holds true to that commitment then multi-million dollar increases will continue for AmeriCorps (2010 = $100 million increase and 2011 is proposed for $115 million increase). It is all about finding out how to play and how to get the players to play.

Submitted 10 March 2010 by Marty O'Dell, CVA, Volunteer Program Manager,
Dayton Ohio, USA
It seems to me that this situation points back to the fact that many high level executives believe that volunteer management can be performed by anyone. Until we are able to change that perception this idea and conversation will come up again and again.

When was the last time you heard of a shortage of college professors being filled with high school graduates with 3 weeks of extra training?

As professionals we need to increase our credibility by insisting on higher standards of training and accountability.

Submitted 4 March 2010 by Maureen K. Eccleston, Director, Volunteer Maryland,
Baltimore, MD USA
As you say, AmeriCorps members can be enormously helpful in building agency capacity to involve volunteers. Since 1992, Volunteer Maryland has worked with 521 AmeriCorps members who have developed or improved infrastructure for volunteer programs at more than 400 nonprofit organizations, government agencies, and schools. You are also correct in noting that solid training and ongoing support is a real key to this success. Importantly, that training must be for both the AmeriCorps members and the staff at the organizations. Otherwise, as you say, effectiveness is lost.

At Volunteer Maryland, our first step is to form strong partnerships with organizations that have a need for volunteers and a commitment to supporting the development of a volunteer program and its sustainability after the completion of an AmeriCorps year of service. We then train both the AmeriCorps members and staff from the organizations in the best practices of volunteer management (including utilizing The Volunteer Management Audit). Our AmeriCorps members are required to complete more than 100 hours of training during the service year; that two weeks prior to service and monthly trainings thereafter. Organization staff also commit to this training, attending four full training days throughout the year.

The results are telling. We survey our partner organizations for three years after the completion of the AmeriCorps service year; in the last three years, 91 percent of organizations reported that their volunteer programs have been sustained beyond the AmeriCorps year. Our AmeriCorps alumni also continue to be involved in nonprofit and volunteer management, many going on to work as volunteer coordinators in organizations in Maryland and beyond.

Programs like Volunteer Maryland provide a needed and necessary service and a win-win situation. With more nonprofit organizations trained in volunteer management and more AmeriCorps members committing to the field of volunteerism, community needs are met and the volunteerism field is strengthened.

Submitted 3 March 2010 by Lora Silver, Oakland, CA USA
I see the most potential from these initiatives if the mandatory criteria includes that the applicant organization does not have staff for the volunteer program - and it's an explicit goal that the incoming AmeriCorps member is charged with laying the groundwork and securing funding to support a staff manager of the volunteer program to replace the AmeriCorps member. Some of you already mentioned that the above should be favored in the application process, but I would go one step further to make it mandatory. If it were mandatory, this sort of AmeriCorps program would communicate a true valuing of volunteer management staff - and I think it would alleviate some of your well-founded concerns, Susan. It would show that volunteer programs without dedicated staff are vulnerable. We could eventually shift the mindset of the average organization - with a shared vision to devote strategic thinking and funding (usually in the form of a staff person) to its volunteer program just as the organization would allocate support to other programs or resource categories.

I think outcome evaluation is absolutely critical to any and all of these new AmeriCorps initiatives. I would only hope that the Corporation puts equal money behind thorough evaluation if it really wants to make an impact in this area - they certainly require organizations to report outcomes throughout the application process and reporting, so it is only logical that they include outcome evaluation in the cost of doing this business. However all too many funders value outcome-oriented results without wanting THEIR money to go toward it. What avenues are there to advocate for more emphasis on outcome evaluation of these programs? What about a third-party evaluator since the Corporation's process would likely be burdensome, and many organizations do not have in-house outcome evaluation capacity?

Submitted 2 March 2010 by Jean Ozols, United Way of Bartholomew County, Director of Resource Development, Columbus, Indiana
Our Volunteer Center leads an AmeriCorps program: "Volunteer Management Capacity Building". We recruit, train and place 20 AmeriCorps members to serve up to 2 years as Volunteer Resource Managers for local nfp's who do not have a formal volunteer program. The training is intensive-30 hours covering the ABC's of volunteer management before a member is placed in an organization. Training is ongoing all year long. Members are also required to attend our community's monthly DOVIA meetings. The goal for each AMeriCorps member is to create a formal, viable, sustainable volunteer program so when their term(s) is/are complete, they leave a solid and established program behind and a NFP that understands that the volunteer manager role is critical to the success of the volunteer program. We have built into our program goals that half of our participating NFP's will strive to build into their budgets funding for at least a part time Volunteer Resource Manager.

Submitted 2 March 2010 by anon
Yes, AmeriCorps member/volunteers should be able to be sent to other agencies. When I was in AmeriCorps we asked if we could help out with Food Pantries, Tutoring, Street Cleaning, Weeding, Cleaning up lots, and escorting our local Health Department worker.

Submitted 2 March 2010 by Glen Stubbolo, Delaware USA
I have successfully been running an AmeriCorps program with the backbone being Volunteer Coordinators. Ours is a statewide program, placing Volunteer Coordinators within Parks to coordinate community service volunteer activities under the auspices and supervision from my Central Office. The members receive intensive Volunteer Training, including attendance at our state's Certified Volunteer Administrator Training. As a member and former officer for our Association of Volunteer Administrators, all AmeriCorps members become organization members, attending trainings and conference.

I have not seen the difficulties Susan has experienced. I think this is principally because this program has developed under the direction of professional volunteer administrators, with very clear procedures, policies and objectives. In essence, the AmeriCorps VC's are the extension of staffing for the Volunteer Office, they are not the only staffing in the office.

I recognize that the time line is the greatest factor - one and done is hard on the program and volunteers - perpetually refilling the role, just as the members are getting really good at them.

We have actually seen a growth in our organizations commitment to volunteer service, and employment of additional professional volunteer administrators. Because volunteering in our program has increased from 30,000 annual volunteer hours to over 130,000, there is a need from the central Volunteer office to make certain the AmeriCorps Volunteer coordinators are receiving support and guidance in achieving volunteer program objectives and to maintain high quality volunteer program.

I would agree - this is a time of great opportunity. There are some strange models out there in national service. I believe it can work best when we already know what we want to have done and the members are an extension of what we envision.

As an aside, an AmeriCorps grant is NOT an easy thing to administer. It comes with a lot of strings attached. However, the high quality members we have received and the services being provided to our community are very real.

I could go on about pluses and minuses for national service, they do exist, but that would be for another discussion. Don't be afraid of potential of national service, but do be careful and very clear on role and purpose. Hope this helps.

Submitted 2 March 2010 by Anne B. Schink, ABS Consulting, Consultant in Volunteer Management, South Portland, ME USA
In Maine many, if not most, AmeriCorps members are placed in very small nonprofits and do, in fact, often serve as the de facto manager of volunteers. I have had the pleasure of conducting a good bit of training for them in a variety of venues ranging from three hour workshops to three day trainings. All using the 12 Essential Practices of none-other-than Susan Ellis as part of that framework! For organizations that have never had enough staff to have a designated manager of volunteers, the arrival of an enthusiastic AmeriCorps member is an opportunity for the organization to take a long, hard look at how they have engaged volunteers in the past, both in leadership and direct service roles. Knowing that consultants and trainers (like me), service commissions and corporation state offices, and statewide/regional volunteer networks are all on the same page in providing training and resources through conferences, consulting, and websites have gone a long way to building a common understanding of how effective volunteer management programs are run.

Submitted 2 March 2010 by Nicolette Winner, Council on Rural Services, HandsOn West Central Ohio, Piqua, OH USA
As a HandsOn affiliate internal to another nonprofit organization, we're seeing this conversation pop up repeatedly. Our solution? If we are in fact going to ask our RSVP volunteers to lead other volunteers, let's put them through the Volunteer Management Training Series for free. Connect them with local DOVIA organizations. Support them just as much, if not more, than you would a paid staff person. The same is true of AmeriCorps volunteers. The importance of getting both groups to treat the position as a profession will be key, and it's up to us to reach out and highlight the education and training needed to make that happen for this volunteers.

Submitted 2 March 2010 by Allyson, Georgia USA
As a former VISTA, and several years later a national service program director, I have experienced the benefits and challenges of the program first-hand. The success in capacity building for an organization using a national service member is based on choosing the right person who can infuse the organization with new energy and ideas, without challenging the staff already in place. This is a delicate balance. Training is critical for AmeriCorps and VISTA members, and is often an underfunded part of the program. Planning, good supervision, and a commitment to the impact this type of service can have are critical as well.

Longer-term service assignments also exist within other organizations that are not federally funded, faith-based ones such as the Lutheran Volunteer Corps, or placements directly with organizations. I think Susan’s idea of a mentoring program for new volunteer coordinators in this significant role is excellent. Is there a way that a matching program can be developed on the national level so that new service members could find someone to reach out to? I think this could be done virtually.

Submitted 2 March 2010 by Tony Goodrow, Volunteer2.com. President,
Burlington, Ontario Canada
Given that the real successes of a program such as this are the ones in effect beyond the first 12 months, applicant organizations who can document a strategy for continuing the role of professional volunteer management within their organization should be given priority in the selection process.

Perhaps the Corporation for National and Community Service office and agencies that become the granting organizations have given or will give this some consideration.

All types of associations of volunteer administrators can help sculpt this program’s outcomes and advocate for the profession at the same by suggesting this be added to the selection process (if it is not there already) when they contact state’s Corporation office or come into contact with a granting organization.

Submitted 2 March 2010 by Marilyn M. Redden, Worthington Christian Village, Volunteer Coordinator, Columbus, Ohio U.S.A.
Let's face it, anything the federal government has a hand in is suspect by many of us because of past experiences. If this could come down to local, or at least state, supervision, the plan might work. I have two concerns which were mentioned:

Who will train, and how
Letting someone else pay for this will allow the tax exempt organization to be free of the responsibility for supporting by way of the money and, hence, could be a reason for little involvement in the success of the program.

Answering to the government by way of evaluations will be a hassle and not welcomed - another problem. We prefer to do our own evaluating. We know what we need.