I've been the Volunteer Manager for just about a year now (in addition to my other job duties) - long enough to know that what I mange to accomplish is barely adequate. It's frustrating, but I'm learning to accept the limits of my time and energy:
I cannot be both a full-time volunteer manager/coordinator and also a full-time associate director of development and, additionally, a part-time Human Rights Officer and do any of these jobs to my satisfaction within a 40-hour work week)A few months ago I joined the board of directors of People Making a Difference (PMD), an organization which promotes informed and responsible volunteerism by involving people in meaningful, one-time, hands-on work that meets the needs of local charities and by assisting companies and charities in building successful community involvement programs. This has given me the opportunity to spend more time with the founder and executive director, Lori Tsuruda, who is one of those amazing women that seem to have endless energy and the devotion to work 60 hours a week on a regular basis for a cause/job they love (I am not one of those people, at least not for more than a few months at a time). Most of the time Lori and I inevitably talk about volunteers and volunteer management.
Volunteer Management is the underdog of the nonprofit world. Few organizations (mine included, I'm afraid to say) recognize how important it is to have the proper management structure. Volunteers - the wonderful, generous people who give their time and talents to charities - need the same structure and support as employees. Businesses have Human Resource Managers to oversee employment. Nonprofits need to have an HR person and a Volunteer Manager.
I'm blogging all of this because, while looking for information on aging/elders/etc, I stumbled across a report from a 2003 conference sponsored by Harvard School of Public Health–MetLife Foundation entitled "Reinventing Aging: Baby Boomers and Civic Engagement." It's fascinating and it includes an entire section on the necessity of building proper volunteer management infrastructure and the current lack of it.
I'm holding on to this for the day when I propose we hire a volunteer manager who does nothing but manage volunteers. I can't wait.Very often, the job of volunteer coordinator in community agencies is marginalized or nonexistent. Likewise, the costs of managing volunteers often are left out of agency budgets or funding proposals (Cobb and Johnson 2003). Unpaid labor is a resource, just as paid labor is, but unpaid labor is not free. It must be planned, managed, organized, and coordinated, just as paid labor is—and this requires an investment of time and resources.
