The Journal of volunteer administration最新文献

This article analyzes results from a comprehensive survey of members of the Association for Volunteer Administration (AVA), conducted in 1992-93. Two-thirds of the membership completed the mail questionnaire. The article elaborates findings from the survey in the areas of: professional background of members, their position in volunteer administration, their volunteer programs, interest in research in the field, and attitudes toward their work, organization, and profession. The concluding section discusses implications of the findings with respect to the AVA and professionalization of the field.

This work addresses one of the basic concepts of volunteer management, a three-level program for training volunteers. The author addresses the need for an appropriate amount of training, the important categories of training for volunteers and the use of volunteers as trainers of other volunteers. She presents a perspective of training of volunteers which is applicable to many types of organizations utilizing volunteers and to a diversity of volunteer services. The author's direct and simple approach to this aspect of volunteer management serves as a reminder of the important part training plays in the volunteer experience.

Older women are increasing in number and are the gender who most often volunteer. Thus, an increasing pool of older women volunteers may be forthcoming. Keeping these women satisfied can serve them and the people they serve. The 119 women in this study range in age from 60 to 93, are racially diverse, and are most often low-to-middle income. For these women, volunteer satisfaction and retention relate to interaction on the job, recognition for their work, and meeting their own expectations. Methods for meeting these needs are suggested.

Writing and updating policies for volunteer programs is a key strategy to gain the attention and recognition of board and senior administrators for volunteer programs and for managers of volunteers. Further, in light of the recent and rapid growth in volunteering and in the complexity of volunteer work itself, policy development has become an indispensable element in risk management and liability reduction. Managers of volunteers are encouraged to involve their boards and CEOs in policy development. Building the framework of beliefs, values, and rules through policies will ensure both safe and satisfying involvement for the volunteer, and effective service for the client.

This study explores several key senior volunteerism policy issues that need to be addressed from a local perspective in order to meet the challenges of the twenty-first century. Using inputs from a national survey of Voluntary Action Centers, prominent volunteer agencies in the United States, this study examines the impact of the national economy on senior volunteerism, the status of funding, the relationship between local senior volunteerism and employment, the role of risk management, and the affect of an aging society of senior volunteerism.

The role of the direct service volunteer on the voluntary board is explored and its organizational structure is examined to determine if it facilitates the flow of information from volunteers. The study questions whether volunteers can effectively communicate their suggestions and concerns about volunteer and organizational needs given the structure imposed by Board Member Manual procedure. A two-way relationship via the Voluntary Advisory Committee is suggested where political participation through the committee can give volunteers a political structure to express opinions pertinent to volunteer causes and clear lines of communication between staff, volunteers, and the leadership can be established.

This discussion demonstrates that three interrelated activities should improve volunteer organizations' disaster capabilities. These factors include improved disaster planning, learning from related experiences, and improving interorganizational networks. These three activities can dramatically improve the local chapter's emergency response. Networking ought to be the first priority. Through the development of both formal and informal contacts, planning and experience potential become enhances. Without the support and involvement of volunteer organizations, an effective community-wide disaster response would be difficult, if not impossible.