The field of volunteer engagement has struggled for decades to gain acceptance both as a legitimate career path and as an essential element in maintaining a professionally managed volunteer workforce. As a certified volunteer administrator (CVA) and someone who participated in the national program for organizational strategic volunteer engagement, Service Enterprise, I have found that many institutions have a blind spot when it comes to recognizing the importance of a well-managed volunteer workforce. 

I once asked why volunteers were not included in the mission statement of an organization. One leader replied that “we do not exist to serve volunteers,” and went on to say that volunteers are a “means to an end.” I was sorely disappointed in that reply and found a way to earnestly and diplomatically share my philosophy that creating effective volunteer engagement requires creating a volunteer culture that is mutually beneficial. It made a difference. The leader shared in a later staff meeting that her mother had been a long-time volunteer at a museum and began to include volunteers when discussing plans to achieve our mission.

When starting my current role 8 years ago, my goal was to professionalize volunteer operations utilizing best practices. A few years later, when I learned about the Service Enterprise accreditation, I engaged museum and board leadership, leading to the decision for our organization to participate in the program and not only gain our accreditation but also the re-accreditation three years later. It was a great learning opportunity for our core team and while museum staff already had a deep appreciation for volunteers, I saw things start to shift as it became clear to board and museum leadership that volunteers were integral to the museum mission and success.

As a result of the Service Enterprise diagnostic, training and coaching, my role as volunteer and intern coordinator, received a seat at the table in senior management meetings. If I was going to continue to serve every department in the museum, I needed to know what the department needs were in order to provide volunteer support and to expand their capacity. Additionally, we created the volunteer department to set the stage for strategic volunteer engagement. Since receiving the Service Enterprise Accreditation, each department, including the volunteer department, has been empowered to participate in museum future planning. Most importantly, it has been my honor to participate in strategic and master planning conversations and to advocate for a well-managed volunteer program.

With a ratio of 10 volunteers per paid staff person, one would think a volunteer workforce would automatically be factored into strategic planning, yet even with expert consultants involved, I find myself continuing to ask and advocate, “Where do volunteers fit into our strategic plan? Where are volunteers and volunteer engagement professionals on the organizational chart? As we expand programming, what plans do we have to expand volunteer engagement, and if we expand, what resources, human and other, will be deployed to support expansion?”

What I have learned over the past 5 years is NEVER miss an opportunity. Words are powerful. Blind spots exist. Those blind spots must be addressed in order to create understanding and garner support. I have learned to speak up in the face of no agreement and address misinformation, whether in conversation or by sending a thoughtfully worded communication. I have learned not to step over misconceptions about volunteers. I’ve communicated with city leaders, advocating for the intentional strategic creation of a culture that considers volunteer motivations and the necessity to engage volunteers in meaningful opportunities that meet the diverse needs of volunteers and the organization. I understand that I have a dual responsibility. I must simultaneously serve the institution and the volunteers. My personal and professional training and the knowledge gained from the Service Enterprise Model on an organizational level have led to a culture that is embedding volunteerism in the day-to-day activities and the overall strategies of my organization. As a volunteer engagement professional and advocate, I participate in city, state, and regional volunteer groups to support and encourage my peers in volunteer management, demonstrating my commitment to the intrinsic and tangible value of volunteers and the necessity of engaging professionals to manage this critical component. I am committed to continuously use my voice, my CVA, my organization’s Service Enterprise accreditation, and my platform to educate and advocate for strategic volunteer engagement, and to elevate and legitimize the profession of volunteerism.

Image by Lillian Finley

Become an accredited Service Enterprise

The ASU Lodestar Center offers nonprofits throughout Arizona access to the Service Enterprise Initiative, in partnership with AL!VE and Points of Light. We equip nonprofit and public organizations to increase their return on volunteer investment and meet their missions. Service Enterprise accreditation signifies that organizations have the capability and management expertise to strategically use volunteers to improve the performance of their organization.

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