Professionalisation of volunteer management
•Download as PPTX, PDF•
3 likes•12,131 views
Professionalisation of volunteer management - Patrick Daniels - Association of Volunteer Management
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (6)
Similar to Professionalisation of volunteer management
Similar to Professionalisation of volunteer management (20)
More from Association of Volunteer Managers
More from Association of Volunteer Managers (20)
Recently uploaded
Recently uploaded (20)
Professionalisation of volunteer management
- 1. Professionalisation of volunteer management
- 2. Autonomy Values Independence Recognition Expertise Support More than a job/function FOR
- 3. Bureaucratic Exclusive Inefficient Irrelevant Contradictory Costly AGAINST
- 5. discourse, rather than a destination
- 6. how we Key question organise ourselves as practitioners
- 7. Opportunity Different fields – sectors - disciplines
- 8. Key challenge Opportunity But only if we can move together
- 9. Key challenge Leadership We need to lead, not leave it to others
- 10. Key influencers on professions State Market
- 11. VM – “off the radar” strategy
- 12. Professionals Professional body The profession
- 13. Professionals Professional body The profession
- 14. How to build our own profession?
- 15. Principles Knowledge Six components of a profession… Scope Ongoing development Practice model Entry
- 16. 1. Knowledge A profession needs to set out the specialist knowledge of its practitioners. What knowledge underpins our profession?
- 17. Technocratic Reflective Industrial society Scientific thought Rational approach Objective knowledge Monolithic body of knowledge Standardised training Post-industrial society Learning through action Embraces complexity Subjective knowledge Context is everything Knowledgeable practitioners
- 18. Technocratic Volunteer Management – The Complete Handbook?
- 19. Standardised volunteer Technocratic management training
- 20. Reflective Volunteer Management – Knowledgeable practitioners
- 21. 2. Scope of the profession A profession needs to set out what professional volunteer management is. What areas are covered by our profession?
- 22. 2. Scope of the profession Qualifications – what are you qualified to do? Competencies – what are you competent to do? Capabilities – what are you capable of doing?
- 23. 3. Practice model A profession needs to set out broad models of practice. What model of practice fits with our profession?
- 24. 3. Practice model A profession needs to set out broad models of practice. Trust – we’re the experts and they’re our clients Contractual – service providers and service users/consumers Partnership – realise outcome together
- 25. Volunteer manager Volunteer Beneficiary
- 26. HR manager Employee Beneficiary
- 28. 4. Entry into the profession A profession needs to set out the criteria required for entry. How do we see entry into our profession?
- 29. Non-regulated VMs Sequential Regulated VMs
- 30. Buddying Mentoring Apprenticeships Community Integrated
- 31. 5. Ongoing profession development A profession needs to set out expectations of practitioners continual development. What framework for continuing professional development do we need for our profession?
- 32. Threat Opportunity Status Career Standards Learning
- 33. 6. Ethical framework A profession needs to set out its founding principles and values. What principles are essential to our profession?
- 34. 726 695 649 639 611 601 598 594 550 Supporting volunteers Respecting the gift of volunteering Opening volunteering to all Promoting diversity Flexibility The freedom of the volunteer Accepting change Providing choice Creativity Votes weighted Principle #1 - Freely chosen giving
- 35. Principle #1 - Freely chosen giving • Question of freedom – free to join/ free to leave • Choice – encourage active choice • Giving – recognise that volunteering is not contractual – it’s a gift • Supporting volunteering – the difference/value that vm brings • Open access – ensuring diversity and access to volunteering
- 36. 695 Principle #2 - Mutually beneficial relationships 654 637 609 592 575 561 Building mutually beneficial relationships Fairness Fostering engagement Partnership Connecting people Public benefit Empathy
- 37. Principle #2 – Mutually beneficial relationships • All about relationships – skill of vm in networking and connecting people • Understanding the balance – insight and empathy into needs of volunteer and service user • Knowledge of motivation – learning and challenge • Fairness – question of equality
- 38. 687 673 617 614 588 570 Ensuring volunteering is appropriately resourced Acting in an accountable and transparent manner Leadership Measuring and evaluation of impact Planned use of resources Encouraging learning Principle #3 - Ensuring volunteering is appropriately resourced
- 39. Principle #3 – Ensuring volunteering is appropriately resourced • Value for value – understanding the value of volunteering and vm • Value in a broad sense – shouldn’t restrict ourselves to explaining value in monetary terms • Accountable and transparent • What is appropriately resourced? • Leadership in vm is very distinctive
- 40. 685 666 653 651 650 648 604 582 Acting lawfully Respecting people's rights Listening to the voice of those engaged The enjoyment of volunteering Recognising and celebrating achievements of those engaged Trustworthiness Promoting the voice of those engaged Personal growth of those engaged Principle #4 – All about people
- 41. Principle #4 – All about people • All about people – principle is not to lose sight of the person at the heart of the process • Respect people’s rights and acting within the law • Enjoyment – sense of perspective • Listening to those engaged – less so about promoting voice
- 42. Key learnings • We need to move together • Principles and values that support reflective practice • Standards and rules may come later, but not initial focus • Next step - present examples of how these principles can be applied to practice
- 43. How to build our own profession? 1. Knowledge - What knowledge underpins our profession? 2. Scope of the profession - What areas are covered by our profession? 3. Practice model - What model of practice fits with our profession? 4. Entry into the profession - How do we see entry into our profession? 5. Ongoing profession development - What framework for continuing professional development do we need for our profession? 6. Ethical framework - What principles are essential to our profession?
- 44. 6.5% How long have you been involved with volunteer management? 7.1% 21.9% 26.5% 28.4% 9.7% 0.0% Less than 12 months 1 -2 years 3 - 5 years 5 - 10 years 11 - 20 years Over 20 years Don't know
- 45. What proportion of your time do you spend directly managing volunteers? 56.8% 11.6% 14.2% 17.4% 0 - 25% 26-50% 51-75% 76-100%
- 46. 1.9% 34.4% How old are you? 25.3% 27.9% 9.1% 1.3% 16 - 24 25 - 34 35 - 44 45 - 54 55 - 64 65+
- 47. What should AVM do next once these principles of 46.2% 58.0% 82.5% 18.2% 46.9% Develop a campaign Develop training Develop good practice guides Commission further research Develop reflective learning materials volunteer management are agreed?
Editor's Notes
- Community and building our capacity to act as a profession Useful shorthand for framing a debate/discussion
- Community and building our capacity to act as a profession
- Government Market pressures
- http://www.independent.co.uk/news/uk/politics/teachers-take-to-twitter-to-criticise-tristram-hunts-calls-for-hippocratic-oath-9789374.html "Professionalism in Turbulent Times: Changes, Challenges and Opportunities"; Professor Julia Evetts, School of Sociology and Social Policy, University of Nottingham Professionalism used in marketing to gain competitive advantage Over regulation – erosion of trust – accountability – professional judgement (bureaucratic standardisation) – pass or a fail – accountability – reporting – taking away time from individuals working together
- The fact that many people don’t know what we do – even people in our own organisations – is an advantage.
- Professionals – as individuals – sign up to code of practice – expertise – autonomous in what we do – we may be uniquely qualified as individuals Many – argue – for professionalism – “professionalisation at an individual level” – cuts out the need for a profession – or professional body – difficult to achieve the agreement we need to move forward together – - risks us remaining fragmented – or being liable to vagaries of prevailing public policy or the market - difficult to get research – end up relying on other more organised professional/colleagues. Professional bodies - different models learned societies, semi-formal associations based on communities of practice, self-regulating professional associations, Statebacked registration bodies (regulators), bodies that principally fulfil the role of a trade union We need to define the profession we want/need – so that we build the professional body we need to support us in this In search of a profession To make progress towards greater professionalisation in volunteer management, we need to mobilise a consensus around a definition of: Who is a volunteer management professional What the volunteer management profession is The kind of professional body the volunteer management profession needs Who is a volunteer management professional? A general working definition of a professional is someone who: makes proficient use of expert or specialist knowledge, exercises autonomous thought and judgement, and makes a voluntary commitment to a set of principles In volunteer management, a professional is decided by an individual’s: Professional knowledge (proficient expert/specialist) Alignment with ethics code of the profession (e.g. signed up to a code in practice) This criteria provides the basis for a broad definition of who a professional in volunteer management is. For example, it could include those who are paid and unpaid, those who work across different sectors and fields, hold different roles and or have come into volunteer management through a range of entry routes. However, it does mean that a codification of the principles of volunteer management is a key part of setting the framework for professionalisation. What is the volunteer management profession? Codifying the practice of volunteer management is just a first step towards laying a common groundwork for the volunteer management profession. Broadly, to fully develop, the profession needs to be able to: Define an ethics code Identify professional knowledge Set the scope of the profession Work to recognisable models of practice Set out conditions for entry into the profession Articulate continuing professional development To achieve these ambitions, the profession needs to become more organised. Part of this greater organisation of the profession can be achieved through a professional body. What kind of professional body does the volunteer management profession need? The professional body needs to be able to: Promote, recognise and provide stewardship of an ethics code (such as a code in practice) Contribute to the development and dissemination of professional knowledge Support and develop mechanisms that reinforce scope of the profession Research, develop and evaluate models of practice in volunteer management Advise, inform and foster entry into the profession Support, promote and offer opportunities for continuing professional development Needs a source
- Professionals – as individuals – sign up to code of practice – expertise – autonomous in what we do – we may be uniquely qualified as individuals Many – argue – for professionalism – “professionalisation at an individual level” – cuts out the need for a profession – or professional body – difficult to achieve the agreement we need to move forward together – - risks us remaining fragmented – or being liable to vagaries of prevailing public policy or the market - difficult to get research – end up relying on other more organised professional/colleagues. Professional bodies - different models learned societies, semi-formal associations based on communities of practice, self-regulating professional associations, Statebacked registration bodies (regulators), bodies that principally fulfil the role of a trade union We need to define the profession we want/need – so that we build the professional body we need to support us in this In search of a profession To make progress towards greater professionalisation in volunteer management, we need to mobilise a consensus around a definition of: Who is a volunteer management professional What the volunteer management profession is The kind of professional body the volunteer management profession needs Who is a volunteer management professional? A general working definition of a professional is someone who: makes proficient use of expert or specialist knowledge, exercises autonomous thought and judgement, and makes a voluntary commitment to a set of principles In volunteer management, a professional is decided by an individual’s: Professional knowledge (proficient expert/specialist) Alignment with ethics code of the profession (e.g. signed up to a code in practice) This criteria provides the basis for a broad definition of who a professional in volunteer management is. For example, it could include those who are paid and unpaid, those who work across different sectors and fields, hold different roles and or have come into volunteer management through a range of entry routes. However, it does mean that a codification of the principles of volunteer management is a key part of setting the framework for professionalisation. What is the volunteer management profession? Codifying the practice of volunteer management is just a first step towards laying a common groundwork for the volunteer management profession. Broadly, to fully develop, the profession needs to be able to: Define an ethics code Identify professional knowledge Set the scope of the profession Work to recognisable models of practice Set out conditions for entry into the profession Articulate continuing professional development To achieve these ambitions, the profession needs to become more organised. Part of this greater organisation of the profession can be achieved through a professional body. What kind of professional body does the volunteer management profession need? The professional body needs to be able to: Promote, recognise and provide stewardship of an ethics code (such as a code in practice) Contribute to the development and dissemination of professional knowledge Support and develop mechanisms that reinforce scope of the profession Research, develop and evaluate models of practice in volunteer management Advise, inform and foster entry into the profession Support, promote and offer opportunities for continuing professional development Needs a source
- Getting to grips with the elements that make up a profession
- Credit - based on paper by Dr Stan Lester “On professions and being professional” (2010) – with the Professional Association Research Network
- Professionalisation: A Brief Background Historically, there are four types of professions: • ancient professions -the priesthood, university teaching, law and physicianship; • mediaeval trade occupations (including surgery, dentistry and architecture); • industrial-era professions (typified by engineering); and, • various groups professionalised in twentieth century (from teachers and social workers to accountants and personnel managers) What are the grounds for arguing that a profession in volunteer management exists? Sociologically, professions can be identified by looking for the following traits: The (static) traits of a profession (Belfall’s list ): • the presence of an assessment process for entry to the profession, • a common body of knowledge, • a code of ethics, and, • a professional association On this basis, the grounds for the existence of a profession in volunteer management are weak. There is no assessment process for entry, there’s no universally agreed body of knowledge or code of ethics. Professional associations for those working in volunteer management around the world are in their infancy. The (flexible) traits of a profession (Hoyle & John ), include: • the possession and use of expert or specialist knowledge, • the exercise of autonomous thought and judgement, and, • responsibility to clients and wider society through voluntaristic commitment to a set of principles On these criteria, volunteer management fares better. Although it is hard to make the case that there’s an established unified common body of knowledge (centrally managed) all volunteer managers draw on, it’s much easier to argue that volunteer management professionals possess and use specialist knowledge. Likewise, these professionals are able to act and come to judgements about the subject area autonomously and have responsibility for service users and the wider society through a commitment to implicit principles.
- Knowledge – complexity – context – action learning Focus on real problems – take action – reflect on results
- Professionalisation: A Brief Background Historically, there are four types of professions: • ancient professions -the priesthood, university teaching, law and physicianship; • mediaeval trade occupations (including surgery, dentistry and architecture); • industrial-era professions (typified by engineering); and, • various groups professionalised in twentieth century (from teachers and social workers to accountants and personnel managers) What are the grounds for arguing that a profession in volunteer management exists? Sociologically, professions can be identified by looking for the following traits: The (static) traits of a profession (Belfall’s list ): • the presence of an assessment process for entry to the profession, • a common body of knowledge, • a code of ethics, and, • a professional association On this basis, the grounds for the existence of a profession in volunteer management are weak. There is no assessment process for entry, there’s no universally agreed body of knowledge or code of ethics. Professional associations for those working in volunteer management around the world are in their infancy. The (flexible) traits of a profession (Hoyle & John ), include: • the possession and use of expert or specialist knowledge, • the exercise of autonomous thought and judgement, and, • responsibility to clients and wider society through voluntaristic commitment to a set of principles On these criteria, volunteer management fares better. Although it is hard to make the case that there’s an established unified common body of knowledge (centrally managed) all volunteer managers draw on, it’s much easier to argue that volunteer management professionals possess and use specialist knowledge. Likewise, these professionals are able to act and come to judgements about the subject area autonomously and have responsibility for service users and the wider society through a commitment to implicit principles.
- Professionalisation: A Brief Background Historically, there are four types of professions: • ancient professions -the priesthood, university teaching, law and physicianship; • mediaeval trade occupations (including surgery, dentistry and architecture); • industrial-era professions (typified by engineering); and, • various groups professionalised in twentieth century (from teachers and social workers to accountants and personnel managers) What are the grounds for arguing that a profession in volunteer management exists? Sociologically, professions can be identified by looking for the following traits: The (static) traits of a profession (Belfall’s list ): • the presence of an assessment process for entry to the profession, • a common body of knowledge, • a code of ethics, and, • a professional association On this basis, the grounds for the existence of a profession in volunteer management are weak. There is no assessment process for entry, there’s no universally agreed body of knowledge or code of ethics. Professional associations for those working in volunteer management around the world are in their infancy. The (flexible) traits of a profession (Hoyle & John ), include: • the possession and use of expert or specialist knowledge, • the exercise of autonomous thought and judgement, and, • responsibility to clients and wider society through voluntaristic commitment to a set of principles On these criteria, volunteer management fares better. Although it is hard to make the case that there’s an established unified common body of knowledge (centrally managed) all volunteer managers draw on, it’s much easier to argue that volunteer management professionals possess and use specialist knowledge. Likewise, these professionals are able to act and come to judgements about the subject area autonomously and have responsibility for service users and the wider society through a commitment to implicit principles.
- Professionalisation: A Brief Background Historically, there are four types of professions: • ancient professions -the priesthood, university teaching, law and physicianship; • mediaeval trade occupations (including surgery, dentistry and architecture); • industrial-era professions (typified by engineering); and, • various groups professionalised in twentieth century (from teachers and social workers to accountants and personnel managers) What are the grounds for arguing that a profession in volunteer management exists? Sociologically, professions can be identified by looking for the following traits: The (static) traits of a profession (Belfall’s list ): • the presence of an assessment process for entry to the profession, • a common body of knowledge, • a code of ethics, and, • a professional association On this basis, the grounds for the existence of a profession in volunteer management are weak. There is no assessment process for entry, there’s no universally agreed body of knowledge or code of ethics. Professional associations for those working in volunteer management around the world are in their infancy. The (flexible) traits of a profession (Hoyle & John ), include: • the possession and use of expert or specialist knowledge, • the exercise of autonomous thought and judgement, and, • responsibility to clients and wider society through voluntaristic commitment to a set of principles On these criteria, volunteer management fares better. Although it is hard to make the case that there’s an established unified common body of knowledge (centrally managed) all volunteer managers draw on, it’s much easier to argue that volunteer management professionals possess and use specialist knowledge. Likewise, these professionals are able to act and come to judgements about the subject area autonomously and have responsibility for service users and the wider society through a commitment to implicit principles.
- Professionalisation: A Brief Background Historically, there are four types of professions: • ancient professions -the priesthood, university teaching, law and physicianship; • mediaeval trade occupations (including surgery, dentistry and architecture); • industrial-era professions (typified by engineering); and, • various groups professionalised in twentieth century (from teachers and social workers to accountants and personnel managers) What are the grounds for arguing that a profession in volunteer management exists? Sociologically, professions can be identified by looking for the following traits: The (static) traits of a profession (Belfall’s list ): • the presence of an assessment process for entry to the profession, • a common body of knowledge, • a code of ethics, and, • a professional association On this basis, the grounds for the existence of a profession in volunteer management are weak. There is no assessment process for entry, there’s no universally agreed body of knowledge or code of ethics. Professional associations for those working in volunteer management around the world are in their infancy. The (flexible) traits of a profession (Hoyle & John ), include: • the possession and use of expert or specialist knowledge, • the exercise of autonomous thought and judgement, and, • responsibility to clients and wider society through voluntaristic commitment to a set of principles On these criteria, volunteer management fares better. Although it is hard to make the case that there’s an established unified common body of knowledge (centrally managed) all volunteer managers draw on, it’s much easier to argue that volunteer management professionals possess and use specialist knowledge. Likewise, these professionals are able to act and come to judgements about the subject area autonomously and have responsibility for service users and the wider society through a commitment to implicit principles.
- Sequential entry – there are certain steps you progress through – learning and development pathways Or it is more integrated – working with employers – provide training and learning relevant to the challenges faced by VMs
- Once you declare there is such a thing as a profession – people need to know how to join
- Professionalisation: A Brief Background Historically, there are four types of professions: • ancient professions -the priesthood, university teaching, law and physicianship; • mediaeval trade occupations (including surgery, dentistry and architecture); • industrial-era professions (typified by engineering); and, • various groups professionalised in twentieth century (from teachers and social workers to accountants and personnel managers) What are the grounds for arguing that a profession in volunteer management exists? Sociologically, professions can be identified by looking for the following traits: The (static) traits of a profession (Belfall’s list ): • the presence of an assessment process for entry to the profession, • a common body of knowledge, • a code of ethics, and, • a professional association On this basis, the grounds for the existence of a profession in volunteer management are weak. There is no assessment process for entry, there’s no universally agreed body of knowledge or code of ethics. Professional associations for those working in volunteer management around the world are in their infancy. The (flexible) traits of a profession (Hoyle & John ), include: • the possession and use of expert or specialist knowledge, • the exercise of autonomous thought and judgement, and, • responsibility to clients and wider society through voluntaristic commitment to a set of principles On these criteria, volunteer management fares better. Although it is hard to make the case that there’s an established unified common body of knowledge (centrally managed) all volunteer managers draw on, it’s much easier to argue that volunteer management professionals possess and use specialist knowledge. Likewise, these professionals are able to act and come to judgements about the subject area autonomously and have responsibility for service users and the wider society through a commitment to implicit principles.
- Dynamic – demonstrate you continue to meet the standard – lose your status
- Professionalisation: A Brief Background Historically, there are four types of professions: • ancient professions -the priesthood, university teaching, law and physicianship; • mediaeval trade occupations (including surgery, dentistry and architecture); • industrial-era professions (typified by engineering); and, • various groups professionalised in twentieth century (from teachers and social workers to accountants and personnel managers) What are the grounds for arguing that a profession in volunteer management exists? Sociologically, professions can be identified by looking for the following traits: The (static) traits of a profession (Belfall’s list ): • the presence of an assessment process for entry to the profession, • a common body of knowledge, • a code of ethics, and, • a professional association On this basis, the grounds for the existence of a profession in volunteer management are weak. There is no assessment process for entry, there’s no universally agreed body of knowledge or code of ethics. Professional associations for those working in volunteer management around the world are in their infancy. The (flexible) traits of a profession (Hoyle & John ), include: • the possession and use of expert or specialist knowledge, • the exercise of autonomous thought and judgement, and, • responsibility to clients and wider society through voluntaristic commitment to a set of principles On these criteria, volunteer management fares better. Although it is hard to make the case that there’s an established unified common body of knowledge (centrally managed) all volunteer managers draw on, it’s much easier to argue that volunteer management professionals possess and use specialist knowledge. Likewise, these professionals are able to act and come to judgements about the subject area autonomously and have responsibility for service users and the wider society through a commitment to implicit principles.