By Ruth Leonard, AVM Chair

As AVM celebrates its 18th year, I took the opportunity to speak to Rob Jackson and Nikki Squelch to reflect on our journey, achievements, and the impact it has had on volunteer management in the UK. ​This blog is a result of that fascinating conversation, and I want to thank them both for the fun we had during that chat and for their ongoing and robust engagement.

The Birth of AVM ​

AVM was officially launched in June 2007, but its roots trace back to the mid-1990s with the establishment of the National Volunteer Managers Forum (NVMF). ​The NVMF, created by the then National Centre for Volunteering (NCV), aimed to support those with strategic responsibility for managing volunteers. ​However, challenges such as varying member needs and geographical limitations led to its eventual disbandment. ​

In 2004, a group of volunteer managers, including Rob, Nikki, AVM’s very own Alan Murray and the inspirational John Ramsey, recognising the need for peer support and a collective voice, began meeting quarterly.

Inspired by Andy Fryar’s work with the Australasian Association for Volunteer Administrators (AAVA), the group began exploring the idea of creating a similar body in England. ​By 2006, the Association of Volunteer Managers steering group was formed, and AVM was born with the mission to amplify the voice of volunteer managers and provide a platform for professional development.

A Vision for Volunteer Management

From the start, AVM has been driven by a clear purpose: to promote and profile the role of volunteer managers, develop effective services for members, and maintain a sustainable organisation.

​Its definition of volunteer managers—those who directly or indirectly oversee, manage, coordinate volunteers or support volunteering—has been inclusive, recognising the diversity of roles and responsibilities within the sector.

​As John Ramsey once put it, “Brilliant volunteer-involvement is not the preserve of the mega-rich organisation. It is the preserve of the people-rich organisation. Because it is the people in an organisation that make the difference.”

AVM’s strategic priorities have evolved over the years, but its commitment to supporting anyone who involves volunteers has remained strong. ​Early initiatives included responding to policy statements, benchmarking salary levels, and publishing papers on volunteer management as a profession. ​These efforts have helped establish volunteer management as a recognised and valued profession.

Milestones and Achievements

From our very first conference to our growth in membership and financial stability, we have consistently adapted to meet the needs of our members. ​

Today, AVM boasts over 1,000 members and a staff team of three, a testament to ongoing sustainability and relevance.

We ensure our relevance by focusing on member-driven initiatives and maintaining our independence, allowing the organisation to grow while remaining accessible to everyone who involves volunteers across the UK. ​AVM is there for anyone who involves volunteers, regardless of level, field or sector. This breadth of reach makes us unique in the UK. ​

Challenges and Opportunities ​

While AVM has achieved much, we still face challenges. ​The profession of volunteer management continues to grapple with issues such as diversity and a clear professional pathway with accreditation and recognition of the importance of the role.

Volunteer managers often feel undervalued within their organisations, still feeling that they don’t have that equal voice within the organisations that they’re working for​ and the sector increasingly faces gaps in funding and capacity-building. ​

Looking ahead, AVM has the opportunity to address these challenges by fostering broader conversations, building our understanding on the profile of volunteer managers, and advocating for systemic change. ​

As Nikki Squelch put it, “Societies are better when people are active within them, helping each other. ​And sometimes we just need people to help make that happen.” ​

A Call to Action ​

As AVM steps into adulthood, it is a moment to celebrate its history while looking to the future. ​The organisation’s success has been built on the dedication of its members, who have volunteered their time and expertise to create a space for professional growth and collaboration. ​

However, our future depends on continued engagement and leadership from the volunteer management community. As Rob Jackson pointed out, ​”AVM is only as strong as its members.”

AVM invites its members and supporters to reflect on their role in shaping the profession. Whether through active participation, volunteering, or simply being a member, every contribution helps ensure that we remain a vital resource for volunteer managers, the organisations they work for and most importantly the volunteers they support. ​

Conclusion

The history of AVM is a story of resilience, innovation, and community. ​From its humble beginnings to its current status as a thriving professional association, AVM has demonstrated the importance of collective action in driving change. ​By reflecting on its history and embracing opportunities for growth, we are poised to continue making a meaningful impact on the volunteer involving sector.

As we celebrate AVM’s achievements, let’s also look forward to the next chapter in our story—one that promises to be as inspiring and impactful as the last.