Over the last 15 years, there’s been an increasing amount of research and reports written about volunteer management. Here are a few listed below (others in the side bar). This list focuses on research developed in England:

The Right Stuff: New ways of thinking about managing volunteers (PDF)
Meta Zimmeck – May 2000 – Institute for Volunteering Research – Report summary
Organising cultures: voluntarism and professionalism in UK charity shops  (PDF)
Richard Goodall – VAJ 2000 (vol 3, number 1) (summary)

Bright Future: Developing Volunteer Management (PDF)
Pat Gay – November 2001 – Institute for Volunteering Research
Volunteering – Compact Code of Good Practice (PDF)
Original publication date: October 2001 (revised 2005)
The Compact is the agreement between the Government and the voluntary and community sector to improve their relationship for the benefit of each other and the communities they serve.

A Standards Framework for Managing Volunteers (PDF)
A Report to the Voluntary Sector National Training Organisation from The Management Standards Consultancy – June 2002

A choice blend – What volunteers want from organisation and management (PDF)
Katharine Gaskin – April 2003 – A report for the Institute for Volunteering Research and the England Volunteering Forum – Report summary

Are ‘professional’ HR practices compatible with volunteer management? “True affinity and beyond?…” (PDF)
Stephen Moreton – 2006 – Attend Academy

Management matters: a national survey of volunteer management capacity (PDF)
Joanna Machin and Angela Ellis Paine – April 2008 – Institute for Volunteering Research
Report of the Commission on the Future of Volunteering and Manifesto for change (PDF)
January 2008 – Chaired by Baroness Neuberger DBE
The Commission on the Future of Volunteering was established by the England Volunteering Development Council in order to develop a long-term vision for volunteering in England.
National Occupational Standards
Volunteer Managers – National Occupational Standards (PDF)

Chapter 2 – Setting the scene: the landscape of volunteering – Steven Howlett, Chapter 3 – The management role of the Voluntary Services Manager – Dorothy Bates (part of Volunteers in Hospice and Palliative Care: A Resource for Voluntary Services Managers, edited by Rosalind Scott, Steven Howlett, Derek Doyle)
Chapter – Issues of Co-ordination and Management: How Can the Activities of Volunteers be Best Organised? – November 2009 (part of Volunteering and Society in the 21st Century, by Colin Rochester, Angela Ellis Paine and Steven Howlett)

Developing volunteer management as a profession (PDF)
Steven Howlett – 2010 – Voluntary Sector Review, Volume 1, Number 3, November 2010, pp. 355-360(6)
Over the last 10 years, volunteers have reported improved levels of satisfaction with the way their work is organised. This has coincided with developments in the theory and practice of volunteer management. Further initiatives are taking place but need to be set in a wider context. This paper reviews the need for appropriate forms of management and argues that the development of volunteering as a profession offers the best way forward. A professional body would guard the diversity of volunteer involvement and management by putting volunteer managers in control of the way their roles will be developed.
Valuing Volunteer Management Skills (PDF)
Georgina Brewis, Matthew Hill and Daniel Stevens – September 2010 – Skills Third Sector – Institute of Volunteering Research

Volunteers who manage other volunteers and the professionalisation of volunteer management: implications for practice (PDF)
Matthew Hill and Daniel Stevens – Voluntary Sector Review, Volume 2, Number 1, March 2011, pp. 107-114 (8), Policy Press (summary)
In debates over the professionalisation and formalisation of volunteer management, the role of volunteers who manage other volunteers (VMVs) has been largely ignored. This paper explores the prevalence of this form of volunteer management, the profile of VMVs, their support needs and how the trend towards management by volunteers can be squared with the professionalisation of good practice. It argues that VMVs exist in a variety of organisational forms and draws out some key implications for practice for the main organisational settings.

If you think we should add any, please let us know in the comments below or by contacting us.

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