ABSTRACT
This chapter presents research on service learning from the perspective of institutional and managerial capacity, particularly volunteer management capacity. It discusses how agencies are structured to involve students as volunteers and to work with the institutions or departments that support students in service learning courses, the extent to which staff perceive students and faculty as contributing to the capacity of their agency, and how effectively they work with students and faculty. Service learning in a community organization is different from traditional student volunteerism, in part because students are expected to gain pedagogical benefits from the experience, such as through applying and testing theories or exploring career-related goals. Community engagement staff at the college or university should understand the expectations of the organizations with whom they partner and actively work to build reciprocal relationships.
