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- Enhancing Productivity and Community Relationships
- Written and designed by Christine Nardecchia, Volunteer Services
Administrator, City of Dublin, Ohio for NAVPLG use to advocate for
volunteerism in local government.
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- Introductions
- Who is here and why?
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- Defining Volunteerism
- Introduction to Volunteer Administration
- Components of a Volunteer Program
- Risks and Values of Volunteerism
- Innovative & Successful Government Programs
- Referral Resources
- Q&A
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- Humanitarianism
- Giving something back
- To meet people
- To learn new skills
- Looking for relationships
- Looking for a connection
- To gain insight into an organization
- Looking for a job
- Looking for a place to use skills and talents
- For fun
- Source: VolunteerPro.com
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- City of Carlsbad
- 1,282 volunteers / year
- 52,697+ hours / year
- Program Examples:
- Library
- Citywide Trails
- Education & Government
- Recreation
- Senior Center
- Historic Park
- Police
- Sue Irey,
- Volunteer Coordinator
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- City of Plano, Texas
- “Volunteering not only enhances services, it brings citizens i=
nto
government. It helps
volunteers build a buy-in about what happens in the City government.=
”
- Robin Popik, Volunteer Program Manager
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- Marion County, Oregon
- 2,000+ volunteers/ year
- 91,000 hours/year
- Some examples:
- Victims Assistance Programs
- Master Recyclers
- Master Gardeners
- Clinic Aides
- Glenis Chapin,
- Volunteer Coordinator
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- Definition of a Volunteer
- Statistics and Trends
- Motivation for Use in Local Government
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- Webster
- “One who enters into or offers himself for any service of his =
own
free will.”
- American Red Cross
- “Individuals who reach out beyond the confines of their paid
employment and of their normal responsibilities to contribute time a=
nd
service to a…cause in the belief that their activity is benefi=
cial
to others as well as satisfying to themselves.”
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- 61.2 million adults between September 2005 and September 2006
- Average of 52 hours per year
- Percent of decrease: Down 2.1% overall from prior 3 years. Largest decline was among t=
eens
age 16-19. Female teens fell from 33.5 to 28.8 %. Male teens fell fr=
om
27.4 to 24.1%.
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- Top Four Causes
- Faith-based organizations – 35.0%
- Youth or educational organizations – 26.4%
- Social or community groups – 12.7%
- Hospitals and Health Care – 8.1%
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- Race  =
;
Employment
- White 28.3% Employed 28.7%
- Black 19.2% FT 27.3%
- Asian 18.5% PT 35.5%
- Hispanic 13.9% Unemployed 23.8%
- Not in workforce 23.1%
- Education Catalys=
t for
Involvement
- <H.S. 9.3% 2 in 5 Own initiative
- H.S. Grad 19.2% 43% Asked by someone
- <College 30.9% within organization
- College Grad 43.3%
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- Any volunteer program is a direct reflection of your own community.<=
/li>
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- They demonstrate community investment and endorsement (expand the sp=
here
of influence)
- Some populations prefer working with volunteers
- Internal representatives of community values, needs, wants (candid,
honest feedback)
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- Aid in reaching new audiences
- Volunteers become partners and advocates
- They enhance community relationship and diversity
- Bring unique levels of expertise and local knowledge
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- Saving Money?
- Reducing Staff?
- It’s cost-effective…but it is not free
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- Internal Dialogue
- WHO is asking for volunteers and WHY?
- HOW would volunteerism enhance core values and the vision of your l=
ocal
government?
- WHAT systems are already in place that would mirror a process for
involving volunteers?
- WHERE would a program be centralized (or should it be de-centralize=
d?)
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- External/Community Dialogue
- WHO are our community members and WHY would they want to become
involved?
- HOW would they define a volunteer program in their locality?
- WHAT would they be interested in doing?
- WHERE would they most likely look to find out about involvement
opportunities?
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- Identify stakeholders and advocates
- Conduct focus groups
- Develop a mission, vision and values statement for the program
- Identify clearly-defined and measurable goals
- Plan for rapid and consistent growth
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- Clearly defined “champion” or professional leading the
process
- Assign position/place/budget
- Development of policy and direction including:
- Recruitment -Recognition
- Retention -Relationships
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- Reach out to sources for position development
- Association for Volunteer Administration
- National Association for Volunteer Programs in Local Government
- Other Local Government and Non-Profit programs
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- Assigning Position/Place/Budget
- Position: Level of
leadership & coordination
- Place: Intake, management, tools
- Budget: Scope & size
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- Program Design
- Recruitment
- Retention
- Recognition
- Risk Management
- Relationships
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- Program Design: THE CREATIVE PART!
- Review definitions of volunteerism
- Internal buy-In/Create in group settings
- Partnership
- Avoid “task-driven” only assignments
- Job descriptions for every assignment (Risk section)
- Training, Orientation, Supervision, Evaluation
- Think operationally
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- Program Design: THE CREATIVE PART
- Develop:
- Policy and procedures
- Recruitment and marketing plan
- Retention strategy
- Recognition philosophy, events, practices
- Record keeping mechanisms, reporting standards
- Job descriptions for every assignment (Risk section)
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- Recruitment
- Create an “identity” for your program
- Consistent process; year-round
- Can be for individuals, youth, groups, families, corporate groups,
clubs, seniors, students
- Broad-based or specifically targeted
- Networking, Speaking engagements, visits
- Consult/partner with P.I.O.
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- Retention
- Are volunteer & staff needs being met?
- Do volunteer & staff expectations match?
- Motivations, Staff feedback
- Are volunteers & staff being recognized?
- Are volunteers connected to the overall mission?
- Feedback measures, Surveys
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- Recognition
- Keep it appropriate
- Keep it consistent and often
- Balance public and personal recognition
- Ensure it is meaningful and timely
- Share it with other staff members, VIPS, etc.
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- Recognition Examples
- Personal notes or official letters
- Letters to the Editor
- Letters to volunteer’s company/HR/Manager
- Special events, proclamations
- Public relations campaigns
- Signage
- Gifts
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- Risk Management
- Risk is inherent
- Keep ethics in check
- Volunteer versus paid labor (performing the same functions)
- Bargaining units
- Program design
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- Risk Management
- Application process, screening mechanisms
- Defined roles
- Insurance Coverage
- Training and Orientation imperative
- Yes, you can “fire” a volunteer
- No, you do not have to accept every volunteer
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- How will you know a program is:
- Effective?
- Building community relationships?
- Cost-effective?
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- The “Value” of Volunteering
- The controversial issues:
- “Dollar value of volunteering”
- -National usage is $21.06 (Independent Sector)
- -Organizational salary equivalent
- Expenditure ratio to budget
- Program cost
- Exercise caution and engage thought
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- Outcomes Measurement
- Measure impact
- Publicize to appropriate audiences (all)
- Measure volunteer progress
- Routes to leadership, employment, relationships, outlooks and
initiatives
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- Other successful models to consider and explore:
- Kettering, Ohio Washington County, Oregon
- Boulder City, Colorado Coral Springs, Florida
- Monterey, California Carlsbad, California
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- Referrals and Resources
- Q & A
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- CASAnet Resources
- Service Leader.org
- The Points of Light Foundation
- Charity Channel
- US Department of Labor
- Energize, Inc.
- Merrill Associates
- The Chronicle of Philanthropy
- National Association of Volunteer Programs in Local Government membe=
rs
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