Importance of Volunteer Management:Challenges and Opportunities for Using Volunteers in the Public Library
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The document discusses volunteering trends in North Carolina based on data from 2006-2008. Some key points: - 25.3% of North Carolinians volunteered during this period, totaling 1.7 million volunteers. - Volunteers contributed over 221.1 million hours of service per year. - North Carolina ranks in the mid-30s nationally in volunteer rates and hours but 32nd in volunteer retention at 64.5%. - Certain age and student groups have higher volunteer rates in NC than nationally. - Cities like Asheville and Charlotte rank highly for volunteer rates compared to other cities.
Importance of Volunteer Management:Challenges and Opportunities for Using Volunteers in the Public Library
- 1. Rebecca Nesbit, PhD Assistant Professor of Nonprofit Management Department of Political Science Affiliate of Nonprofit and Voluntary Action Center UNC-Charlotte
- 2. Volunteering trends in North Carolina How volunteers can help the library Overcoming resistance to using volunteers Importance of volunteer management Good volunteer management practices
- 3. On average from 2006 to 2008, 25.3%, or 1.7 million, North Carolinians volunteered North Carolina is ranked #35 in the United States for volunteering rate During the same time period, North Carolina volunteers gave over 221.1 million hours of service a year North Carolina is ranked #37 in the United States for volunteer hours given North Carolina is ranked #32 in volunteer retention rate (64.5%) Source: www.volunteeringinamerica.gov
- 7. Source: www.volunteeringinamerica.gov Age Group Volunteer Rate NC Ranking Older Adults (65+) 22.7% #34 Baby Boomers 29.0% #34 Young Adults (16-24) 20.6% #36 College Students 32.9% #14 Millenials 20.8% #35 Teenagers (16-19) 23.2% #39
- 8. Source: www.volunteeringinamerica.gov City Volunteer Rate Ranking Asheville 37.1% #12 of mid-size cities Charlotte 29.5% #15 of large cities Durham 36.1% Fayettesville 28.5% Greensboro 28.2% #40 of mid-size cities Hickory 19.9% Raleigh 23.9% #38 of large cities Winston-Salem 29.9% North Carolina Overall 26.4%
- 9. We’re not doing terrible, but we can be doing better! Organizations might be able to capitalize on college student volunteers and volunteering for faith-based organizations Growth will continue to be a huge challenge in North Carolina Must think about how to attract recent move-ins and Latino immigrants
- 10. Expands what an organization can do with fewer resources It is the political and economic reality and will continue to be More funders expect organizations to use volunteers Because volunteers add more to an organization than just free labor Volunteers become advocates Volunteers become donors Volunteers become better patrons
- 11. The volunteer might take my job I’d rather do it myself and make sure it is done right Volunteers are not dependable or capable The volunteer will mess up and make me look bad (or require my time to fix it) I don’t want to give up the fun or enjoyable parts of my job I don’t know how to work with volunteers effectively (and I don’t want to admit it) Volunteers waste too much time socializing I just don’t have time to deal with volunteers; they are interruptions I don’t get rewarded for working with volunteers
- 12. I am volunteering my time and staff should be more grateful I have no opportunity to give input or feedback; I am not listened to Volunteers only get assigned menial work I don’t know any of the people that work here I have special skills that aren’t used or appreciated Staff are not friendly Staff do not communicate with me in timely manner
- 13. Remind staff that there are many things they do that can never be done by volunteers Remember that using volunteers will continue to be an expectation for many public organizations Show how the benefits of using volunteers outweigh the costs Show how developing the skills necessary to work with volunteers helps staff to develop their own management skills
- 14. Give staff an opportunity for input –people are much more supportive when they have opportunities to give input Encourage management to reward staff for working with volunteers Cultivate and publicize successes of volunteer program Collect good data on your use of volunteers Focus on good volunteer management practices
- 15. How you manage volunteers will affect how well they are received in the organization Effective recruitment and volunteer assignment can help to avoid (or solve) problems Don’t be afraid to hold volunteers to a certain level of professionalism—and let the staff see that you do! Don’t be afraid to dismiss or reassign a volunteer who is not performing well Monitor new placements closely to make sure they are working out
- 16. “ National volunteer rates are declining. Between 2005 and 2006, the percent of volunteers who did not do any volunteering the following year increased from 32 percent to 36 percent. Although nonprofits can expect, and in some cases even desire, some attrition, losing more than one out of three volunteers from one year to the next is clearly a problem.” The New Volunteer Workforce By David Eisner, Robert T. Grimm Jr., Shannon Maynard, & Susannah Washburn, Stanford Social Innovation Review, Winter 2009
- 17. What were these organizations doing wrong? Not matching volunteer skills with assignments Failing to recognize volunteer contributions Not measuring the value of volunteers Failing to train and invest in volunteers and staff Failing to provide strong leadership The New Volunteer Workforce By David Eisner, Robert T. Grimm Jr., Shannon Maynard, & Susannah Washburn, Stanford Social Innovation Review, Winter 2009
- 18. 67% of charities report that they have a problem with recruiting enough volunteers 60% report that they have a problem recruiting volunteers during workday hours 62% have difficulty recruiting volunteers with the right expertise 49% have problems with volunteers, such as absenteeism and unreliability 57% lack of paid staff time to train and supervise volunteers Urban Institute. 2004. Volunteer Management Capacity in America’s Charities and Congregations: A Briefing Report. Washington, D.C.
- 19. Urban Institute. 2004. Volunteer Management Capacity in America’s Charities and Congregations: A Briefing Report. Washington, D.C. Good Volunteer Management Practices Percentage of Nonprofits that Use Practice Regularly Matching volunteers’ skills with appropriate assignments 45% Recognizing the contributions of volunteers 35% Measuring the impact of volunteers annually 30% Providing volunteers with training and professional development 25% Training paid staff to work with volunteers 19%
- 20. Remember that what you do makes a great deal of difference in the volunteer program Remember that retention is key for reducing your workload in supervising volunteers Learn to delegate Give volunteers feedback to help them improve Give volunteers recognition for what they do Give staff recognition for working well with volunteers Know and understand and care about your volunteers Give volunteers tasks that match their motivations and skills Be enthusiastic—it is contagious!
Editor's Notes
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