DOCUMENT RESUME

ED 052 414 AC 010 437

AUTHOR Swanson, Mary T.TITLE Your Volunteer Program; Organization and

Administration of Volurteer Programs.INSTITUTION Des Moines Area Community Coll., Ankeny, Iowa.SPONS AGENCY Office of Education (DHEW), Washington, D.C. Bureau

of Educational Personnel Development.PUB DATE Apt 70GRANT 0EG-0-9-254451-1941-725NOTE 205p.

EDRS PRICEDESCRIPTORS

ABSTRACT

EDRS Price MF-$0.65 HC-$9.87*Program Administration, *Program Guides, *VoluntaryAgencies, *Volunteers

This handbook presents the steps that must be takento assure an effective and meaningful volunteer program. The handbookis comprised of the following chapters: I. Volunteering -- History andPhilosophy; II. Areas of Volunteering; III. Board-Purpose andFunctions; TV. Organization of 7olanteer Service; V. Recruitwent an?Promotion; VI. Interview and Placement; VII. Orientation ofVolunteers; VIII. Retention of Volunteers; IX. Record Keeping; X.Budgets and Fir e:,Jing; and XI. Evaluation of Program. (JM)

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If S DEPARTMENT OF FtFM:C/1110NR WELFAREOFFICE OF E 31.ICATION

THoS DOCUMENT EN4S BEEN REPRODuCED ExACTT A!) RECEIVED FROMIKE PERSON OR OR ;AN,zATION °RIO

TINGINA 11 POINTS OF 1/)E14/ OR Op)n)IONS STATED 00 NOT NECESSSR11YRE cETIT OFFICIAL OFFICE OF (DUCAT)ON POSITION Oh POLICY

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-.1-" Your Volunteer ProgramLINC-4C.)LL.;

ORGANIZATION AND ADMINFSTRATION

OF

VOLUNTEER PROGRAMS ,

BY

MARY T. SWANSON

APRI, 1970

E P D A VOLUNTEER COORDINATORS PROGRAM

DES MOINES AREA COMMUNITY .;OLLEOE

2005 ANKENY BOULEVARD

ANKENY, IOWA 50021

FOREWORD

This handbook entitled, Your Volunteer Program," wasmade possible by a grant from the U. S. Off ice of Education,Bureau of Educational Personnel l.rr velopmcnt, Grant #ORG-0-9454451-1941-725, to the Des ,hoick Area Community

Ankeny, loieu. Two other colic-9,s in the United Stateswere approved for similar grants, namely Washington Techin Washington, D.C. and San Diego ;7late College in SanDiego, Cali /ornia.

In July of 1969, the Moines .Brea Cwnmunity Collegereceived a grant for the purpose of developing a model tohelp estai,lish and expand volunteerism in (duration and forother voluntary organi!ations. This hand'rook was developedto portray the steps one must go through to have an effectiveand ateauingfut voluqteer program.

IVith the detelopment of this handbook, we, hope that manyvolunteer organization:, br initiated or improve theirorgarlization's ability to routribute to rolviug society's illsthrough a more effective toluntrer program. Never has therebeen a lime in our history, as a nation, when it has been navenec,ssary to ,,;ake maximum use of our human potential areresources as there is in the FO's. The problems of our societyare many and complex, therefore, the solutions are also manyand :ornpier. However, one br:ght spot looms in the effectiveutilization of the voluniccr to help in the solution of theseproblems.

In the educational sector tee arc renal red about `WhyJohnny Can't Read." One solution is the effective use of thevolunteer in our doteroOMS 01 On ltreht. One of the objectivesof the U.S. Office of Tdueation, Education Professions Devel-opment Grant to Train Volunteer C^ordinafors, was to developa handbook for the effective use of volunteers in the educa-tional selling. Because compone-ls of volunteer p rogromsbasically do not vary when in different settings, this handbookhas been developed so that it may be applicable to any hostsituation.

Logically, steps to find and effectively utilize services ofpersons in volunteer work will be o,,tlined in the followingchapter,. The' need for a volunteer 8( ;Tire within the agencyis the basic consideration, and if the need has been established,structuring a sound propmm is vital before one dives off thedeep end into a Utter sk,71ter fashion of inciting volunteersto participate. Many organizations are enrrently evaluatingtheir volunteer programs, improving and expanding theirservices, and NCI(' techniques and guidelines arc constantlybeing sought.

This handbock has been developed 10 Mrs. Mary Swanson,Associate Director of the EPDA Volunteer CoordinatorsTraining Program at the DC9 Moines Area Community

I wish to express my appreciation to her for the out-standing contribution she has made in the development ofthis handboo : and n ish to a rkmowirdge and express our appre-ciation to our Ad; sory Committee who have been invaluablein making content suggestions and in communicating to usresource material. We sincerely hope this handbook willcrake a contribution in impoving the effectiveness of volun-teer ;programs and we hope that it will be valuable to eachand every reader.

Dr. Philip D. banger-man, DirectorEPDA Volunteer Coordinators ProgramAssistant Superintendent, InstructionDes Moines Area Community College

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INDEX

Page

CHAPTER I VOLUNTEERINGHISTORY ANDPHILOSOI"' Y 1

Why People Volunteer 2Motivation 6

CHAPTER II AREAS OF 9

Value of A Development Plan 11

General Areas 12

Group Jobs 12

Educational AreasIn the Schools 13In the Community 18

Health 18

Welfare 21

Cultural 23Recreational 24Civic 26

CHAPTER 111 110ARDPURPOSE ANDFUNCTIONS 27

Organization 28Policies 28Officers 80Meetings 33Executive Board 84Committees 34Parliamentary Procedures ... . 35Amending By-Laws 36Agenda 36Voting 88

Board Relationship to StaffBoard Orientation 40

Board Relationship to Volunteers 43

CHAPTER IV ORGANIZATION OE VOLUNTEERSERVICE 47

Development of Tile Agency Program 48Guidelines for The Agency Program 60The Staff 64Committee Structure 69Organizing A Volunteer Bureau 61

CHAPTER V RECRUITMENT AND PROMOTION 71Recruitment 72

Steps In Recruiting Frocess 72Where To Look for That Specialty

Person 76Untapped Sources of Volunteers 76Wfor. To Recruit 77Volunteer Bureau Recruitment 77

Promotion 78Materials for Distribution 79Newspapers 80Radio and Television 83House Organs 85Advertising 85Letter Writing Rti

Exhibits 87Newsletters 87Speakers' Bureau 89

Conventions Or Annual Meetings 93Press Conference 94Photographs 05

Mechanics 92

Evaluation 96News Reporting Network 97Public Relations Workshop ..... 38Continuity 118

Potpourri

CHAPTER V! INTERVIEW AND PLACEMENT. _10Why Interview 106How To Interview 107A 13 C's of Interviewing 111

1;

AlwaysBeConcerned

Placement 112Terminating The Interview 114Evaluating The Interview 114The Art of Consulting 115Civil Service Interviewing 117Group Placement 118Volunteer Bureau Interviewing 120

CHAPTER VII ORIENTATION OF VOLUNTEERS 131Orientation 133Job Induction 135In-Service Training 135Extent And Timing of Training 136Combined Training 137Working With The Young 187The Training ChallengeSchool Volunteer Orientation 139Children Learn What They Live 141

CHAPTER VIII RETENTION OF VOLUNTEERS 143Supt vision 144Participation And Advancement . 150RecognAion ........... ..... ........ 151Special Awards 163Preparation For A Special

Award Ceremony 154

CHAPTER IX RECORD KEEPING 162Consolidation of Records 164Categories of Records 165Records For Volunteer Bureau 167

CHAPTER X BUDGETS AND FINANCING 169Budgets 170Financing 17i

CHAPTER XI EVALUATION OF PROGRAM 177Methods 178Effectiveness 182Evaluation Checklist 182Accomplishment And Results 189

CHAPTER 1

VOLUNTEERING - HISTORY ANDPage

PHILOSOPHY 1

WHY PEOPLE VOLUNTEER 2

MOTIVATION 5

CS

CHAPTF.P.

VOLUNTEERING -- HISTORY AND PHILOSOPHY

Sociology explores the yenerr.1 principle tat the V, y menbehave is largely determined by their relations to each otherand by their membership in groups. Volunteerism is an out-growth of this principle !Id is reflected throughout historyby hien helping one anorner. America N:s been founded andbuilt upon the foundation of self-help. In 500 1W the Tal-mudic Sages included in their 3::wish civil and religious lawsfen principle deeds by which man can earn his reward forgood living. Amorik these v..ero

the practice of charityhospitality to vayfarcrsvisiting the sickproviding dowries for poor bridesattending the dead to the graveacting as peace makers

Service,. of volunteering as NN. e know them today in welfare,health, civic, recreational and cultural areas are reflected inthese ancient principle`.

Demc*cracy in America has strengthened the web of friend-ship and the pattern established in early colonial times hasbeen reflected in the so-American tradition of helping thyneighbor. As more needs for assistance were evidenced bypersons, help for them was provided on a more organizedbasis. Hence, community service organizations were createdto care for the handicapped, the poor and the unprotected.Many resources are available for detailed narrations of thehistory of volunteer programs and services, and of famousvolunteers such as Jane Adams, Florence Nightingale, ClaraBarton, Dr. Paul Dudley Whit( and many others.

In the 1970's there is nn ever increasing need to transformthe expression for concern into action. Never before hasthere been so much emphasis on the need for volunteers inthe social change being effected today by civic and voluntaryorganizations. Richard Nixon stated in his campaign for thePresidency, "1 intend to set up a national clearing house forlrformation of voluntary activities . . . the government can

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make ii possible for groups or individuals anywhere in thecountry to discover at once what the experience of other c,,m-munities has been and to benefit from it . The VoluntaryWay is deeply rooted in American liistory and in the Americancharacter. Today this is needed as .seldom beforeneeded inthe cities, in the repressed rural areas, needed where govern-ment has faded." In April of 1969, President Nixon estab-lished a Cabinet Committee on Voluntary Action, naming aschairman, George Romney, Secretary of Housing and UrbanDevelopment, and an office has been opened for the NationalProgram for Voluntary Action, 451 Seventh Street, South-west, Washing-ton, D. C., 20410.

Poverty progeams established by the 1964 Economic Oppor-tnnity Act and the governmental emphasis on the "flight toHead" for every American have nrovided a great need for theutilization of voluntary time by ..ny and all who can tie chal-lenged to give of their time and talent.

The Department of Ilea!th, Education and Welfare definesa volunteer as a person who contributes his personal serviceto the community through the agency's human services pro-gram.

He is not a replacement or substitute for paid staff, butadds new dirnemiens to agency services and symbolizes thecommunity's concern for the agency's clientele.

Partially paid volunteers are defined as volunteers who arecompensated for expenses incurred in the giving of lEFvices.Such payment does not reflect the value of the services een-dered or the amount of time given to the agency.

WHY PEOPLE VOLUNTEER

It is our purpose to rationalize, in an un-scientific manner,why. people soluntcer. There are two basic categories intowhich these reasons may be classified. Ether a person volun-teers because he sincerely wishes to perform a service toothers for which he will receive no monetary compensation,or he serves as a volunteer because he has been assigned orbrow-beaten to do the job. First we shall consider the personwho is in the latter category. whose business has "offered hisservices," or associates have calle.1 upon him to give of his2

time and he is either repaying a favor they have performedfor him or he expects one from them in the future. Thissituation happens all too frequently, N.,' tw r e the boss or acustomer, or the boss's wife calls to ask you to do them afavor and you hesitate to decline, although you may not reallyhave the time or the particular talent for the task. 'Pressurevolunteerism" probably recruits more volunteers than anyother method, but does not provide the properly motivatedpersons who will really do the best job. Many of these personswill tend to gain stature and power to satisfy their awn mo-tives, which may or may not benefit the volunteer program.

We tindou',;Ledly shall never eliminate this drafted volunteerand it shall be our obligation to provide him with the motiva-tion and orientation to perform his task after he has been soassigner:, and a rationalization that there are other benefitsfrom volunteerism than just to be lauded an to receivethanks.

There are many reasons why we may willingly becomevolunteer. A des.:::e to become responsibly involved in the realproblems of society and our community; the constant exposurethrough daily mediatelevision, radio, newspapers, maga-sineaand even in the entertainment field, has prodded ourconsciences to offer our help. It is obvious that donated serv-ices to public institrolons will not only improve the qualityof the institution's program for the community. but can alsoreduce the cost of operation of the department.

Often we volunteer our time to help ourselves or membersof cur families. Working in school volunteer programs maydirectly benefit our children's education or we may devotemany hours of time to a particular health agency because amember of our family is afflicted or may be prone to a disease.The need for a child to have a leader for his youth grouprecruits many parents and this benefits countless ,rther yo.ingpeople.

More leisure time is now available to many. Automation inthe home has freed the housewife from hours of houreorkand the shorter 35 hour work week may soon be reduced eventvrther. In the office, computers and automation have createda desire for human contact. Exer.utives of corporations, with-out question have alw4s given volunteer service during busi-

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news hours, but the man on the assembly line or the switch-board operator has not been allowed to contribute his gift ofservice to a clay-time agency needing volunteers. The com-pany may receive as many public relations benefits from thisrelease of employee time as any other, although this shouldnot be their motive for allowing time off for service to thecommunity. The new experiences and change from daily rou-tines may provide the stimulation to crer.te an awareness thatwill boost the morale of the employees.

The project manager for Urban Education for the AmericanTelephone and Telegraph Company says there are 57,000 oftheir employees who perform volunteer service. When releasetime has been afforded their employees to be volunteers. com-panies are now asking for results to the community and theyrre finding it difficult to measure how effective they are.Can you demonstrate how beneficial a program is in teachinga child to read? The only known research to have been com-pleted is in the Youth Tutoring Youth program; in this pro-gram it seems the tutor receives more benefits than the tutee.Organizations must find ,vays to eva:uate the benefit of volun-teer service to sell business and industry on releasing em-ployees for volunteer activities.

People often find that their jobs offer relati 2Iy little oppor-tunity for satisfying their deeper needs and so they turn tohobbies or other non-job pursuits when automation no longerrequires their best efforts and enthusiasm. Physicians andvocational counselors have realized the bleakness of the jobenvironment and have reemmended that frustrated workersfind another way to satisfy their needs for personal contactsand use of their skills and ideas. This is more prevalent inthe areas of the production worker without college educationand the middle-aged in pre-retirement years. The are theindividuals who an provide the new potential resource forthe many volunteers being sought today.

As people become better educated and more specialised inboth business field= and creative hott:es, they feel an obliga-tion and desire to share this knowledge with those who desireto iearn. On th, other hand, we have !earned that an educa-ti -mai degree is not the only qualification necessary for teach-ing others. and many of the nice effective tutors are the

under-educated who have been properly trained in basic skillsand possess the proper attitude.

Observance of an associate or neighbor who is effectivelydoing a noble and challenging volunteer service may providethe motivation to cause many to investigate and respond to aneed; or the desire to be part of the club or group with whichone associates.

Individuals have a basic need to help others and the degreeto which they will strive to meet these basic human emotioalneeds will depend up.'n their personal values. There also is aneed to be needed. The retiree expresses a desire to be re-treaded, not retired. For many it provides therapy, if theyare lonesome or living with relatives and n,..ed outside contacts.

Newcomers to a community find volunteering a "natural"for meeting others in the community. Students on a campusmay bxnme involved quirMy with activities through volun-tc-ering.

MOTIVATIONAction is the beginning of everything! In every human

activity, nothing of any consewlenu happens until a personwants to act. What he accomplishes depends to a .:onsiderableextent on how rwurh i.nd why he ante '.o act. Peyond thispoint the nature of human motivation becomes 4 o,a telex andsubtle. But everyone alive is motivated and the Aject of theirmotivation is some personal gor' Our »soal speculation aboutthis goal Is that it is nn immediate and obvious one, such assecurity, prestige or money. Often these tangible goals reallyonly pave the way for providing tne person with attainmentof any individual's ultimate purposewitich is to be himself.

Motivation Is the underlying factor in recruitment, super-vision and promotion of the volunteers and shall be discussedat greater length !n later chapters.

Everyone has Orposes and these purposes affect the war-he works. The most powerful motivators are the elementarybiological needsfood, drill,, warrirth, shelter and the like.But personal growth is potentially the most powerful motiva-tor of all, because unlike other motives, ii can never really besatisfied. s

Social and cultural environment in which any individualgrows to adulthood has much to do with his goals, aspirations"lid motivation. E. H. Smith said "People rarely fail becausethey intend to. They fail because they fail to do what theyintend to do." You can't make a horse drink, but you canmake him thirsty. No one will work hard if he doesn't wantto. The job therefore is to make him want to work. Peoplethink, t'l will think about that tomorrow." We must makethem think about that today, :f we are to get them to volun-leer. The ability to find this talent and match it to the needfor a volunteer is our task. People work for the feeling ofaccomplishment they get from a job well done. They work tobelong; to be a part of a group.

Professor 11. Harry Giles of the School of Education, NewYork University, has summarized well fifteen basic principleswhich motivate persons to volunteer. They are

participationfaithbelief in the plan of actionrecognition of the problembeing critical of lifeattacking the root problemto identify personallyto be wantedseeing a range of possibilitiesrewards and recognitiontrust and responsibilityto have powerto assrciate with positive actionto enhance self-respectto grow and belong

Most studies have concluded that human satiffbction derivedfrom being a volunteer ts the folemost motivation for volun-teering. 1,1 a Gallop Poll, 65 million Americans salt! theywould volunteer it asked. We must find ways of asking them.The whole voluntary Wort in this country is at the crossroad!. The present pattern will not suffice to meet the de-mand. Satisfaction along will not motivate enough personsThey roust be made aware of the cd for their help andsatisfaction should be a by- product of volunteerisro.

In a research project reported in "Volunteers in CommunityService," conducted to determine the motivation of NorthCarolina volunteers., 525 volunteers gave the following reasonsfor doing volunteer work:

REASONS FOR DOING VOLUNTEER WORK(70 Ranking % Ranking

Reason Important l'ramportaniI enjoy being with people 89.1 10.9I like to get out of the house 23.8 76.2I like to be helpful 96.4 3.6The work is extremely interesting 85.1 19.9It is very important the work be done 94.3 5.7It is important to my family that I do

volunteer work 14.6 85.4My close friends do volunteer work 15.1 84.9I feel it is my duty to do volinteer work 72.3 27.7My relationship with those 1 serve is

very rewarding 92.4 7.6I like to feel needed 71.9 28.1Volunteer work gives me prestige 11.9 88.5For an excellent analysis of these reasons, read chapter fiveof this publication by Guion Griffis Johnson.

The leadership of every organization, staff and volunteeralike, should pledge its co»unitment to continual research fornew ways to motivate members of their communit) to volun-teer and to provide them basic training for service to others.

In the book "The Year 2000" by Herman Kahn, Mr. Kahnsays

"Increasingly we are not only developing primary occiipa-liens and secondary occupations, but also teritary occupations.Women's prime role is becoming less central to her life andless capable of satisfying her full range of interest:!. Most ofus are going to have to find volunteer activities in older iofulfill all the capacities and needs we have. It's going to be-come increasingly Important, not only in terms of what thecity needs, but in terms of what the individual needs.

"People arc getting less personal satisfaction than they usedto because they're mechanized or automated; the human ele-ment is taken out of them. You have that kind of job; so youearn your living that way. But you really satisfy yourself onwhat you plan to do on a voluntary basis, because you've gottome command of what is going to take place there."

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CHAPTER II

AREAS OF VOLUNTEERING

Page

VALUE OF A DEVELOPMENT PLAN 11

GENERAL AREAS 11

GROUP JOBS 12

EDUCATIONAL AREAS 13

IN THE SCHOOLS 13

IN THE COMMUNITY 18

HEALTH 18

WELFARE 21

CULTURAL 23

RECREATIONAL 24

CIVIC 25

91 r

CHAPTER I!

AREAS OF VOLUNTEERING

Agencies need to b,. creative : the development of volun-teer jobs to catch the attention of Mr. John Q. Public. Goneare the days ti hen very many persons can be attracted to rou-tine dull jobs of filing, sorting, pasting labels or stuffingenvelopes. There is an occasional person for whom this isgood therapy, if their usual day is hoctic and full of confusion,but the best resources for volunteers !or these jobs are groups,who can relieve the monotony of the job while quietly visitingwith their associates.

Volunteer services vary from a relatively simple task ofphoning a handicapped person to visit and cheer him, all theway to the spectacular service performed by Bob llope whenhe picked up the $70,000 dinner tab at the Waldorf-AstoriaHotel in New York City and entertained the guests who con-tributed $1,000 apiece It, the Eisenhower Medical Center atPalm Desert, California. Other volunteers are building aseven-room home for Margaret and William Kienast, parentsof newly-born quintuplets in Liberty Corners, New Jersey.But whether materials, time or dollars are being donated, alldenote sincerity of the individual'a purpose.

ilarriet II. Naylor in her book, 1'01mb-el's Today, says,"For some organisations, making a modern volunteer develop-ment plan may have to begin with an examination of constitu-tional and otganitational structure. The findings could meanreaffirmation for today's world, a shift of emphasis, or evenquite different objectives. The National Foundation for in-fantile Paralysis was forced to change objectives when itsoriginal purpose Wan accomplisheft by the polio vaccines.Found was a new, breeder purpose which continues to attractand hold volunteers.

"It is essential to express the ideJs of each organization interms which will appeal to the calibre of persons needed.Whether our agencies have retained their connections with areligious - limunity or not, most of them have had roots there.We know from response from the Peace Corps that there stillare many people who would like to realize their ideals through

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work in an organization dedicated to service to others. Tomany of these, salary is secondary. Current leadership, bothstaff and volunteer, must look beyond their own experienceand find ways to translate these ideals into meaningful actionthrough service. A wide range of activities is possible in eachorganization. Objectives and goals must be clearly expressedfor people who care so they can see this particular organiza-tion as a place to make an important contribution to mankindthrough volunteering. If we are to make use of the increasedtime away from work of skilled and semiskilled workers, theappeal from the onset must be not only idealistic but alsopractical and realistic in terms of their needs."

VALUE OF A DEVELOPMENT PLANThe outline of volunteer jobs on the following pages should

be studied with these considerations

many tasks will require considerable more trainingthan othersmany tasks can be performed only by professionals

The job listings have been categorized into general areas,jobs for groups, and volunteer services in the educational,health, welfare, cultural, recreational and civic fields.

GENERALParticipate in Speaker's Bureau of organization, "telling their

story.Prepare and disseminate publicity for agency to media, organi-

zations, professional journals and newsletters.Serve on boards and advisory committees.Recruit other volunteers.Interview volunteers.Provide orientation for volunteers.Supervise volunteers.Teach hobby activities to others gardening, photography,

collections, woodworking, needle craft, sports, etc.Clerical and receptionist in ol flees of agency, hospital, church,

neighborhood center, etc.

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Prepare mailings.Listen to people, and understa:td.Plan, design, setup and/or staff exhibits for agency.Raise funds.Take people to church, Sunday school classes and other

church meetings.Serve as receptionist in agency office, days or evenings as

needed.Keep accounts for snack, thrift, or gift shops of the agency.Organize and catalog books for agency library.Carpenter, plumber and electrician for repairs (Mr. Fix-it).Teach grooming, poise, make-up, carriage to young girls.Keep scrap books and clipping files up to date.Professional consultationlawyer, doctor, clergyman,

psychiatrist, dietician, social worker, accountant andother businessmen.

GROUP JOBS

Prepare mailings.Assemble kits of educational or fund raising materials.Make materials to be used for patients' therapy.Sew and mend.Make toys, tray favors, etc.Distribute educational and fund raising materials.Coordinate a transportation service on a scheduled basis by

members.Adopt a family or homebound persons to offer MI) and friend-

ship.Sponsor fund raising benefit for an agency.Do clean-up project, inside and outside of agency's property.Phone or visit businesses to secure pledges of summer jobs for

needy youth.Service health literature racks in physician offices and hos-

pital waiting rooms.Clean camp sites.Group singing, caroling and other entertainment for shut-ins.Plan parties for young, elderly and handicapped.Collect games and prizes for parties.Sponsor a youth club interested in learning the "speciality"

of the group, such as photography, gardening, printing, coinor stamp collecting, interior decorating, nursing (Future

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Nurses Club), medicine (Future Physician., Club), etc.Group leaders for delinquent youths.Canvas homes for blood donors.Take children from a group home on regular monthly outings.Deliver and return library books from retirement and nursing

homes.Conduct dcor to door survey.Make cookies and sandwiches thr day care centers on organ-

ized schedule.Decorate a Christmas tree for group homes, nursing homes,

etc.Collect scraps to make pillows, atAhans or quilts for elderly.Collect canned goods for holiday gift baskets.Collect books and sort for book sate.Make layettes.Compile scrap books for young and old.Donate plants and flowers to pre-schools, nursing homes, etc.

EDUCATIONAL

IN THE SCHOOLS

Classroomperform clerical, monitorial, and teacher reinforcementtasks under the direct supervision of the classroom teacherwrite notes to parentsassist young children with clothingtidy roomwater plants

Audio-Visual Techniciancompile picture tiles, inventories, storiesperform simple maintenance tasksoperate audio-visual equipmentassist as a stage managerprepare audio-visual materialsmake tapes of children's stories for cial.Lsroom use

School Counselorperform clerical, monitorial and counseling reinforcementtasks under the direction of the cc unselorgood neighbor to family of cidli with problems

2r)

School Lunchroomsupervise lunchroom according to school practices duringlunch periodsmaintain orderhelp children when ass;stance is neededwork with administration and teachers to improveproceduressupervise after -Itinch playground or special activitiessell meal tickets

General Schoolperform a variety of school duties as assigned by principal,assistant principal, or designated teacherassist at doors, in hall: office, bookstore, library, clinic,classroomcollect and count moneycatalog maga.iine and newspaper articles pertaining to classunitsregister children for school insurance program

School Communityno. as a liaison person between the school and the communityby informing parents of school and community services andby Informing teachers of community problems and apecialneeds

school Hospitalityarrange for parent-I :acher interviewsreceive pa. ,nts who visit the school and, under the dire,:tienof the principal, conduct the parents to meet with theteacherarrange for refreshments for teachers, parents, andchildrenbe a translatorerrangq tours of school and of the volunteer program

Departmentalwork in : particular school department (language, lelence,fine arts, etc.) to perform designated departmental taskssuch as record keeping, invento.les, attendance, supplies,marking obit :I've tests, etc.

Librarywork under the supervision of the certifi-sted librarian toasstet in operating the school library

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shelving, repair, filing, clipping, circulation and bookprocessingclerical help in central school library

Testing Servicework with professional testers in schools or regional centersto arrange for, administer, check and record students' testresults

Teacher Clericalperform record keeping functioncollect, monitor, duplicate tests and cch.lol f. nsplan and supervise grade par les

School SecurityAssigned by the principal to security tasksdoors, corri-dors, special events, lavoratories, parking lotbanking of school receipts

AfterSchool Programsponsor club activities such as stamp or coin collecting,sports, drama, photography, knittingsupervise under the direction of the ter any after-school activitieschaperone functions

Materials Resource Center Assistant (Program Learning LabAssistant)

perform clerical, custodial, and monitorial functions In amaterial resource center or program learning laboratory

Special Talentoffer special talents to assist teacher 'n teaching art, musicand/or crafts

Special Skillsassist teacher by having special skills in the areas of shop,homemaking, or speaking a foreign language (i.e. nativeSpanish speaker)

Crisis Center (Opportunity Room)work with children who have problem: :,f adjustment in theregular classroom situation

Playground (Recreation)work with teachers during the school day to assist withphysical education activitiesorganize games, sports, or intramural activities,Is-

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Reading Improvementassist reading specialist with basic and/or remedial instruc-tion in a single school or group of schools

Special Educationassist special education teacher in implementing instructionand activities for individual or groups of special educationpupils

Speech Correctionwork with speech correction teacher to provide increasedcorrectional services for pupils with speech problems

Attendance Officerprovide assistance in dealing with attendance problemsmay make home calls whose purpose is delineated by theattendance officer

Bus Attendantemployed at beginning and end of the school day to super-vise loading and unloading of school busesmay be assigned to ride buses especially those transportingvery young children and on field trips

High School Theme Readerread and check class themes for those aspects of writingindicated by the teacher

School Health Clinicoperate health clinic under the direction provided by schoolnursesimple first aid and sympathy in Absence nursedental hygiene assistant

Laboratory Technicianassist in school laboratories (language, science} ur,dersupervision of teachersetup, maintain, ar I operate equipment

Story Tellingin likarC4s,ciaasrooma or recreational arms

Registrationchildren in pre-kindergarten, kindergarten and other grades

Decorate Roomcut mats for pictures

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change pictures on bulletin boardsmount pupil's workcreate holiday displays

Career Motivationtalk on career opportunitiesarrange visits to hospitals, industry, etc.

Enrichment Programsdisplay special collectionsassist in assembly programs"art exhibits go to school"arrange special holiday programsact as resource person for science, social studies and otherunits in curriculumspeak to classes about particular subject in which volunteeris authorityshow slides, films and souvenirs such as costumes, or dishesfrom trips takentrouping theater opportunityspecial holiday programsfield trips to farm, zoo, parks, industry, etc.

Tutorgive warm friendship and supportive help on individualbasis with student school work

Create Suppliesmake costumes for playsmake educational games and teaching aides for remedialreading and tutors; flash cards, bean bags, chartsmake "feel books"design bulletin board displays, postersmake puppets

Adult Eduzationteach classesfake enrollment and collect fees

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IN THE COMMUNITYtut, r adults in basic educationtutor college studentsstaff mobile and neighborhood library unitsteach negro history and culturepion and lead discussion groupsgive lectures and informational talksassist students In obtaining scholarshipsserve at Science Center as tour 0,-tilde, office worker and onfield tripsteacher aide in pre-schoolsattend school board meetingsstudy innovations in field of educationfor Head Start classes and day care centers provide

toys science displayspuppets and theatre plants and seeds

favors and prizes name tags for tripsgames holiday decorations

donate books, encyclopedias and magazines to libraries ofneighborhood centers, nursing homes and other institutionsshare collections and exhibits with othersteach Ws car or electrical appliance repairing; industrialartson educational television, moderate panels, perform in skitsand other programsdonee funds for college entrance test fees

HEALTH

Distribute educational materials about prevc Ation and treat-ment oe diseases to the public.Teach First Aid; give First Aid when needed.Plan, deslo, set up and/or staff exhibits for the public andprofessionals.Show educational films to schools, clubs and organizations andother publics.Plan public fo.vms and meetings to discuss ),ealth problemsand solutions.Distribute eduational materials to pro:tato/1AI pyrsonnel, etc.Plan professional educational programs.ts

(1, )

Nurse or aide assistant in clinkAssist with immunization programs.Provide transportation for patients to and from services.Take children and adults to dental clinics.Deliver meals to home bound.Crochet bibs for cancer patients.Improve quality of patter'. care.Assist with patients' therapy.Weigh and measure children in well baby clinics.Visit homebound, providing recreation and friendly help.Assist in dental clinic.Donate blood.Staff a counseling phone servicl for troubled youth.Assist patient's family with therapeutic support and services,etc., sitting with elderly, handicapped or children.Make folded newspaper nursing baps for pablic health nurses.Prepare special diets.Teach work simplification to patients whose activities havebeen limited.Prepare materials for patients' use, etc., bandages, pads, blood,etc.Assist in health careers orientation programs.Give health services to children in day care centers.Teach nutrition to mothers, the elderly, and the under-educated.Make articles for use by blind.Provide friendship and help to a mental health patient in andJut of institutional setting.Physical therapy aide for stroke patients in their home.

Sere in hospitals, nursing home.: and related institutions:supervise youth volunteerswaiting room; hostess, informationfloor secretaries; type, file, answer phonedietary aide; assist with general diet hayschildren's play roomrecreationfeed and entertain rhildren In roomssewing and mending, surgical gowns and sacks,gowns, etc.make toys and tray favorsdecorate roomssupply servicepreparation of materials for sterilisationand distribution in hospital

2 ('

make items for fund raising activitiespublic relationsnewsletter, etc.friendly visitingtake pictures of patientsassist r,taff in finding foster homes for patients ready fordischargehelp patients find employmentplay piano for religious serviceshelp patients engage in volunteer work in communityassist staff in preparing patients for dischargereception'ht--information and visitor controlassist with tours of facilitiesteach speech to aphasicstransportation of patients within hospitalinterview admitting patientstake ambulatory re !dents shopping or to movie; or shop forresidentemergency room; information, hostessclerical duties in pharmacy, admissions, medical records,and other departmentserrata, games, social and recreational activities; provideprizesescort service for new patients and other patients tc treat-rr. ^..t areashandle personal business affairs for patientsmessenger servicelinen room checknursing service assistance, making empty beds, feedingpatients, etc.remember patients on birthdays and other special occasionsflower caredelivery arrangements and careassist with hearing and sight testinglibrary servicedelivery of books and magazines topatients; clerical help in patients' and medical libraryprovide beauty servicesmail distributionserve as interpreter for non-English speaking patientsread, write letters or visit; wheel chair service forconvalescent patientstherapy aides; recreation, occupational, physical and othercorrective therapy aidesin gift shops as buyer and sales person

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snack shops in cashiering, food preparation and servingteach a hobby

Special jobs for youth, in addit:or to many of those above withproper triuning and supervision

(May be given designation such as Candy Stripers)run movie projectoroperate ditto-type machinesstoreroom supply checkdeliver water to patientsmessenger servicebefriend anuther teenager in the mental 'malth departmentclean up assistance in laboratorycare for exper 'mental animals

WELFARE

Conduct research.Friend to a fatherless boy or motherless girl.Assist with housing, employment, etc. of clients.Teach nutrition and homemaking skills.Assist clients with money management and budgeting.Profe.mionals give sessions about court procedure, child care,health problems, etc.Baby-sit for clients so they may secure education, health andsocial services.Help clients find assistance from community servicesTeach housekeeping efficiency and practices.Repair toys and mend clothing.Provide food, toys and clothing for clients (not just at holidaytime).Transport young babies frcm hospitals to foster homes.Help emotionally disturbed children.Plan programs and work with retarded children and adults.Instruct birth cor.rol classes.Draft legislation and lobby for effective programs.Process applications for reduced bus fares for elderly.Help develop sheltered workshops and ocial activity dabs forclients.Develop foster homes and find suitable ones for clients of allages.Build ramp to tome for wheelchair patient.

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Conservator for elderly and handicapped, establishing bankaccounts and paying bills.Secure food stamps and shop for elderly and handicapped.Assist with preparation of income tax returns.Can surplus food for clients.File Homestead and Mllitar. tax exemptions for homeboundand disabled.Sponsor or transport a child to camp.Provide recreation for occupants of rehabilitative hall -wayhouses.Transportation of clients to service.Repair electrical appliance, radios and televisions for handi-capped.Union buddycounselor for unemployed or newly-employed.Plan and implement holiday observances in institutions.Initiate and conduct surveys to assess unmet needs and gapsin services.Participate in group sports activities with boys from brokenhomes.Organize a ''Train A Maid" program to teach women thetechniques of caring for a home for others and themselves.Find volunteer projects for residents of nursing homes, suchas preparing large volume mailings or roil bandages.Serve as travel aide in public transportation terminals.Neep records in Welfare Clinics.Teach ADC mothers to leach each other good housekeepingpractices.Provide speech therapy to children who cannot talk; surveypreschool and baby cottages for purpose of environmentalchanges that could encourage speech and language develop-ment.Assemble small personal item kits for women in nursinghomes.Perform clerical john in social work departments, keepingfiles up-to-date, cataloging book', etc.Serve as receptionist in social work departments, assistingclients and their families to understand and compl y with pro-cedures.P.esearch assistants in administrative and collaborativestudies.Language interpretor.

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Scout and investigate community resources, such as foster orboarding homes and personal care institutions.Make Ilalloween and pay costumes for children.Help acclimate clients to new placements, to meet their socialand recreational needs.Interpret to community social needs of sick and disabled.Cook raid serve breakfast to underprivileged children.Assist Home School Liaison worker with social concerns.Organize "clean up" projects in r:ighborhoods.Search legal records, verify divorces, deaths, marriages andproperty rights, and obtain hospital records for clients.Serve on Indian rescrvatiols.Barber beauty operator for handicapped in their homes.Secure scholarship for young and adult clients.Perform handyman services in repair and clean-up of yardand homes of elderly and handicapped.Help in Day Care Center cooking, feeding, supervising, enter-taining, and providing atteni ion for children.Feed handicapped children.Assist in sheltered workshops.Open job door:.Answer inquiries about resource: in an information andreferral service.Make layettes.Interview applicants for Christmas assistance.Write up and type case histories.

CULTURALArt Center

tour guide, office, promotion, fund raising, giftshop (buyer,sales) cataloging

Museumtour guide, cataloging. sales, promotion

Teach art, musk, drama, dance. weaving, etc.Instrumental (piano, guitar, organ, etc.)

accornplanist for programs

Perform in aria for groups.musicaldramapuppet showadance

3')

Song leaderFix flower& and teach flower arranging.Plant gardens with children and the handicapped and forelderly.Support a community orchestra.Support a community theater.Design and illustrate posters, brochures, displays.Photographer for organization. .

Usher, stage hand, scenery designer, janitor, actor, costumer,etc. at theater.Create audio-visual materials.Plan garden tours.Direct a choral group of r.ny and all ages.

RECREATIONAL

Lead a youth group.scouting, camp fire, 4-H, etc.

Supervise and assist in summer camp programs.Participate L. recreation progratr i for Golden Agent.Teach and supervise sports programs indoors and outside.Take children to zoo.Chaperone parties.Operate projector.Present travel and slide talks.Playground assistant.Serve meats at day camps.Day camp assistantWater safety aide.Swimming teacher.Repair camp equipment.Transport children and equipment to camp.Clean up camp grounds and buildings.Teach nature lore.Take groups on trips to historical sites, zoos, parka and to seeChristmas decorations.Organize neighborhood sports programs.Plan vest pocket parks.Bike trip leader for American Youth hostel.Pool grard.Camp counselor.

Collect day camp or playground fees and take attendance forsame.Supervise and assist with drop in centers and coffee housesfor youth.Donate camping and cooking equipment to youth groups.Equip grocery carts with art supplies, dressup clothes, books,sports equipment and take into neighborhoods in summer forchildren's play.Direct youth activities and outings such as picnics, skits,hikes.Drive bus for children going to day camp, field trips;for elderly on sight-seeing tours.Make Girl Scout and other uniforms for needy girls.Canteen worker.

CIVIC

CourtsJuvenile detention centersJuvenile court volunteerobserve court sessions and reportwork with ex prisoners to discuss personal and communityproblemsbe a volunteer probation officerprobation counselorfoster parentsteacher aides In attention homestutor youngstersbe a friend to the familyassist in releate on recognizance for indigent offendersbig buddy, brother or sistapastoral counselingsponsor car.,ning tripsdiagnostic and/or presentence investigatorgather background data for behavior modificationtechniquesteach skills, such as auto mechanics, to probationerscosmetology, carpentry, etc.provide marriage counselingsupervision aideteen aidecourt aide U

professional assistanttake social service datacase aidelaw students on one to one basis with paroleetutor and group activities with prison inmates

Parks Deportmentpaint outdoor furniturerake, mtw, trim treesplantdean streetsremove debrisconduct tours of zoos, planetariums, science centers, etc.donate funds to purchase aahnals for zoo

Administrationoffice workadvisorconduct tours of facilities

Health Deportment & Public Health Nursingvisit the sickprepare reports and chartsfile, type, etc.study and understand issueshelp get out the voteattend city and state governmental meetingvoter tegistration rollpromote aliti-litt,oring campaignsstudy tax structuresimprove housinghelp in urban renewal and model city programspromote conservationdocument and photograph buildings of historical inter..,sias a permanent contribution to state archivess..:ne refreshments at induction centercivil defensepack materials, shelters. tornado watch, etc.assist in servicemen's recreational facilitiesfill sand bars and build dikes for flood controlclean up after natural disastermaintain dub am, organizational file for library

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CHAPTER III

BOARD-PURPOSE AND FUNCTIONSPap

ORGANIZATION 28POLICIES 28OFFICERS 30MEETINGS 33EXECUTIVE BOARD 34COMMITTEES 34PARLIAMEN' 'ARY PROCEDURES 35AMENDING BY-LAWS 36AGENDA 36VOTING 38

BOARD RELATIONSHIP TO STAFF 38BOARD ORIENTATION 40

BOARD RELATIONSHIP TOVOLUNTEERS 43

IPA

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CHAPTER lit

BOARD-PURPOSE AND FUNCTION

ORGANIZATIONA board evolves within the structure of an organization or

gency to provide a new dimens!on of set vice and guidat,ce.The formalization will depend upon tha purposes the boardwill fill, as demonstrated by their need. The amount of con-trol and support is defined by the policies of ,he organization.The hoard ;s the legislative and judicial body and providesguidance to organizations in policy and planning. The goal ofthe board must be the same as the goal of the organization itserves. By-laws will be developed around the responsibilitiesof the board.

Defnition of a board given by Cyril 0. floule in his beakThe Effective Board "is an organized group of people collec-tively controlling and assisting an agency or association whichis usually administered by a qualified executive and staff."lie identifies three kinds of boards, as follows:

The controlling board, which usually possessm the immedi-ate and direct legal responsibilities for the work of an agency.

second, an auxiliary board, created usually by the control-ling board to carry out certain agreed upon responsibilities.Usually the "board' supervising the volunteer program of anagency is an auxiliary board or a standing committee, whichreports to the controlling board.

Last, an associationsl board for a voluntary membershipgroup is basically responsible to its own club members, suchas a fraternal body, professional society or spocr.al interestleague. it is to this kind of board and its membership that anagency must often go to recruit volunteers, in the hope ofinteresting the group in adopting the agency's service needsas their philanthropic project, for a designated period of timeor on a contiruting basis.

POLICIESfiy-laws are the rules and regulations by which the bard

and organization operate. They must be consistent with arts- -28-

3 5

des of incorporation of the agency or parent organizationand should establish the structure of the organization. If theorganization is incorporated, they must conform to laws ofthe state in which they are incorporated, and legal counselshould be secured.

The number of articles in the by-laws depend upon thenature of the organization. Usually the following articlessuffice -

NAME OF SOCIETYOBJECT, which outlines the purpose and responsibilitiesof the organization and its board membersMEMBERS

Size and composition of the board needs to be clearly stated.Often boards seem to grow like Topsy, if there are no limita-tions on membership and it becomes a social group as friendsare invited to participate without formal procedures, or con-sideration for board composition. Likewiqe a dynasty will beperpetuated if tenure of membership is not limited, and per-sons remain on the board for years, without purpose andcontributing less each passing year. Hower some boardssuch as hospitals and universities have a pen.. nent member-ship.

Method and time of election should be designated; likewisewhen terms of membership and office begin and concludeEvery election is an appointment but not every appointmentis an election.

It is recom vended that members be elected for specific twoor three year terms, with a proportionate number of membersbeing elected each year so there is a continuity of service.This way only one-half or one-third of the members are eligi-ble for re-election each year. If membership is limited to twoor three terms of office, different individuals are invited toserve and new ideas and resources are brought to the board.With the provision that persons may be reelected After aperiod of A one-:.ear ah.5ence from the board, outstandingmembers may be retu) nod to the bourd and in the Interim,they may be appointed to committees, so their interest andcontributions are not lost.

There are ;alid reasons for membership to be represented-29--

;If;

by age groupings, geographic location, profess1onalism, con-sumers of service and other factors, wnich should be desig-nated in the by-laws so that the nominating committee mayfollow the desired design. Every age group has contributionsto make. The older person offers experience and wisdom, themiddle-aged may be active in society and in prestigious posi-tions and the youth has energy, enthusiasm and a need forrecognition and responsibility in the community.

If each board member has a committee assignment, as achairman or member, he will maintain more interest and beable to further the work of the organization in this (tuft! ca-pacity. The theory has been proven time and again that peoplewill care only to the extent that they are truly involved andinvolvement in the actual working needs of the agency willmeet the requirements of the agency's program.

OFFICERS

Officers o: the board, their terma of office and respectivedutici need la be concisely describer in by-laws. Usual officesnecessary for carrying out board functions are chairman orpresident, co-chairman or vice-president, sceretary and treas-ui,r.

Holding an office is a privilege and not a Ity and the con-!ert with other persons should be enjoyable. This privilegeiov hes very definite responsibilities. The :'RESIDENT orChairman is the elected head of the organization. His &Alesin a meeting are to:

1. ('all the mec.tng to order at the appointed time.2. Announce item on agenda in the proper order.3. Recognize those who wish to speak in proper order; pro-

tect the right of te person speaking and to maintaindecorum.

1. state all motions that have been correctly proposed andseconded, so that all have heard and understood it beforecall for the vote.Vote by ballot in cast of tie when authorized by by-laws.

C. State definitely and clearly result of vote.7. Use Roberts Rules of Order in condocting all meetings.

Oile,r duties are to sign all acts or orders when necessary andact as the official representative of organization to outside

80

persons, guests or other organized bodies as necessary.

A successful president should have the ability to lead, topreside and to "keep his cool." He needs understanding andconsideration of others. It is a challenge to secure a commit-ment from members as to the purpose of the board and todevelop an altruistic quality in members. Ile must keep inmind both the aim of the organization and the needs of eachindividual within the organization, as long as satisfying theseneeds does net conflict with or harm organizational goals.Other attributes and techniques may be to .

be firm. competent, tactful and justhave knowledge of parliamentary procedurelisten to the voice of minority, but obey the will of themajoritybe fully acquainted with by-laws of your own club; ho v.and when ail functiobs of the dub take placebe nonpartisan, imnartial and neutral when presidingdelegate responrencoirage partic . attendance at ell meetingsappoint best qualifit_ pert MIS for specific assignments;appointments are made only when by-laws so state

Other helpful "do's and don'ts" are

refer to yourself as "the chair" or "your chairman,"never use the pronoun "I"ask if there are any corrections to the minutes (not cor-rectiohs or additions) ; an addition is a correctionsay "your organization" or "your members"; do not referto my club, my members, my plans, any officers, etcexpedite Flow situations by suggesting "Would you careto have this matter investigated by a committee or p.zst-poned until the next meeting"; don't state your ownopinions. Use discussion as an exchange of knowledge;avoid Prgunient which is an exchange of ignorance.

17CE-PRESIDENT should be familiar with the duties of thepresident and be prepared et all times to assume that office.He may take the chair when the president M ithe., to engagein debate. Specific tasks. preferably indic3ted in by-lawsshould be assigned to the vice-president. A considerate presi-dent will keep the viceprvident informed and take him alongwhenever possiiAe to other meetings. Unless the by-laws so

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state, the vice-president does not automatically succeed to thepresidency, but since this frequently happens, it is helpful ifthe vice-president has been oriented during his term of office.There may be more than one vice president with a differentduty assigned to each.

SECRETARY should record accurate notes of whatever busi-ness is transacted, and from these notes prepare minutes,which are the official records of the organization. His chiefduties are

keep careful and authentic records of proceedingstake notes so the exact working of a motion or motionspending may be furnished during the meetingsearch minutes for information which may be requestedby officers or membersprepare roll of members and call it when necessarycall meeting to order in absence of presiding officerspreserve all records, reports and documents of the organ-ization except those specifically assigned to custody ofothersprovide the president or chairman at beg:;ming of eachmeeting with a detailed order of business, including listof unfinished business, of committees which are to re-port, and of announcementsprovide chairman of each committee with list of membersof his committee and with all papers and instructions in-tended for it (if this is not a staff responsibility)read all papers called for by membershipauthenticate all records by his own signaturehave available at all meetings copies of constitution, by-laws and/or standing rules of the organization, togetherwith list of all standing and special committeescarry on official correspondence of organization andkeep file of correspondence if there is no correspondingsecretary. Read necessary correspondence at meetings,reading signature first before contents of letter

The secretary should he chosea for an ability to be reliable,factual and concise. The minutes should include only businesstransacted, not discussion, personal it.vs, opinions or com-ments, such as "Mrs. G. gave an excellent report'' as othersmay not have thought it was an excelleit report. Minutes

should include

kind of meetingdate, time and placemethod of disposition of minutes of previous meetingbusiness transactedexact working of every motion, who made motion (sec-onder Is not named), and whether it carried or lost

The secretary has the same rights to make motions and toenter into debate as any other member.TREASURER as disbursing officer is responsible for allmonies and for payments of bills of organization; and keepsrecords of receipts and disbursements. A summary of themonthly finances is submitted at each meeting and a completereport -it least annually. Reports should be accompanied bysupporting records. Monthly reports are declared acceptedby chair if there are no questions. Only the annual treasurer'sreport is referred to the auditing committee and the auditor'sreport is accepted after completed and submitted. Usuallychecks for payments need two signatures, either those of thestaff executive and the treasurer, or the president and thetreasurer.

MEETINGSTime and place of board meetings should be designated in

the by-laws. Meetings should be frequent enough to keepboard members Informed and interested, but should not beheld without purpose. If committees are functioning regularlyand properly, there should be enough pertinent Luslness andprograms gi:nerated for reports and regular action by theboard. Perhaps summer months are slack time for the agen-cy's operation and board members are not as available; butmany new voluntary action programs have their greatestshare of work in the summer months, so the meeting scheduleshould be tailored to the needs of the agency and board mem-bers chosen to serve corresponding to these needs. The timeof the mewing assn will be governed by the kind of agencyprogram and availaUllity of members. Times may range fromearly breakfast meetings to accommodate the business man,through all dayrrne hour:, luncheon or dinner meetings andevening sessions. Expensive luncheon and dinner meetingsshould not be a requirement for participation as a board mem.

ber. With participation from all socioeconomic areas nowbeing emphasized, arrangements must be considered for pro-viding cost of meals for those unable to afford the price orchanging meeting schedules to avoid this expense.

Special meetings are needed occasion'lly and methods ofcalling special meetings should be specified.

Quorum is the percent of members required to be presentfor the iransaction of business. In official bodies, the quorumis usually at least a majority of the members. Voluntaryorganizations, such as business, professional and communitysocieties, determine their own quorums. The by-laws should.state this percent. If they do not, the t,,lorurn is a majority ofthe membership. This is a high percent quorum for a volun-teer association. Quorums as low as 10r,i, are common in largevoluntary organizations.

EXECUTIVE BOARDOften an organization ileds routine busin?ss to be handled

by a small deliberative body t'-zually the officers constitutethe membership of the executive committee. but standingchairmen may be included. Committee reports and recom-mendations are referred to the board for action.

COMMITTEESIn addition to the Executive 'ommittee, many organizations

have business to handle that can best be accomplished bydividing it among standing committees. Each of these com-mittees has a definite job assigned to it, as outlined in theby-laws and i a permanent body, with members being changedannually, biennualty or triennially, as specified. Each com-mittee investigates and plans its own area of responsibility,reporting the research and recommendations to the board foraction. The Sanctions of all committees are to

a Investigateconsiderreport

Each committee should have a chairman and co-chairmanand possibly a secretary if mtvh business transpires. Officers

34

4

and committee chairmen should prepare an annual report ofall action during the year for the board and for the successor.This is a useful evaluation and 'donning loot

Special or ad hoc committees are appointed for a specifiedpurpose and are dissolved as soon as they have finished thistask and their report is made. They may be appointed eitherto serve the board or one of the standing committees. Actioncommittees should be small but deliberation committees shouldbe large.

The nominating committee should not be appointed by thechair, but should t o elected. The president may be an ex-officio member of all committees except the nominating com-mittee. A nominating committee member should not be em-barrassed if his name is proposed for an office, as he shouh;be as eligible as anyone else. The nominating committeeshould seek persons with talents for organization, personnel,financing, evaluation, promotion, service, needs of the people,geographical boundaries and those with altruistic purposes.They should be honest with those they are asking to serve,outlining all responsibilities of the job and the commitmentto the purposes of the agency to be expected. The executivestaffs the nominating committee but other staff may be dele-gated to serve other committees.

PARLIAMENTARY PROCEDUREItoizrd members are usually by people who are giving time

from their business world and family schedules to attendmeetings. If the meetings are well planned with a completeagenda prepared ahead of time and if the chairman is welloriented to basic par/lamentars procedures, the meeting shouldprogress orderly and efficiently. Paid staff should be knol-edgeable of parliamentary procedure and have a good parlia-ment ir book such as Robert's Ihr Ics of Ordcr availablefor reference, for procedures that are not defined ti ithin theassociation's policies. Parliamentary procedure is a policy-

ing tool. meant for use in legislatures, kcal governingbodies and in Ae basiness meetings of voluntary associations.It enables free people to take united action and yet retain thegreate-, individull freedom consistent with the interests ofall. It is a precious pass key to peace and good will. A parlia-

4r."

mentarian may be appointed by the president (this is not anelective office) and their assistance as a rescurc person formeeting protocol may be invaluable.

Every organization, in its by-laws or rules of order, shouldhave a statement like this: ''The rules contained in (name ofparliamentary book) shall govern the society in all cases towhich they are not inconsistent with the by-laws of this so-ciety." Without this statement, much confusion and troublemay be caused if anyone so wishes.

METHOD OF AMENDING THE BY-LAWSBy-laws should be kept up-to-date and amended when neces-

sary. However, they should not be revised every year or atthe whim of the policy committee unless there is a major need.Too often workable by-laws are hashed over and time taken inboard meetings to change minor details, when it is not neces-sary. On the other hand, they should be reviewed about everyfive years to be sure they are up-to-date and to be sure theyare being practiced. If the organization Is related in Policyand practice to a sponsoring organization (i.e. a hospital guildto a hospital board) all aspects of the relationship should bestated in writing as approved by both organizations. If by-laws contain no rule for their amendment, they may be amend-ed at any regular business meeting by a vote of the majorityof the entire membership; or if the amendment was subm:ttedin wilting at the previous regular business meeting, they maybe amended by a two-thirds vote of th' ,e voting, if a quorumis present. It is well for the by-laws to state rule for amendingand it is recommended that previous notice and a two-thirdsvote always be required. A special committee may be appoint-ed to revise the by-laws or this may be the duty of a standingPolicy Committee.

AGENDAThe order of business should be prepared ahead of meeting

time and the staff and presiding officer should have i t thor-oughly outlined. It will give order and direction 4o the meet-ing, indicating relationship of items t o e rch other and expediteal effective well-ordered meeting. An opportunity to dis-trib to leadership within the membership is provided and

43

members who need t) prepare reports will have proper notifi-cation if the agenda is mailed with the meeting notice

Meetings should be conducted using the following order ofbusiness:

CALL TO ORDER -- Presiding chairatan or officerBUSINESS fit EETING

Reading of minutes SecretaryApprovalno vote necessary. Chairman announcesthat minute., approved as read or as corrected.

Report of officersSecretary or Corresponding SecretaryCorrespond-ence readTreasurer Treasurer's reportReports of standing committeesReports of special committees

UNFINISHED BUSINESSAny business from the previous meeting which hadbeen referred for further stady should be reported atthis time.

NEW BUSINESSAny action necessary from committee reports Fhould becompleted at this time. Members may introduce newbusiness at this time for discussion, for referral to ncommittee or for action.Bills of the day presented for action.

PROGRAMIf there is any program, such as an outside speaker, aspecial convention report, etc. this may be after busi-ness has been conducted.

ADJOURNMENTChairman should adjourn meeting promptly so thattho f,:.. who rnuAt leave may be properly. excused. In-formal discupAions by members may be held after thisif they wish.

4.1

VOTINGVoting is the most important action taken by a club, giving

individuals the vehicle for expression of their ideas and deci-sions. Terms to be understood to conduct voting procedures

Plurality vote - -more votes than any other personMajority voteone vote over one-half of votes castUnanimous voteevery vote cast for one side or OnepersonTwo-thirds vote-1/2 of the votes castProxy votevote sent in writing, when absent on day ofvotingRoll call votevote taken by calling roll of members

BOARD RELATIONSHIP TO STAFFIn the early days in settlement houses and welfare ag,,n, 't

policy was made and enforced by the board of director:. Asthe work increased and iecanie more complex, there was aneed for the employment staff. This necessitated outliningareas of responsibilities of each, dividing them between theperson hired because of his professional skills and knowledgeand the group of volunteers who formed the board. The prin-ciple of partnership and shared management should be fos-tered, as it will advance the purposes and goals of the ag.with Ml working for the same results.

A clear understandirg of the respective functions of theboard and the staff between policy making and adr, inistrativemanagement should be maintained. Policy making and pcli(:review is ultimately the responsibility of the board.execution, or administration Is the task of the staff. Pol, ytesting is tial role of the members. The board should nevercompletely delegate to staff the functions of obtaining findii-cial support, providing facilities or interpreting agency poli-cies, but they may vi ish to share these responsibilities wit/1staff.

in voluntary organ zat ions, boards are of special importanceand members are el osen for their particular sbilitiel andexpertise in various areas of community service and organiza-tional abilities. The staff should identify the special arc as inwhich the volunteers are experts and be willinv to delegate

4 5

authority to call on them for assistance. With their voluntaryacceptance to serve on boards and committees, individuals areassuming responsibility to function on behalf of the agency.

The executive and other staff are professionals who mustcommit themselves to fully serving the agency and its boardas administrator and program consultants. The executiveofficer of the board is the staff director who works as a part-ner with the president, performing the following duties

assure the adoption of policies and programkeep board informed on all essential matters of operationassist in recommending assignments to committeesplan with president to develop board leadership andorientation

The executive has total responsibility for the following areasinitiate and research plans and programs of agencyassign and direct work of the staff, provide their trainingand au pervision

4 organize and cnurdinutc office routines and functionsevaluate progressmaintain properlyadminister expenditure of funds Within the budgettrain and assi3O volunteers

Malay of thes,? duties may be delegated within the staff,but the executive has the ultimate responsibility to be certainthey are perfurwd.

in general, polky planning is a joint function of board andstaff. New plans can be made only in the full knowledge ofhow present pdie:es are functioning and the board dependson the knowledge aid judgment of the staff to determine andrelate these.

A comfortable relationship between the executive and boardmember:. may have been built years ago. }.very new staffperson i; haunted by prealeecssors, whether good or bad. Ifthey perform:al well, he should not let this intimidate him.lie is fortunate to have a gxxl base and good community rela-tionships upon which to build and his job is really easier, Ifthe former executive did not do a good job, he must tactfullyavoid disparaging remarks about what was not done and in-stead t-uggest new techniques of how to inrirove any areas

49

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where new ideas will help. The executive should weigh manyfactors of why sonithing did not work before he was employed.Often the plan was at fault and no chairman could have madeit work without a change in the format. And again, the planmay be very good and the volunteer whose duty it was toimplement it fell down on the job, so it wasn't the fault of theexecutive or the board. However, a good board will have builtin controls to cover the lack of help by one volunteer. Co-chairman and constant report processes to executive andboard Ahould eliminate this weakness.

The board who hires staff should he honest about the joband have a written job description so that there will be noquestions about duties and line of authority. The executiveshould not dominate the board and he has a right to expect thechairman to take initiative in mobilizing board activities. Heis a resource. Many of his suggestions to board members maytactfully be made before meetings. However, he has beenhired for his expertise in many areas and his opinions andideas should be sought and respected.

Systematic board evaluation of the performance of the exec-utive should be done not just at crisis times when often it istoo late to help. The executive can ask for a periodic evalu-ation of his work.

Board members should make criticism of the executive tothe board Chairman and not directly to the executive, to otherboard members or to the public. The board chairman thenworks out the problem.

The executive should have a great deal of latitude so far asstaff administration is concerned. lk should be able to hireand promote his own staff.

BOARD ORIENTATIONThe staff and officers should be jointly responsible for ori-

entation of the board members. Together they should prepareor revise An existing manual for the board which should in-clude the following basic items

History of agencyPurpose of association program and function incommunity

Objectives of organizationBy-laws or plan of operationNational, state and Ion! relationshipsSchedule for year of meeting datesLast year's chairman's annual reportList of board and committee members, with addressesand phone numbersCommittee functions and their responsibilities (if notdetailed in by-laws)Organization chart of staff and list of namesPersonnel policies and practicesOrganization chart of board and committeesFinancial structure and budgetSuggested order of business for conducting meetings

Other items may be added that are pertinent to particularorganizations, such as brochures, lists of related organizations,etc.

At the orientation, welcome them, tour the facilities andintroduce them to staff.

Annual reports, research and statistics should be evaluatedby the board and staff to plan the next year's programs. Thereports are joint responsibilities of board members and com-mittee chairman, who have reports to make and staff to pro-vide statistics and put them into printed form.

Houle says "A good board is a victory, not a gift." He com-p res an outstanding board to an expert figure skater whopractices many hours to achieve a superlative performance.Staff, the chairman and the members must constantly workto achieve board operation which in turn will achieve a suc-cessful agency operation.

To summarize the relationship, it is stated that a board ofdirectors shoi.ld

Keep over-all objectives of the program clearly in focusand satisfy itself that goals of the units of organizationare in harmony with these broad objectives.Assure itself that changing conditions are adequately re-flected in the program. Continuous planning should becarried on, providing vision and balanced perspective.Select executive.

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1

Accept obligation of working effectively with executiveand through him, with the staff.Assure itself that work of the agency is effectively or-ganized by proper assignment of responsibilities to staffmembers, and coordination of these special responsibili-ties into a harmonious whoie.Executive has responsibility to see that the organizationis soundly conceived and operated or to revise it so thatit will be more effective. The board has right to expectthat it will approve any major changes in it.Assure itself that the executive discharges effectivelythose directing powers that lie particularly within hisarea of responsibility

development of sound personnel procedures, both inrecruitment and establishment of optimum conditionsof work.creation of broad base of participation in decisionmaking among staff (resolution of conflicts).establishment of effective control mechanisms {bud-geting, accounting, purchasing) in work of agency.effective use of physical resources.

If the executive does not perform these, board shouldsee that they are performed effectively.Serve as arbiter in conflicts between, staff members onappeal from decision of executive and in conflicts be-tween exc, utive and the staff.Establish su.h broad policies governing program as maybe necessary to cover continuing or recurrent situationsin which uniformity of action is desirable. The executivemay actually draft considerations, revisions, etc., of poli-cies, but the board considers them and acts on them. Theexecutive must administer the program in terms of thesepol ides

understand the latitude which is allowed to him inmaking exceptions in particular casesto know when policy applies and when it does notto deal with situations not covered by policy

Use special knov./cdge and contacts of individual mem-bers in the improvement of program. Members performcountless minor services for organization and this is ex-pected. Be certain these are appropriate and desired byboard and executive. Shouldn't exploit professional spe-

49

cializations of board members and ask them to undertakeservices which are not appropriate for them to performwithout compensation.Assure itself that agency is effectively integrated withits environment and with other organizations and publicsto which it is related.Accept responsibility for securing adequate financial re-sources. Board and executive must collaborate closely,with hoard taking an active part.Assure itself that its basic legal and moral responsibili-ties are fulfilled. Executive keeps board informed as towhat these should be.Develop and abide by rules and procedures as to how itsstructure and operations are to be organized. Executivemay make suggestions, but should do no more than that.Give to the agency the full support, prestige and leader-ship of the board itself and of its individual members.Do everything in its power to keep its own membershipable, broadly representative and active.Appraise the grog-am periodically to assure itself thatthe objectives are being achieved; if they are not, theneither the objectives themselves or the means of achiev-ing them must be revised.Executive usually must collect evidence on which the ap-praisal is based. He must present all the findings of theappraisal to the board, the bad as well as good. Boardmust know the truth about program in order to knowhow to improve it.

BOARD RELATIONSHIP TO VOLUNTEERSThe board is the most positive :-esource and guide of the

organization for the recruitment, selection, orientation, utili-zation and I ecognition of volunteers. First and foremost, theirgroup constitutes one vital comporent of the organization'svolunteer program--administrative volunteers. They maywish to assume complete responsibility for volunteer serviceadkity or delegate it to a standing or sub-committee. Morethan one sub committee may have responsibility for volun-teers. For example, a health agency whose program includesfacets of public education, professional education. patientservice and fund raising activities may need volunteers in all

categories a the program. They may need nurses and physi-cians to conduct public and professional education, youthgroups to distribute brochures presenting information on pre-ventive diseases, therapists ar,d aides to help patients, or aGirl Scout Troop to make decorations for a party for patientsand telephone and personal solicitors for fund raising, plusmany clerical volunteers to prepare kits and mailings anddistribute materials. Each area of volunteer service may besupervised by different committee personnel.

In some agencies, the personnel committee has the respon-sibility for volunteer recruitment rind supervision.

The board should provide good public relations and goodwill among the volunteers whenever they are in communica-tion with them, taking time to answer their questions and of-fering praise for their cervice. Their interest, concern andknowledge should always be of prime importance.

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OUTLINE FOR BY-LAWS

OF ORGANIZATION

I. NAME OF SOCIETYII. OBJECT

III. MEMBERS

IV. OFFICERS

V. MEETINGSVI. EXECUTIVE BOARD

VII. PARLIAMENTARY PROCEDURE

VIII. METHOD OF AMENDING THE BY-LAWS

AGENDA FOR ORDER OF BUSINESS

CALL TO ORDERMINUTES

REPORT OF OFFICERSCorrespondenceTreasurer's ReportReports Of Stonding CommitteesReports Of Special Committees

UNFINISHED 3USINESS

NEW BUSINES3

PROGRAM

ADJOURNMENT

CHAPTER IV

ORGANIZATION

OF VOLUNTEER SERVICE

Page

DEVELOPMENT OF THE AGENCY

PROGRAM 48

GUIDELINES FOR THE AGENCY

PROGRAM SO

THE STAFF 54

COMMITTEE STRUCTURE 59

ORGANIZING A VOLUNTEER BUREAU 61

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CHAPTER IV

ORGANIZATION OF VOLUNTEER SERVICEDEVELOPMENT OF THE AGENCY PROGRAM

In the situation where an agency is considering the organ-ization of a volunteer service, the needs should be evaluatedand an inventory of the agency's program taken to determinethe value of the service. One of the best check lists was givenin an address by Melvin A. Glasser, Dean of University Re-sources, Brandeis University at the 1961, National Conferenceon Social 1Velfare. Before you start, he suggeits some twelvequestions wItich the agency staff should raise and answer totheir own satisfaction before a commitment is made to bringin volunteers.

1. Is there a readily observable need for volunteer servicesand can this be translated into clearly defined jobs forvolunteers?

2. Are we clear enough as to our professional tasks so thatwe may understand our own robs in relation to the vol-unteers?

3. Can we budget the staff time which must be allocated tothe effective implementation of volunteer programs?

4. Have paid staff members, at at levels, been involved inthinking through the proposal to use volunteers in agencyprograms and will they give support to the activities?

5. What are our expectations of the level of volunteer per-formance? Are we prepared for unevenness of service,and turnover of workers almost always a part of suchprograms?

6. Will we be able to assign responsibility to one centralstaff person for supervision err volunteer activities?

1. Are we willing to snake available supervision and trainingfor the new recruits?

8. Are we ready to accept the velunteies AM colleagues, andto give them appropriate recognition for their sei vices?

9. Will we welcome vsitinteers from all social classes in thecommunity so that our volunteer group will be truly repre-sentative of the total community which supports us?

10. Is there readiness to use volunteer participation at every

appropriate level of agency service, up to and includingpolicy making?

11. Are we prepared to modify agency program in the lightof volunteer contributions and possible enrichment ofprogram?

12. Will we help the volunteer see the implications for thewhole community of the programs on which he is work-ing? Will we be comfortable with and able to encouragethe social action of volunteers which should come from en-lightened participation in social welfare and health pro-grams?

The dozen questions raised are difficult ones; they aremeant to be. For if the agency is to gain the added dimensionand stature which soundly conceived and exectr.ed volunteerprograms can give, there must be true commitment, in depth,to those actions which will make the programs effective.

Dean Glasser has attempted to outline how it takes convic-tion, challenge, climate and comn:itment to develop truly ef-fective volunteer-professional activities. He indicated his pro-found belief that these programs are important to the partici-pants and to the kind of society in which we live.

In addition to staff consideration of these questions, itwould be advantageous for a committee of the agency to beappointed to assist in the inventory and to assess the role ofthe volunteers in the community. They may ask

WHOwill be responsible for the volunteerstheir recruit-ment, training, supervision?

NVIIATjobs can the volunteers do for the organization?WHYare you considering a volunteer program?11/1EN---can the volunteer program be initiated?WHEREcan you find volunteers who will be interested

in your program?

Committee members should be familiar with volunteer pro-grams in other agencies or make a sturiy of what volunteerscan do and how they are trained and supervised before theyestablish the program. If there is a Volunteer Bureau in yourcommunity, they may be extremely helpful in finding the an-sir-els to these questions and in offering assistance in organ-ization of your program.

If careful consideration is given to all of these questions, wecan quickly see that a volunteer program is not a free program.It costs money to release the time of agency staff to properlywork with volunteers. The ultimate results, if planned andorgauized well at this stage of development, will result in anover-all growth in the agency's program and a true saving incost of staff time. Staff then may be released to carry outtheir professional role in the organization for which they havebeen employed and have help in both supportive and advisoryways.

If the staff and the committee have decided the answers arepositive on the side of initiating a volunteer program, the planshould progress to develop guidelines for the program and aplan for a volunteer coordinator. Often an outstanding volun-teer can be found who will coordinate the program as his con-tribution and if the program is small, this may suffice forsome time. However, most organizations ultimately find theneed for employ ing a part-time or full-time coordinator whocan devote more time to :,upervision of the program.

Cuidelines for agency program evolve from the planningand development that is a rest It of the inventory taken of theneeds.

13y staff consideration of these questions, they should cometo an understanding and acceptance of the volunteer program.They must n ulerstand that vt lunteers are supportive and asupplement instead of a threat to their jobs. Volunteers neverreplace staff. If they have been briefed on the duties of thevolunteer and understand tlroroughl) the statf's relationshipand responsibilities in working with the volunteers, you willhave instilled the values of volunteer services to these forwhom it may be most beneficial.

GUIDELINES FOR THE AGENCY PROGRAMGuidelines or a volunteer set vice manual should be a basic

necessity for an agency voltintc,:r operation, to organite orsti engthen their program. If the agency has a manual andthey are having problems within :heir volunteer service, thismanual should to one of their first considerations evaluatingit in detail for two purroses:

1 To see if the manual satisfactorily covers all segmentsof the volunteer structure, and

2. To honestly evaluate if everyone at all levels is carryingout their duties as outlined in the manual.

A ist.A assessing these factors, activity should be put forth tostrolgthen the weak points in the program that have evolvedfr the study.

.I.n adequate manual should cover the following basic func-tiops and mai be elaborated as desired or necessary accordingto the agene: 's function:

s. GOALS OF AGENCYThe history, purpose, function,who is served (how and why) are some specifics to beincor)orated. These will give the volunteers a basicoriertation for their interpretation of the agency's serv-ker .o the community.

P. NEED FOR VOLUNTEER---Why will the agency pro-gram benefit from volunteer service? This should bedeveloped by staff and board members together, andpresented to all staff for their sugge.7:ted revision andtheir understanding.

III. WHAT VOLUNTEER WILL DOIf the need has beenestablished, then it must be defined what the volunteerwill do for and in the agency. Roth administrative and:4ervice volunteers should have a detailed description oftheir roles and responsibilities in the organization.These job descriptions are important to staff and tothose who recruit, interview, place, train and supervisethe volunteer.

1V. ADMINISTRATION OF VOLUNTEER PROGRAMWhat are the administrative duties of staff, of thevolunteer coordinator and of the board or advisorycommittee for the volunteer program? The responsi-bilities should 1,e outlined as follows:I. Staff administration

a. person(s) responsibleb. duties of staffwho recruit s. handles publicity,

interviews, etc.c. budget allowance for volunteer programdoes the

dodget allow f.ir newsletters, mailings, lunch-51--

J i7

and transportation expenses of volunteers, uni-forms, awards for recognition, etc? Who en thestaff determines if these expenses may be in-curred?

2. Volunteer administrationR. volunteer coordinator if there is no staff avail-

able for this, are the volunteers coordinated by avolunteer? Wlat are his duties and responsibili-ties? There may be several volunteer coordina-tors in different units to assist the staff coordina-to r,

b. board it advisory committeethey play a keyrole of interpretation between staff, the volun-teer coordinator of volunteers (who should be amember), other agencies, the volunteers, theclients served and the public. They recommendcomponents of volunteers' training and recogni-tion end evaluate the success and weakness of theservice.

3. Communication between Staff, Committees and Volunteerswhose responsibility is this to coordinateall lines of communication and keep them open?

V. GUIDELINES FOR VOLUNTEERS

1. Rights

2. Responsibilities

3. Accountability

These are all so well defined in the Bill of Rights forVolunteers

And A Code of Respoi,ibllity, which is in Chapter VIII.

VI, TRAINING

I. Whose responsibility?

2. Frig Jere).

3. Materials useda. board manualsb. films, bruhures, etc.

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4. For Whom?a. administrative volunteers--boards and commit-

teesb. iuri raising volunteer.;c. service .,olunteers

1711. JOB CLASSIFICATION FOR VOLUNTEER

1. Development

2. Utilizationa. recruitmentb. orientationc. evaluation of job performlnce

VIII. RECOGNITION

1. Criteria for eligibility

2. MethodsA. at tea, binchcon, dinner, etc.b. material aw ti'asp;rs, certificates, plaques, etc.

3. Timea. continual on-goingb. special -- monthly, annually

IX. EVALUATION

1. Of volunteer service to corn : unity

Of volunteer's p Aurmance

3. Techniques (questionnaires, summary of rev), ds,obser% ations)

4. Utilization of evaltiatkna. piomotivn of volunteerh. plann in for next year's pang, amc. improvement of Fer vice

X. OTi: ER

THE STAFF

Volunteer program may be extemel compleK with ahighly structured plan of organization or they may be as slat-ply organized as a one-kind service for specific clients. Wesht.11 attempt to aseass the operation and the staffing so thatprinciples may applied to all types of programs andadaptations may be 'nude depending upon the volume andkind of operatics. All staff have an important relationshipto admin:strative and service volunteers, but the key position,ve wish to discuss in this chapter is the Volunteer Coordina-tor. This role may be performed by either a paid staff per-son or by a °hinted. and principles governing the duties willbe the same in either case.

To perform the duties outlined for coordinators of volunteerprol;ranr., it is important to under land our position or rankin the rnyanizational structure of the agency, if we studythe ch'nt of the average agency operation on exhibit I at Vieend of the chapter, we see that a coordinator hi expected to beall things to many and .shat an important cog this positionreally is in the machinery of t, volunteer program if it is toOperate smoothly, lle works %1 Rh all staff, vith committees,with the publ'c, clients and other-, planning and operating thev.olunteer program.

The task of coordinator is a complex one, in that he mustdeal with r. multitude of levels of organization. In most organ-izations, there is a level of staff above them, who are incharge of adniinist at ion and all programs of the agency. Inaddition, a coordi-iator may b.! responsible to the organiza-tion's Hoard of Directors. as well is their own voluntaryadvisory committee. For both of these, they must be pre-pared to make reports and furnish information and ideas forimproving the service.

The job of coordinator begins with leadership and leader.ship begins with personal cuirmle. The price of leadership ist ho utmi..st in self-dig:44'1m,, in order that the utmost in per-sonal example may always be before cue's associates, Goodleadership is the ability to influence thoughts and actions ofo'her people, to extra,-t their best qualities and to elevate thanto the natimunr of their capabilities. A leader should havereasonable knowledge cf the skill of motivation and nvr,age.

men( of people, the jot) of training and supervising volunteers,the communication of ideas and techniques of public relations.He must earn the trust of the volunteers by his continuousefforts on their behalf. Building morale i3 part of the job ofleadership.

Mora'e grows cut of skill in human relations and the leader'sability to work with people. Morale is a state of mindanattitudea point of viewwhich colors volunteer's relation^ship and feelings to aid the agency. Morale is the mental

1 emotional attitudes of an individual to the function ortasks expected of him by his group and loyally to it. it's notIvhat you tell a man that counts; its what he accepts. Atti-tude towards the organization and volunteer tasks assignedt) PeriOt will depend on Ow. moi ate built into the job.Research conducted by business has Plum, that lighting,temperature, rest periods and other tangible factors are in tnearly as influential on morkers as morale. Friendliness andconfidence ;ii the coordinator cuts down on the amount ofsupervisr.m»iceded. A person') morale isffcels the amountand quality of the work he will do. In addition to adequatetiainidg asst supervision, building and maintaining goodmorale lA one of the primary jobs of coordinators. It is theirresponsibiliti to get along with the volunteers, not their's toget along with themselves.

EP:ective methods cf building morale will bo discussed inChaptcr VIII under '..5upervision and retainment of volunteers.

It is most important for die. Volunteer Coordinator and forthe staff and adminis.rative volunteers wilun he is respon-sible that a Nvell.written job descripticn be provided for theposition. The following seven items should he defined:

I. Job title2. Job objectivepurpose of jobS. A ccountability-2-e.sponsibie to; alit hotity or limits of

authority4. lluties--specific liri of all area'. of responsibilityb. Criteria for performancequalifications OF specifica-

tionsknew howa. training and experienceb. knowledge, abilities and skills

k;

c. other, such as age, health, availability to travel if partof job, etc

G. Terms of employmentvacation, sick leave, fringe bene-fit, termination of employment. These personnel poli-cies may be separate if staff is large, but should bedefined somewhere.

7. Evaluatipn of performanceFor criteria of performance, "The Volunteer Co)rdinator

Guide" prepared oy the University of Oregon Center ofLeisure Study and Community Service recommends the appli-cant shoula have a college degree or its equivalent in experi-ence, with focus on the understanding of human behavior andthe social services, w:th training and personnel administrationand a general knowledge of standard office procedures desir-able. They also recommend that the applicant, be familiarv,ith the community and its :esources; have had previous ex-perience working with the public; and have had previousexper:ence working as a volunteer. The importance of havingbeen in the role of a volunteer provides understanding throughpersonal experience as to how they ware recruited, inter-viewed, svnt.-vised, recognized, etc., and how it could havebeen imptoved in Their circumstances.

kivatuation of the employee's performance may be made bya personnel committee and by the executive V the agency andshould be discussed with the coordinator. The success of allfscet3 of the progi am will tell their own story for the coordi-m,tor ,And a steraly growth in the volunteer prc,gram willreflect his abilities, understanding and interest.

Duties of the coordinator of a volunteer program may in-clude the under item #4 in the job descriptiondiscussed previously ;n this chapteY:

a. Scpzreise operations' activities of voluntary citizenparticipation within organizational structure and policiesto reinforce and augment the service and program ofthe ages; y.

b. Implement policies of volunteer program as establishedby by-laws or plan of operalion and thc governing body'.

c, .1,!oninie administrative duties as follows:Provide governing body' with factual information and

hoard, Advisor:, or Stcei ing Committee, or Voluaterr Stand-ing Committee of hoard. as appropriate to oiganization.

ideas whi-di might be of assistance in their deliberationsand policy decisions.Work With all committee chairmen to develop plans andprocedures for their functions; be available to all ,,orn-ndttees, supplying Wort-nation nd assistance as needed,Perform direct administrative task.1 at the request ofpresident of governing body'.Prepare budget for submission to board and administerfinances.Prepare other staff to work with volui Leers.Prepare periodic and annual reports, cooperatively withboard.Supervise department personnel.Devise and revise forms nce.=sary for service operation.Provide communication arid understanding between vol-unteers and other sip ff.

Provide over-ail coordination of program, as follows:Plan techniques and develop resources to recruit volun-teers.Develop job descriptions for each %olunteer assignment.Interview volunteers and make appropriate job assign-ments.Develop orientation program and in-service training forvolunteers.Provide manual of agency's program.Prepare piontotion rnaierials for program and plan formaterial distribution.Maintain complete records of all volunteer activities andtabulate for useful evaluaiiem purpose:-,Provide continuing supervision, motivation and counsel-ing to volunteets.Provide volunteers with adequate facilities and materialsfor their work, complete guidelines for job ,.nd fringebenefits when possible.Provide on-going and special recognitt Ai for volunteers'services.Seek resources for new ideas to improve theprogram.

'Board, Ad"sory or Stecriri- committee, or 'Volunteer Stand-ing Committee of Board, a= a,propriale to organisation.

C. Meet and consult with other professionals in the field ofvolunteer services to discuss problems, concerns andmatters of mutual interest; be, willing to seek and acceptjob training.Represent. agency in community in.:ctings and activities,

To adequately prepare himself for assuming the duties out-lined, a coordinator new to the program must study the historyof the agency, its purpose and policies to better understandhis role in the organization. Familir:rity ith the programof the agency is basic to planning and directing the volunteerservice.

A successful leaderis competentis unselfishhas absolute integrityhas good judgmentis gifted trainer and Inspiring teacherIs Industrioushas robust healthunderstands people and knows how to get the best fromthemis able organizerhas foresight

Before all potential coordinators are frightened completelyaway by this utopian description, we should stress tt at leadersare not born. People develop within th.7.1nsclves the habits ofleadership, habits of setting a good example, habits of givingego recognition, habits of building a sense of scent ily. Thesehabits become so deeply ingrained in such a perscn that henaturally does them 'f i.e man who takes and ,lever gives isnot a leaderhe is a pareAte. People work for the feeling ofaccomplishment they g+.' from a job well done--both you osthe leader and those whom ;:oi: lead.

TEN COMMANDMENTSI. syzak to people. There is

nothing as nice as a cheer-ful word of greeting.

2. Smile at people. It takes72 muscles to frown, only14 to smile.

3. Call people l)y name. Thesweetest music to any-one's ears is the sound ofhis own name.

. Be friendly and helpful.If you would have friends,be friendly.

6. Re, cordial. Spea:t and actas if everything you dowere a genuine pleasure,

Source

OF HUMAN RELATIONSG. Re genuinely interested

in people. You can likeeverybody if YOU try.

7. Ile generous with praisecautious with eriti-

eistn.S. Ile conside:ate mi;h. t1 e

feelings of ()thus. Itwill be :..epreciated.

9, Be thoughtful of theopinion of ethos's. Therearc three sides to a con-troversy: Y ours, theother fellow's and theright one.

10. Ile alert to give service.What counts most in lifeis V.!olit we do for ..)there.

Unknown

COMMITTEE STRUCTUREThe committee structure is reflected in Exhibit I at the

conclusion of this chapter. It may be simplified if the agencyis small and operated mainly by volunteers, in administrativeand service capacities. There may not be other staff to pro-vide office administration, public relations. programming,etc. If this be the case, the organizational structire may besimplified and the volunteer Cairittliii02 may be the board ofdirectors. There may be to need for several standing commit-tees to this board, which in the organizational structure out-lined in ENhitit I are called sub-subcommittces.

In whichever category they fall in the organizational stroc-lure, formation of committees Ss highly recommended to devel-op areas of prevram and to assume r?sporsibility for ariyirgout the functions, with approval of the board and SS:41S(311CTfrom staff. :..lugges :,1 colnmittec5 ,voult1 be

PoliciesRecruitment

Public RelationsOrientation and Training'recognitionNominating

Other committees which may be needed as separate bodies,depending on the organizatior, or as components of existingcommittees could be

PersonnelBudgetSpeaker's BureauInterview and PlacementAnnual MeetingEvaluation

The responribilities of committee members as to dutiesshould be followed from the by-laws or plan of operation.They should have a personal commitment to serve their com-mittee, board and th? purposes of the agency in a dedicatedand thorough manner. No responsibilities should be acceptedunless they know they will have time to do the job thoroughlyand to the best. of their abilities. They should not accept therequest to serve in this administrative volunteer capacity un-less they are sure they have the nbility and the time to do itjustice. Of course, no one can foresee personal crisis or healthproblems that can affect both a volunteer and a staff pet sonfrom fulfilling their job, but if these problems arise, theyshould have the courtesy to r..c.ign temporarily or permanentlyso someone else may be asked to comptele the task. It is mucheasicr if the initiative comes from the person reho cannotfulfill this role than from those who are administering andmost ask if he wishes to be relieved of his responsibilities a'thit time.

Pt rfololing a service to a board or a committee is an Impor-tant .ole and there is a great need to always find new personswho in do justice to these Jobs. Or.e of the reasuns E0 manypersons in a community are overworked is because they )..veproven they can perform v-el) when asked, and many organiza-tions ht sitate to ask the untried and new individual becausewell.rounded pe.rferrnance is so Mal to a good servicr: pro-gram. One way to overcome this problem is to inv;te newpersons lo serve on a committee before the) are invited to

- GO-

positions of greater responsibility and in this roc they willbe given a chance to prove their interest, willingness and"push," that will maise them a good leader. Evidence of leader-ship will be qukkly recognized by the person who truly wishesto perform a service and the next year they can be given thisadditional responsibility. Too often volunteers are not allowedto advance through the volunteer program, which has two dis-advantages- -

First, it plunges them into responsibility for which theyhave not received the thorough orientation which working inother volunteer areas would prmide them, and

Second, it by-posses good volunteers who have participatedso well in service areas and ore ready for promotion to an ad-ministrative volunteer job.

So unless you are beginning a new program for the agencyand have no talent within the ranks upon which to draw, it isrecommended that you look to the ranks for dedicated volun-teers who may provide the very spark and knowledge of serv-ice areas yo' may really be needing on your board and com-mittees. They may know best the strengths and weaknessesof your volunteer program.

ORGANIZING A VOLUNTEER BUREAU

Development of a Volunteer Bureau follows the same guide-lines for the development of any other voluntary program.There are some special considerations to build a successfulservice for the entire community.

I. "LAN -- invite key persons from representative commu-nity organizations to discuss the need and the role Apr acentral program whiTh will assist in all areas of coordi-nation of volunteer programs You may wish to chooseone representative from each of the areas of serviceeducational, health, welfare, cultural, recrer.lional andcivic.

Suggested resource persons who should ha": an interestthis program may repru?sent

City Doll or Court Ifou!eCombined fund-raking ei ganitation

61--

Service ClubsBusinessUnited aurch organization, and the women's associa-tionAgency Director's Association

6 Chamber of Commerce, including Junior and Women'sdepartmentsWor.r...n*s organizations, e g,, Women's Club, JuniorLeagoe, Business and Professional Women, etc.

P Ectucatiol, including sonnol r.lministration, PTA, stu-dent organizetions. in in blie, rrivato, college and adulteduc%:-tion sectorsA poetty programNeighl*.rtwor; organizatictisRetired persons

e Social service departments

IL ,r.itilIVEY.(sre que3tionnair3 at end of chapter)Agencies to f Ind their need for

volunteer as toqa,intityat eas of write

O qualityassistance in reerti;tment, training and recognitioncommunity resources for potential source of volun-teer manpowerlocal, state and nat'on,11 resources for assistance inplarmlog

Ill. EVALUATEAgency's needs and community rescur:es as to meritof tAlabliAment of central coordinnting serviceEstablishment of program, through appointment ofaction eimmittees to investii. tte

financing and sponsorshiporganization and leadership

4 administration and staffWith ,'ommunity-wide meeting of all agencies to be in-volvod, to communicate your plans for their sugge8-lions al approval

IV. STAFFWith personnel as soon as possible, so they may be in-volved in development of all phases (see sample jobdescription at end of chapter)With board and committees to plan and implementprogramWith volunteer staff aides, to assist in office and be-come oriented to program

V. DEVELOPDetailed contract between all parties administeringand sponsoring the volunteer bureauJob description for sta.!, staff aides, officers, boardmembers ana committee membersPlan of operation, &fining purpose, organizationalstructure and responsibilities of volunteer bureau. ofagencies served and of solunteersStandard for agency participation before your pro-gram is activatedPersonal communication with each member agencyabout their volunteer program, how it relates to vol-unteer bureau standards, and services of volunteerbureau to agencies.

Through the United Community Funds and Councils ofAmerica, Volunteer Bureaus have developed the Associationof Volunteer Bureaus of America. An annual Volunteer Bu-reau Workshop is held in conjunction with the Annual Forumof the National Conference on Soda! Welfare. A directory ofVolunteer Bureaus and an excellent Handbook on Organiza-tion and Operation of The Volunteer Bureau is availablefrom

United Community Funds and Councils of America345 East 4G Street, New York. New York 10017

In this book are outlinedPrinciples of Volunteer ServicePurpose and Function of Volunteer BureausCriteria for the Establishment of a Volunteer Bureau'Areas of Volunteer ServiceSuggested Forms for Reporting

The Association of Volunteer Bureaus of America has re-glonal directors who are available for consultation and who

plan regional workshops for staff and committee members ofvolunteer bureaus within their region.

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MANUAL FOR VOLUNTEER PROGRAMAgency Name

GOALS OF AGENCYHistory, purpore, function, who is served (how andwhy)

II. NEED FOR VOLUNTEERWhy agency program will benefit from volunteerservice

III. WHAT VOLUNTEERS WILL DOList type of volunteer jobs to be performeda. Administrative volunteerb. Service volunteer

IV. ADMINISTRATION OF VOLUNTEER PROGRAM

1, Staff administrationa. Person (s) responsibleb. Duties of administrationc. Budget allowance for volunteer program

Lunch, transportation, recognition, newsletters,tailings, etc.)

2. Volunteer administrationa. Volunteer coordinator

Dutiesb, Advisory committee

MembershipResponsibilitiesRelationsh';1

To staffTo Volunteers

3. Communication between staff, committees end vol.unteer;

(wl.ose responsibility?)

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V. GUIDELINES FOR VOLUNTEER

1. Rights

2. Responsibilities

3. Accc.untability

VI. TRAINING

1. Board orientation

2. Service voluntersa. Basic orientationb. In-service training

VII. JOB CLASSIFICATION FOR VOLUNTEER

1. Development

2, Utilizationv. Recruitmentb. Orientationc. Evaluation

VIII. RECOGNITION

1. Criteria

2. Method

3. Time

IX. EVALUATION

1. Techniques (questionnaires, summary of records,observations)

2. Utilisation

X. OTHER

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SAMPLE VUESTIONNAIRE FORAGENCIES AND ORGANIZATIONS

CONCERNING ORGANIZATIONOF A VOLUNTEER BUREAU

1. Name of agency2. Purpose of agency3. Are you using volunteers at the present ism:,?

Yes No4. If no, do you contemplate using volunteers in your pro-

gram within the next two years?Yea . No Maybe

6. Approximately hcw many volunteers e:o you have involvedin your program?Administrative Volunteers #Service Volunteers # ...... Total #Could you use more? Yes ...... . No

6. What type of volunteer Jobs do you or vAll you have?

7. Do you hr.ve a staff member assigned to supervise volun-teers?Yes No Full Time Part Time

8. Do you have an onentation program for volunteers?Yes NoDo you have on -the. Job training for volunteers?Yes No

9. If no, would you like assistance in ectatilishing a trainingprogram? Yes No

VI Would you like to cooperate with other agencies havingsimilar proLrams for volunteer traininy. tYes No

11. Would your organization cpprove and support the forma-tion of a commulity-ide volunteer bureau??es ..... No MaybeDo y,,u as an individual approve of this effort?Yes No ...... Maybe

12. Could your agency provide ary financial support for thevolunteer bureau?Yes ..... No Maybe

13. To whom should future irquiries about a volunt4..r bureaube directed?Nkme PoFition PhoneAddress

Please return by to:

"I

SAMPLE QUESTIONNAIRE FORCLUBS AND ORGANIZATIONS

WHICH MIGHT SUPPLY VOLUNTEERSTO A NEW VOLUNTEER BUREAU

1. Name of organization2. Purpose of organization

3. In what age brr.cket are the majority of your members?

Sex: Male Female4. Do you at the present time provide volunteers to agencies?

Yes NoIndividually In groups BothYouth Adults

F. If no, would your organization consider providing voLn-teers?Yes . ..... . Maybe

6. Would your organization approve and support the forma-tion of a cornr.unity-wide volunteer bureau?Yes No Maybe

7. Would any of your members be Interested fn planning andadministering the Volunteer Bureau?Yes No MaybeIf Yes, what are their names, addresses and phone num-bers?

S. Could your organization provide any financial support forthe Volunteer Bureau?Yes ....... No

9. To whom should further correspondence oe sent concern-ing a volunteer bureau?

10. Would your organization like to have a speaker on yourprogram to tell about the Volunteer Bureau?Yes No Maybe

'15

SAMPLE JOB DESCRIPTIONJOB TITLE: Director or Executive Director, Volunteer Bu-reauJOB OBJECTIVE: To organize, develop and direct a pro-grarn of voluntary citizen participation in the recognisedhealth, welfare, education, recreation and cultural services ofthe .:,,minu»ity.ACCOUNTABILITY: Responsible to administering and/..irsponsoring organization and to the volunteer governing body'whose policies and programs establish the purpose and opara-lion of the organization.FUNCTION: Assist volunteer governing body' with organ-ization of Volunteer Bureau activities in a community-wideeffort to recruit, interview, inform, recognize and refer volun-teers to qualified agencies.To interpret agency requests for volunteers, maintain workingknowledge of program and community services of agencies,their volunteer requirements Fri the way volunteers serve inagencies.Provide consultation and resources to agencies and organIza-lions in establishing and strengthening their volunteer pro-grams.Intgrpret need for citizen participation through developmentof resources and materials to promote volunteerism.Direct operation of Volunteer Bureau including supervision ofpaid and volunteer personnel, reports, budgeting, purchasingand inventory.Maintain adequate records pertaining to volunteers, agenciesand organizations.)(NOW 110W: Have abitily to effectively communicate withthe public and professional personnel, public relations, admin-istration or related fields.

ORExperience in v,ork with volunteer, preferably in health, wel-fare, or educational institution.Knowledge of community resources, orgenitations and pro-grams..Volunteer experience in revive and administrative areas.

'May be called Board of Directors, Steering Committee, Ad-visory Committee, etc.

This job description should be reviewed at least once a yearby the Policy andSZandni Ja Committee.

ln

CHAPTER V

RECRUITMENT AND PROMOTIONPage

RECRUITMENT 72

STEPS IN RECRUITING PROCESS 72WHERE TO LOOK FOR THAT

SPECIALTY PERSON 75

UNTAPPED SOURCES OF VOLUNTEERS 76WHEN TO RECRUIT 77VOLUNTEER BURFAU RECRUITMENT 17

PROMOTION 78

MATERIALS FOR DISTRIBUTION 79NEWSPAPERS 80RADIO AND 'TELEVISION 83HOUS! ORGANS 85ADVERTISING 85

LETT(R WRITING 85EXHIBITS 87

NEWSLETTERS 87SPEAKERS' BUIVAU 89

MECHANICS 92CONVENTIONS OR ANNUAL MEETINGS 93PRESS CONFERENCE 94PHOTOGRAPHS 93EVALUATION 96NEWS REPORTING NETWORK 97PUBLIC RELATIONS WORKSHOP 98CONTINUITY 98POTPOURRI 99

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CHAPTER V

RECRUITMENT AND PROMOTIONRECRUITMENT

Recruitment is synonymous with promotion in volunteerprograms. Everyone is a potential volunteer, regardless ofrace, creed, religion, experience, education, Income, age ordisposition, and will volunteer in some way if asked to do so.Promotion of the need for one's service is the key to recruit-ment and specific promotional techniques will be deferreduntil later in this chapter,

Our first step in recruitment Is to determine goals or objec-lives. How many volunteers are needed? When? Where?For what categories of jobs? Why? If the organisation ofour volunteer service and guidelines, as descEbed in ChapterIV has been sufficiently outlined, we have answered thesequestions and have ready-n,ade resources for asking someoneto help us. Al/e! Lincoln said"If we could first know wherewe are and whither we nIc attending, we could better judgewhat to de and how to do it.' This eays it allIf guidelinesand volunteer job descriptions have not been developed, youare not ready to recruit.

Expressed as nn objective, the number of volunteers neededis not enough. We must know how we will use them and beready. Futore needs of the agency should be kept In m!nd asthe program expands and time and personnel available forrecruiting must be considered.

STEPS IN RECRUITING PROCESSI. Prospecting -- finding persons who have some likelihood of

becoming successful volunteers.

2. Selecting ehoosin/ from among these prospects those whohave the best chance for success.

3. Presenting the jobconvincing the persons that the volun-teer job Is the service for him if he will do those things in-vnived and required.

4. Placing the person in the most suitable location acroalimto his availability for area, time, talents and out -of- pocketmoney that may be necessary for the job.

6. Trainingequipping him fo.. success with cosi ect knov.!..edge, attitudes, habits and facilities for the job.

Recruiting is not a single action job, but is in reality all"induction process" made op of integrated and inter dependentactivities. If any steps are eliminated, a thorough job of re-zruit-nent has not been in process.

The job of the recruiter is to contact enough people, whoare the right people and tell them the right story. This jobentails

personal efficiencyprospecting efficiencyselling efficiencyattitude which untierlies all three

The recruiter must Mae enthusiasm and personal deter-minationhe must be positive, dominant and courageous.Honest unthustasm )3 the plus quality that will sell when manyother wayo fail. Enthusiasm inspires confidence in 'That weare selling. To become enthusiastic yourself, you must knoweverything you possibly can about what you are sellingwhatthe agency does and why, and what the volunteer will be doingto help the agency and the people whom it serves. You mustarm yourself with all the facts you possibly can about the his-tory, objectives and services the agency offers, and be con-vinced yourself in the job you aro offering. It has been saidthat you cannot kindle a fire in any other heart until it isburning in your own. It is excusable to not be able to nnswereach at.d eieiy qt cation you may be asked, but they should bevery few in cumber and you should always commit yourselfto finding the answer end being sure it reaches the inquirer assoon as possible.

"Enthusiasm is the all- essential human jet propeller. It isthe driving force which elevates men to inirade wor'.ers. Itbegets boldness, courage; kindles confidence; overcome doubts.It creates endless ,,nergy, the source of all accomplishment."Author unknown.

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Yoar recruitment committee should have members whohave this power of enthut:asm, and who can be positive andcouragecu.'. The most enthusiastic person available should beappointed as chairman, one who can communicate his enthu-siasm and his self-confidence.

The committee should. start with personal contactsthefield of all persons now known to them before conta ting out-side this circle. Start with a few and build on this. The persoma relltionsnip is the important factor! They should selectfrom these, those who Ere the most effective before theyrecruit. Sound out the prospect's interests and see if theywill match any a the needs and objectives of the organization.Have volunteers recruit volunteers, through a personal con-tact after you have made an appointment. People are moreimpressed with Another volunteer taking time to come andask them to do something than the staff person who is gettingpaid for his time. Take two people to see themdou'ele expo-sure is more effective. fake along the job description so theymay read what is expected of them and don't undersell the job.If there is to be much time involved in the jot, you mutt behonest or they will lose faith in ;:ou and the organization. Ifthey do not honestly have lie for the Job, It is better to findsomeone else. Perhaps they can be the assistant to someonewho has more time, if they evidence interest in the need fortheir help. Be optirsielic and enthusiastic and it will be re-warding a great percentage of the time. You will arouse asense of obligation a.id interest in your program, if you givethem a reason to serve.

Often we must recruit In general Through a one-shot promo-tion, but be tter recruitment is accomplished if we can recruitfor qualified persons for certain situations. If you need aparticular kind of person, find a new approach that will havean extra angle or booster shot to motivate the individual.

There are factors which may add to difficulty in recruiting--which can be corrected to become positive help:

My attitude toward recruitingis my own attitude to-ward the job of recruiting and toward tiie need for newvolunteeis indifferent or evei. negative? Do I believe thejob can be done and am I tide?. mined to do it? Do I havea well-defined recruiting plan which helps me plan myapproach?

My prospectingin my search for potential volunteers,do I seek wisely and well? Is my prospecting a form ofpre-selection or are I devoting valuable time with sus-pects instead of prospects?

My selectivitydo I select with sufficient care and wis-dom to improve ratainment and thus ease the attritionproblem? And do I use my selectivity as a basis forrecruiting?

My presentationis my presentation of the opportant-ties and benefits in volunteering bright, concise, Wes-tiveor has my story grown stale? Does the story 1 telldo justice to the opportunity to serve being offered?

My personal conviction--do I believe sincerely In tnegreatness of voluntarism and what it offers? Is my con-viction supported by the success of volunteers now serv-ing in my agency? Does the success of volunteers on thejob give factual evidence that the right person will findtrue opportunity for service?

Recruiting should be a process rather than a problem. A tourof your agency and volunteers in action should be proof posi-tive of the story you are telling.

WHERE TO LOOK FOR THAT SPECIALTY PERSON

Often one must go beyond the circle of personal acquaint-ances of the committee and other resources must be persued.A postal card may be sent to the board or membership, askingfor help In recruiting a particular person for a particular job.

A special organization may be approached for help fromtheir membership, through an announcement at their meetingor in their newsletter or mail' igs. For exatnpls, If you needa cooking teacher, you may contact a Home Economics (dub,or if you are looking for some help in budgeting, ask an Ac-counting Association for suggestions. Labor unions may beasked for members who will take civil defense training to bemanagers of shelters in the buildings in which they work.Watch for news stories in the papers about people with specialskills or contact librarians who may be ascsockted with special-ists in particular fields and build a "people file" of individuals

81

with training and expertise; use this as a resource as the needsarise. Musicians, artists, educators, photographers, knittingteachersall vocational and avocations] talents may be cata-loged.

UNTAPPED SOURCES OF VOLUNTEERSThe Bureau of Labor Statistics in 1965 conducted a survey

on "Why Americans Volunteer." Of the 22 million Americanwho volunteered that year. the lowest number was among theyouth ages 18 to 24, senior citizens over 65 years of age, thosewho had less than four years of college, and persons with anannual income under .1,5,000. Although much has been done tochange this picture in the past five years. this still suggestsgroups of persons to cultivate and to motivate to serve.

These persons may ba reached through well-planned pub-licity, through groups to which they belong, such as GoldenAge clubs, youth programs, service and fraternal clubs, laborunions, through their church and through social organizations.Mailings may be effective, but on -lass appeal this is acostly item, and if sent economtcai,y third class, Is oftenthrown as junk mail. If a busines4 may be persuaded to en-close a recruitment piece in their monthly billing, it mayreach into a lot of homes, but again the cost may be prohibitivefor the percent of return.

It is important to go to the people and to their groups. Itis easier to be enthusiastic in person and be present to answertheir questions. Personal cell; on neighbors, newcomers andfriends will tell your story. The Chamber of Commerce, Jay-cees and Jayr",-ettes, Women's Branch of Chamber and allcivic groups sire logical places to visit to speak and a speakers'bureau may handle this for your agency. Student councils,

iol assemblies, school and college classes may be ap-, ached by speakers from the agency. Some communities

have successfully used talk-a-thons, which are really neighbor-hood coffees. Neighbors are invited for a cup of coffee and:olio about the volunteer opportunities not much differentthan the jewelry cr toy parties in homes. Booths may be setup in shopping malls or department stores, where brochuresmay be handed out and questions answered about volunteeropportunities.

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82

Volunteerism is no longer predominantly a white middleclass thing. All races are concerned with white power, blackpower, red power, yellow power, etc. and it sounds like morepower for all of us. The Volunteer Courts Newsletter calls it"rainbow power."

We need to knock on do -s. .1 the disadvantaged areas,everyone can't read, but tb-.!.; will respond to a personal re-quest for help.

WHEN TO RECRUITRecruitment should be continuous and not spasmodic. How-

ever, there are particular times of the year when it is betterto contact people. Some age and interest groups are moreavailable at certain times of the year. Mothers of youngschool-age children usually are not available summer monthsand they should be contacted late summer and early fall fortheir help. Youth who live in your community are interestedin knowing about summer volunteer jobs In the spring andbecome more interested after school is out if they have notfound a paying job. Many are interested in after-school hoursand weekend jobs and should be approached at the beginningof semesters before they become too Involved, as should col-lege students. A concentrated recruitment should not beplanned for holiday seasons when everyone Is Involved in somany other plans. Working persons and the retirees are avail-able most any time of the year, although some of the moreaffluent retirees travel at certain seasons of the year, avoidingthe heat or the cold. This may be capitalized upon in thecommunity in which they are spending a few weeks or months.

VOLUNTEER BUREAU RECRUITMENTIf you have a Volunteer Bureau In your community, the

Burrau may be able to provide you with most of the volunteersyou need. As an orranized servi,:e, they are ab:e to promotemore publicity and reach more groups than each Individualageny. Many individuals contact the Volunteer Bureauthrough a phone listing. if they have lived in arother commu-nity where there was a similar community volunteer coordi-nating agency. As a central coordinating service, they are

77

83

able to match the individuals' skills to the most suitable job,and the volunteer may be more satisfied. Also, the VolunteerBureau may have a resource or "people file," to consult whena special service is needed.

PROMOTIONPromotion is an act of furthering the growth or develop-

ment of voluntary agency's purpose and program must betilt upon the ivsis of estrOlishing pablic relations betweenthe organization and all concerned. This may be termed" public relations", "public information", or "community rela-tions", but whatever the terminology, it should initiate activ-ities which

further public understanding of the agency, andprovide the agency board and staff with an understand-ing of public opinion in order to help improve the func-tions of the agency in the community

A public information program must be planned and be pur-poseful to properly serve the community. Unqualified pro-grams cannot be whitewashed by incorrect reporting of facts.If the agency program and its purposes are not of high stand.ards, good public relations will be difficult to establish. Qum.tioning from the public will disturb complacency and force a'Searching eve uation of the organization's objectives and pro-gram.

Without public support, the agency cannot effectively oper-ate its service or expect to attract the community to its voiun-teer program. There ore prorrotion must rtcAive a highpriority on the schedule el staff and board time to develop aquality information program utilising a promotion or pub-licity committee who has been well oriented in the philosophy,history and operation of the organization. Members shouldbe appointed who have a working knowledge of all publics inthe community who need to be reached and the techniques bywhich they may be obtained.

Smaller organitations may not be ki We to budget for Asato carry out the public relations assignment; in this case theexrcutive and.cr volunteer coordinator will need to functionin this capacIty with the Et.sistance of the volunteer publicity

78--

committee. Individual assignments may be made to variouscommittee menfters in the areas of newsletters, speakers' bu-reau, news media, distribution of materials, etc.

As the agency's budget and program expands, a part-timeor full-time staff person may be employed to coordinate thewhole program of public relations activities, and his knowl-edge, skill and abilities will provide stimulation to the organ-ization by the day-to-day attention he can give to telling theagency's story.

For our purpose, we shall proceed on the premise that pro-motion is the duty of the volunteer coordinator and his staffand apply the principles and ideas for their benefit.

The promotion program must be planned to command theattention of the public, whose thoughts are constantly beinginvaded by a bombardment of publicity and sales talks. There-fore, a plan should be carefully outlined to conform with thegoals of the agency and how these goals may benefit from apublic relations program. An immediate and a long rangeplan should be considered. An evaluation chick list must be

built into the plan.Basic approaches and techniques will be outlined in the fol-

lowing pages to provide a continuing public relations programfor the organization.

Materiats For DistributionPosters

for bulletin boards, business and industry, ottlloolscolleges, grocery Mores, gas Stations, churches, restau.rants, coffee houses, labor union halls, banks, librariesand public placeson billboards, if they can be donated as a public service;in store fronts

Brochures and Fliersdistribute to employees, club organizations, churches,physHan and dentist offices, librarieg. beauty and bar-ber Lops, hospital waiting rooms, schools and colleges,dormitories, fraternity and sorority houses, and anyplaces where a number of people congegate

7985

distributed by "Welcome Wagon" to newcomers

billing size fliers may be inserted in general mailings bybanks, department store or public utility companies

Book Marks

distributed in public, school and college libraries, in bookstores, and related services

NewspapersUnless a person is trained in writing of news and feature

storks, he should not try to write for the newspapers. Theyhave n paid staff of reporters who will write the story fromthe facts presented to them, A news release should have anInteresting lead and the first paragraph shoutl tell the storyin capsule form. The lead should tell WHAT is to happen,WHO Is doing it or to whom ;t is happening, WHEN It ishappening, WHERE it will occur, HOW and/or WHY it ishappening. Events that WILL happen are more interestingthan those that HAVE happened, but there may be eventswhich are worthy of a wrap-up story. Don't send in anysuperfluous materialit discourages editors from readingthe material.

First

Facts

First

The inverted pyramid laitten release has the importantfacts first, with details written in the order of their impor-tance. Then if the story is cut after any paragraph to fitinto the news space, It will contain important facts

In a feature story, it is better to not use the inverted pryra-mid, but to insert some of the interesting facts in he middleof the story.

Release must be typed, double-spaced and %vit . wide mar-gins. Begin the first sentence about t, of the way downfrom top of page. This gives the editor room to write notes

to his printer. Paragraphs should be indented at least tenspaces.

The upper left-hand corner of the release should have theperson's name, title, organization and day-time phone number,so the newsman may check back if he has questions. Therelease should :date that it is NEWS or a PRESS RELEASE,near the top of the sheet and if the publicity is for IMME-DIATE RELEASE or for release at a SPECIFIC TIME ordate. Give attention to details and correct spelling of namesand addresses. Reading aloud is a good way to proof read, asit slows one down. Try to limit the story to one page, but ifthere is more than one page, end each page with MORE andthe end of release with the symbol -30- in the center of thepage.

Get to know your media. This is more difficult to do thanto say. The number one key to good publicity is not in know-ing the techniques, but in knowing the personnelsomethingabout them as hr man beings. Read copies of their papers toanalyze the kind of stories they use and what idiocyncrasiesthey may have.

Don't hound the paper once the story has been sent in anddon't be discouraged if the story is not newsworthy, or therewas too much special news to print the article. Try again.But an occasional check with the paper will do no harm. Ifyou never ask why your articles are not used, they may thinkyou don't care. Jog their conscience a little bit.

Know the deadline of the daily and weekly papers so thatthe release is submitted in time. There may be differentdeadlines photo and copy materials.

Newspapers may agree to print weekly columns listingvolunteer job opportunities available through a volunteerbureau. Examples of these columns are shown below. Alsoarticles honoring the Volunteer of the Month will be acceptedfor publication.

LOS ANGELES TIMES NEWS COLUMN HEADINGFOR VOLUNTEER JOBS:

Los Angeles needs you. Whatever your skills and talents,no matter how many hours you can give, no matter where you

are, how many are your yearsaccount in dollars or dimes.

Read this column every weektailored-to-fit you. The pay isThe agency you will work for isL is Angeles and to you.

Volunteers NeededThis list of needs for volunteers

is provided by the Greater DesMoines United Way (Tel. 241-1181). Such a list is publishedweekly in The Des Moines Tribune.

Rio Brothers for fatherless boss, privatesaenry, two or three boars 'seniors andSundays.

Remedial reading tutors, south Ode Janlot kith school, fleeiVe lours gad days,

Toy repalsmeo, private agent y.*wept looted -Stesopesphm, 'Hoot* we,.

fare riency I:00 to II:10 p.m. Mondaysand Wedandairt.

Beauty ail groom:lag teacher. opportuvitt center. after school or evenings.

rerroas to be friends to yin:nesters,church, two hours one day week.

Torsos to assist with *entre no-no meal,develo, mental day care motet for se.wretyhandicapped children and your.; adults,10 a m. to 2:10 pm. or 11:30 ate to 1g.n. /londoo throuth PrIden.

Typist. Waste Stealth agency. flexiblehovel and days.

femmes to de telephone verification. citysih, are. fusible hours and dom.

VolunteersNeeded

This listing for volunteers Isprovided by the Greater DesMoines Community Way (Tel. 244-8646). Such a listing Is publishedweekly in The Des Moines Tribune.

Groups to entertain older pecsonk surf-ing matey, flexible bones and days.

Telma vim will also aid Po rakersl en.rictrnent of deprived AMP.* tore-arraschools, flalfble hears and days. Derr**trvIra accredited toned* or ImkIrsit,sense my.

lastroctors Is reathmelles, a.enre, tog-1i eb. sctial studies and literatere, workwith stcdents eirtalnlot blab school tool-

Ilency certificates, 4 to I p.nt Monday?tbroogh Tho relays.

Hospital ,01.4114t, %weeks! with manymale patients

Ustlematks tutor, settkenent house, 1to 11 am tistordasda

litasketlell easels. Ivitta-lev;111 program,Ystk *day 'bola hhel-

Faulk Nem aselstsot, bwoftal: lt:SO toS p ea. Wedatedata and T .radars.

or if you measure your bank

until you find the. job that ismonumental but not in cash.non-profit. All profits go to

March 16, 1969 3-ACouncil Bluffs Nonpareil

VolunteerDriversAre Needed

The Volunteer Bureau providesdrivers for A number of our localagencies, mainly to take patients todoctors, hospitals or for therapy.

In many Instances, attending agroup activity is part of the ther-apy treatment for mentally ill andmentally retarded adults.

Currently we need drivers onWednesday nights to take patientsfrom a nursing home to this typeof activity at 7 p.m. and back tothe home at 8:30 p.m. We alsoneed individuals, mornings or af-ternoons, who would he willing totake an assignment every weekor so.

Drivers are always called a dayor two in advance and are alwaysfree tt refuse the muest if theyare otherwlm engaged.

If you have a little time you cangive to volunteer driving, pleasecall us at 322 -6431, or stop by ouroffice any weekday afternoon andregister. Present needs are:

Jennie Edmondson Playrooms .needs women, mornings or aftermons, who could help now and thenwith their supervised play programfor the children in the Pediatricsward.

Area II Melia Center ... is st:11in need of typists who could comein occasionally, morranks it after-noont to help in their offke. Theyalso reed people to help put coverson a new ali.prnent of books andwith other library work.

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Hs

Social welfare Services ... needvolunteers to participate in theirHomemakers Aide program. Wom-en who are interested will receivetraining, salary and transportationexpenses, would work five days aweek, from 8 a.m. until 6 p.m.Homemaker Aides go into WelfareRecipients Homes and give what-ever aide is needed to help thestricken family.

Christian Home . . . here is achance for teen-: e boys and girls.age 16 and over, to be a big broth.er or sister to a young child andhelp them with their homework onMondays thivugh Thurs, Jya from6 to 7 p.m. If you can spare oneor two evenings a week, come inour office, 80 Pearl St., and rag.aster any day rifler scho" a.

Ail angles should be explored to increase the media cover-age. Spo its departments, church and school pages, societydepartments all may ba appropriate sectors into which yournews item may fall, if you have thought up a differentapproach to a program. Too often the same story is offered,such as two or three women making decorations for a danceor bridge benefit, when perhaps a picture of them at thescene of the agency or with the individuals for whom theyhave planned the benefit would be more appealing. Manypapers are now banning the hand-shaking type of picture.

Radio And TelevisionRadio and television stations are required by Federal Com-

munications Commission to give a certain percentage of theirtime to voluntary, civic and charitabia groups. Most stationsexceed by far the required time, but they are bombarded byall worthy causes and the publicity chairman must sell hidworthy cause to the station. Most stations have public serv-ice departments and staff and it is advisable to make a per-sonal call to each of these or the station manager, to becomeacquainted and to learn what their policies and deadlines areAfter an iniiial personal visit, future contacts may be Pat is-fa c1 only made by telephone or mail.

It may be advantageous to request time on special shows,such as talk or interview programs, whici may be weekly

U-

89

quarter of half-hour programs. Advance planning is mostimportant and arranging for participants, getting them totaping sessions and prov ;ding background material for inter-viewers all takes time. Make the contact four to six weeksahead of time for an interview feature. Find ns much visualmaterial as you possibly candrawings, att work, maps,posters, brochures, etc. Still photos, size 8" x 10" and 2" x2" colored slides, preferably photographed horizontally areexcellent kr presentations. They should be sent ahead oftime so they may do the art work and preview materials.

Television news exposure is easy to secure, provided youhave newsworthy material which you are offering when it isnews. Annual meetings, visiting dignitaries, award cere-monies, and unusual volunteer services will interest the news-room editor, particularly if you can offer him an importantreason for the occasion.

The importance of radio should not be overlooked. Radiois still giant in comparison with TV and there are 120 millionradio sets in use. Captive listeners are in millions of auto-mobiles daily and an interesting message will reach many.Prime time is early morning and later afternoon"drivetime."

Spot announcements should be sent to disc Jockeys, writtenon postal cards for their easy t se. Changing the message andsending cards weekly takes time, but will give your message agreater assurance of being read on their community announce.tnent spots, as they usually read the newest cards first, whilethe older ones get shuffled to the bottom.

Regular announcements should be timed for specific periods,such as 20 or 30 second spots, or one - minute spots. The publicservice director will advise as to which length they prefer.All copy should be typed and double or triple spaced. You cantime your spots by counting words

10 seconds ---_. 22 words20 seconds 40 to 50 words30 seconds = 60 to 70 words60 seconds = 120 to 150 words

Many radio stations do not use 10 cr 20 second spots. It isworth your time to survey the stations in your locality to

find if any use 10 or 20 second spots, to save your time insending them. If the station has to write the copy, it willtake three or four days longer than if you send in your owncopy.

House OrgansInteroffice and industrial publications are effective means

for announcing the need for volunteers in your program.Many of these office newsletters are mailed into the homesalso. high school and college papers, teacher's bulletins, li-brary community events calendars, all may be willing to useshort articles about volunteer opportunities. In Iowa there isan Industrial Editors Association, where one request may besufficient to produce many articles.

AdvertisingSome newspapers and shopper's guides will provide free

advertising if the proper approach can be made. Most volun-tary organizations du not have funds to permit paid advertis-ing, but often a business may donate the cost of an advertise-ment for you, or insert a notice in their own larger advertise-ment.

Clever announcements may be placed in the personal columnof the want ads, such as "It's a boy"--who needs a friend tobe a Big BrothercontactOrWantedone man b be a big brother to a fatherless boy

Letter WritingLetter writing is probably the most universal communica-

tion duke, and may be an all-purpose tool. Public RelationsReporter, news of the American Library Association, termsthe direct mail letter as "the next best thing" to a face-to-facemeeting, especHly when the letter is really wel: written. Anextensive program of personal letters may be developed fromthe President to leaders of clubs, organizations, churches, Par-ent Teacher Associations, agencies and businesses. The lettercouLl be a standard letter to be run on a flexiwriter, or theymay be personally written by different board members toprominent persons in the community whom they know. The

91

letter can convey the need for volunteers to carry out the pro-gram and services of the agency and seek the reader's help inpersonally becoming involved or in help,ng to r..zruit fromhis fellow members and associates.

The message in the letter ,hould be pre' rented in the fewestpossible number of words. One has only a matter If secondsto get the attention of the reader. if people don't read thefirst few words of the letter, they won't read the body copyand get the full message. So keep the beginning of the lettershort, punchy and attentiongetting. Appeal to their personalinterests and keep the letter short, maintaining their interestthroughout. Attractive artwork and layout, the use of one ortwo colors and personal touches such as R handwritten "P.S.",if done in a tasteful manner will be effective.

Write the letter so that it makes it difficult for the reader tosay "no." Never ask "if," ask "which." Rather than saying."Wouldn't you like to - - ," ask in which of these activitiesmay we count on your support (or help) 1' With a lowpres-sure gelling, the letter will become the %Eters personal repre-sentative.

The Public Relations Repot 4. concludes there are fourpublic rilations avenues for dire, mail letters and sometimesmore than one purpose can be accom lighed in the same mail-ing. They are:

Informative mailingsdesigned to tell the story aboutan institution or service, No pressurejust an attemptI,, tell about the service and wb A it can do tor theread?r.

5 Pert tasive mailing-4n effort to convince, to evoke aresponse and action.Remindersto keep programs and services alive in theminds of people. The message may be in a letter orprinted novelty.Utility mailingitems the recipient can use, and,in ,tring them, become loiter informed about servicesand programs. These may Include bookmarks, pamphlets,note pad.4, calendars, reading lists, etc.

A letter may be used to furnish background material whichwill be followed up by a telephone call or personal visit, tosecure the response.

ExhibitsWith ingenuity, many places may be found in which an ex-

hibit may be placed which will attract the attention of greatnurabera of the public. Store front windows, lobbies of banks,hospitals, nursing homes, welfare buildings, hotel lobbies ora ezzanines, office runding foyers, walls of airport concourses,and all sorts of public and private areas may be utilized.Fairs. shows in auditoriums such at Rome Show, Sports Show,etc., displays at conventions, schotl halls, cafeterias or li-braries all mai, be places available for small or large exhibits.

It is important that the exhibit be tasceful, 'teat, attractiveanu reflect the message in as few words as possible. Oftenart ch.partments in schools or colleges or art teachers will vol-unteer their services to assist you in preparation of the mate-rials fur the exhihq. Keep in mind that many exhib.os receiveonly fle(ting glances, and just ILA in all other publicity materi-als, it is hoped an appeal will be made th.lt will attract their:Ate:Y.1.e: to read further or atop to ask questions if the exhibitis staffed.

New; lettersA newsletter may have multi-usefulness. Depending upon

the reader coverage, it may be an effective recruitment tool,telling the varioos needs for volunteers. Description of suc-cessful volunteers in ar.tion II give individuals proper recog-nition of their performance and .e vices. A newsletter maybe used to announce data- fir interviews and orientationmv.tings.

13:1 this mailing compotes with national publications. Itmust be good copy to be iead. If it isn't going to be read, whyget it out/ The preparation of printed material is hard work.Saver. editorial guidelines have been offered by Robert Will-mot, National School Boards Association information andPOIle Relations speeislist :

I. Audience awareness. Know tte public toward which thecontent of the publication Is directed. Be aware that eac tpublic requires a different kind of information.

2. Production quality. Whatever the type of publication, in-sist on quality production. The amount of money spent

is not the true measure. Au method of printing can bewell done.

3. Concentrate on content. Place the emphasis upon con-tent. Don't settle for less than the best that's available.Stress information that readers will want to know andappreciate once they have it.

4. Expert help. Call on experts when the need arises. Re-member, not eve rone is an authority on all phases ofpreparation or production. Don't be afraid to acknowl-edge that someone else knows a little bit more than youknow--it's not only possible, it's probable.

6. Value white space. Don't be a "space filler." There's noneed nor sense in using copy or illustrations to fill everysquare inch of space in your publication, unless, ofcourse, you want to put out a telephone book or a Con-gressional Record. Use white space and use your imag-ination. You might be surprised.

6. Know your printer. Visit his place of business and getacquainted with his method of operation. Understandinghis way of doing things can often benefit you in gettingthe job done with the least amount of trouble.

7. Keep your eyes open. Examine other publications. Don'thesitate to use an idea you see used elsewhere. If it'sgood, you can be certain that someone else is using itanyhow. However, you will seldom use another's idea asis, rather, you will adapt it to fit your unique situationand requirements.

Malty volunteer coordinators will not have the funds budg-eted to use commercial printers, but attractive newslettersmay be produced with equipment in the agency. A good sec-retary may be very helpful in setting up mats in neat andattractive manner, using the principles as outlined above. Ifa two-color mast may be printed for use of the newsletter, itwill help make the copy appealing. Use of simple drawingswill add to the interest of the printed page, and if pictures

I be reproduced, the public and volunteer.. enjoy seeingthemselves in print. If you use typewriter type, be wary ofmulti-column use. It is difficult to make it look good and toget even margins.

9

A newsletter may be telling a lot more than one suspectsabout the agency and the volunteer program. Every issuehelps to build an image which may be helpful or harmful. Ifthe newsletter is the main communication with the volunteers,clients or public, it can be the major impression-budder. Thereneeds to be a purpose for a newsletter other than ; fact thatother agencies are printing one. Careful editing will help tellthe story as quickly as possible and selectivity of items willeliminate the dull and tr!te news. Gather the news from asmany resources as possibla, including staff, volunteers, boardmembers, dints served by volunteers and cooperating organ-izations. Tie-in stories with state and national programs oc-casionally. Report meetings from a news standpoint, omittingmechanics of the meetings.

Speakers' Bureau

Persons who are knowledgeable in the history, philosophyand purposes of the organization and who are able to interpretthis story to others to interest them in becoming involvedshould be recruited as members of the speakers' bureau. A kitof materials should be assembled to give each speaker Andthese materials should be kept up to date. Recommended itemsfor the kit would include

general outline of organization, telling history, purpose,structure, the role in the community, procedure to be.come involved in helping (whether fills is to &nate fundsand/or services may depend on the needs of the agency)list of the current needs o4 the agencylist of the board members and staffsuggested speaker's outline, giving helpful hints on howto make a presentationbrochuresregistration cards for volunteers to complete II they areinterested

A meeting of all members of the speakers' bureau shouldbe called once or twice a year to share experiences and ideas,to keep them up to date on new needs, and to pre!ent themsome new and helpful ideas for their presentations.

Sonic assorted tips on vesentations have been gatheredfrom various resources to assist staff and volunteers in plan-ning a talk. Really top speakers are rare, but it is possiblefor the average person to learn to deliver an interesting andcorrect speech.

a Spend some time in preparation of the tplkthe con-census of great clergymen speakers is that it takes aboutseven hours to prepare a 20 minute talk. Once this basicpreparation has been made, repeated talks about thesame subject may take only half an hour to brush up ondetails and adapt it to a particular audience. But know

'tat type of people are in that audience, and tailor yourtalk to them.If the speaker is inexperienced, he should start withsmall, informal groups.Remember, there are two sides to every subject and don'tbe too adamant about your views; your purpose is to sell"your prcduct"voluntaris.rn--and not create antagon-ism.

Decide exactly why you are speaking and what is yourobjective. Choose one basic subject, research it, add yourown peraonal experiences and knowledge.Organize your materials into an outline and memorizethe key Idea you want to convey. The words to expressthese Was will come.Tailor your talk to the audience; you may wi' :h to empha-size different aspects to different groups.Keep charts simple, if they are recess.ary; the audienceshould not be required to strain to lead all k7 o: fig-ures and words.Don't attempt to read someone else's speech. If it con-tains good ideas, use the ideas and tailor it to yourthoughts and ideas.Organize your speech into a beginning, middle and clos-ing.Have jest a few key pints and let your audience knowwhen you are moving from one to another.eraciice your speechtest runs are very important.Look at the people to whom you are speaking; if youknow your material and have practiced your speech,you can communicate directly with them, not your notes.

90

Learn to enjoy nearing ilo9ling while you are gatheringyour thoughts; the audience will stop counting the"wells" and the "uhs "Be prepared to &rimer questions at the conclusion ofyour talk. Limit your talk to allow time for questionsand answers.Be sure ycu understand the question.Take time to think before you answer.Have materia!s with you to support the facts and figuresyou have given.Keep answers brief and factual.If you do not know the answer, admit it, but tell themyou will find the answer and relay it to them 80011. If thequestion fs loaded, state that you are unqualified tomake a statement on that subject.

Find a way to honestly evaluate your speech.Were you relaxed?Did the audience really seem interested, or only polite?Did you secure any volunteers or funds?Did you cover all key points?Did you stay within your time limits?

Analyze if there is a market for your printed talk, afteryou have given it, among other speakers, emplo:..ees oragencies.

You ale told to never, nevcr read a speech. But thereshould be no never-nevers. Few persons are called uponenough to becvme a practiced speaker. If you are a "once ina while" speaker who must occasionally read a speech, thereare some helpful hints for you. In writing the text of thespeech, write as you talk or your speech will be stilted andhave too Many long, involved sentences. Make heavy use ofpronounsyou, we are, you will, I willto make the talkhave a personality. Outline the tech first with a beginning,the middle with its four or five concrete points, and the dos-ing. Then write from this outline

Ty '+e script with largest available print, iicuble spacingand ut-ing capital letters for the key pointy. Start these keypoints at the top of each page, underlining them to help youreturn to the printed page more quickly. You may wish tomark gestures or emphasize dashes for pauses. Use only the

9 7

top two-thirds of each sheet of paper, which will keep yourhead higher.

Bind the pages as loosely as possible for easy turning, orleave loose, but be certain they will lie flat, Don't type onboth aides of the paper--this emphasizes the fact that youare reading. Fold bottom right-hand corner of each page, foreasier turning.

Read the speech aloud to get the feel of it. Ste if it is com-fortable to deliver and flows easily, like normal conversation.Reading it aloud several times will allow you to te familiarenough with the contents that you can develop eye contactwith the audience and communicate with them.

Be sure to check ahead of time if there is ample light in themeeting room so that you will not have t) strain to read andalso so that you can see the audience. Communication fromthem to you Is importantif they look interested, smite at ajoke or nod their head, you can sense that you are reaciiingthemif they have frowns or quizzical expressions, you mustnot be coming across.

Now I sit me down to sleep,The speaker's dull, the subject deep;If he should stop before I wake,Give me a poke for goodness sake!

Mechanics Of Speakers' BureauTo promote use of the speakers in the bureau, you may wish

to distribute each year a program booklet listing speakerswith their topics, and if the budget allows pictures of thespeal ers, this is an added attraction. Forms for requestingspeakers may be included or request forms by themselves maybe widely distributed among clubs and organizatiais. A sam-ple request form may be seen at the end of this chapter.

After the request has been received and a speaker secured,copies of ihsse request forms should be sent to the speakerand to the person requesting the program, retaining a copy Inthe office files for reminders, statistics and evaluation.

To telleve the volunteer crdrdinator of the responsibility ofsecuring speakers, the chairman of the speakers' bureau corn-

98

mittee may wish to secure one or two persons who wilt assumethis responsibility. Speaker request sheets may be sent tothem and they can perform the following duties

secure speaker for programsend contact person in group the name of the sr,celfer andthe speaker's biographical sketchinform office name of speaker

Biographical sketches should be obtained for each speakerand if the speaker coordinator has copies of these, the speak-er's background may be matched to the group's interest.

CONVENTIONS OR ANNUAL MEETINGSPlanning a convention or annual meeting will involve much

promotional time, including the preparation of attractive invi-tations, announcements, programs and advance publicity toreach your public, Compiling a complete mailing list for theinvitations is foremost and then sending an advance releaseto the press. Press releases should be prepared and mailedtwo weeks in advance of the meeting to all daily and weeklynewspapers in your area. Its contents thruld include the pro-gram, a general release stating the WHAT, WHO, WHEN.WHERE and WHY discusse" earlier, background storieskey speaker (s), and a list of present officers and the programchairman. Special contacts should be made with the localnewspaper, radio and television stations to arrange for cover-age and picture taking.

If the meeting is longer than on day, major news releasesshould be written each day, featuring addresses of minspeakers, summarizing their message and at the conclusion, arelease of the newlyelected officers. If there are seflionaimeetings, the leaders should be provided with reporting formsto be turned in Immediately for a roundup story. Attendeesfrom other communities should be invited to give you help towrite their home town news story. Reports of spedal recog-nition should be forwarded to the recipient's home town newrmedia.

Someone should always be present to watch fo. the reporter.Ind photographer, to make them wt'come And expedite theirteaching the key place at the key time. A large meeting

u

should have a permanent publicity and information desk,staffed continually during thi convention.

If the budget aliews, you may wish to invite the press to beluncheon or dinner guests, but this is not essential and oftenthey are too busy to spend that much time. But if they arriveduring dessert to cover the talk, it is courteous to obtain a cupof coffee for them. especially it they have to wait.

PRESS CONFERENCE

At the beginning or conclusion of a convention, or if theagency has a major news announcement which calls for ex-;danations and background information, you should considerttv. press conference. Be certain the information is news-worthy or the next time the press will rot be inclined to Investtheir time and effort to attend. Often invitations are issuedto a press breakfast at the beginning of a ecovention, to choosethe Important items and to neet the key participants beforethey get tied up in sessions.

You must be willing to devote your own time and effort tomake the press conference pay dividends. To make it success-ful, do the following:

notify media at least a day in advance and more leadtime is bettergive them some brief idea about the purpose of the pressconference'ave a prepared statement on conferen^e subject ready todistributedon't read this to them; let them scan it as they desireand ask questionshave one rson in charge of the meeting who can keepthings moving and answer or field questions to the rightpersonvolunteer coordinator and othor staff should stay inbackground, ready to obtain or distribute resourcesif you are unaccustc.ned to press releases, try a dry runahead of time, asking the questions you might expect re-porters to ask; see how well prepaira you are!have equipment handypaper, pencils, i,hor,e, lype-tivi electrical outlets, etc.

W)

have a photographer available if the press cannot sendonestart promptly and keep things moving; avoid antago-nistic issues

PHOTOGRAPHSA good photograph attracts more attention than a thousand

words and can in itself communicate a powerful message with-out the printed copy. But there aren't many photographerswho can produce outstanding plotures. The good picture isthere in every communityif you will be creative.

Factors that Influence a reader's acceptance of a picture,according t3 Earl Theisen, veteran Look Magazine photogra-pher, include these:

objects, situations, or action which the reader iecognizespleasing characteristics, such as beauty, niceness, qualitypresentation of reality in printthe tone range, con-trasts and general appearance in the print present a pic-ture of life as it is normally seenquality in the print, reflecting good clean darkroom workproperly cast models who seem natural in each situationobjects or fashions which do not "date" the photothe "slice of life" effect, which im;.roves personal accept-ancecompassionate and sympathetic treatment of fo givableweaknesses in other mensimplicity in composition and lightinglighting that does not reveal itself

He adds that the reader is a "shopper" for a new experienceand the photograph must have attributes which win readerapproval and convey some kind of reader value and reality."If you 'shoot' a bride in white satin, it ought to look likewhite satin," he explains.

Attach a caption of the copy describing the event, givingfull identification of each person in the pichre, with correctpeliing of their name, addreso, telephone number, and namesof parents of minors.

To assure your organization that they will have no legal re-course later, written consent to publicize the picture should be

101

obtained from the person being photographed. A release mustbe signed by each adult in the picture and by a parent orguardian of each minor in the picture. A copy of the releasemust be given to the one being photographed. A sample con-sent form is at the end of the chapter.

EVALUATION OF PUBLIC RELATIONS PROGRAMEvaluation of a promotion or on-going public information

program cannot be determined without keeping records. Thepublic's response is your criteria. Statistics are importantand may be compiled by

recording telephone calls which have been made followingnews media announcementsr:cording personal visits initiated after hearing yourstoryrecording mail requests for information, an interviewappointment or brochures which you have promotedmaintaining clipping file or scrapbook of all articlesprinted; evaluate what kind of articles the news mediaaccepts, and plan the next release accordinglyhave committees and boards record number of times theyhave heard or read your release; this may be a one-timesurvey

When a potential volunteer completes the interview card,there should be a place for him to indicate where or how heheard about your program and need, and these should be tab-ulated and analyzed for future publicity. Record sheets ofmedia contacted and publicity used will provide valuable in-formation when planning future publicity. A form may bedolloped for each area of promotion (sample forms at endof chapter) with a different sheet for each promotional tech-r iqu

radio

brochure (distribution, place)house organ

tours and other miscellaneous

televisionnes.spaper:vsters, exhibits, billboardsspeakers' bureau

- 46--

10

Other questions your Public Relations committee and boardshould ask

have phone calls changed from complaints to requestsfor information?has a problem been corrected by better public relation's?have you used check list built into your plan? (see previ-ous section in this chapter)what do your statistics tell you?

Don't preoccupy yourself with techniques rather than themessage, but verse yourself so thoroughly in the techniquesthat they become automatic and a part of the Job,

NEWS REPORTING NETWORKA publicity program must exist and you have to rely on

reporting from the boon docks. Organization for accumulat-ing information may be more difficult than oronnization fordisseminating it. The public relations committee and staffmust cultivate all departments of their program and all mem-bers of each department, both employees and volunteers tosubmit their ideas and their plans and programs to tell acomplete story of your organization. For example, in a schoolvolunteer program, each school administrator, the teacher,the volunteers, parents and the pupils all should be regulreporters to the publicity program. It is their ideas and th r"happenings" which will make ,our news and spark the pub-lic's interest. Student activities should be the prime focus ina school volunteer program and student journalists may giveyou the most outstanding features and photographs.

News report sheets should be distributed to all who are po-tential reporters within your system and these should haveagain that basic outline of WHO, WHAT, WHY, WHEN andWHERE listed for them to complete with details. When theydo submit these reports, call or send them a memo thankingthem so they will know you appreciate their help. if you areunable to use their report for awhile in your newsletter orpress releases, let them know why so they will try again.REMEMBERThry are volunteering for you. A coffee breakor staff' meeting may be a good resource for finding interest-ing news items (but not office gossip, lease!)

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PUBLIC RELATIONS WORKSHOP

a public relations workshop is an in-service training forstaff, committee mombers or your branch-office personnel inother communities. It should be well structured with a par-ticular purpose in mind. It may be better to have workshopsmore frequently and emphasize one area of promoiion eachtime than to try to cover the water front with every idea inthe book. Each subject in this chapter could be expanded tocontribute discussion for one to three hours time.

Experts v .thin your own organization should not be over-looked for their knowledge and ideas, a id often a person maynow be doing a particular kind of a job, but may at some timehave been in it position where he staged an outstanding promotion. Give him the opportunity to share his expertise andexperiences. A college or high school journalism teacher oradv.. rti.:ing agency personnel in your area can be invited toparticipate in 072 workshop. News media experts will respondfavorably to invitations. It is to their benefit to help youlearn the right way to do your job/

flllnti potentiol participants to help plan the workshop andyour content will include the help they are seeking. They alsoShould be consulted in evaluating the results. Short panelpresentations followed by small group discussion.; will be themost productite. Participants sharing her ideas and experi-ences are often the most helpful.

CONTINUITYA persistent image must be projected into the community as

all times. Spectacular promotions are excellent, particularly ifthey relate to a national emphasis such as the President'sproclamation that the first week in April shall be declaredNational Volunteer Week, or that it is National EducationWeek ur Faster Seal time. But yo.i should not flit to developfi ,m.poio9 public relations grogram that oficoystells your story. Too many organizations take a three -monthsummer vacation from the program that does not correspondto the community's need. The bal y still needs his summercheck-up and immunizations ir. the well-baby clinics, thebusiness man has no immoni`y to heart attacks in the summer

_op_

10

and today Johnny continues to use the schools all summer.If you allow a seasonal slump in your program, it will be thatmuch harder to stimulate ir..rest when you come back andyou will have to start all over. The media has fewer releasespresented in the summer and will welcome your stories andgive you added emphasis, The public relations program shouldbe outlined with definite publicity p1ann,s1 for every monthof the

POTPOURRI

Public relations must conform to the policies and objectivesof the organization itid ultimately the board of directors willdirect the content of your promotions. It would be hoped theywill allow for flexibility and non-stringent policies so the pub-lic relations committee may be free to use innovative tech-niques. But we must take into consideration the policies andthe facilities and not flood a hospital with visitors at a timeor in a place where their patient's rights and privileges mayhe violated. So, take into consideration space, parking facil-ities, weather and conveniences in planning special events forpromotion.

Publicity is only as good as the persons responsible for it.To summarize

be innovative and creativevisit the local editors and station personnel to learn theirdesires and needs to provide you with the best coverageresolve to prepare your publicity to their needs, spaceand time availability and deadlines

The handbook for publicity chairmen prepared by the. Pub-lic Relations Service of the National Association of Broad-caF ters presents these definitions

PUBLICITY seeks to inform .. , to impart information.To be effective, it most have some news value . . . a

"news peg" on which to ha;:g a story.

PROMOTION, too, seeks to inform, 1.tit it ciso seeks to"promote" activity on behalf of a specific program orproject. Quite frequently there is no hard "news peg"for a story; merely a desire to get a !program under way.

PUBLIC RELATIONS is n combination of the two, plusday-to-day activities designed to build sound and produc-tive relations in a community that will enhance a group'sreputation and its ability to serve.

WATCH YOUR WORDSA careless word

May kindle strife;A cruel word

May wreck a life.A hitter word

May hate instill;A brutal word

May smite and kill.A gracious word

May s:nooth the way:A Joyous word

May light the day.A timely word

May k;sen stress;A loving word

May heal and bless.

Author Unknown

REQUEST FOR SPEAKER

(agency name) Date of Request(agency address) (agency phone no.)PROGRAM INFORMATION:DateTimePlaceGroup

name

purpose age rangeLength of talk Questions and answers Yes NoEstimated Size of Audierce Actual

Contact Phone Numbername

OtherSpeaker AssignedPamphlets DistributedVolunteer Registration Cards Distributed

PICTURE RELEASE

I her?hy agree and consent to the use of the photograph here.nailer demioei for advertising and publicity purposes by

I kPreby waive any right that I may have to inspect and/orapprove the finished product or the use of which it may beappro.): and I waive an claims or any compensr.illn Aor suchuse or for dr,mages.DI7SCREPTION OF PHOTOGRAPH:

Signc4Addrr:DateNrune f photographer

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107

PAMPHLET OR POSTER DISTRIBUTION

PLACED ADDRESS NUMBER

NEWSPAPERor

RADIOor

TELEVISIONor

BULLETINS, NEWSLLTTERS, ETC.

PROPOSED DISPOSITION

SP

EE

CH

EV

ALU

AT

ION

SoOmper

Date

MO*

Tim of Speech

TOPIC

-

67

X

onnents

I.

Introduction

thd it tie in with Rain

thee and tete, Attention

of Audience?

.-Clari 4 o

----------

Old spoilage follow the theme?

Was puree oviAent,

Old speaker use pod gramme?

1771;i7tTons --

out

Gestures an este*. Rutledge?

S.

Ey* Contact and racial

Cnoressfon --.......----,-----....

47-1241 ' rle

press on

7770

17..-

1111

110

M'-C

entr

o'

t.ng

rto

"erica

0yon ca

on o

[aria .

'

Skis logically eayeloped? Monorail,:

Was it a logical closing? Effective?

ME

ETOTAL

CHAPTER VI

INTERVIEW AND PLACEMENTPose

WHY INTERVIEW 106HOW TO INTERVIEW 107A B C's OF INTERVIEWING 111

ALWAYS

BE

CONCERNED

PLACEMENTTERMINATING THE INTERVIEWEVALUATING THE INTERVIEWTHE ART OF CONSULTINGCIVIL SERVICE INTERVIEWINGGROUP PLACEMENTVOLUNTEER BUREAU INTERVIEWING

I

112114114115117118120

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CHAPTER VI

INTERVIEW AND PLACEMENT

WHY INTERVIEW?

A personal interview with a prospective volunteer is theLais fora good placement. A successful volunteer serviceis dependent on good placement. The interview should

determine the suitability of the applicant to the agencyestablish feeling of mutual understanding and confidencegive the applicant essential facts about the job andagencyoutline requirements for performing specific jobshelp find the assignment where both the agency's needsand the volunteer's needs will be satisfied.

Particip;.ting in an interview is a teaching experience foryoung people, preparing them for later Interviews with pros-pective employers and it should be conducted with the samedegree of professionalism that a paying job wo,1 require.Allow for tension in the volunteers, particularly in the youth.

The aim of the interview Is to know the volunteer as a com-plete person. We should understand what has motivated theindividual to offer his services (see Chapter 1) and buildupon his desire to give service. But you shouldn't classifypeople because of their motives. Awarding a soldier thePurple Heart is not influenced by whether he enlisted orwas drafted.

During the interview you need to determine the interests,talents, skills, ability and personality of the person and hisability to use these characteristics. To help the volunteerknow about the agency you should

provide understanding of its function and purposeinterpret organita.lonal structure of agency and thevolunteer's place in this (see Exhibit I in Chapter IV)explain the need for the volunteer job and the rote be willperformgive depth to volunteer job

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1!1

estal-iish communication for good public relations,whether or not the interview culminates in a placementrelate the volunteer service to the total service of theagencydefine areas of responsibility of staff versus volunteer,volunteer versus volunteer, staff vet staff, and volun-teer versus clients

HOW TO INTERVIEWInterviewing is a two way street; you are interviewing the

volunteer and he is interviewing you. You interview him tocollect data and his suitability to a job and he interviews youabout the purpose of your agency and your need for his help.There must be recipro-tty of give and take in the procedure.You experi'nce interviews many times in your daily lives.Physicians interview their patients, lawyerstheir clients,teacherstneir students, credit personneltheir customers,parents--their teenagers, and in other atta;ties of everydaylife.

Interviewing should be a personal And private affair. In-formation shared by the interviewee with you should com-mand you coniplete confidence. Your attitude will determinethe cpan.cty and quality of information he will be willing toshare with yon.. Without this rapport, you cannot gain theirconfidente end desire to help your organization. If theirconfidentiality is shared with your bridge club, at neighbor-hood coffees, or over cocktail!, it undoubtedly will reflectyour poor judgment.

Mechanics necessary to conduct a successful interview areprivacy, a clean, cheerful and comfortable space, desk, chairs,telephone, paper, pens, pencils, registration cards, appoint-ment cards, agency brochures, Job descriptions, agency guide-line manuals and children's coloring cr reading books to enter-tain the youngsters who may accompany their parents to theinterview.

Adequate time in a quiet, uninterrupted place provides themost successful setting for your iisit with your visitor. Re-view anything you may know about him before he arrives.Make every effort to not keep your volunteer applicant wait-ing. ne may be new and inexperienced and reeds the courtesy

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of your promptness to help pui him at ease. While you aretaking their coats, introduce yourself and seat them comforta-bly. You may be able to offer them a cup of coffee and settletheir offspring with a book. During this time you should beevaluating themusing all five senses to get an impressionof their personality. They may be

young, eageror importantolder, wi4tfulor lonesomenervousor relaxedleaderor a followervital and healthy cr handicapped or frail

Problems of interviewing in which a person should franklyevaluate himself may be that he

has a personal biasyou may not like a person whochews gum, smokes, has long hair, beards, shot skirts,interrupts, taps their finger', wears slacks, or someonewho is blond, wears blue sweaters, Is a Democrat, etc.

conducts all Literviews in the same manner and patternInterviews should be changed for different persons, theirages and experience. A mechanical approach should not bemadeeach person deserves his own approach.

Personnel management advises that interviewers shouldbecome familiar with the following factors to assist in guidingtheir questioning and listening for information to be used inoverall evalution

"Can Do Factors " abilities, knowledge, and skillsAmong these traits are mental alertness, health andphysical condition and verbal expression

"Will Do Factors"Service motivationthe extent to which the volunteershows the habits, motives, and drive to perform dili-gentlyStabilityPerserveranceSelf relianceAbility to ret along with othersCoope rat ver.essLeadershipAcceptance of responsibility

1 1 3

Emotional maturity (some have this at age 12 andsome never acquire it)Attitude

After you have performed the introductions and put thevolunteer at ease, express appreciation for his visit and inter-est in your program.

Explain the purpose of the interviewthat your Job is tomatch the volunteer's interest, experience, skills, hobbies,availability of time and mobility for the needs of the agency.

Have volunteer complete a registration card, giving youfactual identifying inforintaion. It is advantageous to havehim fill out the form, as this gives you time to evaluate andplan, and gives him an opportunity to ask questions which willclarify his ideas. Sample registration forms are fuaod at theend of this chapter.

Start with a broad open question to get the volunteer totalk; questions that cannot be answered with yes or no, butusually start with what, why, where, who or how.Examples of open questions are

WrongDo you like to work with children?RightI see on the card that you are interested in work-

ing with childrenhow did you happen to putthat down?

WrongDid you read about our agency in the news-paper?

RightHow did you happen to come in today?WrongHave you ever worked with children?RightWhat kind of experience have you had that might

help us?WrongDo you drive?RightHow do you feel about transporting the handi-

capped to the dental c!;nic?

Establish and maintain a favorab'e rapport. The volun-teer's willingness respond to your needs depends to a greatextent upon the kind ot relationship that exits between you.Qualities that s.houlci be initiated and maintAlnecl throughoutthe Interview should be such that

the volunteer feels the interviewer is Attentive and inter-ested in Mm as a person

114

the volunteer senses the interviewer is warm andfriendlythe volunteer feels he is acceptedfor what he has toofferthe volunteer understands that he is permitted to behimself without fear of criticism, accomplished by a per-missive attitude on the interviewer's part

Encourage talk. Do not interrupt and give him your fullattention. Show interest in what he says through eye contact,occasional nods, and by interjecting one or two words thatshow you wish him to continue, such as

"I see""Is that so""That could be"

Be a good listener and use Hate-ling responses. By listeningyou will learn he often has decided what he wants to do. Inaddition to the interjections mentioned, you may

pause as if waiting for him to continueecho or repeat the last few words he hag saidmirror or reflect back your understanding of what hehas just said"You feel that"summarize what he has told you or add"What else?""Is there anything else?"use introductory phrases, such as"Is it possible that --""Tow did you happen to""What was the reason for"qualify your question"Was it fairly difficult for you to understand -""Would you say that""Did you likt your old neighborhood a bit more?"choose neutral wordsdisagreed instead of foughtemployment terminated instead of fireddislike instead of hateunsatisfactory instead of baduse voice inflections that am not threatening or challenging when asking questions which might be controverr

t1 5

A 13 C's OF INTERVIEWING ALWAYS' BE CON-CERNED:

ALWAYS be honest. Describe the job as it really is. Sooften we approach the volunteer with a distorted picture ofwhat it means to be a volunteer. We tell them, "It won't takemuch of your time. You go work for about an hour P. week andthen you are finished until the next week." If you tell themthis, you are doing the agency a disservice and you are doingthe volunteer a disservice. Don't pressure the volunteer intoserving beyond his time and ability ::.nitations; allow himtime to think over the job and you may wish to schedule an-other interview appointment.

Every volunteer is entitled to a job description which spellsout the essential facts and duties about the work. (See samplejob description At end of Chapter). He needs to know whatthe basic requirements are for the job, what he will be doingon the job, the ho:.rs require& and the amount of time thetraining sessions will require. It is a convenient instrumentfor discussion of the individual's interests and where hisservices may best be utilized corresponding to the needs forhis help. If the volunteer Is seduced by a false picture, youwon't have him for long. He won't stay on the job if he ex-pects one thing and then discovers the job is actually verydifferent. IT IS ESSENTIAL to describe the job AS IT IS,with as many details as possible. You may hise a harder timeplacing persons in certain jobs, bit he will stay with theagency longer it he knows the truth. If there are unfavorablefeatures, tell them. If he knows what to expect, he can planaccordingly. The job description will help you place the vol-unteer into the most suitable and meaningful job.

Job descriptions are a mirror of the agency's vrogram.These separate responsibilities and supervision, .so that thereis no overlap in duties. Each person has his particular as.sign-ment and the line of reportability is outlined. A new volun-teer coordinator can use job descriptions t understand howto supervise the volunteers and what to expect to their jobperformance, as they will clarify the organizational structureof the volunteer program.

8L BASICEveryday you give information to someoneabout something. You do this so often and take the simplicityof the act to for granted that you seldom consider the corn-

11u

plexities actually involved. It is only when you are on thereceiving end of information that you realize that you reallydid not understand what was said. It is important that youunderstand the difference between the giving of informationand the giving of advice. During an interview it is importantto give informatipo and to save the advice for their orienta-tion.

Have the basks outlined in your mind as to why, what andhow the volunteer can perform in the agency, and be c.!rtainyou have not omitted any facts. From these basics, you canproceed to the techniques of telling your story and selling himon serving the agency.

CONCEhNED interviewers view the volunteer as a person,not as an object. Nothing loses the volunteer's interest morequickly than sensing they are Important only as a pair ofhands to handle a few boring and tedious tasks. During theinterview you should find the opportunity to explain themonetary value of their contribution to the agencyhowmany dollars they are saving in wages that may he appliedinstead to research, to service to clients, or to feed or clothethe underprivileged. Make it known that their service isnecessary and important, no matter how menial the job maybethat someone has to do it to complete the whole job, andwithout their basic help, the rest of the program could notsurvive.

PLACEMENTThe decision of the placement ultimately is r. ;de by the di-

rector of the volunteers. If he is the interviewer, he may besteering the volunteer towards the right placement during thevisit. The director should be aggressive in his decision Andhelp the volunteer accept this decision,

The decision may agree with the request of the volunteerThe decision may differ from the request of the volunteerThe decision may be to not use the volunteer

Usually the first decision is reached, with the volunteeraccepting the logical job for him and placement becomes sreality. If the decision is different from what the volunteerhad initially desired, harmony may prevail if the director can

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117

offer the volunteer a different job in the agency, one moresuitable to his abilities. The volunteer should he placed in themost meaningful job possible. Placing an outstanding personwith specialized skills in a menial task is unforgivable. Ifyour agency has no place to use his abilities, refer him to avolunteer bureau or recommend another agency. However, itmay be that you are overlooking a possibility within your ownorganization to develop a volunteer job for him. Just becauseyou have never used a volunteer writer before doesn't meanyour brochures, form letters and manuals couldn't stand to berevised!

If the job requires extensive agency orientation and on-the-job training, and you can see the volunteer is not the personwho has the persistency to stay with this, don't refer them tothat particular job. You will be wasting the time of both thevo'unteer and the agency.

If agencies have policies of trial periods for volunteers, besire to know this and interpret it to the volunteer. If heknows this ahead V. time, there will be no hard feelings if theassignment is terminated.

Make every attempt to place a volunteer as soon as possible.Their enthusiasm unnot be maintained forever and you arelosing many hours of well-motivated tine if he is left eanang,This also doe.: net improve your pi Jlic relations image. Ifthere are legit.mate delays before darting the job, be certainto explain this to the volunteer.

If thl recision is reached that the volunteer does not fitinto the agency, we must consider the elements of his rejec-tion. The difficult aspects will be because

a free gift of time and help has been offeredthis free gift Is being rejectedanxiety may develop within the volunteer, expressed by

hostility and ringer at the director and thereby thegen.y

depression caw.ed by feelings of inadequacyrelief, after realizing this was reaPy not the place-me.it he desired

These difficulties may be overcome bycourtesy

1

being honest with himemphasizing the strengths in the volunteerdiscussing other ways the volunteer may help; i.e., if thejob required a speech therapist for which he did notqualify and a neighbor had this training, baby-sitting forthe neighbor who can provide this therapy may be asgreat a contribution to the programreferring the volunteer to the central volunteer coordi-nating service where another more suitable placementmay be foundreferring the volunteer to h social service agency forassistance in adjustment

When placement has been completed, the volunteer shouldbe introduced to other staff with whom he will be working,and arrangements made for his orientation schedule.

TERMINAVNG THE INTERVIEWDepen ling upon the attitude of the volunteer and the scope

of the job, interview time may range from 20 to 40 minutes.Longer than 40 minutes is usually a waste of time for bothindividuals concerned.

Termination of the interview should be a joint decision be-tween the interviewer and the applicant and should be con-cluded when the interviewer feels he has sufficient informa-tion about the suitability of the applicant and the volunteerk satisfied with the job description and the placement ofservice in the agency. The interviewer will again thank theperson for his offering of he/p, find his wrap3 and remindhim of the orientation date and Ms time commitment. ))onewell, the program has gaiiod an interested, useful, rind knowl-edgeable volunteer, which 1 what everyene wants!

EVALUATING THE INTERVIEWIn Ole American National Red Cross "Guideline! for Im-

proving Skills in Interviewing," they say:

As a final evaluatioa of your interviewing skills, ask your-self

Did I listen or did I do most of the talking?

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Did I let the volunteer tell his whole story or did I inter-rupt?Was I in a hurry to take over and spread my wares?Did I really listen or was I trying to figure out my an-swer?Did I let my own prejudices or biases affect my de: sionsin this interview?Was I unduly inflanced by an overall impression?Did I overgeneralize (if a person is timid in one situ-ation, :le will be in all situations) ?Did I unconsciously put my OWII value system into theevaluation situation, assuming that only someone likemyself can be successful?Did I overrate him because he talked a great deal or flu-ently?

THE ART OF CONSULTINGHow to interview takes skill. How to consult also is a skill

you should be willing to develop. If you are a volunteer inter-viewer for an agency or a Volunteer Bureau, you may be un-certain at times as to how to place a volunteer. It is no dis-grace to excuse yourself to consult with the director for ideasand suggestions or to offer to find the answer and call himlater. Knowing when to consult is an art. The lack of con-sulting leaves a void in the interview.

Learning to Interview takes time, but be patient, study andlearn. In!erviewing and consultation are both arts worthlearning and improving.

Kathleen Ormsby Larkin has written an excellent gvide"For Volunteers Who Interview," which may be secured fromthe Welfare Council of Metropolitan Chicago, 123 West 14-.adi-son Street, Chicago, Illinois 60602. She outlines the basiciezredients for a volunteer interviewer to use in conducting apurposeful interview and adds that "there is one more ingredi-ent, the zest, the individual flavoring each successful inter-viewer aids his own personality!"

To summarize, check the following steps -1. Review information about applicant.2. Be appreciative, friendly, prompt and courteous.3. Establish communication to learn about the volunteer.

12.)

9. Complete registration card.6. Inform applicant of volunteer opp- tunities.6. Decide on placement.7. Assign volunteer, or if at Volunteer Bureau, make ap-

pointments for him at agency of his choke.8. For schoot volunteer, make appointment for chest X-ray.9. Conclude with appreciation and reminder of next steps.

Increasingly, Court Probation Departments are employinglocal volunteers to supplement and amplify the work of paidstaff. Since lack of staff time and money are most often thereasons for beginning court volunteer programs in the firstplace, it is unlikely that there is enough of these to do a time-consuming job of screening volunteers. Yet this is a highlydesirable procedure, and most volunteer courts are concernedabout it.

The Probations Service Institute of Boulder, Colorado offersan inexpensive, rapid rough-screen of applicants for volunteerservice to the court, and for further information, you maycontact them at Post Office Box 1461, Boulder, Colorado80302.

A check list from the U.S. Civil Service Commission on em-ployment interviewing provides many thoughtful ideas, asseen on the next page.

116

STATE OF CONNECTICUTPERSONNEL DEPARTMENT

TRAINING DIVISION

BASIC SUPERVISORY MANAGEMENT

HOW THE EXPERIENCED NTERVIEWERCONDUCTS HIS INTERVIEWS

1. He has a plan.2. He has adequate job knowledge.3. He decides what job requirements he can or cannot deter-

mine by the interview.4. He has adequate background information about the appli-

cant.6. He schedules interviews so that he has enough time.6. He insures that interviews are held in private.7. He puts the applicant at ease.8. He listens attentively and shows evidence of being inter-

ested.9. He adjusts the level of his language to the ability of the

applicant.10. He keeps control of the interview.11. He is aware of his own prejudices and tries to avoid their

influence on his judgments.12. He gives personal appearance its proper weight. but no

more.13. He avoids any suggestion of discrimination.14. lie does not show off what he knows, but talks only enough

to keep the interview on the right track.15. He doesn't let the interview become mechanical and is on

the alert for unexpected information.16. He doesn't make toc many notes during the interview.17. He lets the applicant talk.18. He avoids leading questions.19. He develops job oriented question and uses them inform-

ally.20. He avoids trick question:,21. He encourages questions about the work and working con-

ditions.

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22. He asks questions that require thoughtful answers.23. He knows when and how to dose the interview.24. He watches for additional clues or information after the

close of the interview.26. He record: the facts during the interview and impressions

and judgments immediately after the interview.26. He provides for a second interview where necessary and

practicable.27. lie is careful and knows how to tell a person he is not

suited for a position for which he is applying.

Adapted From: Employment Interviewing,U. S. Civil Service Commission,Washington 26, D.C.

GROUP PLACEMENTA group cannot be interviewed. You can give information

about your needs to a group but you cannot obtain enoughinformation from than to place them. It must be the group'sdecision as to what they wish to do after they have been in-formed by the agency of orportunities to serve.

Ways to provide them information may be bya representative of the group visiting the agency to in-quire of their needs for volunteersa group tour of the facilities to see where their servicesmay be used

e a visit to their meeting by a member of the speakers' bu-rt lu to tell them the agency's story and needssending them a printed list of group jobs, clubs and or-ganizations can do

After the group has received adequate information aboutthe projects, they must poll their membership and then allmembers should abide by the majority's decision to supportthe project. A form may be provided by the agency or a Vol-unteer Bureau to as.sist them 'n arriving at their decision. Asample form Is at the end of this chapter. Each membershould complete the form and the results be tabulated to learnthe final results. If there is a division of their interest andthe time they can give, the group may wish to divide intosmaller sections and etch fake a different volunteer assign-ment. or individual placmsnts.

1

An interviewer may go to a group to interview those indi-viduals desiring a volunteer assignment, or appointments maybe made for those persons to come into the agency office.

Group placements in a volunteer bureau are more difficultto handle and require much time to get situated. Some of theproblems are

clubs and organizations don't give you enough time tofind a suitable job for them; they always need one to-morrow!

groups aren't willing to tailor their plans to the needs ofthe agency; they may call with games and favors alreadymade and a hall hired for a specific date to entertainchildren, ages 3 to 5, which is a very backward approachto finding someone to help

clubs desire to combine their service project with a regu-lar meeting, not realizing that agencies are conductingbusiness and not all have club room facilities in whichfood can be served, meetings conducted and conversationcarried on that will not bother office workers

groups sometimes are more interested in completing anational quota for a certain number of volunteer hoursthan actually performing needed services; they want toget it over with all at one time, instead of spending timeplanning and organizing the members to function in arotating service over a longer period of time

These problems are not true of all groups and historicallymany have performed outstanding services for their commu-nity, donating many dollars and hours of help to an agency.Convincing an agency to adopt a certain cause as a philan-thropic project over a long period of time has been the life-blood of many organizations.

It is the task of a volunteer bureau to motivate agencies todevelop some challenging and interesting jobs that groups cando, in the agency setting, in the community, or at their meet-ings. Thousands of mailings received in your homes have beenstuffed, addreased, stamped, sealed, sorted, bundled and tiedby devoted club members. The bureau may establish a sepa-rate small committee to work only with group placements.

--)19 -

VOLUNTEER BUREAU INTERVIEWINGInterviewing conducted within an agency or by a volunteer

bureau should be performed with the same bask techniquesand criteria. A paid coordinator of volunteers or volunteerinterviewers may be performing the interview in either set-ting. However, there is a difference in the placement pro-cedure to be considered. In an agency setting, the agency is thehost for the volunteer services, and the applicant may be ac-cepted for placement at the time of the interview and arrange-ments made at the same time for assignment and orientation.

When the volunteer bureau recruits the applicant, a screen-ing interview is performed and the applicant fs reffcred to anagency for final interview and placement. So the volunteerbureau uses all the same principles we have discussed previ-ously, but has the added responsibility of matching the appli-cants' desires and abilities to a wide range of opportunities ina multitude of settings. During the interview and through theregistration card you will learn of any special agency prefer-ences, and by all means these should be honored. Contactshould be made with the agency to determine if they have anopening and an appointment may be made for a visit to theagency.

If their first choke is not available or suitable, more factswill have to be obtained and other agency's needs explored.If none of these appeal to the applicant, you can place him onthe agency's waiting list and he can be notified when theyhave an opening for him.

Many more considerations must be made when interviewingan applicant who has a wide choke of volunteer opportunities.To make the referral more meaningful and suitable, togetheryou should consider

job demand--there are just so many librarians or shopmechanics neeled; many tutors are needed

geographyif similar agencies havc the same need, itmay be better to place a less mobile person in the closeragency

transpodation someone from a two-car family cantravel much further to help othersand others may hsveto serve an agency convenient to their bus line

personalitythe volunteer bureau may be better able tomatch an applicant's personality to the personalty of avolunteer coordinator hi an agency, and this suitablematching makes everyone's job much more pleasant

motivationthe reason for wanting to serve may facili-tate a very logical placement; one woman who has re-cently lost a parent may Nvish to go to a nursing homeand work with the elderly, but another woman may needa complete change of settinghobbiesthe registration card may list cake decoratingas a favorite hobby, and you've been looking for monthsfor a cake decorator to teach teenagers in a neighborhoodcenterskillsthe registration card may indicate the applicantwas born in Italy, and adult education has an Italian whois in basic education classes and needs help in learningEnglish

financesa reimbursable expense allowance for the vol-unteer's lunch and transportation expenses may be nec-essary if he is to go far or stay through the day.

A complete and timely card file must be maintained by thevolunteer bureau to Inform the applicant of all the variousjobs. Cards, size 5" x 8" should contain the following basicinformation, using both sides

(Front)

AGENCY REQUEST FOR VOLUNTEERSDate

Agency

Supervisor of N'olunteers ___._____.__._ Title _.__ _N'olunteer Job ._ _Days Needed .______ flours Nrcled tetween

___Temporary PermanentNumber of Volunters Ncelect ___ Age Minimum _ Sex .___Parking Furnished _.__. Uniform Ruquired _ __ Other ____ _

Specie; Qualifications:Orientation Required Row Long Other _Lunch Furnished Transpertation Prodded

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(Back)

DATE NAME OF VOLUNTEER PHONE 11,11ERVIEIVERI DATEPLACED, TERMINATED

It is advisable to make duplicate cards and file them in twoways--

alphabetical by agency

6 categorical by job classification, such as Arts and Crafts,Clerical, Recreation, Transportation, Tutoring, ChildCare, Handicapped, Professional, Boards and Comr,lit-tees, Homemaking, Sports, etc.

The volunteer ma) wish to choose one, Ir.) or three interest-ing jobs and make visits to the agencies to ie.,arn more aboutthem. There should be a mrtual understanding that th' visitis not a binding cc ntract to volunteer in any agency. Appoint-ments should be made during the interview and appointmentcards given to the vortnteer, which he takes with him andleaves with the agency, The agency completes the card andretums it to you, indicating the outcome of the visit on thebottom of the ca.d.

Maps of your city should be kept on hand to show or givr tonewcomers who do not know how to reach the agency for theirappointment.

A sample appointment card is shown on the following page.

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APPOINTMENT CARD

Name

Address Phone

appointment with ..... _ ........... . ..... ............. -----interviewer

Age»cy.... ....... . ..... ........... Phone

Address City

Volunteer job....... .___.._ .... ........ ..... .... ______._ Time

Assigned Date

Comments

(Front)

Stamp

Here

DirectorVolunteer BureauStreet AddressCity, State and Zip

(Back)

There is always an abundance of jobs from which the volun-teer may choose, but not always is there a need for just thevery job in the very agency that he wishes. If you cannotinterest him in another placement, you will have to tell himthat his name will be kept on file and he witi be called whenthere Is an opening.

A sheet should be completed on each applicant, indicatingthe date of the interview, the referrals made and the ilLte ofreturn of placement card from agency. It is recommended

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12'6

that follow-up calls be made to the volunteer at specific inter-vals, such as

within two weeks if placement has not been madein one or two months to see if placement is satisfactoryin six months and one year, checking i; volunteer is stillserving or wishes another placement

If possible, the original interviewer should make these follow-up calls, as continuity and his resource of information is im-portant to maintain communication. On this same sheet shouldbe allocated space for the interviewer to summarize a fewnotes about the applicant, which will be reminders later ofdetails he or some other interviewer needs when making afollow-up. A code may be developed rating the applicant by

1 Superior2 Satisfactory3 Unacceptable

These sheets may be kept in a loose leaf notebook for eachinterviewer, in alphabetical order, so if the director needs toknow something about volunteer, the information is readilyavailable. Another advantage to each interviewer having anindividual notebook is that the notebooks may be taken hometo do evening and weekend follow-up. Many students and em-ployees are nct accessible during the weekday hours.

Registration cards may be filed in three wayspending file, of those applicants awaiting assignmentactive file, of those applicants placed on a jobit active file, of persons who changed their mind aboutvolunteering, or who are no longer performing the job

The recruitment committee should periodically review theinactive file, to see if names could be recontar.ted for otherjobs. Seasonal job openings should be offered to the personswho held them the year before.

The Volunteer Eureau holds the community's interests andhas the responsibility for wise and impartial interviews andplacement among all of its member organizations. The impres-sions it impat is to the public through the public relationsaspect of Interviews can widen the horizons of voluntarism byand for all.

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VOLUNTEER'S JOB DESCRIPTION

TYPE OF WORK:

PURPOSE OF THE JOB/AND OB3E3TIVE:

PLACE OF WORK:

ADDRESS:

AREA WITHIN BUILDING:

DUTIES AND/OR RESPONSIBILITIES;

DURATION OF JOB:(Minimum)

HOURS NEEDED:

VOLUNTEER QUALFICATIONS: (Education, Training,Experience, Age, Health,Talent, Mobility, Dress,etc.,all when applica-ble)

ORIENTATION Atifi TRAINING REQUIRED:

RELATIONSHIP TO 0111E1-1S:

AUTHORITY (or limits of authority)

OTHER:

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VOLUNTEER REGISTRATION FORM

REGISTRATION FORM

NAMElast first spouse's first name

ADDRESS Zip PhoneAge Marital Status SNo. of children _Occupation Employi. rAddress PhoneEducation: Circle last ye.r completedGrade: 5-6-7-13-9-10-11-12Major Subjects College 1-2-3-4-GraduateSpecial Training

Activities, Organizations

(Front)

Special Skills, Hobbles

Languages . . Car - Yes .. .. Liability Ina. Yes No .......

Volunteer Work Desired:Youth Handicap] xl In officeChildren .

ElderlyTime available:

Mon. . .... Wed. .. . Thurs._ .... Frl.Sat. Sun..____ Mornings . Aft.. ..... Evenings

Outside . In yrur home

Heard about volintner job from

Date Interviewer

(Back)

126

SCHOOL VOLUNTEER PROGRAM

REGISTRATION ADDRESS DATE .. . .. .

PHONE INTERVIEWER ... _

Mr.Mrs.Miss .. . . . . .... . .

last name first name name of spouseAddress Zip PhoneSource of ReferralPerson to be notified in eme -gency. . . .. . Phone . . ..Age Physical limitationsChildren: Name Age School G-3de

Your Education:Circle Highest Grade 6-7-8-9-10.11-12 College 1-2-3-4 Graduate

EmployerWORK EXPERIENCE

Address Years Position

VOLUNTEhii EXPERIENCEOrganization Address Dates Kind of Service

Check subject area in which you are interested:Arithmetic _ Perceptual Skills Tutor

.., Reading .. Foreign Language . . ClericalScience ... Junior Great Books . PoetryMusic _Program for Handicapped . CounselorArt ....Pre-school . . Story TellingDrama .. Social Work .. In Volvnteer Office

.._. Library Health . OtherCheck days and hours you can serve:I MON I TUE I WEI) I THURS I FRI 1

iAM PM I AM PM AM PM I AM P517 AM PM

----] 1----

Date of last TB test __..Grade level in which you are InterestedK 1 2 4 5 6 7 8 9 10 11 12 drop out

Special Skills or experiences for resource volunteer -- trips, hobbies,%RCS Vona

Do you wish to have an organization credited for your service?

name

QUESTIONNAIRE FOR GROUPS

REQUESTING VOLUNTEER PROJECT

WILL MEMBERS GO TO AN AGENCY?Ye: . _

As a Group

WHAT IS THE AREA OF INTEREST?Work With Aged Work With Children .

Work With Handicapped Work With MentaliyOther.

WHAT AMOUNT OF TIME CAN THEY GIVE?

Evenings Weekly ...Week Days Bi-monthly.

Weekends ..... Monthly. .

WHAT AMOUNT OF MONEY OR MATERIALS CANYOU CONTRIBUTE?

Supplies For Gift Progran . TrarsportationRefreshments. Decorations ...

Educational Materials _ Other ..... _ .

WHAT ARE LIMITATIONS? ARE THERE PLACES,AREAS IN CITY OR AGENCIES TO WHICHMEMBERS WILL NOT GO?

CAN MEMBERS DO TYPING IN THEIR HOME OROFFICE?

CAN MATERIALS BE PICKED UP & DELIVERED BACKTO AGENCY?

CAN YOU TAKE ON RESPONSIBILITY OFCOORDINATING A VOLUNTEER SERVICE?

(Front)128-

NAME OF ORGANIZATION

CONTACT CHAIRMAN

INQUIRY PATE INTERVIEW DATE

SIZE OF GROUP

INTERVIEWER OR SPEAKER

(Back)

CHAPTER VII

ORIENTATION OF VOLUNTEERS

Page

ORIENTATION 132

JOB INDUCTION 135

IN-SERVICE TRAINING 135

EXTENT AND TIMING OF TRAINING 136

COMBINED TRAINING 137

WORKING WITH THE YOUNG 137

THE TRAINING CHALLENGE 138

SCHOOL VOLUNTEER ORIENTATION 139

CHILDREN LEARN WHAT THEY LIVE 141

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CHAPTER VII

ORIENTATION OF VOLUNTEERS

There are no arbitrary rules you can establish regardingorientation of volunteers because of the great variety ofagencies using volunteers in a multitude of ways. The volun-teer planning a budget and the volunteer ringing a doorbelifor funds to support that budget need different orientationfrom the volunteer who will be spending those funds providingtherapy for the patients. There are certain guide posts whichall organizations may offer. Bask though they may be, every-one needs to be reminded of the following fundamentals aspresented by the Des Moines Volunteer Bureau to all whomthey interview

ATTITUDE Volunteers must take to their job an atti-tude of open-mindedness. You must be willing to betrained and welcome supervision. Accept the rules anddon't criticize what you don't understand, for there maybe a good reason.

DEPENDABILITY- -The dependability of a volunteer isessential if he is to be of real service to the agency. Ifyou cannot be at the agency at an appointed time, it isthe volunteer's responsibility to notify the proper person.

COMMUNICATIONAs a volunteer you not only servethe needs of an agency in an important way, but you alsoprovide a vital link between the agency and the commu-nity as a friendas a supporter and as an interpreter.

RESPONSIB11,1TYAs a volunteer you are assumingcertain responsibilities similar to that of a professional.You have agreed to serve without pay but with the samehigh standard as staff works, All confidential mattersmust be kept confidential.

These principles or code are no different from ones theyshould establish within their family relationship, their churchand social association, and among their neighbors and friends.

Oi ientation differs from troining in that it is the process ofgiving an intelligent understanding of the environment and

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all ccmponents of the organization to which the volunteer hasagreed to serve. The goal of orientation should be to developproductive 'clunteers who can work with other people in acooperative, considerate and responsible way.

The components of orientation are simple and even obvious,but study indicates that everyone doesn't know the obvious.We too often take for granted that those things which weknow so thoroughly are well known facts to all. But if wewill remember our confusion when we first came to the organ-ization, it ,,:ill remind us that others need to learn what wealready know.

Basic inclusions in the volunteer's orientation should be

a history of the agencythe purpose and objectives of the organization and itsrole in the communitythe administrative structure, relating governirg body tostaff, to the public, to clients and to volunteersfend raising policies and funding procedurespersonnel policies relating to procedures and reghlationsthat will pertain to Cie volunteers, such as insurance,safety, parking, coffee breaks, lunchroom facilities andoffice equipment they may be usingrules and regulations pertaining to the volunteers and aninterpretation of their duties, rights and role

Albert Einstein once remarked that the uniqueness of theindividual was one of the few things he felt sure of. Not onlyis e.:ery man somewhat unlike every other, but he changeswith time; he is not really the same man today that he waslast year. It follows that we cannot run a successful orienta-tion by means of canned, assembly line methods. The orienta-tion may be varied to suit both the individuals and the rolethey are to play. A short tour of the facilities, an explorationof tuo volunteer manual and a discussinn of the regulationsmay be handled in different manners. Films, role play ins andpamphlets all are tools and techniques.

Too much info' Illation cannot be absorbed in one sessi(After the volunteer has become accustomed to some of 'heroutines. the orientation may be reviewed and extended.

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The vciunteer's first interest is mainly in what kind of ajob he will isa doing and what the benefits of his help andtime will be. Self-development of interest sill result whenhe understands how and why he is furthering your work andbenefiting someone else.

Other personnel should be asked to assist with the orienta-tion. The executive, the board president, staff working withpatients, other volunteer:, and the clients who are receivingthe volunteer's service ail may perform an excellent job oforienting the new volunteer to all levels a agency program.Simple lessons of channels of authority will be evident if apanel of staff, volunteer and client each define their sole.Discretion and loyalty can be built into their presentations,usually without any prompting.

The orientation should be short and provide a warm andwelcome reception to the volunteer giving him a sense of be-longing. Provide some incentive to make him eager to returnto his first ess,gnment.

In working with the disadvantaged, a special orientationmay be recommended to help them communicate in an areain which they are unfamiliar. A human relations specialistshould he asked 0 dixuss the behavior of the disadvantagedand why they behave as they do. They should be taught tocommunicate on a one to one relatiomhip and to deal withothers as individuals; and not categorize them as a class ofpeople. There are ways of shedding paternalistic and domi-neering attitudes and learning ways to let the people helpthemselves. A successful orientation may teach volunteers toapproach the task with an open mind, to be sensiiive and tosense frustrations. Volunteers shoui be told not to panicand he shocked when they first encounter hate and resent-ment; and they should be made to rts..."re that clothes andautomobiles reflect the establishment h. ; they should associ-hte with and learn to understand their neighbors acres: town.If the volunteer is not ready for this experience, it is betterto share his time elsewhere.

JOB INDUCTIONThe next step in the volunteer's orientation is to familiarize

him with the job he has come to do. This may lx accomplishedby.

introduction to staff member for his specific assignmentintroduction to other volunteers in the area or depart-mentinforming him about his duties and how they will be doneshowing him where to put wraps and personal belong-ings, where Poplies and coffee, lunch and rest rooms aredefining persons from whom he may receive guidance,supervision and consultationproviding uniform or insignia if they are requirementsfor the job

A thorough indoctrination in all these areas will give the vol-unteer confidence that he understands the functions and dutiesof his assignment.

IN-SERVICE TRAININGDay to day, on-the-job training is continuous in-service

training. It should be a constant strengthening processthroughout his service experience, enabling the. volunteer togrow and become more independent. As he grows in his ex-perience, he may assist you with the auNtv!sion and in-servicetraining of other .,tlunteers, new to the job. He should beexposed to every part of the program.

The job description again has a role is we employ it in theon-the-job training. As he works on the job, you can observehow readily he is understanding the duties as outlined in thejob description. He may have learned all the skill trainingquickly, but still needs more help in attitudes that you willwish him to absorb. Ills background, past experience, moti-vations and attitudes will all influence the amount of in-serv-ice training he will need.

Many organizations have nationally standardized orienta-tion courses for their volunteers, but these need to be tailoredto the lace! situation and facilities. Every camp will not havethe same kind of trees and wild flowers along their nature

1 3 5

trails, an i in-service training will be necessary to adapt to acamp in Arizona which will differ from a camp in Maine.First Aid In the water has different applications than FirstAid needed while mountain climbing.

Within an agency, if a tmlunteer is promoted or changesassignments, he will need in-service training for his newduties. The basic orientation as to policies, history, etc. stillapply, but patients' needs are different in the hospital burnward than in the children's play room of a hospital. Supplieswill be kept in different places and the patients will not havethe appeal of children so volunteers will have to be carefullychosen who will not be repulsed by the patients' critical con-ditions.

When an agency changes its policies, the board of directorswho vote for the change and the taff members who assist inpreparing the change are aware of them, and directives of thechange should be sent out to all staff levels and all volunteers.Many changes could directly affect the working cc.rditions ofthe volunteer.

In addition to a supervisor providing training, "how to"manuals of different steps may be written and given to thevolunteer to read and follow step by step in the process I:. 9he has been adequately trained. The written word may bemore st,pportive than personal training, and a volunteer willfeel more comfortable with an outline of essential informr.tionwhich he may consul: than having to interrupt staff time.These training tools provide a convenient c itch for the vol-unteer in his learning period. They also are check lists fcrhim to use for his job and for teaching new volunteers thesame work.

EXTENT AND TIMING OF TRAININGWhether orientation or training should be given first is

about as indecisive as the chicken and the egg bit. If generalorientation is not scheduled for another six weeks, and a quali-fied volunteer is ready to help, it may be more advantageousto put him to work and teach him the necessary skills basedupon his ability. When he enrolls in the orientation class, itwill be more meaningful to him and he will be able to sokmore questions and understand the reason for policies and

organize.tional structure. But caution should be taken that heis not overlooked or allowed to skip the orientation.

The extent of orientation, may be structured too rigidly orfor too long a period. Often it may be arranged so that basicorientation may be changed to on-the-job trair'ng. This waythe volunteer can be performing service at the same time heis learning and he will understand it better if he is actuallyworking in the field.

COMBINED TRAININGA new role of the Volunteer Bureau may be to provide train-

ing programs for several agencies at once. Workshops onproblems common to one and all may be held for VolunteerCoordinators in the areas of public relations, spealcers' bu-reaus, record lieeping, evaluation techniques, etc. Forums ofagency supervisors or volunteer coordinators have beenformed in many cities, where coordinators establish theirown orga»ization, similar to an flbSOC iatiun of dental nssis',antsor accountants. They select their own chairman and plantheir programs to benefit all concerned. The Volunteer Bu.reau may be the convener of this group, providing technicalassistance, service of meeting notices, printing minutes andarranging for meeting space.

Demonstrations on arts aPd crafts for all th,t sunimer rec-reation programs or tutoring tuhriques for all tutoring pro-grams may be provided by the Volunteer Bureau ;:.sr all agenties who hare similar programs. This duplication of servicein all the agencies in town consume. countles3 hors of stafftime met could be eliminated.

WORKING WITH THE YOUNGThere is a difference in providing orientation for adult4

and f..d. youth. Adults have mo-e experience in their back-ground to apply to their !miring, where young people learnmore from routine. These young people should be viewed aspersons rather than as problems and you need fain. in theirpotentialities. Youth want to trust, but they can sense aphony faster than adults.

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A volunteer job may be the first inie a young persou hasbeen given the opportunity to assume responsi:Ality and hewill welcome it. It takes extra patience and energy to copewith their enthusiasm, but when you van channel it in theright direction, you really have something going for you.

As with adults, it is important to plan with a group of teen-agers, and not for them. Their experiences in school and theiryouth groups moy provide some new dimensions to the pro -grant.

Volunteering may be a tareor motivation for youth. Manyyoung women and men have gone into a medically related fieldafter working in a hospital setting as a volunteer and theshortage of therapists may be overcome if more young peoplework with the handicapped, both young and old.

Junior oz. youth boards are being organized as a supplementto many agency boards. The Red Cross has been a leader inthe field of recruiting and organizing youth to perform mar-velously well. Serving on youth boards gives them excellenttraining for their future rc;le in the community and often theyput their elders to shame at the amount of service they canperform.

When working will children, volunteers should (ell themthat they are worth something and that they are doing well.We need to find a quiet way to let each youngster know welike him and that he is important. Lack of this knowledge ofhis own worth limits this intellectual development and cancause excess hostility or over st timissivenes.

THE TRAINING CHALLENGEThe ideal training function will have as its goal a plan to

continually develop the skills, knowledge and attitudes of vol-unteersunteers to perform their assigned twits of serving others. Youare training the whole man and not just a pair of hands.There must be pathos and understanding to make 3 good vol-unteer. Learning is a phenomenon that takes place within theindividual and as a result of his efforts. Agencies must pro-vide the means for learning to take place, every day and inevery way.

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14

The chal'ange is to instill into rolunteers an attitude thatthty have tc believe that it really makes a difference whetherthe do well t r badly. They have to care. Tney have to kelievethat their efforts as individu'ls will menu something for thewholk organiz, lion and will be recognized by the whole or-ganizAtion.

More America ns ;wed the 3 D's in their heartsDeeicatio 1DiligenceDisciplinewhich will give depth in the shallow areasof their lives.

SCHOOL VOLUNTEER ORIENTATIONSpecia!izo:1 orientation and in-service trairinu will be need -

cd thrt is applicable to teaching volunteers how to work inpublic and private schools. Group therapy sessions amo,,gvolunteers will create new enthus;,ism and ideas for them touse in tie classrooms. They need to share ideas and problems,

Professionals from the school system including principals,teachers, social worl.er,, nurses: librarians, therapists, readingspecialistsall can be called upon to give special in-serviceprograms for volunteers that will help them in their schoolassignments.

Recommended topics, which arc self-explanatory, for volun-teers' training sessions may be

Helping Children ReadHelping Children with Recding and Speech ProblemsLearning ProblemsTheir SourcesHelping Children LearnManagement, Discipline and GuidanceAudio-Visual Aide4The Art of Story Telling and Book ReviewingService as a Library AideClerical AssistantsAssisting in the ClassroomPoetry ReadingTutor OrientationObjectives of the Language Arts ProgramBasic Principles of the Mathematics ProgramEffective Presentation in the Classroom

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1 4 .

Dr. Eva Schindler-Rainman, Professional Consultant inCommunity Services and Consultant to the Los Angeles CitySchool Volunteer Program, gives this advice about the volun-teer and the teacher working successfully together

"The only way human beings can work together is for themto have the opportunity to plan together. I am categoricallyagainst training programs; that is, training people in boxes.So, you can't really train volunteers to work with teachers un-less you train teachers and volunteers together. I think wefound flat in Head Start, and I can ennurnerate any numberof programs where people were originally trained separatelyand were told: 'Now go out and work with teachers, nurses,community workerswhatever 1' That doesn't work. Therehas to be, in the orientation and in the planning, a ti:ne setaside for teachers and volunteers to come to some agreementabout how they are going to work togetherwhich means,they get to know each other as human beings which meansthat the teacher will have time, and can say, 'Look, these aresome of the kinds of things I would like to have you do. Theseare my tender areas'. So that the volunteer can also expresswork preference and they understand each other's likes."

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CHILDREN LEARN WHAT THEY LIVI1IF a child lives with criticism,

HE learns to condemn.IF a child lives with hostility.

HE learns to fight.IF a child lives with ridicule,

HE learns to be shy.IF a child lives with shame,

HE learns to feel guilty.IF a child lives with tolerance,

HE learns to be patient.IF a child lives with encouragement,

HE learns confidence.IF a child lives with praise,

HE learns to appreciate.IF a child lives with fairness,

HE learns justice.IF a child lives with st....urity,

HE learns to have faith.IF a child lives with approval,

HE learns to like himself.IF a child lives with acceptance and friendship,

HE learns to find love in the world.

Dorothy Law Nolte

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CHAPTER VII{

RETENTION OF VOLUNTEERS

Page

SUPERVISION 144

PARTICIPATION AND ADVANCEMENT 150

RECOGNITION 151

SPECIAL AWARDS 153

PREPARATIONS FOR A SPECIAL

AWARD CEREMONY 154

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14G

CHAPTER VIII

RETENTION OF VOLUNTEEkS

SUPERVISIONIt is not uncommon among supervisors in volunteer pro-

grams to view the results of their eervice in terms of charts,statistical reports and the counting of heads, without ade-quate search of the real changes and improvements that occurin the volunteers and the clients. Capable supervisors insteadwill achieve the effective operation by increasing the knowl-edge, adding to skills, challenging performance and influenc-ing she att:tudes of volunteers. The relationship between thesupervisor and the volunteer will influence the climate of theagency or institution and determine the motivation force toperform an outstanding job.

The point of greate.,t return :s the relationship that existsbetween the volunteer coordinator or supervisor and the vol-unteers, In many instances, the coordinator and the super -visor will be one and the same, but in all cases, the coordinatoris the personnel officer for volunteers. In smaller organiza-tions or one-man staff operations, budgets make this conditionnecessary. In a Big-Brother program in an average size city,usually one social worker will be the total staff, plus someclerical help. Ile undoubtedly will have help in recruitmentand promotion from the board of directors, but it is his socialwork skills that must be utilized in interviewing the boy'smother, the boy, the Potential big brother and the resultingmatching. Because of his profes3ional know-how, he will bethe person who will orient, provide in-service training andcounsel the boys and their mothers, as well as the volunteers.In this situation, the director is the volunteer coordinator, thesupervisor, the motivator and the one who provides on-goingappraisals.

In a larger program such as YMCA or Boy's Club, manydepartments are involved with providing programs for boysof all ages in all kinds cf activities. The program directormay be the volunteer coordinator or have another person per-form this duty. Alt departments within the organization for

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swimming, table games, out-door sports, tutoring, boys' gleecamping, etc., will have different staff persons in

charge. These staff persons will be responsible to the programdirector, but also will have the responsibility of placing thevolunteer on the job, giving hiin training and supervising dailyactivities. Attention must be given to make this supervisoryrelationship constructive and productive at all levels of super-vision.

The tendency to put people into square boxes and wrapthem all up with the same decorations and ribbon must beavoided. Not one of the persons or fering his volunteer servicesto you will be just like the next person or the one before andyour supervision will have to be adjusted uccording'y. A per-sonal relationship must develop and be maintained to providegood supervision and to have ;t received and accepted. Workshould be not merely interesting but challenging, not merelyprestigious but significant, not merely fun but adventuresome.

Because an agency has less control over volunteers thanover paid staff, it must find ways to make supervision palata-ble. The volunteer may not lee the need for supervision. Hehas been running his own life at home and on the job in asett-satisfactory manner, and he will be willing to take overand run your place too, without any help, ttr.n.1: you! Or onthe other hand, he may have reeeiv.xl so much supervision onhis job or at home that he will rebel to an authoritarian situa-tion on his joh that he is performing free. You must make thejob Interesting enough that he will like it, derive satisfactionand not realize that you are skillfully supervising his perform-ance. The satisfaction the volunteer receives is his "paycheck" and it is your duty to provide that satisfaction. "Onegood deed, dying tongueless slaughters a thousand waitingupon that. Our praises are ou: wages."--Shakespeare

We supervise so that volunteers will perform and completetheir assigned tasks with greater skills and accuracy, main-taining their enthusiasm and motivation. Certain jobs requiremuch more supervision than others. Working with an emo-tionally disturbed child involves much greater supervisionthan tutoring a slow reader. The staff person must remainmuch closer in touch for consultative purposes in the first sit-uation. Helping a man become a big brother to a fatherless

14F)

boy requires different skills and abilities than teachh agroup of boys how to play softball.

Greater skills, patience and coordination are needed tosupervise volunteers whom you may see every other Thur, layafternoon for two hours than to supervise an employee saois in the office five days a week, eight hours a day. Yea is ayhave to start all over again the first few times until theteer has been on the job tong enough to master the schedulefind duties. This is when a written guidebook or outline isvaluable, for volunteers to consult for each step of the opera-tion, and not become so discouraged when they have forgottena procedure from one time to the next. Supervision shouldkeep pace with the volunteers program and you should notexpect "too much too soon."

Again we must talk about the job description. You can onlysupervise the volunteer in relation to what your and his under-standing have been of the duties oullined in the job descrip-tion. Many agencies ask the volunteer to sign the job descrip-tion as he would a contract, indicating that he has understoodall that is expected of him, his time and his abilities.

Volunteers must feel welcome t) communicate with you, toexpress their opinions and make suggestions. Their sugges-tions may be excellent ones. The volunteer 4. oordinator's doorshould always be open them. They may report eany just toha%e a cup of coffee and visit with y ""f they are requestedto do a job, rather than commanded to do something, they willrespond much better to your supervision and the job will bedone. It isn't what you give to a vollnteer that is important,but what you draw out from him.

Few people rerily know how to listen to others who areworried or troubled. Volunteers will have problems in theirassociations with ether volunteers and with patients or clientswhom they are helping. Talking clears the air and you shouldlisti to those who need to talk. "Be sure your brain is operat-ing before you put your jaw in gear." You need to be trainedin the skill of listening, understanding and eliciting coopera-tion.

Supervision can be performed in two authoritative ways.One depends upon power alone and the prestige that comeswith being in a management capacity. The other comes from

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respect, which must be provi..) and earned. Methods of leader-ship vill determine the amount of respect the volunteers willgive to their coordinator or director.

An effective supervisor leads, not drives. A boss drivesaleader helps. He encourages the volunteer to identify himselfwith the organization to work for its success.

You can build a sense of security in the volunteer in yourorganization if you

radiate confidencebe honest and sincerebe fair, impartial and generousshow sympathetic understandingexplain carefully what the volunteer's job istell the volunteer not only That but alga why

Build his ability and show your confidence in that ability.

The supervisor's proper function is to provide information,materials, and or?anization necessary for the job and thenstay out of the way. Observe fri.n afar and be available, butdon't hover. To sommarize, effective methods of buildingmorale are to

11,..monst rate beyond question your willingnesa to help thevolunteerTreat volunteer like a human being

I Dignify position of volunteer; recognize that he is im-portantAvoid partialitydon't "pray favorites"Avoid an overbearing attitudeEe honest--dodt t if'you can't get away with it fur/nng;

it isn't what we say but what we do the t. countsKeep your promises; show a reason for it if you can'tGive credit and recognition (again impartially)Suggest, but don't criticizeDon't condemn inactivity; suggest a program for activityWhen you need to offer criticism, do it privately; makecriticism sincere and constructive; when you are wrong,admit it freelyAlways be available to volunteer and staff--"open doorpolicy"

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Say "We," not "I"Welcome suggestions; ask fnr ada ice and opinionsAskdon't tellMake them feel it is their organizationKeep up the good cheer

.) Don't act as though you think you are good; if you haveability and are "good," be humble about itthey willfind outBe sure the office staff is HUMBLY glad to work withvolunteers and that it shows in theie behaviorAlways stand back of the volunteer and his workDon't kill with kindness; it can be carried to such ex-tremes that it cases to be appreciatedGet the whole story when there are problemsdon'tjump to conclusionsDon't use words when deeds are called forDon't show annoyance or a martyred air of extreme pa-tience

from The Role of the Volunteer in the 1960's prepared bythe Boston Volunteer Bureau, it Is pointed out that super-visors should watch for the following negative effects of directservice from voluntcerfi

the volunteer may not recognize situations which shouldbe referrsd to professional staffthe volunteer may try to help too much, keeping the clientfrom growththe client may expect similar attention In subsequent re-lationships with the agencyvolunteers may react to "testing out" devices of client innegative way, reinforcing clients view of the world

This same publication also provides us with this statement onsupervisionSupervision is

selecting . . . people ... tactfully . . . in order tointeresting fairly cause themteaching r diently to do theircorrecting ast,igned taskscommending skillfullyrewarding accuratelyharmonizing intelligently

enthusiasticallycompletely148

151

In the Case Work field supervision requires knowledge andskill at a professional level Volunteers' assignments supple-ment contact of the caseworker responsible for the case. It isimportant that there is a dear understanding of the role ofeach. The volunteer may do research, public relations, factfinding, transportation, friendly visiting and cthor case-aidejobs. Thorough briefing and supervision are essential beforeand after the service performance. In group work activities,the volunteer must adhere to the definite standards of theprogram and carefully follow the methods of supervision oftheir work by the professional workers. Trained personnelalways need to give direct supervision to all therapy andspecialty aides.

Volunteers want their supervisors to

keep in closer touch with themprovide better working conditionsgive them better training and supervisionbuild up their moraletreat them fairly and 5mpartially

Developing leadership means practicing leadership. Goodleadership doesn't just happen. What is leadership? It is theaum total of

personal examplevocational competenceeffectiveness in human relationsguidance in solving personal and emotional problemsand MOTIVATIONmaking men want to enough

Those who follow this kind of leadership achieve more thanwould be the case in the absence of leadership.

Exhibits at the end of this chapter provide a list of ways toestablish positive relationships with people and The AmericanNational Red Cross statement of A Bi of Rights for Volun-teers . . . And A Code of Responsibility.

Enthusiasm can be rekindled in volunteers. Water at 211degrees is only hot water, but water at 212 degrees is steam,which can generate unlimited power and drive. People workfor the feeling of accomplishment they get from a job welldoneboth the leader and those whom he leads.

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PARTICIPATION AND ADVARAMENT

Promotion of a volunteer within an agency relates to themerit plan of business aad government. But the merit ratingis of little practical benefit if the results are buried in theagency's records and volunteers are left to guess how theyare measuring up. They must be told how they are doing andhow they can do better. It is evident in most agencies thatthose volunteers who excel in their work will be the ones whoare given more responsibility, who are asked to serve on com-mittees and boards and wto achieve promotions within thedepartments and organization. It is hoped that not only theextrovert will be the ones to receive these advancements.Often the unaffected, thorough, soft-sroken voItinteer is theone who is really participating the most and who is providingmore benefit to the cdents. Their ideas and methods should beincorporated into the program and through this participatoryexercise, their merits will be recognized.

The agency should ask itself some questions about the op-portunities it is offering for volunteers' advancement. Doesyour organization offer the volunteer enough responsibility togrow on the job? Are they experiencing satisfaction withtheir participation in the job? If the volunteer has taken hisjob assignment and saidthis is my cuu of teayou have anoutstanding volunteer who will par ticipate in every way andmove to the top quickly If the job he is currently doing is notstimulating and he is capable of doing much more, advancehim as quickly as possible, before ycu lcse him. If the volun-teer has gone to the highest position in your organization, letthem move on if they have done everything. They will behappier in ar.other agency and can give them the benefit oftheir experiences and ability. Don't be concerned if they moveon after they have reached the topit is a tribute to ycu andyour agency.

Allowing people to participate in managing their own workhas been proven to eliminate ;rionotony from tedious, routinejobs. fhe responsibility for production inherently Is the prov-ins.e of the volunteers, not the supervisors. A volunteer whocounts 1:,r something on his job, who is consulted rather thandirected, IA likely to become "ego involved" in his work. Thispositive approach is important. Procedure or a set of prac-

r-1 r.)

tices emphasizing motions and ignoring the spirit makes par -ticipat ion a fairly impotent ritual.

RECOGNITIONAppreciation is a sensitive awareness, according to Mr.

Webster, an expression of admiration, app"oval or gratitude.Ego or self recognition is important to the volunteer. It is a

nse of security or belongingthat someone cares. Ask your-self

why do people like to be praised in public?why do people like to have us take an interest in theirchildren?why do people like to have is ask their opinions?

Ego recognition is the answer.

You should make recognition a habit and be generous ingiving it, privately as well as publicly. Give recognition tothe work donenot just to the man. It should not be a "one-time" thing. An annual. award program is important to anyvolunteer program, but the day-to-day recognition by a smileor thank you from the staff is a must. If all the staff wel-comes the volunteer with a pleasant word, a smile or wave ofthe hand across the room, and a similar thank you at the endof the job, the volunteer has a sense of gratification which ishis fee for his free services. This same gratification will begiven to the volunteers from clients and patients, but manypatients do not have the disposition to express their thanksand the staff should make up for this lack.

On-the-job praise is another way to give encouragement tothe volunteers. In Community Groups and Y.,u by Henry andElizabeth Swift it says, "Volunteer workers in particular needthe assurance and support from the whole organization , . .

Even when everything seems to be. running smoothly, theremay be some members whose patience is tried and whose inter-est is lagging. They need an occasional pat on the back and anassurance of the club's appreciation for the quiet, conscien-tious job,: they are doing. litcognition and praise will alsohelp to counteract feelings of insecurity and fear of failureamong rew members and workers. fhe modest violet whodoes nothing in the community except to give out orange

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juice at the Bloodmobile may still like to see her name in thepaper, and the hard-working but rarely seen accountant whovolunteered to keep the books will continue to do soand en-joy itif he gets a few kind words at the Annual Meeting."

There is a public relations technique of recognition. Whenimplemented with honesty and imagination, it can reach manypersons with one promotion. "National Newspaper BoysWeek," "Teacher Recognition Day" or "National SecretariesWeek" honor and praise many dedicated persons at one time.This gives an added opportunity to thank someone who ishelping you above and beyond their regular duties for whichthey have been employed. The same application may be madeto all the hospital volunteers in the city or all tutors in all theagencies in town. A neva article telling their story and thetremendous service they give individually and collectively tobetter the community is a recognition for them all.

Volunteers who serve as members of an organization needsome recognition to initiate their interest and keep their inter-est. When they have accepted a nomination and been elected,they need to be welcomed, which is a form of recognition. Aletter of greeting from the president or an article about themin the newsletter whkh may tell something about their back-ground and personal interests will be well received.

A promotion within the organization should be recognizedin public and in print whether it is in a newsletter or theIiblic media.

Ways o1 giving recognition have been suggested by

personal ?raise of the volunteer on the Jobletters and postcards of thanksasking the advice of the volunteerespecially effectivewhen advice is followed!identification uniforms, pins, badges, etc., so thatothers may recognize them (this i3 a good recruitmentgimmick too)recognition of a special contribution that a volunteer hasmadegiving the volunteer a more complex assignmenttelling the committees and board about a volunteer's worknewspaper publicity and picturesspecial event award meetings

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a letter with clipping enclosed from a board member ex-pressing "Nice to read about you"

Reasons for giving recognition as reflected by volunteers maybefor interest shown by volunteerdependability, promptness, usefulnessinitiativa on the job

r quality and continuance of serviceextraordinary service givencomplete fulfillment of a job

Recognition and promotion should be given to volunteers,using criteria of merit and seniority and not on ability,

Th,. old adage - "'Tis better to give than t,) receive" appliesto giving recognition, for the person who has the privilege ofsaying thanks or gives an award benefits from that good feel-ing of doing something for someone else.

SPECIAL AWARDSSpecial awards may be made at annual meetings, at special

recognition parties such as teas, luncheons and dinners. Dur-ing National Hospital Week in the spring of the year, thethousands of hospital volunteers are honored by the gratefulstaff. The Volunteer Coordinator may recruit a new contin-gent of volunteers to help plan the party, with decorations,favors, special music, a speaker and refreshments. Theyhave Certificates of Appreciation, Outstanding Service andDevotion to Duty for specified hours of service.

Other groups have a variety of award:, many of them avail-able from their national organization with criteria developedfor various services. Advantages of this plan are that every-one receives the same award for similar services and the costis lower because they are produced in a large quantity. A diecut is an expensive part of a pin or plaque and If it is made atnational headquarters for all divisions and chapters, the costwill be infinitesimal when prorated among everyone.

In some instances monetary awards are given. Savingsbonds or scholarships are given to students who submit thebest posters depicting why you should not smoke or how chil-

156

dren should cross the street. Annual cash awards are givenby Lane Bryant, New York specialty store, for exceptionalvoluntary service.

Certificates of appreination may be of varying sizes andcomposition. An appcaling certificate for a Head Start pro-gram is exhibited at the end of this chapter.

A meaningful way of presenting certificates may beplanned. It is better to go t4 a high school assembly to presentan award to students before their peers than to have themcome to your board meeting to receive it.

PREPARATIONS FOR A

SPECIAL AWARD CEREMONY

A recognition committee may have been planning the specialaward function all year, or an ad hoc committee may be ap-pointed. The planning should consider

s naming the event with a descriptive title that has appealand clearingchoosing the date with other organizations; the Chamberof Commerce or library may keep a calendar of c-.2.nts

developing the guest listdesignating the recipients of awardsarranging for parking and transportationhospitalityname badges, greetings, signs, etc.tours when availabledecorations, refreshments and courtesies to guest speak-

erspubi city, pre-event and post-eve:A. (see Chapter V)appreciation after event to all who planned and imple-mented functionpreparing report of all stages of function

We give recognition to volunteers for their sincere interestin rendering service, their willingness to accept standards oftraining, conduct and supervision, and their sense of responsi-bility and dependability, and for their personality traits oftact, patience, sympathetic understanding, kindness, warmthand a sense of humor.

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"The most agreeable recompense which we canreceive for things which we have done is tosee them known, to have them applauded withpraises which honor us."

Jean Baptiste Moliere1622 - 1673

THE AMERICAN NATIONAL RED CROSSA Bill of Rights for Volunteers . . . . And A Code of Respon-sibility*1. Eyery Volunteer has:

1. The right to be treated as a co-worker... not just free help.. not as a prima donna

1I. The right to a suitable assibarnent... with consideration P.r personal preference, tempera-ment, life experience, education, ani employment back-gi _und

III. The right to know as much about the organization aspossible. . . its policies. . . its people

, . its programs

V. The right to training for the job... thoughtfully planned and effectively presented train-ing

V. The right to continuing einemio» on the job... as a follow -up to initi, l training

information about new developments, training for greater responsibility

VI. The right to sound guidance and direction. . . by someone who is experienced, well-Informed, pa-tient, and thoughtful

ana 1,:lo has the time to invest in giving guidance

*Reprinted by permission of the Office of Volunteers, Ameri-can National Red Cross.

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1 5

VII. The right to a place to work... an orderly, designuied place... conducive to work

and worthy of the job to be done

VIII. The right to promotion and a variety of experience. . . through advancement to assignments of more re-sponsibility... through transfer from one activity to another

IX. The right to be heard. to have a part in planning. to feel free to make suggestions. to have respect shown for an honest opinion

X. The right to recognitionin the form of promotion

. . . and awards. through day-by-day expressions of appreciation. and by being treated as a Lona fkle co-worker

II. Correspondingly, you, as a volunteer should:

Be sure.Look into your heart and know that you really want tohelp other people.

Be convinced.Don't offer your services unless you believe in thevalue of what you are doing.

Be loyal.Offer suggestions, but don't "knock."

Accept the rules.Don't criticize what yoii don't urierstand. There maybe a good reason.

Speak up.Ask about things you don't understand. Don't coddleyour doubts and frustrations t.ntil they drive youaway, or turn you into a problem worker.

Be willing to lesrn.Training is essential to Any jobs well done.

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159

Keep on learning.Know all you can about your organization and yourjob.

Welcome supervision.You will do a better job and enjoy it rnorc if you aredoing what is expected of you.

Be dependable.Your work is your bond. Do what you have agreed todo. Don't make promises you can't keep.

Be a team player.Find a place for yours:If on the team. The lone oper-ator is pretty much out of place in today's complexcommunity.

WORKING WITH PEOPLE

A two-way communication process is essential in the estab-lishment of working relationships. Often, with the enabling(helping) process, non-verbal communication is equally asimportant as verbal communication. You will establish posi-tive relationships with people when you show:

1. Respect for the dignity of the person.2. Trust in the individual.3. Attitudes of care and concern for people.4. Readiness to share purpose of visit ur conversation.5. Good listening habits.6. Good observing techniques.7. Offers of requested information or help.8. Requests for needed information or help.5. Sharing information on a realistic and truthful basis

about what can be done, as well as what cannot be done.10. Assurance of confidentiality when this is possible.11, Recognition of the strengths of a person.12. Encouragement for use of those strengths.13. Recognition of helplessness of a person or situation.14. Offer of appropriate help when and wherever possible

through the enabling process.15. Permission of dependency.16. Pat's, ce.

lb,160

17. A sense of humor.18. Ability to take criticism.19. Ability to laugh at one's self.20. Capacity for admission of misi6.kes.21. Capacity for saying, "I don't know, but I'll try to find

out."22. Recognizing the feelings and attitudes that interfered.23. Dependability (keeping one's promises).24. Follow-up visits or telephone calls.25. Greater concern for needs of person than for own needs

hi terms of time, convenience, ete.26. Regard for people's physical and emotional well being.27. Readiness to let people work out their own plans and do

not impose yours.28. Ability to offer alternatives.29. Ability to let people set their own controls, not imposing

yours.30. Readiness to give praise whenever appropriate.

Source Unknown.

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1 E

this certificateof approciation

Is awarded tofor vokinteer son** to your SLACK HAWK COUNTY

HEAD START PROGRAMCR2r thrvuel the wars partirceetion of dry0441 ciim* tar to the

14 rf0,24* /rev rsd to ono to Attp *am Ailirwl ca tke pcsre .1441

Premilleat, tupptiftel A1,0114. tie. It:eclat.* Ikteoctor, tseopismei 1,,.

NA,Imo., Li. toile/ *triter, towime Otter wsr Invite*, UN /till

169 -

CHAPTER IX

RECORD KEEPING

Page

CONSOLIDATION OF RECORDS 164

CATEGORIES OF RECORDS 165

RECORDS FOR VOLUNTEER BUREAU 167

II tiiti NIM is1/1 licisl NI

H3

CHAPTER IX

RECORD KEEPING

Records are to the volunteer service wnat food is to thebody. They provide the necessary nourishment to keep theprogram sustained and growing. Record keeping is the rev-elation of the performance of the volunteer program, indicat-ing that degree of success being accomplish:A

Facts, not fables, provide the statistics to evaluate. Butfacts must have some foundation. Records are the foundationfor facts, which provide us with the foundation of knowledge.Volunteer coordinators and their boards and committees mustarm themselves with information based on facts to operate allsegments of the program.

Record keeping should be developed so that it is detailedenough for adequate control of volunteer activities, but not tothe point where files are cluttered with miscellaneous infor-mation that Is cumbersome and irrelevant. There are waysto avoid the complexircs that many persons and agenciesfind themselves in. Often more time is spent counting andrecording statistics than in finding the volunteers and puttingthem to work. Common record keeping faults determined bymany studies have found

elaborate and incomprehensible statistics of no value tothe current operationoutdated and useless card files of information not perti-nent to serviceduplicate forms and recordsunnecessary information requestedrecords scattered among too many staff persons andcommittee members

All of these faults ma, be corrected by

an annurd housecleaning sessiA, eliminating the unnec-essaryevaluation of registration and request cards to determineif only pertinent questions are asked

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request that all files be kept in the office, with committeemembers using them in the offirl

e general streamlining of procedures

Many coordinators may not be aware of the defects of theirpresent record system. Some personnel dislike records andpaper shuffling but relying on the coordinator's memory willnot substantiate the facts. Frets must act be inventedinven-tion ma: be to deceive. Accuracy depends on facts and formswhich s:.ould be designed for the purpose of keeping the rightkind of records. An ad hoc committee of specialists may beneeded to revise the system, to update the cards and to developa system of recording information gathered. Systems andprocedure analysts could establish a good pattern to set you onOle right road, and then it is the coord:nator's responsibilityto understand the system and keep it operating.

Record keeping provides a continuity of the program. Thefollowing information should be registered for the use of allsteps of the organization and implementation

characteristics of the volunteeragesexmobilityproficiencyabilityknowledgebehavior pattern

characteristics of the agencyinterestneedfacilitiessupervisionscope ar.d depth of program

interpretation of these records, when tabulated can pointout the kind of volunteer you need to recruit. If you havestatistics at the end of a summer program that more sixteenyear old boys spent longer hs,nrs and more days improving aday camp for retarded children, it would be logical the nextspring to direct your recnitment toward sixteen year oldboys. The records point out that husky young men, old enoughto be mobile because they have recently obtained their driver's

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license, enjoy being outside and helping the handicapped. Itshould also indicate that the agency's program satisfied theseboys with their client's need for help, improved facilities andchat good supervision was given to maintain their interest.

Volunteers like to have themselves identified in a record.It is satisfying to them to know that they have contributed"x" amount of service hours and produced "y" number of ma-terials for your program. Volunteers should help devise andevaluate the forms used in records and assist in the keepingof records. Their viewpoint AM offer a fresh approach andmaintain their interest when they see other v )lunteers' per-formances, whether good or poor.

Follow-up work on the reasons you lose the volunteer maybe done in a frank basis from the records. There is no way tocamouflage statistics and if your agency has a high attritionrate, a thorough anrlysis should be made of all operations.Check lists you have madc for yourselves to evaluate proce-dures of interviewing, placement, orientation, supervision, etc.should be broug9 forward and scrutinized to find your weak-nesses.

CONSOLIDATION OF RECORDrRecords and reports may originate In mar,Artments,

but they should routinely be compiled and fc pled b thecentral office for evaluation by the Vo!untf Coordinator,other staff, the board and committees. Each I .arnitteehave a regular report of this feed-back. The publicity commit-tee can function better if they know from what source thegreatest numbtr of recruits are learning about the program.Interviewers CAI judge the success of ti eir performance bythe rate of attrition, but this fault should also he placed onthe quality of supervision by the agency. The 3peakero' bu-reau and recruitment committee will measure the effectiv&nem of their efforts by the response from whatever publicsthey have (or have not) been reaching.

In a school volunteer program, esch school will have differ-ent accounts of

number of volunteers usedcharacteristics of volunteers

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areas of service performednumber of hours of service (total and average per volun-teer)how many students wer' .elpedquality of help givenrezult of students' performance after help from volunteerparents' response to volunteer

This 1 aper work and reports should 11. well planned so thatthey will contribute this information in the most concise,usable form to help both the coordinator of the school volun-teer program and the school personnel who must to responsi-ble for these reports. It is our purpose to relieve them ofduties rather than burden them with time-consuming details,but after volunteers have been thoroughly oriented to keepingthese records, very little supervisory time will be necessary.

Progress reports should be /hide at definite periods so theymay be consolidated and total re.tords compiled for board andcommittee rep' rts. Progress and review discussions providethe opportunity to advance the program.

CATEGORIES OF RECORDSIn agencies, volunteer personne: records should be kept for

p'irpose of job classification, promotion, demotion or firing(see Chapte: VIII), and recognition. A typical file card on Ivolunteer in an agency after assignment may give the follow-ing information:

VOLUNTEER ASSIGNMENT

NAME Sally SmithADDRESS 1234 Grand Avenue PHONE 2494492ASSIGNMENT:

DEPARTMENT Library

DUTY Catalog books

DAY Thursday HOURS S:00 to 11:30 A.M.LOCATION Wa,hington High School, Tenth and Ash StreetsRESPONSIBLE TO Mary Jones, Librarian

ORIENTATION COMPLETE: 2/15/69

IN SERVICE TRAINING 416-9169-11/69

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Also program, files should be maintained, cataloging thedifferent volunteer job rithin the agency, the skill require-ment needed, hours of duty and numb of volunteers neededeach hour. If you refer to the areas of volunteer service inChapter II, for Illustration we use all of the different needsin a hospital and they may be set up in categorical serviceareas. Using the example of the gift shop operation, the fol-lowing card reads

DEPARTMENT

LOCATIONHOURSDA YS---

GIFT SHOPFirst floor off main /01)17

2:00 to 4:00 P.M. - 6:30 to 8:00 P.M.

3fonday xTuesday x Friday xWednesday x Saturday xThursday x Sunday x

VC-UNTEERS NEEDED- - 2 each period, each dayDUTIES

RESPONSIBLE TOUNIFORMORIENTATIONIN-SERVICE

Sales, operate cash register, replenishsupplies, dust and arrange merchandise

Chairman, Gift Shop CommitteeSmock Furnished2 hours before starting

hour monthly

(Front)

ASSIGNED

MONDAY 2:00.4:00 P.M.6:30.8:00 P.M.

1.I.

Mary Smith 2. Susan JonesJane Brown 2. Tom Brown

TUESDAa: 2:00.4:00 P.M. 1. etc._ 2. etc6:30-8:00 P.M. 1. 2.

WEDNESDLY 2:00-4:00 P.M. 1. 2.6:30-8:00 P.M. 1. .. ....____

THURSDAY 2:00-4:00 P M. 1

610-8:00 P.M. 1 _FRIDAY 2:00.4:00 P.M. 1. .... .... 2. .... _

6:30-8:00 P 11i. L ._...... _...... 2.SATURDAY 2:00-4:00 P.M. 1. ._..... _

6:30-8:00 P.M. 1. .... 2,SUNDAY 2:00-4:00P.M. 1.

6:30-8:00 P.M. 1.

SUBSTITUTES: Joan Greta, 298-5432 Sally Peters, 243.9876

(Back)

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Similar cards may he made fol other Gift Shop duties, suchasDutytake inventory and prepare purchase orderTimetwo hours one day per week

Or for another job assignment, it may be

DepartmentPharmacy LaboratoryDutyClean laboratory equipmefitTime-3:0C to 5:00 P.M. Tuesday and Friday

Budgrt and expense Ms are the third kind of records nec-essary. The complexity of these will depend on the program.In a hospital where there are many items to be purchased, suchas gifts for the gift shop, food for the snack shop, smocks, in-signia, materials for a fund raising drive and all the othernumerous items and details, complete records are importantof each business transaction, so that profit and loss may becomputed for each operation. Each committee chairmanshould be well oriented as to how much is budgeter for thatdepartment and a monthly report should be available. Controlof funding and approval of expenditures should be well de-fined, keeping each line item within its budgeted amount.Receipts for expenses should be attached to all bil'. for acorrect justification of orders and purchases.

RE,.ORDS FOR VOLUNTEER BUREAUThe majority of the records pertinent for agency functions

will apply to operations of the Volunteer Bureau. Differentforms will be used, as seen in Chapter VI, as the Bureau'srecords must reflect the referr :'s to other agencies, ratherthan the direct placement within the agency. If the Bureau issuccessful in recruiting and placing most of the volunteers inthe community, their most important records will be in theareas of publicity, recruitment, referrals and follow-up, andnot as concerned with the job placement, specific wientationand training, recognition and promotion within the agency.It is cichable to devise forms that will record the quality ofthe volunteer service, and not just the quantity of volunteersrecruited. A nurse who manages a complete health serviceand makes possible total immunization for the children of aday earE center is providing far-reaching effects. This is a

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true quality service, reaching into homes where mothers arelearning better health care for their children and peers of thepie-school children have healthier, happier lives also as aresult.

A Volunteer Bureau is serving the whole community andrecords should relate the availability of specialty persons whoprovide on-call service as needed. The initial survey conductedby the Bureau before it began its operation reflected the needfor volunteers and the number serving. This chronicle wasonly valuable at that time and a new accounting should bemade pt:lodically.

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CHAPTER X

BUDGETS AND FINANCING

BUDGETS

FINANCING

Page

170

174

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CHAPTER X

BUDGETS AND FINANCING

In an agency, the budget should allow for the expenses in-volved with operating a volunteer program. The service isnot free, but a successfully run volunteer program will morethan pay for itself if it is well operated. Returns to the agencymay come through

better service to the clients or patients, often a volunteercan reach a troubled client and obtain a response fromthem that a paid worker can never achievemore service to the clients or patients; staff in hospitals,clinics, social service agencies and other service agenciescannot possibly provide all the hours of services neededgood public relations; the volunteer is the link betweenthe clients and the community to tell your story and in-terpret a poor or a good program to those who may becontrolling the agency or to the public who supports theagencyfind raising eff nts of the volunteers, who can be respon-sible for securing all the funds to be budgetedvolunteer speakers, who interpret the service and caninfluence the voting tax payers or the contributors to

support the organizationprofessional volunteers, whose services usually could notbe budgetedadministrative volunteers, who advise arid function askeeper of the funds and who provide free services in op-erating the agency's businessvolunteers who donate funds and equipment to operatethe program

The staff, the budget committee and the board need to becar-sighted to budget for personnel, space, equipment andgenera) (ice expenses to provide the leadership and super-vision that volunteers expect and need.

Many items needed for materials, meetings, and equipmentmay be donated, hat this may short regular donations whenfund raising rime comes, so this should be considereci. On the

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other hand, many businesses can donate more to an organiza-tion through giving materials than funds. They can take theretail value of an item as an income tax deduction while donat-ing it at cost. There is not this leeway in cash donations.

The services of a volunteer coordinator may also be donated,but the hours involved usually warrant paying a person forhalf or full-time employment, unless you find a very unusualfull -time volunteer. And they do exist!

A minimum budget should allow for personnel and fringebenciits, travel expenses, program and general office ex-penses. A tentative budget might L., planned as follows:

I. PERSONNELHalf time Full time

Director $3,000 $ 7,000Secretary 1,500 3,000Employee benefits (average-10;6

of salaries) 950 1,000

Total 4,950 or 11,C70 $11,C30

II. TRAVELLocalmileage et to 100 per mile!ilea Is allowed when representing agencyConference s

150200

HI. 1'ROSRA51Brochures, bookmarks sad promotion

materials 100Record and operating cards and forms 100Newsletter, Annual report, etc. 50Resource books and materials 2,Annual meeting and recognition 25

IV. k3ENERAL OFF1rE E PENSESRent 600Telephone 200Utilities 150Maintenance 60Postage 300Office supplies (stationery, cn,el,pea,

paper clips, ruobtr bands, calendars,pens, penoils, carbon, dittos, mats,note books, paper, card files, dividers,folders, etc.) 204

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aro

300

Item III, PROGRAM includes materials to communicateyour storypublicity materials, office forms and reports.In addition, there are excellent resource books available forthe use of staff and volunteer committeemen, and some bud-get suould be allowed for the purchase of these. Annualmeeting expenses may include invitations, programs, annualreports, decorations and centerpieces. Recognition may coin-cide with the annual meeting or be another event during theyear, but some tangible awards are usually desirable to givethe volunteers and honored recipients. The budget will deter-mine how elaborate the certificates, pins, tie tacs, plaques, etc.may be, or if corsages or bouquets are to be presented.Elaborate awards are really not necessary, and devoted volun-teers will realize that there are more important uses for theagency's money, such as providing service to the clieu:3.

Item IV, GENERAL OFFICE EXPENSE applies to theoperation of the organization. F.ent, telephone, utilities andmaintenance were itemized in the sample budget as minimumcosts, and these may he donated by the fostering agency as apar', of the over-all operation. Maintenance may be done bystaff, but janitorial duties are not the most pleasant whenwearing' office clothes. and funds are needed to at least have

asie hauled away. The telephone amount budgeted does notincluda long distance calls nor the cost of installation, whichis considerable if extensions, hold buttons, lights ar ..I push.1, Mons are usu.]. If volunteers interview, it is important fortiv,r6 to bare a separate phone.

The amount of mailings, promotional material, meetingnotices and minutes sent will govern the postage item, and-.;ce versa. A limited postage budget can restiict your pro-gram. An alticipated increase in postal rates should beallowed in planning future budgets, and an expectation thatthis line item in the present budget may be exceeded.

MI items of office supplies should be considered in the initialbudget, and then is following years, estimates may be madefrom the first year's usage and the increase to be expected inmaterials as the program expands. All supplies may not bedepleted the first year, but inventories should be made andkept up-to-date to anticipate the movement of supplies. Theoriginal supply of dividers, folders, card files, etc. may sufficefor a few years.

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V. OFFICE EQUIPMENT

2 desks3 to 4 chairs (or more)Typewriter(s)File cabinetBook caseWaste basketsBulletin boardsFile basketsInsurance on equipment and materialsTypewriter service contract

$2,000TOTAL $15,150

Considerations may be matte abl tit all sections of this bud-get. Under Item I, PERSONNEL, the funds available mayallow no more salary than for half-time personnel. If so, adirector and the secretary may wish to schedule their time sothe office ib staffed more hours of the day, although someshared time for communication and planning should be al-lowed. For a lesser salary, the secretary should not be expect-ed to assume the same responsibility as the director, when sheis in the office alone. The suggested salary scale is fairly low,unless the agency program is very small; and higher salariesmay have to be paid to attract the right personnel. Allowancefor incremelt in salaries should be planned for each year, anda corresponding sum in the ten percent cost of employee bene-fits. The fringe benefits allowed employees should includehospitalization insurance, the employer's share of social se-curity (&.2% of all salaries paid), and retirement benefits,particularly if this is included in the personnel policies for allstaff. If the volunteer program is operated independently,liability insurance should be investigated to cover employees,volunteers and clients on the premises.

Item H, TRAVEL may be as flexible as the budget will al-low. It is important and considerate to allow mileage for thedirector, whose mobility may be an important part of the job.Attending meetings %there the volunteer serrice should berepresented is good public relations, but the cost of meals inmost hotels and public meeting places is increasing constantly,and this should not have to be an out-of-pocket expense for thedirector. To increase the director's competence, attendance atmeetings and conferences is important and a minimum of oneconference a year should be allowed in a budget.

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Item V, OFFICE EQUIPMENT may be one of the mostcostly or the least, depending upon the situation. Your par-ent organization may have all of this equipment available foryou, and may also provide the insurance coverage. If youare not so fortunate, you may secure donations of equipment,buy used furniture, or purchase all price ranges of new furni-ture, from utilitarian to very fancy.

FINANCINGResources for financing may come easily or it may take

great effort to find adequate funds. The success of out-standing volunteer programs in the community motivatesother organizations to plan and budget for one. The expendi-tures involving staff time to plan and implement a volunteerprogram costs money, whether staff is being loaned fromanother service, or if new staff is employed. Agencies shouldbe urged to provide enough finances to operate a good serviceand should obtain a commitment from boards that futurefunding will be available. No programs should he storiedthat cannot be continued.

Initial plans should establish criteria for using volunteersby surveying the

benefit to the public And clientsbenefit to the organizationbenefit to the volunteer

The best justification for funds to support a volunteer pro-gram should be evident in the benefit to the public and clientsbenefits that would nut have been possible without volunteerservices. When you can document the improvement it, pa-tients' services, increased knowledge among the public ofprevention of diseases, or a faster rate of learning amongchildren whom have been tuiorecl, you can prove the impor-tance of an investmeJt in the volunteer program. These arethe facts you must document and lake to the budget committeeor board to request a volunteer program budget be allowed.

At the 'Western Area Conference of the Association ofVolunteer Bureaus of America in March, 1968 at ExcelsiorSprings, Missout I, results of a workshop session outlined the

1/1

following justification for funds for establishing a volunteerbureau:

1. That a Volunteer Bureau established an opportunity forthe development of new careers by involving volunteersin work where they can explore their interest and ability.

2. That the Volunteer Bureau saves agencies money by pro-viding them with volunteer workers rather thorn theneed to enlarge staff.

3. That the 'Volunteer Bureau assists agencies in the devel-opment .:nd co-ordination of programs so that they mightbe more ffective.

4. T1,1t. the Volunteer Bureau assists in public relationswork fl reby saviug the agencies money in the expendi-tures of lic relations funds and advertising funds.

5. That L' c Volunteer Bureau assists agencies as well asenumberable civic organizations and projects in fundrat thereby saving the community money.

6. '1 hat the Volunteer Bureau assists in certain specialproj, As throughout the year, such as Christmas Bureaus,saving funding of staff.

7. The Volunteer Bureau initiates new thoughts and pro.trams throughout the community and provides cervicesElia( have never before been provided on a voluntaryI .tQls. Example: bay Care Centers that are run corn-plete'y by volunteers in churches.

F Ni -! the Volunteer Bureau involves citizens in the com-tuAll.'; who otherwise would not be involved, and therebythe e citizens devote not only time but money In certainak,elicies and projects.

I)11 Volunteer Bureaus salvage the unsaivagable, byf.nd,,ig work for those who are apathetic or who havenever 1,2fore become involved in community work, there-

r. mot ng a certain negative aspect of the community.

T),P,:e facts . holi1d convince the branch of the United Cornmt,nity Fonds and Councils in your community that theseadvantage: to the citizens of the community and to theirtrembet vette' A and other agencies in the community war-

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rant a portion if their budget. In addition, when they pro-vide sponsorship, many of the expenses do not have to beduplicated, as they can provide the housing, telephone answer-ing, printing, and many other benefits.

Many new resources of funding are available today thanhave ever been before, Governmental programs are fundingvolunteer programs in welfare, education and health depart-ments, and Vista workers are being assigned to communitiesto coordinate volunteer services. Poverty programs have madetremendous strides in initiating and implementing coordinatedservices, organized and operated by volunteers from withinand outside of the poverty areas.

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CHAPTER XI

EVALUATION OF PROGRAM

Page

METHODS 178

EFFECTIVENESS 182

EVALUATION CHECKLIST 182

ACCOMPLISHMENT AND RESULTS 189

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CHAPTER XI

EVALUATION OF PROGRAM

Evaluation or appraisal is a systematic procedure, accord-ing to a plan and supported by information. Personal judg-ment or bias should not be allowed to influence values.Performance as compared against the established program,determining areas of weakness and strengths should beconstantly evaluated. From the initiatiol of the program,check lists should be built into each area of concern, and asthe program continues, spot checks reed to be made. Thistiming allows for an opportunity to make changes to imprthe service, rather than waiting until th? program is con-cluded and there is no use for evaluation.

Observations a»d supplementary information over a periodof time long enough to show results should be considered.

METHODS

Basically there are two ways to evaluate and many varia-tions of these two ways

statistics compiled from records, andby means of a survey, which may be taken

door to doorby telephoneby mail questionnairespot check of membershipthrough an ad hoc committee

A material check list survey may he sent to volunteers whoare working in a now vest-pocket park during the summermonths. Do they have toys, games, fencing, balls and bats,picnic tables, coloring books, crayons, trash cans, and otherEquipment" This is an evaluation of maorials necessary fora recreation program.

There are differcnt ways of asking the same questions inthe questionnaire. If we use an example of promptness of

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volunteers for the opening of the thk ift shop in the settlementhr 'Ise, we may ask-

1. Were volunteers on time for work? Circle onenever seldom usualt.y always

2. Were volunteers on time for work? Circle degree ofpromptness:

never 1 2 3 4 5 always

3. I feel that volunteers could have been encouraged to be

prompt by4. Was promptness of volunteers reporting for work an

asset to the success of the program? Yes No

CommentsFor purposes of rating, those surveyed should be given

some definitions of levels of performance they are being askedto use. A criteria such as the following may be presented tothemPoor--Definitely below the requirements presen' ed

FairAn average l ?rformance, or meets minimum require-ments

GoodAll requirements were completed in a satisfactorymanner

ExcellentAll requirements were completed in a satisfactorymanner and many of them were accomplished by a super-ior and sustained performance

OutstandingAll requirements were completed in a superiormanner

An impartial interview is another technique for evaluation.If you are conducting a six week institute and wish to knowif it is successful and to what degree, you may find an unre-lated, 'mpartial person who will question the participantsabout their judgment of the class presentations. The partici-pants will air their views more readily to a stranger.

The supervisor of volunteers may apply a rating sheet todetermine if the volunteers understand how to use the skillsthey have been taught in their orientat:on and in-servicetraining. A sample questionnaire may he developed similar

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this one if you are evaluating the ability to operate and usemedia equipment in a school volunteer program

VOLUNTEER SCHOOLCAN ALREADYOPERATE

SATISFACTORILYDEMONSTR'D SKILL

1. Opaque projector

I. Overhead projector

S. Filmstrip and elide projector

1. Eight millimeter motion picture projector

5, Sixteen millimeter motion picture projector

O. Thirty-Dye millimeter slide projector

7. Tape recorder

A. Record player

9. Language muter

10. Video tape recorder

II. Teaching machines_...

It. Reading marlines

In a fund raising campaign, different values must be ex-amineci to appraise the results. The inventory may ask thefollowing questions

have you met your monetary goals?have lines of communication between all levels of thefund raising organization been maintained as well asthey should have?does eytt .one reporting know what they really are sup-posed to he accomplishing?have they in turn reported this knowledge down the line?does each door-to-door collector know the purpose oftheir call?

Along the way you should ask three basic questions. -

1. What should the volunteer have done?2. Did he do it?3. If notwhy not?

The first question will be answered by your job description,which sets up performance yardsticks agreed upon by the

ISO-

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volunteer coordinator and the volunteer, or the volunteerrecruiter and the volunteer. Just as in a business where anemploy:r and employee evaluate job performance, the volun-teer :.th:Juld have the opportunity to discuss three questionswith his on-the-job supervisor. Correcting, commending andrewarding are all evaluative words. You should not beapprehensive about evaluating volunteers; it needs to be doneon the job, with the volunteer. They will voice their ownevaluation and tell you where they need more supervision.

A sincere volunteer will be anxious to reach his perform-ance goals as outlined in the beginning, and needs some guid-ance if he strays unknowingly.

A student who is receiving tutoring help from you may begiven a progress chart or graph to evaluate his progress inschool. This gives him a* d you an understandable picture ofwhat is happening to hi i ,r ling.

Grade

100908070605040SO--

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Math Tests

Or you might have hhome, to keep recordsAnalyzing these over ameat if his study hours

im chart his daily schedule of time atof what he does in after-school hours.period of time may reflect an improve-have been utilized.

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-1-1

EFFECTIVENESS

The ability to direct work effectively involves the system ofplandocheck. This is a challenging directive for a vol-unteer coordinator, who has many persons reporting to him,and coordination of relationships is a number one skill re-quirement. Good coordination will occur when the activitiesof the volunteers mesh smoothly with a minimum of delays,confusion and disappointments to the clients.

The effectiveness of any volunteer program is like holdinga mirror to reflect the benefits to the community from youiservice. Progress or regression will be reflected from theanalysis you and your organization make.

The Volunteer Bureau of Boston, Massachusetts provideseffective evaluation checklist for a volunteer coordinator intheir publication "Let's Measure Up!". Answer the followingquestions, and then begi,i with your weakest areas to buildand reinforce the program.

EVALUATION CHECKLISTFOR VOLUNTEER COORDINATOR

ACCEPTANCE BY STAFFDoes the volunteer program in your agency have the com-plete support and approval of the administration?

Does the entire staff understand why volunteers are be-ing used in the agency?

Are all staff mentlers familiar with the ways in whichvolunteers are being used and in what areas they will beworking?

Is staff prepared as to what to expect of volunteers?Volunteer commitment is sometimes not clear?

Do staff members realize %that volunteers expect ofthem?

Are staff responsibilities in regard to the volunteer pro-gram taken into consideration?

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RECRUITMENTDo you know how and where your agency is going to usevolunteers before you start to recruit?

Are you able to recruit the types of volunteers you need?

Do you make known your agency's volunteer needsthrough:

brocnures?newspaper articles?radio & TV announcements?talks to groups?come & see tours?

Do you use a variety of sources for obtaining volunteers:your board members?friends of your volunteers?neighborhood people?Volunteer But-eau?churches?

Have you tried using new volunteer potential as thL.y be-come available:

high school students?college students?retirees?employed men and women?dub groups?

Would you consider any adjustment of your program toaccommodate:

the hours that present day volunteers have available ?the particular services or skills that individuals or

groups of volunteers may have to offer?those people who are trying to meet special needs of

their own?

INTERVIEWING AND PLACEMENTAre prospective volunteers interviewed before they startwork in your agency?

Is the Interviewer a specially designated and qualifiedmember of the staffor of the volunteer or nintion?

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Do you allow sufficient time and privacy for a thorough,unhurried interview?

Are your registration cards designed to furnish usefulinformation?

Do you try to discover the volunteer's particular capa-bilities, interests and experienceand offer jobs thatare commensurate with these?

Are the volunteers' wishesand aversionsas to place-ment given consideration insofar as possible?

If the particular service a volunteer wishes to performcannot be used, do you offer a reasonable explanationand try to substitute other services that are needed andmay prove equally interesting?

have you drawn up good clear job descriptions?

When volunteers are assigned to a specific job, do theyknow :

what they are to do?when, where, to whom to report?how many hours they work?what additional training is required?what equipment to bring?

Is the importance of continuity of service in situationswhere the volunteer is working directly with clients orpatients stressed ?

Do you discuss a termination date for a specific assign-ment?

Do you leave a volunteer free to refuse an assignment inyour agency?

Are volunteers who cannot find the placement they wantwith you directed to another agency--or to the VolunteerBureau?

Hare 3 ou the ability to turn down a volunteer who is evi-dentiy unsuitable?

ORIENTATION AND TRAININGAre time and personnel for the orit itation of volunteersincluded in planning for your volunteer program?

Do all volunteers working in your agency understandwhy the job they are doing is necessary and how it fitsinto the total agency picture?

Are they given a place to work and to keep their belong-ings?

Are they introduced to staff members and volunteerswith whom they Wig be working?

Do your volunteers know what is expected of them as to:performance?r,ppe4 ranee?behavior?confidentiality?attitude toward clients or pati.nts ?

Can thLy differentiate between the role of the volunteerand that of staff?Have you prepared manuals or other :iteratur:: to helpvolunteers keep in mind the things they need to know?

Do you acquaint volunteers with the agency's total facili-ties and with the names of its various department heads?Are your volunteers sufficiently informed as to the agen-cy's purpose, program and philosophy to discuss theseintelligently with their families and friends?Do you give the volunteer an opportunity to acquire theskills needed for a particular assignment through:

formal training programs?cons13!ent on-the-job training?

Hare you explored community resources for types oftraining that your agency is unable to provide?Do you keep the orientation process from becoming pass-ive through:

periodic volunteer meetings?discussion sessions?invitations to pertinent workshops?suggested reading material?

SUPERVISIONHas your agency arl 'istration designated one person,staff member or L as the overall director of thevolunteer program?

Is the chain of command in your volunteer programclearly established?

Do your volunteers know to whom they are immtdiatelyresponsible:

to report to for work?to torn to for help and advice?to call w'en unable to be present?

Do they know when and where they can find their super-visor?

Is there always some experienced person available towork with new volunteers and show them what to do?

Do you keep track of how volunteers are getting along intheir jobs:

through an adequate system of records?through personal conferences'through contact with the supervisory personnel?

Do you let the volunteer who is doing well know that thisis so?

Is an attempt made to help the volunteer who is not doingwell by building up interest, increasing skills, instillingconfidence?

Are the channels of communication always open betweenyou and your volunteers?

REASSIGNMENTAre your volunteers assigned to a specific J'ob for a"trial period" at the end of which they may continue inthe saw, job, be assigned to another, or withdraw al-together?

Do you recognize that misplacement may be the causeof unsatisfactory performance and try to give volun-

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teers another opportunity to use their skills more pro-ductively?

Are your volunteers given a chance to change from onetype of service to another, to learn new skills, to assumepositions of greater responsibility?

Do volunteers feel free to terminate their service withthe agency after a reasonable length of time?. volunteers told that they may return to the Volun-teer Bureau or seek experience in another agency?

Do you make sure that all volunteers, whether they re-sign after long term service, or are released because theyhave not worked oat, leave with a pleasant feeling towardthe agency?

ASSIMILATIONDo you make it evident in all possible ways that yourvolunteers are needed and wanted?

Are they regarded as members of a partnership withoutwhom the agency's program would be the poorer?

Are volunteers kept informed of agency news and anychanges in agency program?

Do you invite your volunteers to take part in:general agency meetings?occasional staff meetings?anythiAg the agency does as a whole?

Are encouraged to make suggestions and do theirideas receive courteous attention?Do your volunteers feel so much a part of the agencythat nothing short of absolute necessity will seep themaway from the Job?

RECOGNITIONDo you fed 't Pt important to most human beings to betold that their efforts are appreciated?Does your agency make a point of saying "thank you" toits volunteers:

187

informally End personallyon a day-to-day basislformally and publiclyin .:-he presence of fellow

workers, staff, board members, clients or pa-tients, family and friends?

Are the volunteers in your agency identified in any waywhile on the job by:

badges?uniforms?

so that clients or patients, as well as staff, may knowwho they are and why they are there?Are you familiar with the Red Feather Certificates ofAppreciation that are available Through your local Vol-unteer Bureau?Have you developed your own system of awards?

certificates?pins?stripes?plaques?

Is any of your agency's publicity devoted to telling thestory of your volunteers' achievements?

EVALUATIONDoes your total plan for agency operation include a peri-odic stock Viking of the volunteer program?Do you naltiate the program in which they work as wellas the performince of the volunteer?Are volunteers an asset to your agency in the sense thatthey have

enriched your existing program?made possible the extension of services?made possible the inauguration of new services?served as first-rate public relations people?

If your volunteers appear to be a liability, have you con-sidered any new approaches that might convert them intoassets?

It. evaluating the volunteer program, do you include:a look at the structure as well as the content?an assmment of staff time put in measured

d

against volunteer performance?a disQussion of problems encountered?

Do both staff and administrationas well as the volun-teers themselvesparticipate in the evaluation?

Ifa:e you considered calling in an outside expert in orderto keep the evaluation more objective?

Are you prepared to receive the recommendations of anobjective evaluation and see to what extent your agencycan adopt them?

Do your staff members:

attend workshops on volunteers?talk to volunteer supervisors from other

agencies or areas of service?consult the Volunteer Bureau?Evaluation generally leads one to consider whethera project or service should be continued, whetherit should be discontinued, or whether it should takea new approach. It is generally clear that volun-teer leaders will want to continue a project orservice if they have agreed to do so for adjustedtime period and if their evaluation reveals thatthere is still a need for the service rendered.

Good evaluation promotes good programs!

ACCOMPLISHMENT AND RESULTS

Your statistics should be analyzed for the performance re-sults in relation to the agreed-upon goals of the program andall of its components. A good appraisal will present a totalpicture (If the performance of staff, board, committees, volun-teers and the benefits to those being served. A summary state-ment of all surveys and questionnaires should result in a guidet(, action. Results will develop god guidelines if the evalua-tion was done thoroughly, and the results were compared tothe job requirements and not to another person or anotherprogram.

If a volunteer continues on the job and the placement hasbeen successful, the evaluation timing was right. If the volun-

1±1

leer is dissatisfied, the reasons for this dissatisfaction shouldbe appraised, and a different placement may be desired.

Results of the evaluation should effect an immediate changein the program before further mistakes are made; and plansfor the following year should be made to provide a greaterdegree of excellence than evidenced in the current appraisal.Current status may be changed to a new progra ,1 designed formaximum service. Appraising and counseling efforts can be

directed to planning and operational improvements. Under-standing that change is something to look forward to, will

put the program into action.

19e

REFERENCE MATERIALS

Revised March, 1971

ABA FILM CATALOG, American Hospital AssociationADMINISTRATIVE ACTION: THE TECHNIQUES OF ORGANIZA-

TION & MANAGEItIENT, William II. Newmr, Prentice Hall Incor-porated, Englewood Cliffs, New Jersey

ADMINISTRATOR'S MEMOYOUTH TUTORING YOUTH. NationalCommis ion on Resources for Youth, 30i West 4Ith Street, New York,New York 10036

The ADVISORY COMMITTEE & VOCATIONAL EDUCATION, Ameri-can Vocations; Association, Publication Sales, 1510 II Street, North-west, Washington, D.C. 20005

AFTER SCHOOL STUDY CENTERSNew York CityPamphlet #2,Ellemrniary Program in Compensatory Education

AID TO DEPENDENT CHILDREN, State of Michigan Department ofSocial Services

AID TO THE BLIND, State of Michigan Department of Social ServicesAID TO THE DISABLED, State of Michigan psrtment of Social

ServicesALL ABOUT MEETINGS, Fern Long, Oceana Publications, Inc., 75

Main Street, Dobbs Ferry. New YorkALSO ..41ERICANS, Anna W. M. WolfAMERICAN ASSOCIATION OF VOLUNTEER SERVICE COORDINA-

TORS (Conference), 'Toward Bede, Winnetka Public SchoolsAMERICANS VOLUNTEER, U.S. Dept. of Labor, Manpower Adminis

t ration, Superintendent of Documents, U.S. Gov. Printing Office, Wash-ington, D.C. 20102

ANNUAL REPORTS, 13catriee K. lolleris, National Public Relations,Ceuncil of :Icalth & Welfare Set-v., 257 l'ark Avenue, South, NewYork, New York 10010

Mill IIMETIC CASTES AND ACTIVITIES, Wagner, hosier, GilloleY,Teachers Publishing Corporation, 23 Leroy Avenue, Darien, Connecti-cut 0620

1 he ART OF DECISION MAKING, Joseph D. Cooper, DoubledayCompany, 501 Franklin Avenue, Garden City, New York 11530

The ART OF DELEGATION, J. Donald Phillips, Leadership Booklets

BE A VOLUNTEER? WII AT'S THERE IN IT FOR MF ?, EnterprisePublications, 20 North Wacker Drive, ''hicago, Illinois 1./606

BEFORE THE MAYFLOWER, Leroy( Bennett, Jr., Penguire Books,7110 Ambassador Road, Baltimore, Maryland 21207

BEI TER BOARDS & COMMITTEES, Leadership Pamphlet #14, AdultEducation Assoc. of U.S.A.

Shefter's Guide to 11TTER COMPOSITIONS, Harry Shefter PocketBooks, Incorporated, c/o Simon & Schuster, Inc., One West 39th Street,New York, New York 10018

BETWEEN PARENT & CHILD, Haim Ginott, Macmil]an Company, 866Third Avenne, New York, New York 10022

BETWEEN PARENT & TEENAGER, Haim Girett, Ma. millan Company,846 Third Avenue, New it-1-k, Ne York 10022

A BLUEPRINT FOR BOARD MEMBERS, Della Schmidt, VolunteerRoicau, Omaha United Comm. Services, 1605 Harney Street, Omaha,Nebraska (.8102

The BOARD MENIBER'S MANL Al, Charlotte 1),-roorse tThe BOARD OF DIRECTORS OF A NEIGHBOR/1001) CENTER

FUNCTION, ORGANIZATION, RESPONSIBILITY, National Federa-tion of Settlement & Neighborhood Centers

BRIAN WILDSM1TH'S 1, 2, rs, Brian Wildsmith, FrankEn Watts, In-corporated, 575 Lexington Avenue, New York, New York 10022

BRIAN WILDSMITH's A B C's, Brion Wildsmith, Franklin Watts, In-corporated, 575 Lexington Avenue, New York, New York 10022191

BUSINESS INDUSTRY & EDUCATION, INC., Benjamin H. Purse,Superintendent of Documents, U.S. Government Printing Office, Wash-ington, D.C. 20402

The CHILD & SOCIETYThe Process of Socialization, Frederick Elkin,Random House, Westminster, Maryland 21167

The CHILDREN YOU HELP, Anna W. M. WolfThe CHILDREN'S BOOK ONHOW TO USE BOOKS AND LI-

BRARIES, Carolyn Nott & Leo Baisden, Charles Scribner's SonsShipping & Service Center, Freeland Avenue, Totowa, New Jersey47512

CHILDREN'S BOOKS TOO GOOD TO MISS, May Hill Arbuthnot, Pres..of Case Western Reserve University, Cleveland, Ohio 44106

CITIZEN ACTION TO CONTROL CRIME AND DELINQUENCYFifty Projects, National Council on Crime & Delinquency, 44 East 23rdStreet, New York, New York 10010

The CITIZEN VOLUNTEER, Nathaniel Cohen, Harper & RoweCIVIL RIGHTS GUARANTEESIN SOCIAL SERVICES PROGRAM,

State of Michigan Department of Social Services, Lansing, MichiganCOLLEGE VOLUNTEERSA GUIDE TO ACTION: HELPING STU-

DENTS TO HELP OTHERS, James Tanck, Superintendent of Docu-ments, U.S. Government Printing Office, Washington, D.C. 20402

COMBATING CHILD ABUSE, State of Michigan, Department of SocialServices, Lansing, Michigan

COMMITTEE COMMON SENSE, Audrey & Harleigh Trecker, White.side Incorporated, William Morrow & Company, Six Henderson Drive,West Caldwell, New Jersey 07006

COMMITTEESA Key to Group Leadership, Sheldon LawryCOMMUNICATION'S, Howard -Wilson, Administrative Research Assoc.,

Box 3, Deerfield, IllinoisCOMMUNITY GROUPS AND YOU, Henry & Elizabeth Swift, John Day

Company, 62 West 45th Street, New York, New York 10036CONDUCTING WORKSHOPS & INSTITUTES, Leadership Pamphlet

#9, Adult Education Assoc. of U.S.A.CONFERENCES THAT WORK, Leadership Pamphlet #1!, Adult Edu-

cation Assuc. of U.S.A.CONVERSATIONAL ENGI,ISH FOR THE NON-ENGLISH SPEAK-

ING CHILD, Nina Philli;s, New York City School Vol. Frog., 125West 51th Street, New Yolk, New York 10019

COORDINATOR'S GUIDE -- Volunteers & Volunteer Services in Schools,Janet Freund, Winnetka Public Schools

CORRECT LETTER WRITING, Watson, Bantam Books, Incorporated,271 Madison Avenue, New York, New York 10016

COUNSELING & INTERVIEWING ADULT STUDENTS, The NationalAssocia'iun for Public Schools, Adult Education, 1201 Sixteenth Street,14'.W , Washington D.C. 20036

A CRITICAL APPROACH TO CHILDREN'S LITERATURE, JamesSteel Smith, McGraw-Hill

The CULTURALLY DEPRIVED CHILD, Frank Riessrnan, Harper &Rowe

CURRENT THOUGHTS ON PUBLIC RELATIONS, A Collection ofcreches, M. W. Lads Publishing Company, 1260 Broadway, New York,New York 10001

The CURRICULLEJ ENRICHMENT SERIESA NEW DIMENSIONIN READINGPFX-PRIMER THROUGH GRADE 6

DARK rill TTO, Kenneth B. Clark, Harper & Rowe1)EALING WITH CONTROVERSY, Frances A. Koestler, National Pub-

lic Relations Council of Health & Welftre Services, 419 Park Avenue,New York 10416

DEMOCRACY IN AMERICA, Alexis DeTocqueviite, Vintage Booksadivision of Random House, Vestmirster, Maryland 21157

A DESIGN FOR LEARNING, Lois Leffler & Edythe Daehling, LutheranChurch We men, 200 Queen Lore, Philadelphia, Pennsylvania 19129

192

The DIRECTOR OF VOLUNTEERS AS A DZPARTMENT HEADreprint from Auxiliary LeaderJournal for Hospital Auxiliaries

DISPLAY & EXHIBIT HANDBOOK, William Hayett, Van NortrandReinhold Book Corp., Div. of Litton Educational Pub., 450 North 33rdStreet, New York, New York 10001

DYNAMICS 07? CITIZEN PARTICIPATION, National Federation ofSettlements & Neighborhood Centers

EDUCATIONAL GAMES AND ACTIVITIES, Wagner, Hosier, Black-man, Gillo ley, Teachers Publishing Corporation, 23 Leroy Avenue,Darien, Connecticut 06820

The EFFECTIVE BOARD, Cyril 0. Houle, Association PressEFFECTIVE COMMUNICATION A Guide to Employee on the Job

Communication for Eopervisors & Executives, M. Joseph Docker,Editor, American Mat.agement Association, 1615 Broadway, TimesSquare, New York 36, New York

EFFECTIVE COMMUNICATION ON THE JOB, M. Joseph Dooher,American Management Association

EFFECTIVE PUBLIC RELATIONS, Leadership Pamphlet #13, AdultEducation Assoc. of U.S.A.

EFFECTIVE PUBLIC RELATIONS FOR COMMUNITY GROUPS,Howard & Carol Levine, Association Press

AN EFFECTIVE TEACHER AIDE PROGRAM, Jeanne Wielgat, GeorgeA. Pflaum, 38 West Fifth Street, Dayton, Ohio 45402

ELEMENTARY ENGLISH, subscription, National Council of Teaceraof English, 608 South Sixth Street, Champaign, Illinois

ELEMENTARY READING CENTERS, Milwaukee, Wisconsin, Pamphlet#2, Elmenlary Program in Compensatory Education

ELEMENTARY SCHOOL LIBRARIES, Jean Elizabeth Lowrie TheJScarecrow Press, 62 Liberty Street, Box 656, Metuchen, New Jersey

08840The ELEMENTS. OF STYLE, William Strunk, Jr., The MacMillan Com-

pany, 866 Third Avenue, New vork, New York 10022

FAMILY TO FAMILY, Michael A. Cirrito, Ingham County Dept. of S^c.Serv., 5929 Executive Drive, Lansing, Michigan 48910

FIFTY YEARS OF CHILDREN'S BOOKS, Dora V. Smith, The NationalCouncil of Teachers of English, 508 South Sixth Street, Champaign,Illinois

FIRST ON THE AGENDAA GUIDE FOR BOARDS OF AGENCIES,Goyned Monroe

FOOD STAMP PROGRAM, State of Michigan Department of SocialServices, Lansing, Michigan

FOR ALL THE CRYING CHILDREN, Lloyd Armour, Broadman Press,127 Ninth Avenue, Nashville, Tennessee 37203

FOR THE VOLUNTEER TUTOR, Sidney Rauch, International ReadingAssoc.

FOR THOSE WHO MUST LEAD - -A Guide to Effective Management,Hillsdale College Faculty, Dartnell Corporation, Ravinswood Avenue,Chicago, Illinois 60640

FOR VOLUNTEERS WHO INTERVIEW, Welfare Council of Metropoli-tan Chicago, 123 West Madison Street, Chicago 2 Illinois

FROM THOUGHTS TO WORDS, Marlene Claus, Nat'onal Council ofTeachers of English, 508 South Sixth Street, Champagr. Illinois 61822

1:10FU RAISING MADE EASY, F,dwin S. Neuman & Lea J. Margotcn,Oceans Publications, 75 Main Street, Dobbs Ferry, New York

GAMES AND ACTIVITIES FR EARLY CHILDHOOD EDUCATION,Wagner, Gilloley, Roth, Cesirger, Teachers Publishing Corporation, 29Leroy Avenue, Darien, Connecticut 06820

GATEWAYS YO READABLE BOOKS, Strang-Phelps-With:ow, H. W.Wilson Company, Publishers of Indexes & Reference Work!, 950 Lint.%Trait). Menne, Bronx, New York 10452

193

GEMS FOR YOUR TREASURE, National Assoc. for Manufacturers,277 Park Avenue, New York, York 10017

The GENTLE LEGIONS (on Voluntary Health Agencies), RichardCarter, Doubleday, 501 Franklin Avenue, Garden City, New York 11530

'JETTING & KEEPING MEMBERS, Leadership Pamphlet #12, AdultEducation Assoc. of U.S.A.

GETTING BETTER RESULTS FROM SUBSTITUTES, TEACHERSAIDES & VOLUNTEERS, 1)r. Bryce Perkins, Harry A. Becker, Suc-cessful School Management Series, Prentice-Hall, Incorporated, Engle-wood Cliffs, New Jersey

GROUP MEMBER ROLES FOR GROUP EFFECTIVENESS, DarylHobbs & Ronald Powers, Iowa State University Cooperative ExtensionService, Ames, Iowa 60021

GROWING UP ABSURD, Paul Goodman, Random House, Westminster,Maryland 21157

A GUIDE TO VOLUNTEER SERVICES, Ann David, Cornerstone Li-brary, Incorporated, 630 Fifth Avenue, New York, New York 10020

GUIDANCE SERVICES FOR ADULTS, Volume XXX, Number 7, RoySimpson

GUIDEBOOK FOR THE VOLUNTEER READING TEACHER, LenoreSleisenger, Columbia University Teachers College Press, 440 West110 Street, New York, New York 10025

GUIDELINES, Community Volunteer Service, Social 'Welfare PlanningCouncil, New Orleans, Louisiana

GUIDELINES CONCERNING USE OF VOLUNTEERS IN HOSPITALDEPARTMENTS OF DIETETICS, American Hospital Association

GUIDELINES FOR AUXILIARY FUND RAISING, American HospitalAssociation

GUIDELINES FOR IMPROVING SKILLS IN INTERVIEWING, TheAmerican National Red Cross

GUIDELINES FOR STUDENT REFERRALS FOR THE VOLUNTEERPROGRAM, Braeside School, Highland Park, Illinois 60035

GUIDELINES FOR THE VOLUNTEER TUTOR, EPDA Volunteer Co-ordinator Training Program, Des Moines Area Community College,200G Ankeny Boulevard, .knkeny, Iowa 60021

GUIDELINES FOR USING,'. VOLUNTEERS IN DEPARTMENTS OFSOCIAL WORK IN HEALTH CARE INSTITUTIONS, American Ifos-

;1tal Association

HANDBOOK FOR AGENCY COORDINATORS FOR VOLUNTEERPROGRAMS INCLUDING STANDARDS, The Office of Administrations, Dr. Timothy W. Costello, Deputy Mayor-City Admin'strator,Room 1112, 250 Broadway, New York, New York 10007

HANDBOOK FOR THE VOLUNTEER TUTOR, International ReadingAssoc.

HANDBOOK FOR VOLUNTEER SERVICE IN THE ELEMENTARYSCHOOL LIBRARIES, Elnora M. Portteus, Cleveland Public Srbools,Cleveland, Ohio

A HANDBOOK OF ARTS & CRAFTS, Winkelman, Wigg, Wigg, Wil-liam C. Brown Company, Dubuque, Iowa

A HANDBOOK ON THr ORGANIZATION & OPERATION OF AVOLUNTEER SERVICE BUREAU. Volunteer Service Department,Community Chest & Council!, 155 East 44th Street, New York, NewYork

HANDBOOK ON VOLCNTE.ERS IN ARMY COMMUNITY SERVICE,Stanley- Levin, Neel Fatisien, Daniel Thurs.', Human Resources Re-earch Org.. 300 North 'Washington Street, Alexandria, Virginia 2Z.114

Project IlEADSTARI, 0E0 Pamphlet 610312--May 1P69, Office ofEconomic Opportunity, Project Headstart, Community Action Pro-gram, Washington, D.`7. 20506

HEADSTARTA Community Action Program, Project HEADSTART,Community Action E,ogyaro. Office of Economic Opportunity, Wash-ington, D.C. 20506

HELPING HANDS: VOLUNTEER WORK IN EDUCATION, GayleJanowitz, The University of Chicago Press, 5750 Ellis Avenue, Chicago,Illinois 60637

HELPING DISADVANI'AGED PUPILS TO LEARN MORE EASILY,Dr. Frank Riessman, Prentice-Hall, Incorporated, Englewood Cliffs,New Jersey

The HILLSDALE LEADERSHIP LETTER, subscription, LeadershipLetter, Hillsdale College, Hillsdale, Michigan

The HOSPITAL GOVERNING BOARD, American Hospital Association110W CHILDREN FAIL, John Holt, Pitman Publishing Corporation,

Six East 43rd Street, New York, New York 10017HOW CHILDREN LEARN, John Holt, Pitman Publishing Corporaticr,

Six East 43rd Street, New York, New York 10017HOW TO BE A BOARD OR COMMITTEE MEMBER, Roy Sorenson,

Association PressHOW TO BE A MODERN LEADER, Lawrence K. Frank, Association

PressHOW TO DEVELOP BETTER LEADERS, Malcolm & liu Ida Knowles,

Association PressHOW TO DEVELOP SELF-CONFIDENCE & INFLUENCE PEOPLE

BY PUBLIC SPEAKING, Dale Carnegie, Pocket Books elo Simon &Schuster, Inc., One West 39th Street, New York, New York 10018

HOW TO DOUBLE YOUR CHILD'S POWER TO READ, Dr. Arvi IleWheeler, Frederick Fell, Incorporated, 386 Park Avenue, South, NewYork, New York 10016

HOW TO HELP FOLKS HAVE FUN, Helen & Larry Eisenberg, Asso-ciation Press

!WWI 0 INCREASE READING ABILITY, Albert Harris, David McKayCompany, 760 Third Avenue, New York, New York 10017

HOW TO INTERVI'INV, Walter VanDyke & Bruce Victor Moore, Harper& Rowe

HOW TO LEAP DISCUSSIONS, Leadership Pamphlet #1, Adult Edu-cation Assoc. U.S.A.

HOW TO LEND GROUP SINGING, Helen & Larry Eisenberg, Assoc:a-t ion Fre 5.F

HOW TO ORGANIZE A CHILDREN'S LIBRARY, Dorothy H. Currie,Occana Publications, 75 Main Street, Dobbs Feny, New York 10522

HO's; TO PLAN AND CONDUCT WCPIKSHOPS & CONFERENCES,Richard Beckhard, Association Press

HOW 10 PREPARE TALKS & ORAL REPORTS, lia-ry Shefter, Wash-ington Sare Press, cio Simon & Schuster, One West 39th Street,

Pock, New York 10018DOW TO RUN MORE EFFECTIVE BUSINESS MEETINGS, B. Y.

Auger, Grossett & Dunlap, 51 Madison Avenue, New York, New York10010

HOW TO SELECT & DEVELOP L'';AMRS, Jack W. Taylor, McGraw-Hill

HOW TO SET UP A VOLUNTP 7.R TALENT POOL FOR COMMU-NITY SERVICE, Volunteer 1..zent Fool, 620 Lincoln Avenue, Win-rktks, Illinois 6003

HOW TO SUCCEED WITH VOLUNTEERS, David N. Church, No-tional Public Relations Council of Health & Welfare Services, tricot-porated, 257 Park Avenue, South, New York, New York 10010

HOW TO TEACH ADULTS, Leadership Pamphlet #5, Adult EducationAssoc. of U.S.A.

/IOW TO TEACH READING, Morton Rotel, Follett Educational Cor.[ ration, 1010 West Washington Boulevard, Chicago, Illinois 60607

HOW TO USE AUDIO-VISUAL MATERIALS, Bachrnan, AssociationPress

HOW TO USE ROLE PLAYING AND OTHER 7GOLS FOR LEARN-to1GLeadersbti Pamphlet #16, Adult Education Assoc. of U.S.A.

HOW TO USE n. .E PLAYING EFFECTIVEL", An Klein, AssociaLion Press 195

1 97

HOW TO WORK WITH GROUPS, Audrey & Harleigh Trecker, Women'sPress

HOW TO WORK WITH TEEN-AGE GROUPS, Dorothy M. Roberts, As-sociation Press

HOW TO WORK WITH VOLUNTEERS, Health & Welfare Council ofthe National Capital Area, 95 M Street, Southwest, Washington, D.C.20024

110W TO WRITE AND SPEAK EFFECTIVE ENGLISH, Edward FrankAllen, Fawcett Publications, 67 West 44th Street, New York, NewYork 10036

HUMAN RELATIONS FOR SUPERVISORS, Howard Wilson, Adminis-trative Research Assoc., Box 3, Deerfield, Illinois

IF YOU WANT AIR TIME, National Assoc. of Broadcasters PublicRelations Service, NAB, 1771 North Street, Northwest, Washington,D.C. 20036

INDUSTRY & EDUCATION: A NEW PARTNERSHIP, conference,New York, Dec. 4, 1968, U.S. Office of Education Coord. for CitizenParticipation, 400 Mary'and Avenue, Southwest, Washington, D.C.20202

INTENSIVE READING INSTRUCTIONAL TEAMS, Hartford, Con-necticutPamphlet #2, Elementary Program in Compensator? ndu-cation

INTERVIEWING- ITS PRINCIPLES & METHODS, Annette Garrett,Family Service Assoc. of America, 44 East 23rd Street, New York,New York 10010

INTRODUCTION TO GROUP DYNAMICS, Malcolm & Hulda Knowles,Association Press

ISSUES IN AMERICAN SOCIAL WORK, Columbia University Press,New York

IT'S CALLED FAMILY TO FAMILY, Volunteer Bureau, CommunityServices Council, 615 North Capitol Avenue, Lansing, Michigan 48914

JUNIOR IIIGH SUMMER INSTITUTES, New York CityPamphlet#4, Secondary Program in Compensatory Education

LANGUAGECMES,

Wagner. Hosier, Blackman Teachers PublishingCorporation, 2 Leroy Avenue, Darien, .rinecticut 06820

LAYMAN VOL NTEERSA POTENT SCHOOL RESOURCE, Mrs.Janet Freund, Winnetka Public Schools

The LEADER AND THE GROUP, Daryl J. Hobbs & Rona C. Power.,Iowa State University Cooperative Extension Service, Ames, Iowa50021

LEADERSHIP AND THE POWER OF IDEAS, 'Martin Tarcher, HarperRowe

LEARNING ABOUT CHILDREN, Rebekah M. Shuey, J. 13. Lippincott,Educational Publishing Division, East Washington Square, Philadelphia, Pennsylvania 19105

A LEARNING TEAM: TEACHER AND AUXILIARY, Gordon Klopf,Garda Bowman, Adena Joy, Michael Nellen, Bureau of EducationalPersonnel Development, U.S. Office of Education, 400 Maryland Ave-nue, Southwest, T1 ashington, D.C. 20202

LEARNING TO READTHE GREAT DEBATE, Jeanne Chall, Mc-GlaW-Bill

LET'S MEASURE UPI, Robert IL McCrecch, Center for ContinuingEducation, Northeastern Univrisity, 360 Huntington Avenue, Boston,Massachusetts 02115

LET'S READ TOGE1 HERBooks for Family Enjoyment, AmericanLibrary Association, 50 East Huron Street, Chicago, Illinois 60611

LISTENING GAMES, tl'agner, Hosier, Blackman! Teachers PublishingCorporation. 23 Leroy Avrnn., Path n, OC.620

The LIVES OF CI111.DREN, George Dennison, Random House, West-minster, Maryland 21157

111G

I `Jo

LIVING WITH YOURSELF, Howard Wilson, Administrative ResearchAssoc., Box 9, Deerfield, Illinois

MAKING THE MOST OF RADIOTV, Roy E. Johnson, National PublicRelations, Council of Health & Welfare Services, 257 Park Avenue,South, New York, New York 10010

MANAGEMENT IN ACTIONTHE ART OF GETTING THINGSDONE THROUGH PEOPLE, Laurence A. Apple', American Manage.

ment Assoc.MANAGEMENT PROCESSES. Howard Wilson, Administrative Re-

search Assoc., Box 3, Deer-lie IL IllinoisMANAGEMENT ROLE OF Ton DIRECTOR OF VOLUNTEERS, A. J.

Perry, The Auxiliary Leader, Journal for Hospital AuxiliariesMANAGERIAL PSYCHOLOGY, Harold H. Leavitt, University of Chi-

cago Press, 5750 Ellis Avenue, Chicago, Illinois 60637MANAGING FOR RESULTS, Peter F. Drucker, Harper & RoweMASTER CHAIRMANA Handbook of Parliamentary Procedure,

ASWSU Activities Center, Washington State University, Pullman,Washington

MATERIALS & PUI3L1CATIONS, New Jersey Community Action Train-ing Institute, 2465 South Broad Street, P.O. Box 4078, Trenton, NewJersey 08610

The MEETING WILL COME TO ORDER, Extension Bulletin 294, HaroldSporberg, Michigan State University Cooperative Extension Service,East Lansing, Michigan

MEETINGS BEGIN WITH l'EOPLE, .1. Donald Phillips, Laurence J.Taylor, Leadership Booklets

MEMBERSHIP HANDBOOK: A GUIDE FOR MEMBERSHIP CHAIR-MAN, The Sperry & Hutchinson Co. Consumer Relations Department,3003 East Kemper Road, Cincinnati, Ohio 45241

MOTIVATION, J. Donald Phillips, Leadership BookletsMY BOOK AND ME, Dr. Seusa & Roy McKee, Beginner Books, A Divi-

sion of Random House

NATIONAL SCHOOL VOLUNTEER PROGRAM KIT, Public EducationAssociation, 20 West 40th Street, New York, New York

NEIGHBORHOOD CENTERS SERVE THE TROUBLED, National Fed-eration of Settlements & Neighborhood Centers

NEW WAYS TO BETTER MEETINGS, Bert & Frances Strauss, TheViking Press, 625 Madison Avenue, New York, New York 10022

100,000 HOURS A WEEKVOLUNTEERS IN SERVICES TO YOUTHAND FAMILIES, National Federation of Settlements & NeighborhoodCenters

OLD AGE ASSISTANCE, State of ,Michigan Dept. of Social Services,Lansing, Michigan

OONE BY ONE Banlgan, Hampton Publishing Company, Chicago, IllinoisOPERATING MANUAL FOR VOLUNTEER TALENT POOL, Volun-

teer Talent Pool, 620 Lincoln Avenue, Winnetka, Illinois 60093OPERATION ONE TO ONEHandbook for Tutors, Cincinnati Public

Schools, Dept. of Field Management. Cincinna'tI, OhioOPPORTUNITIES FOR VOLUNTEERSIn Public Welfare Depart-

ments, U.S. Department of Health, Education & Welfare, WelfareAdministration, Washington. D.C. 20201

OUTDOOR GAMS, David Bushkin, Lion Press

PAMPHLETS: HOW TO WRITS & PRINT THEM, Alexander L. Cros-by, National Public Relations, Council of Health & Welfare Services,Incorporated, 257 Park Avenue, South, New York, New York 10010

PARENTS AS PARTNERS. Task Force on Parent Participation, U.S.Department of Health, Education & Welfare, Washington, D.C. 20201

A PARENT'S GUIDE TO CHILDREN'S READING, Nancy Larrick,Pocket Books, /, Division of Simon & Schuster, Incorporated, OneWest 39th Street, New York. New York 10018

197

PARLIAMENTARY PROCEDUREA PICTORIAL PRESENTATION,The Swallow Press, 1139 South Wabash Avenue, Chicago, Illinois1:003

PEOPLE WORKING TOGETHER, Chester R. Leighty, National Federation of Settlements & Neighborhood Centers

PERFORMANCE APPRAISALRESEARCH APPRAISAL, Holt, Rine.hart & Winston, 383 Madison Avenue, New York, New York 10017

The PERSONNEL. MAN AND 1115 JOB, American Management Assoc.PICTURES TELL YOUR STORY. Daniel J. Ransohoff, National Public

Relations Council of Health & Welfare Services, Incorporated, 267Park Avenue, South, New York, New York 10010

PINPOINTING THE PROBLEM AND DECISION MAKING, J. DonaldPhillips, Leadership Booklets

PLANNING BETTER PROGRAMS, Leadership Pamphlet #2, AdultEducation Assoc. of U.S.A.

PLANNING FOR VOLUNTEERS IN YOUR AGENCY'S PROGRAM,Health & Welfare, Council of The National Capital Arca. M Street,Southwest, Washington, D.C. 2002.1

PLANNING YOUR EXHIBIT, Janet Lane & Beatrice Tolleris, NationalPublic Relations Council of Health & Welfare Services, Incorporated,257 Park Avenue, South, New York, New York 10010

POP 1.11' RIDDLES. Cell, Random HousePRACTICAL GUIDE TO CONFERENCE LF.ADERSHIP:lohn Morgan,

McGraw-HillPRACTICAL INTERVIEWING, Glenn A. Brisson, American Manage

ment Assoc.PRACTICAL PUBLIC1TYA HANDBOOK FOR PUBLIC & PRIVATE

WORKERS, Herbert Jacobs, McGraw-HillPRESCHOOL EDUCATION TODAY, Doubleday et Company, 601

Franklin Avenue, Garden City, New York 11530PRESCHOOL PROGRAM, Fresno, CaliforniaPamphlet #1, Preschool

Program in Compensatory. EducationThe PROCESS OF EDUCATION, Jerome S. Brunner, Harvard Univer-

sity Press, 79 Garden Street, Cambridge, Massachusetts 02138The PROCESS OF MANAGEMENT CONCEPTS, BEHAVIOR &

PRACTICE, William H. Newman & Chrrles E. Summer, Jr., Prentice-Hall, Englewood Cliffs, New Jersey

PRODUCTIVE PRESS RELATIONS. John IL McMahon, National PublicRelations Council of Health & Welfare Services, Incorporated, 257Park Avenue, South, New York, New York 10010

PROGRAMMED TUTORIAL READING PROJECT, Indianapolis, Indi-ana Pamphlet #2, Elementary Program in Compensatory Education

PROJECT HEADSTART PARENT INVOLVEMENT, INorkbook ofTraining Tips for Head Start Staff-0E0 Pamphlet 6108.12, ProjectIleadstart, Community Action Program, Office of Economic Opporlu-rity, Washington, DX.

PROJECT HEADSTARTVolunteers in the Child Development CenterProgram 5 Project Ileadstart, Community Action Program, Office ofEconomic Opportunity, Washington, D.C.

PROJECT R3, San Jose, California, Pamphlet #4, Secondary Programin Compensatory Education

PUBLIC RELATIONS: A HANDBOOK FOR BUSINESS, LAIR,RCOMMUNITY LEADERS, Bulletin #48, Dave Nyatt, New YorkState SchAA of Industrial Labor Relations, Cornell University, Ithaca,New York

The PUBLIC RELATIONS COMMITTEE, David Church, National PublicRelations Council of Health & Welfare Service!, Incorporated, 257Park Avenue, South, New itrk, New York 10010

PUBLIC RELATIONS IDEA BOOK, Printer's Ink Publishing Co., 501Madison Avenue. New York, New Yeti( 1022

PUBLIC RELATIONS: PRINCIPLES, CASES & PROBLEMS, BertrandCenfield, Richard incorporated, 1818 Ridge Road, Canfield,Illinois 0130

198

PUBLIC, RELATIONS PROGRAMS, Sallie Bright, National Public Rela-tions Council of Health & Welfare Services, Incorporated, 257 ParkAvenue, South, New York, New York 10010

PUBLICITY HANDBOCK: A GUIDE FOR PUBLICITY CHAIRMEN,The Sperry & Hutchinson Co. Consumer Relations Department, 5001East Kemper Road, Cincinnati, Ohio 45241

A QUESTION OF RELATIONSHIPS, Pamphlet

REACHING THE NEIGHBORHOOD PARENT, Anna Wolf & AdeleTunivk

READING AIDSTHROUGH WE GRADES, 300 Developmertal Reading Activities, David Russell & Etta Karp, Teachers College Press,Teachers College, Columbia University

READING GAMESStrengthening Reading Skills With InstructionalGames, Guy Wagner A ltlax Hosier, Teachers Publishing Corporation,Darien, Connecticut 06520

The RETIRED SENIOR CITIZEN AS A RESOURCE TO MINIMIZEUNDERACHIEVEMENT OF' CHILDREN IN PUBLIC SCHOOLS,Howard A. Cutter, tV:iinetka Public Sehoola

The RIGHT TO READ- -Workshop Proceedings, Match 30 A 31, Ift76,Washington Technical Institute, 1100 Connecticut Avenue, Wash,ington, DX. 2018

ROBERT'S RULES OF ORDER, General Henry Robert, Scott, Foreman& Company, 1000 East Lake Avenue, Glenview, Illinois 60025

The ROLE OF THE COORDINATOR IN TILE SCHOOL VOLUNTEERPROGRAMS, Winnetka Public Schools

The ROLE OF' THE VOLUNTEER AS A RESOURCE IN INDIVID.UALIZING LEARNING, Janet Freund, Winnetke Public Schools

SANTA ROSATEACHER AIDE PROGRAM, Sister Marietta Devine,George A. Mum, OS West Fifth Street, Dayton, Ohio 45102

SCHOOL AND HOME PROGRAM, Flint, MichiganPamphlet #2,Elementary Program in Compensato-y Education

The SC11001. VOLUNTEER PROGRAM, Report, The School District ofPhiladelphia, Instructional Services, Philadelphia, Pennsylvania

SCHOOL VOLUNTEER READING REFERENCE ROOK, CharlotteMergentime. School Volunteer Program, 20 West 40th Street, NewYork, New York 10015

SCHOOL VOLUNTEERS, T. Margaret Joiner, Public Education Association, 20 West 40th Street, NeN.- York IS, New forkCIENCE GAMES AND ACTIVITIES, Wagner, Duea, Finland, Mark,Teachers Publishing Corpora:ion. 23 Leroy Avene, flatten, Connecti-cut 06820

SERVICE AWARDS. American hospital Arsociation, 810 North LakeShore Drive. (*Virago, Illinois 00611

the SESAME STREET BOOK OF LETTERS. 11111c, Brown and Com-pany, Roston, Mrssachusr.tts

The SESAME STREF.T BOOK OF NUMBERS, Little, Brown and Corn.parry, Boston, Mast achusetts

The SESAME STREET BOOK OF PUZZLERS, Little, Brown and Com-pany, Boston, Massachus2tts

SIMPLIFIED TECHNIQUES: PREPARING VISUAL INSTRUCTION-AL MATERIALS, Ed Miner, McGraw -Hill

SO YOU HAVE AN AIDEA Guide for Teachers in the Use of Classroom Aides. Jane ilotnbuiger. Wilmington Public Schools, Wilming-ton, Delaware

SO. YOU SERVE ON A BOARD, Volunteer Bureau of Pasadena, California, 118 Smith Oak Knoll Avenue, Pasadena, California 0101

SO, YOU'RE: GOING ON TV, National Assoc. of Broadcasters PublicRelations Service, NAB, 1771 North Street, N.W., Washington, D.C.20036

SO. YOU'RE A BOARD MEMBER, Virgi. is Tuberculosis & RespiratoryDisease Assoc., P.O. Box 7045, Richn nil, Virginia 23221

190

Id() -L

SO---YOU'RE GOING TO RAISE FUNDS, David M. Church, NationalPublic Relations Council of Health & Welfare Services, 257 ParkAvenue, South, New York, New York 10010

SOCIAL SCIENCE: IN PUBLIC RELATIONS, Rex liar low, Harper &Brothers, New York

SOCIAL SERVICE REVIEW, Volume 30#1, University of ChicagoPress, 1103 South ' .ngley, Chicago, Illinois 60628

SOCIAL STUDIES, GAMES and ACTIVITIES, Wagner, Christophel,Gil loley, Teachers Publishing Corporation, 23 Leroy Avenue, Darien,Connecticut 06820

SPEECH & LANGUAGE DEVELOPMENT PROGRAM, Milwaukee,WisconsinPamphlet #2, Elementary Program in Compensatory Education

SPEECH AT COORDINATORS' REUNION, Janet Freund, WinnetkaPublic Schools

SPEECH AT COORDINATORS' REUNION, Howard Bede, WinnetkaPublic Schools

STRATEGIES OF LEADERSHIP IN CONDUCTING ADULT EDU-CATION PROGRAMS, A. A. Liveright, Harper & IMIVP

STREAMLINING PARLIAMENTARY PROCEDURE, Leadership Pam-phlet #15, Adult Education Assoc. of U.S.A.

STURGIS STANDARD CODE OF PARLIAMENTARY PROCEDURE,Alice Sturgis, McGraw-HillSUMMARY OF FIVE CASE STUDIES, Winnetka Public SchoolsSUPERVISION AND CONSULTATION, Leadership Pamphlet #7,

Adult Education AMC. of U.S.A.SUPERVISOR'S MANUALYOUTII TUTORING YOUTH, National

Commission on Resources for Youth, 3G West 44th Street, New York,New York 10036

SUPERVISORY SKILLS, )toward Wilson, Administrative ResearchAssociates, Box 3, Deerfield, Illinois

TAKING ACTION IN THE MMUNITY, Leadership Pamphlet #3,Adult Education AMC. of

TEACHER, Sylvia AshtonWarner, Bantam Books, GO Fifth Avenue,New York, New York 10019

HThe TEACII'ER AIDE: A MANUAL FOR TRAINEES, National Insti-tute for New Careers, University Research Corp. , Washington, D.C.

The TEACHER AIDE: A MANUAL FOR TRAINERS, National Insti-tute for New Careers, University Research Corp., Washington, D.C.

The TEEN-AGE VOLUNTEER IN THE HOSPITAL AND OTHERHEALTH CARE FACIL1TIF,S, American Hospital Assoc.

THAT EAGER ZEST, Frances Welsh, J. B. Lippincott Company, EastWashington Square, Philadelphia, Pennsylvania

THEI"RF WORTH YOUR TIME Board of Education of the SchoolDistrict of the City of Detroit, Detrot, Michigan

THINGS TO MAKE AND DO, Golden Press, New York, New YorkTIME AND KNOWLEDGE TO SHARE, Janet Freurd, Winnetka Public

SchoolsTIME ON YOUR HANDS? OR ALE YOU THE BUSIEST PERSON

IN TOWN/ BOTH OF YOU ARE INVITED TO VOLUNTEER?, De-partment of Soda) Set-vices, Lewis Cass Building, Lansing, Michigan

TIPS ON REACHING THE PUBLIC, Publication #277, League ofWomen Vot .rs of the U.S.A., 1220-17th Street, Northwest, Washing-ton, D.C. 20030

TRAINING COURSE FOR COORDINATORS SCHOOL PROGRAMS,Janet Freund, Barat College, Lake Forest, Illinois

TRAINING GROUP LEADERS, Leadership Pamphlet #8, Adult Edu-cation Assoc. of U.S.A.

TRAINING IN HUMAN RELATIONS, Leadership Pamphlet #16,Adult Education Assoc. of U S.A.

A 1REASURY OF CLASSROOM ARITHMETIC ACTIVITIES, JosephCrescimbeni, Parker Publishing Company, West NyacA, Ncw York

200---

'2°2

A TREASURY OF TE':',1INIQUES FOR TEACHING ADULTS, NationalAssoc. for Public Schools, Adult Education, 1201 Sixteenth Street,N.N. , Washington, D.C. 20036

TREATING READING DIFFICULTIESThe Role of the Principal,Teacher, Specialist, Administrator, Dr. Carl B. Smith U.S. GovernmentPrinting Office, Division of Public Documents, Washirgton, D.C. 20402

The TRUE BOOK OF SCIENCE EXPERIMENTS, Ilia Podendorf, Chil-dren's Press, Incorporated

TWENTY (20) QUEST!.ONS ABOUT VOLUNTEER SERVICE FORTEENAGERS IN HOSPITALS AND OTHER HEALTH CAREFACILITIES, American Hospital Association

UNDERSTANDING AND TEACHING THE DEPENDENT RETARD-ED CHILD, Wagner, Teachers Publishing Corporation, 23 LeroyAvenue, Darien, Connecticut 06820

UP THE DOWN STAIR CASE, Bel Kaufman, Prentice-Hall, Incorpo-rated, Englewood Cliffs New Je:sey

IUSING VOLUNTEERS IN COURT SETTINGS, A manual for volun-teer prJation programs, Ivan H. Scheier, U.S. Dept. of HEW SocialRehabilitation Service, Office of Juvenile Delinquency & Youth De-velopments, Washington, D.C.

VOLUNTEER A B C's, A HANDBOOK FOR SCHOOL VOLUNTEERPROGRAMS, U.S. Department of Health, Education & Welfare, Officeof Education, Washington, D.C.

The VOLUNTEER ACTION EFFORT AT MICHIGAN STATE UNI-VERSITY, Report, Michigan State University, Office of VolunteerPrograms, East Lansing, Michigan

VOLUNTARY ACTION: PEOPLE & PROGRAMS, 'felon 13. Shaffer,Editorial Research Reports, 1735 K Street, Northwest, Washington,D.C. 20006

VOLUNTEER ADMINISTRATION, Subscription, Northeastern Univer-sity, Center for Continuing Education, Boston, Massachusetts

VOLUNTEER ASSIGNMENTS AT VETERANS ADMINISTRATIONHOSPITAL, DANVILLE, ILLINOIS

The VOLUNTEER Handbook on Organization & Opera-tion, United Community Funds and Councils of America, 346 East46th SG eet, New York New York 10017

The VOUNTEER COMMUNITY: CREATIVE USE OF HUMAN RE-SOURCES, Eva Schindler, Raniman, Ronald Lippit, NTL InstitutePublications, 1201 Sixteenth Street, Northwest, Washington, D.C. 20036

VOLUNTEER COOK. INATOR GUIDE, University of Oregon, Centerfor Leisure Study and Community Service, 1587 Agate Street, Eugene,Oregon 97403

VOLUNTEER GROUP ADVISORS IN A NATIONAL SOCIAL GROUPWORK AGENCY, Dr. Daniel Thursz, Catholic University Press, 620Michigan Avenue, Northeast, Washington, D.C. 20017

The VOLUNTEER IN ELENIENTARY EDUCATIONA SCHOOL-COMMUNITY PARTNERSHIP, Winnetka Public Schools

The VOLUNTEER IN LONG-TERM CARE, American Hospital Also.elation

VOLUNTEER IN PUBLIC SCHOOLS, Cincinnati Public SchoolsThe VOLUNTEER IN THE HOSPITAL, American Hospital AssociationVOLUNTEER OPPORTUNITIES IN RETIREMENT? Mrs. Charles

Sam:Shams; United Community Services of Metropolitan Boston, 14Somerset Street, Boston, Massachusetts 02108

VOLUNTEER PROGRAMS-1969.70, St. Louis Public SchoolsVOLUNTEER PROGRAMS IN COURTS, Superintendent of Documents.

U.S, Government Printing Office, Ws hington D.C. 20402VOLUNTEER RECOGNITION AND IDENTIFICATION, American

Hospital AssociationVOLUNTEER SERVICES PILOT PROJECT, Ingham County, Michigan,

The Community Services Council, 615 North Capitol Avenue. Lansing,Michigan 461414

201

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VOLUNTEER SERVICES PROGRAMS ADAPTING RECRUITMENTTO A CHANGING HOSPITAL ENVIRONMENTThe AuxiliaryLeader, Journal for Hospital Auxiliaries, Volume September 1966,Mra. Vivian HOSE, The Auxiliary Leader, Journal for Hospital

VOLUNTEER TRAINING AND DEVELOPMENT. A Manual for Com-munity Groups, Anne K. Stenzel & Helen M. Feeney, The SeabutyPress, 815 Second Avenue, New York, New York 10017

VOLUNTEER TUTORS IN THE PUBLIC SCHOOLS, Terre Haute, Indi-ana Public Schools

VOLUNTEERING AS A COMMUNITY ENTERPRISE, The AuxiliaryLeader, Journal for 11°81)481 Auxiliaries

VOLUNTEERS IN COMMUNITY SERVICE, Catalog No. 67-61529,Guinn Griffis Johnson, North Carolina Council of Women's Organiza-tions, Seeman Printery Durham, North Carolina

VOLUNTEERS IN PORTLAND SCHOOLS, Portland Public Schools.,Port lend, Maine

VOLUNTEERS LOOK AT CORRECTIONS, Louis Harris & Assoc.,Louic Harris A,: Associates, Joint Commission on Correctional Mqn-power and Training, 1522 K Street, Northwest, Washington, D.C. 20005

VOLUNTEERS TODAY FINDING, TRAINING AND WORKINGWITH THEM, Harriet H. Naylor, Association Press

VOLUNTEER WORKERS IN EDUCATION Gayle Janowite, ChicagoUniversity Press, 1103 South Langley, Chicago, Illinois 60628

VOLUNTEER WORKERS IN HOSPITALS. Jan delfartogVOLUNTEER WORKERS IN SOCIAL SERVICE, William CrookVOLUNTARY HELP WANTEDPor War on Poverty Projects/Spring

1068

WASHINGTON OPPORTUNITIES 1,011 WOMEN, WOW, WOW, III2001 Street, Northwest, Washington, D.C.

The WAY 0i' THE STORYTELLER, Ruth Sawyer, Ilia Viking Prk.s,625 Madison Avenue, New York, NOV York 10022

WAYS & MEANS HANDBOOK: A CHAIRMAN'S GUIDE TO MON-EYMAKING PROJECTS, The Sperry & Hutchinson Co, ConsumerRelations Department, 3003 Kemper Road. Cincinnati, Ohio

The WiNNING LETTERCOMNION SENSE ABOUT WRITING TOPEOPLE, VA Pamphlet #5.20, U.S. Government Printing Office,Division of Public Documents, Washington, D.C. 20102

WONDERS OF THE WORLD, James A, Hathway, Golden Press, NewYork

WORKING VOLUNTEER.S, Leadership Pamphlet #10, AdultEducation Association of the U.S.A.

WHEN A PERSON APPLIES FOR PUBLIC ASSISTANCEWHATIS EXPECTED OF RELATIVES, State of Michigan, Department ofSocial Services

WHERE ARE THEY NOW 1, Daniel Thursz, The District of ColumbiaRedevelopment Land Agency, Washington, D.C.

WHICH SUMMER JOBS ARE INTERESTING?, The National Com-mission on Resources for Youth, 36 West 44th Street, New York, NewYork 10036

WHY PEOPLE WORK, Dr. Aaron LevensteinWINNETKA 'IDEA' REACHES OUT, Winnetka Public Schools

YOU AND YOUR CHILD'S READING, Charlotte Mergentime, Har-court, Brace & World. 757 Third Avenue, New York 17. New York

YOU AND YOUR VOLUNTEERS; A PARTNERSHIP TIIAT WORKS,Publication No 1055, State of New York, 1156 Western Avenue,Albany,iNEW York 12203

YOU CAN HELP WORK FREE. Gir ater Dcs Moincq Volunteer BureauHawley Welfare Buildi7z. "O Sixth Avenue, Des Moines, Iowa

YOU'RE THE TUTOR, Igaticiiial Corm lission on Resource's for Youth,36 West 41th Street, NEW York City, New York 10036

YOUNG PEOPLE AND THE WORLD OF WORK, National Feckrationof Settlement:, d Neighborhood Centel

202--

PAM

YOUR ANNUAL MEETING, Bernard Carp, National Public RelationsCouncil of Health cc Welfare Services, 257 Park Avenue, Scull, NewYork, New York 10010

YOUTH TUTORING YOUTH, National Commission on Resources forYouth, 36 West 44th Street, New York, New York 10036

YOUR LISTENING CAN BE IMPROVED, J. Donald Phillips, ',cadet-ship Booklets

YOUR VOLUNTEER PROGRAM, Mary T. Swanson, EPDA VolunteerCoordinator Training Program, Des Yoines Area Community College,2000 Ankeny Boulevard, Ankeny, low 50021

Adult Education Association of the U.S.A, 1225 Nineteenth Street,Northwest, Washington, D.C. 20036

McGrawIlill, 33 West 42nd Street, Nov York, New York

American Hospital Association, 510 North Lake Shore Drive, Chicago,Illinois 00011

National Feder atio.1 of Settlements and Neighborhood Centers, 232 Madi-son Avenue, New York, New York won

Awe,ican Management Association, 135 NVc.st 50th Street, New York,New York 10020

Whmetka Public Schools, 1155 Oak Stieet, Winnetka, Illirois 600`,13

Association Press, 2:11 Broadway, New York, New York 10007

Elementary, Pre-School, Secondary Education in Cmnpensatory Eduration, U,S, ncrartment of Health, Education & Welfare, Division ofPublic Documents, Washington, .. 20102

harper & Rowe, Scranton, Pennsylvania 18512

If the address is not listed in the bibliography or the stove list, thesource Is unknown to us.

ERIC cielii:elloust.

AUG4 1911

on Adult Educat m ,--1

203

215