CECW-ON

Engineer

Pamphlet

1130-2-429

Department of the Army

U.S. Army Corps of Engineers

Washington, DC 20314-1000

EP 1130-2-429

30 April 1993

VOLUNTEER COORDINATOR'S HANDBOOK

Distribution Restriction Statement

Approved for public release; distribution is unlimited.
CECW-ON 

Pamphlet 

No. 1130-2-429 

DEPARTMENT OF THE ARMY EP 1130-2-429 

US Army Corps of Engineers 

Washington, D. C. 20314-1000 

30 April 1993 

VOLUNTEER COORDINATOR'S HANDBOOK 

I want to take this opportunity to share with you my thoughts 

concerning the Corps of Engineers Volunteer Program. Most of you 

are aware of the difficult financial situation we find ourselves 

in these days. The size of our work force has been on the 

decline for several years. In many cases, current strength is a 

fraction of what it was a decade ago. The Corps budget has been 

reduced along with the budgets of most other Federal agencies. 

While resources have been on the decline, our mission has 

continued to expand as our considerable expertise is sought to 

meet new challenges. Obviously, the question in this situation 

is, "How can we perform our expanded mission with ever more 

limited resources?" 

Greater efficiency is the key to our success in meeting the 

challenge. I personally believe that a significant increase in 

productivity can be achieved through increased employment of 

volunteer workers to assist us. 

You, as members of the Corps management team, can tap into 

this resource in order to improve our service to the nation and 

to enhance our stewardship of natural and cultural resources for 

the benefit of future generations. By providing volunteers with 

opportunities as well as proper training and supervision, you can 

bridge the widening gap between our expanding mission and our 

limited resources. 

This Volunteer Coordinator's Handbook is devoted to an 

explanation of how to become a more effective volunteer 

coordinator or supervisor of volunteers. It is designed to 

function as both a training guide and a reference manual. M=Y 

of the techniques and suggestions presented were derived from 

volunteer success stories from around the Corps and, in some 

cases, from other agencies. 
EP 1130-2-429 

30 Apr 93 

One such success story is inherent in the very production of 

this handbook. Dr. William Dzombak, a retired college professor 

volunteering on a continuing basis for the Pittsburgh District, 

has provided many hours of service helping to write and edit this 

guide. We extend our thanks to Bill for a job well done and a 

challenge to others to seek dedicated volunteers for help in such 

nontraditional roles. 

As you use this handbook, please keep in mind that it was 

prepared to represent everything you need to know to make your 

local volunteer program a successful one. Please employ it to 

full advantage. 

Volunteerism is good for America, Americans, and the Corps 

of Engineers. Good luck in making your local volunteer program 

the best it can be. 

FOR THE COMMANDER: 

WILLIAM D: BROWN 

Colonel, Corps of Engineers 

Chief of Staff 
EP 1130-2-429 

30 Apr 93 

TABLE OF CONTENTS 

Pase 

CHAPTER 1 - Introduction 1-l 

CHAPTER 2 - The Volunteer Coordinator 2-l 

CHAPTER 3 - The Volunteer Management Plan 3-l 

Volunteer Program Goal 

Volunteer Needs Assessment 

Recruitment 

3-3 

3-3 

3-5 

Matching the Volunteer to the Job 3-10 

Job Descriptions 3-11 

Interviewing 3-16 

Orientation and Training 3-21 

Supervision and Motivation 3-26 

Awards and Recognition 3-30 

Volunteer Identification 

Reimbursement for Incidental Expenses 

Safety 

3-31 

3-31 

3-31 

CHAPTER 4 - Recordkeeping 

Sample Forms 

CHAPTER 5 - Conclusion 

APPENDICES 

4-l 

4-4 

5-l 

A. 

B. 

C. 

D. 

E. 

F. 

G. 

Volunteer Management Plan Outline A-l 

Volunteer Award Programs B-l 

Volunteer Sources C-l 

Innovative Volunteer Programs D-l 

Success Stories E-l 

Bibliography F-l 

Index G-l 

i 
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30 Apr 93 

CHAPTER 1 

INTRODUCTION 

l-1. Purpose. The purpose of this pamphlet is to assist 

volunteer program coordinators in preparing volunteer management 

plans and to provide procedures for administering effective 

volunteer programs at Corps projects and offices. 

l-2. Aoolicabilitv. This pamphlet applies to major subordinate 

commands, districts, and field operating activities (FOA) having 

civil works responsibilities. 

l-3. References. 

a. ER 1130-2-432, The Corps of Engineers Volunteer 

Program. 

b. EP 1130-2-430, Volunteering for the U.S. Army Corps of 

Engineers. 

C. EP 1130-2-431, Techniques of Supervising Volunteers. 

d. EP 1130-2-432, A Volunteer's Guide to Working Safely. 

e. EP 1130-2-433, America's Environment, A Shared 

Responsibility - Be a Volunteer. 

l-4. General. Volunteer service on Corps projects is nothing 

new. However, when the term, "volunteer" comes up, many of us 

have a tendency to think only in the traditional sense; scouts 

surveying the area for litter or building bird feeders; retired 

couples acting as campground hosts; college students looking for 

job experience. The list of traditional volunteer tasks is not a 

long one. Many Corps offices and projects have had some 

experience with volunteers, however, much more can be done. 

In order to get the most from your volunteer program, you 

need to begin to think nontraditionally. Volunteers can do and, 

in fact, have done almost everything for the Corps except enforce 

laws, set policy, or supervise Corps staff members. Here are 

just a few examples of what volunteers have accomplished. 

0 Revision of project plans, manuals, and SOPS. 

0 Development of various computer programs. 

l-l 
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30 Apr 93 

0 Presentation of training in such topics as defensive 

driving, CPR, and first aid. 

0 Performance of clerical duties on a routine basis. 

o Development of brochures, public service announcements, 

and other public affairs duties. 

0 Construction of interpretive displays. 

0 Presentation of interpretive programs. 

0 Drafting of maps and charts for plans and publications. 

0 Participation in emergency response teams. 

In paragraph 3-6, you will find a section on matching the 

needs of your project to the skills of the volunteer. This 

paragraph identifies a wide variety of jobs and job descriptions 

that will further broaden the volunteer coordinator's view of the 

capabilities of volunteers. 

Appendix D highlights innovative volunteer programs. This 

section will provide insight to several unique types and uses of 

volunteers and hosted worker programs. 

A hosted worker is an individual who performs services for 

the Corps and is compensated by another organization or agency. 

A county youth employment program paying young people minimum 

wage to work at a Corps project is an example of a hosted worker 

program. 

It is important to keep in mind that volunteers fall into 

two distinct categories - short-term and long-term. Short-term 

volunteers perform services to Corps projects or offices from a 

few hours to a few days. Long-term volunteers may serve from 

several days to several years. There is a distinct difference in 

the needs of volunteers in these two categories as well as in the 

way they are supervised. A sound volunteer management plan 

should address the various needs of the project or office for 

volunteers in both of these categories. 

As you read and utilize this handbook, consider that many of 

the plans and procedures outlined will not apply to volunteers 

serving for brief periods or even for large one-time events 

involving volunteers. 

l-2 
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CHAPTER 2 

THE VOLUNTEER COORDINATOR 

2-l. Qualifications/Resoonsibilities. Prior to the development 

of a volunteer management plan, a project manager or office chief 

must select an individual on his/her staff to be the volunteer 

program coordinator - in other words, the team member who will 

"quarterback" the volunteer program. This designation should be 

made after a great deal of deliberation. A volunteer coordinator 

should have the following prerequisites: 

projezt, 

Have a thorough knowledge of the mission of the office or 

both actual and potential, and the tasks needed to 

accomplish it. 

0 Have a "volunteer mind-set." He/she must be an 

individual who is continuallv analyzing the worksite and workload 

to determine which jobs could, and perhaps should, be 

accomplished by either volunteers or hosted program workers. 

0 Be a long-range planner. He/she must be constantly 

analyzing needs and ways to address them. Such an individual has 

to be sympathetic to the needs of the project staff, the needs of 

the resources managed, the needs of the public, and the needs of 

current and potential volunteers. 

o Believe that volunteerism is good, not only for the 

agency and the country, but for each individual volunteer. 

o Recognize potential in individual volunteers and how to 

elicit enthusiasm for the job at hand. 

o Be able to assess the kind of training needed by 

individual volunteers and be able to provide it or arrange for it 

to be provided. 

0 Have knowledge of the local community and the ability to 

develop helpful contacts for volunteer recruitment. 

o Have the ability to organize time so that both ordinary 

and extraordinary responsibilities are adequately met. Volunteer 

coordinator's positions are a collateral duty. Unfortunately, no 

Corps office or project can afford the luxury of having one staff 

member dedicated entirely to volunteer coordination duties. 

2-l 
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30 Apr 93 

2-2. Volunteer Thinking. It is imperative that the coordinator 

be able to think like a volunteer. Those who get paid to manage 

natural resources may have trouble thinking like someone who will 

do that work for free. The volunteer coordinator must be able to 

ask him/herself these questions: 

o What kind of jobs would I do for free? 

0 How would I like to be treated if I were donating my 

time? 

o What kinds of recognition would be important to me? 

o What benefits would I like to have if they were 

available? 

o What training would I need to do the work? 

If a coordinator can answer these questions, he/she will be 

well on the way to designing an effective volunteer program. 

2-2 
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30 Apr 93 

CHAPTER 3 

THE VOLUNTEER MANAGEMENT PLAN 

3-l. Introduction. No program of any magnitude can be 

administered effectively without a plan. Sometimes the plan is 

informal and may not even be committed to paper. In other cases, 

the plan is so involved that it fills volumes. The volunteer 

management plan should be somewhere between these two extremes. 

It should be like a road map, guiding the manager and volunteer 

coordinator from point A - a project without volunteers, to 

point B - one that makes optimum use of volunteer services. 

3-2. General Procedures and Guidelines. This chapter describes 

the organization and preparation of a plan for the utilization 

and management of volunteers. The procedure includes the 

assessment of the project need for volunteers (WHAT will they 

do) , the determination of the best means of recruitment (WHERE 

will they come from), assigning an appropriate job to the 

individual volunteer (WHO will accomplish WHAT and WHEN), proper 

methods of supervision and motivation of volunteers by Corps 

staff (WHY will they want to accomplish the job), orientation and 

training of volunteers (HOW will they accomplish the job), and 

assurance that volunteers will be safe from job related hazards 

(HOW can they be properly protected). 

Where applicable in this chapter, volunteer pamphlets 

are referenced that can be obtained and issued to the specific 

individual involved. For example, paragraph 3-5, Recruitment, 

references a pamphlet (EP 1130-2-433) that can be mailed or 

otherwise issued to prospective volunteers prior to a formal 

volunteer agreement. This publication should answer many 

prospective volunteer questions and instill a desire to volunteer 

for the Corps. 

A short orientation manual for volunteers (EP 1130-2-430) is 

referenced in paragraph 3-9, Orientation and Training. Although 

this pamphlet gives the volunteer valuable information about 

working for the Corps, it will probably have to be supplemented 

with a variety of local maps, brochures, and other handouts. 

Paragraph 3-10, Supervision and Motivation, references a 

guide for individuals who will be supervising volunteers. 

EP 1130-2-431, "Techniques for Supervising Volunteers," provides 

3-l 
EP 1130-2-429 

30 Apr 93 

some helpful advice to those team members who are new to the role 

of supervising workers who have no paycheck incentive. 

Safety is of primary concern with Corps volunteers. Safety 

precautions and procedures are addressed in paragraph 

3-13, Safety, and EP 1130-2-432, "A Volunteer's Guide To Working 

Safely". The volunteer coordinator should place an order for 

these pamphlets and assure that an adequate supply is on hand at 

the project or office for distribution to volunteers and 

appropriate Corps team members. 

As with any plan, formulation is not enough. Implementation 

of the plan is the most important step in the process. Consider 

using the volunteer management plan, in conjunction with this 

handbook, as a training aid for office or project staff members. 

They will be better able to recruit, supervise, motivate, plan 

for, and work with volunteers if they are properly trained. 

Another necessary part of the ongoing process of volunteer 

management is evaluation and revision of the plan. As your 

volunteer program grows, many things will change, causing the 

plan to become outdated. A healthy volunteer program will result 

from a dynamic volunteer management plan. 

Appendix A is a sample outline of a volunteer management 

plan. Modify this outline as you desire to meet the needs of 

your project or office. Share your modifications with others, 

via the District or Division volunteer coordinator, so that 

everyone may benefit from your adaptations and suggestions. 

Note: One last inmortant item - The scope and complexity of 

your plan will parallel the scope and complexity of your project 

or office and its mission. Large projects with substantial needs 

for volunteer service will obviously produce a more in-depth plan 

than will a smaller project with limited volunteer needs. Be 

sure vour volunteer management Dlan is tailored to your or&&t's 

needs. 

3-2 
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30 Apr 93 

3-3. Volunteer Program Goal. In order to develop a volunteer 

plan, there must be a defined goal. The plan then becomes a 

strategy for reaching that goal. In most cases, this goal will 

be similar to the goals set for other Corps projects/missions. 

This is because volunteers are just another means of 

accomplishing work, as with hired labor or contract services. 

As an example, let us examine the goal: 'ITo operate the 

project visitor center during all hours of park operation in 

order to provide the public with project information and to 

interpret the various Corps missionsff. The volunteer 

coordinator's task to achieve this goal, either completely or in 

part, might be to recruit sufficient volunteer workers to assist 

a hired labor staff. If no hired labor is available, due to FTE 

cuts, and no money is available to contract for this service, the 

task might be to staff 100% with volunteers. Volunteer goals 

will always be a subset of overall project or office goals. 

3-4. Volunteer Needs Assessment. The first part of the volunteer 

management plan should consist of a needs assessment. Stated 

simply, this is the process of examining every task necessary for 

mission accomplishment. This analysis includes those tasks 

traditionally performed or those that should have been performed 

but were not accomplished because resources were not available. 

Once a complete list of needs is developed, an analysis can 

be performed to determine which tasks could be accomplished by 

volunteers. In many cases, it will be apparent that it'will 

never be possible to accomplish certain jobs by hired labor or 

contract. They are just too low on the priority list during 

times of constrained resources. Such tasks must be performed by 

volunteers, or they will not be done at all. 

An example project task listing follows (Figure 1). The 

PRIORITY column shows the relative importance of each task to 

accomplishment of the project's mission (number 1 must be done, 

65 may not have to be). The METHOD column describes the way or 

ways in which the task could or should be accomplished (hired 

labor (H), contract (C), volunteer IV)). For some tasks more 

than one method is possible, depending on the availability of 

funds, manpower, or volunteers. 

3-3 
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30 Apr 93 

PRIORITY TASK METHOD 

1 Inspection and Operation of Flood Control Works 

2 Operation and Maintenance of Operating Equipment 

8 Recreation Area Operation and Maintenance 

10 Mowing and Landscape Maintenance 

11 Campground Management (staffing) 

14 Forest Management (timber cruising) 

25 Wildlife Management (brushpile construction) 

31 Visitor Center Operation (staffing) 

40 Interpretive Display Construction 

65 Interpretive Presentation (campfire program) 

H 

H 

H/C/V 

c/v 

H/V 

H/C/V 

V 

H/C/V 

c/v 

V 

Figure 1. Sample Project Task Listing 

H- Hired Labor; C - Contract; V - Volunteer 

The completed needs assessment will consist of a list of all 

tasks that should be or could be performed by volunteers. For 

each task on this list, a statement of skills needed for 

performance of the task should be included. This skill statement 

need not be in great detail. It will be fleshed out to become a 

volunteer job description and included in paragraph 3-5, Matching 

the Volunteer to the Job. 

It is important to remember that, just as the Corps mission 

is in constant flux, the list of tasks necessary to accomplish it 

will change continually. As with many other sections of the 

volunteer management plan, the needs assessment will require 

periodic review and revision. 

3-4 
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3-5. Recruitment. The needs assessment is the first step in 

recruitment. You first have to acknowledge where volunteers can 

be utilized and how many you need before you can ask potential 

volunteers to step forward. Now that this is accomplished you 

are ready to begin the actual recruitment. This is one area that 

many staff members fear. After all, few people enjoy asking for 

help with the risk of being turned down. After several tries at 

attempting to promote the volunteer program, recruitment 

motivation can certainly wane if the only response to the l'sales 

pitch" is "No, thanks". The best way to survive the rejection is 

to create a well-thought out approach to recruitment. 

Recruitment is an ongoing procedure, a campaign in which 

your plans and avenues of approach change frequently. The 

changes would depend on the current mission, staff skills and 

interests, budget, seasons, and your volunteer resource base. 

The important thing to remember is that at any given time, any 

one of these could change and consequently alter the volunteer 

program needs. 

As with many situations, there are two ways to look at 

recruitment. Do you need more quantity than quality or vice 

versa? The first method, quantity instead of quality, is a 

recruitment for warm bodies - a situation that requires a large 

number of volunteers for a short period of time. The volunteers 

would require no special skills and would be given assignments 

that are easily directed. Good examples for this type of 

recruitment might be a lakeshore cleanup or a Keep America 

Beautiful project. 

The other method, quality, is a conscious plan to deliver 

your recruitment message to those individuals with special skills 

or uncommon characteristics. Here you are emphasizing a special 

type of volunteer and not just reaching to obtain a certain 

number of participants. Consider a volunteer serving as 

volunteer coordinator, a Basic First Aid Instructor, a special 

event coordinator or a computer specialist. You don't need a 

great volume of people to do these jobs but the people serving in 

that capacity must have special attributes to bring to the work 

site. 

0 How do vou customize vour messase? When designing 

recruitment appeals, consideration should be given to the type of 

person being sought. Are professional skills needed? Does the 

person need a driver's license? Are seamstress skills needed? 

3-5 
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The answers to these questions may be more difficult than they 

first appear. After giving deliberate thought to the questions, 

you will be better able to prepare your campaign. For example, 

maybe any age range could best respond to your need. In this 

case, you need to prepare several messages to cover the same 

subject. Target each age group with messages that would appeal 

to them and you will have a higher success rate. Just consider, 

what commands attention for a senior citizen will have no 

interest for a high school student. Therefore, two different 

messages need to be sent for the same job description. 

o Where do YOU find them? The plan is beginning to fall 

into place. You now know what you need done, by how many people, 

with what types of skill levels and general characteristics. At 

this point you could almost draw a picture of the volunteer you 

need for the project. But where are these people? How do you 

find them? Stop and think about your local community. You'll 

probably begin to notice a pattern of circles. Circles of people 

doing different things at various times with a multitude of 

interests. These circles are social groups, groups of employees, 

clubs, professional and fraternal organizations and religious 

affiliations. Don't overlook unusual sources such as electronic 

mail computer network groups, and readership, listening and 

viewing associations. Begin by reviewing your volunteer profile. 

By identifying who you need, you will be able to uncover where 

they may be found. If you have special skills in mind, see if 

there are any of the circles in your community that share these 

pursuits. And remember, these circles overlap. People involved 

in one of the groups will usually be found in another group. 

Thus, your networking of volunteers can begin to unfold. 

Appendix C is a list of Volunteer Bureaus and Voluntary 

Action Centers across the nation. This provides a good starting 

point for volunteer recruitment, however, remember that there are 

many additional sources in your area. The volunteer coordinator 

should use this information in the applicable section of the 

volunteer management plan. 

o How do YOU communicate with them? In general the most 

effective means of recruiting a volunteer is to have a two way 

conversation with them. This approach addresses the candidates 

own personal skills, needs and questions. People volunteer only 

because they want to. Helping a person see that they can do the 

things they want to do is easiest during the personal approach of 

one on one or in a small group. 

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Press releases, posters, public service announcements, talk 

show appearances, and newspaper advertisements can also be 

successful but they are less efficient in obtaining effective 

volunteers. If you plan to use the media, you need to select 

which media to use based on its reader/listener/viewer profile. 

If not, you are just wasting time and increasing your 

frustration. Most newspapers, radio stations or television 

stations can supply you with a profile of its user groups. Take 

advantage of their research and use it to make your campaign more 

efficient. 

o What do YOU say to them? Frequently, paid staff members 

make presentations about the agency and what volunteer jobs are 

available. Often, little thought is given to a specific 

recruitment message and unfortunately numbers of potential 

volunteers are needlessly reduced. The effective recruitment 

message has three parts. 

- Accomplish work. The first part of the recruitment 

message is the need to get the work done. The statement, "We 

need to cut shrubs and dig ditches along the blind trail" is not 

a statement of need. It merely conjures up days of hot sweaty 

work along a pathway used by a special population. The response 

probably would be, Vho cares". The potential volunteer needs to 

relate to the recruitment message. Therefore, it must show a 

result benefiting the community. "The trail leading through the 

dogwoods and to the handicapped fishing area is becoming, 

overgrown and eroding. With a little work, we can open this 

facility for the outdoor recreational pursuits of a special 

population in our community. The School for the Blind cannot 

afford many field trips and for many of their students the 

opening of the trail would provide one of the few outdoor 

activities this year for the students." This shows the need of 

the agency and how the need affects the community. 

- Agency need. Some jobs exist to support the needs of 

the staff or the agency more than for the community. In these 

cases, it is important to discuss the needs of the staff and how 

they relate to the community. "When park visitors call wondering 

about the effects of acid mine drainage on the watershed, our 

staff is sometimes limited in response because our information 

has not been systematically filed or typed." Again, you have to 

relate the agency need to the potential volunteer. The statement 

of need should lead the recruit to thinking something should and 

can be done about the problem. Next, show the volunteer how 

he/she could solve the problem. In other words, now is the time 

to discuss the job description. By describing these activities 

in the context of the need, we make our recruitment message more 

powerful. Take into consideration the above example of the need 

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for filing and typing to be done. After explaining how clerical 

duties could benefit the community, potential volunteers may see 

the value of serving in this capacity. Don't just assume that 

the potential volunteer will be able to figure out why the work 

is important. This assumption could eliminate people that would 

make a worthwhile contribution. 

- Individual need. The third part of the recruitment 

message helps people see how they can help themselves by doing 

activities that help the agency serve the community. Some other 

reasons people volunteer are listed below: 

0 To "get out of the house" 

0 To get to know people in the community 

0 To establish a work record and references 

0 To make a transition from prison or rehabilitation 

0 To experience a new career field prior to entering it 

o To make new friends 

o To gain knowledge about community problems 

o To feel a part of an important organization . 

0 To develop new skills 

0 To be with friends that also volunteer 

0 To gain recognition 

0 To help others by using special skills 

To be effective, the recruitment message needs to show the 

volunteer that no matter what combination of benefits he/she 

wants to achieve, it can be met. If the recruitment message is a 

one-way message, make sure benefits are included to encourage the 

potential volunteer. If it is presented in a two-way format the 

recruiter should take advantage of the opportunity to talk with 

potential volunteers about their needs, skills and desires. 

Later on you will be able to use some of the information gained 

3-8 
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from the individual approach. Keep a record of the reasons that 

motivated the volunteer from the start. Later on you can use 

these valuable notes to continue motivating the volunteer. By 

following up with the volunteer's needs, you will continue to 

motivate them and create a positive reflection of your 

organization. Stating the need, the job, and the benefits is 

essential in maximizing recruitment. Regardless of the types of 

recruitment methods used, tell the people what the problem is, 

show them how they can help solve it, and tell them what they 

will gain in the process. 

o Who will do the recruitinq? This is where decisions 

must be made as how to get more two-way communication into the 

recruiting effort and who will take the responsibility for 

creating posters, contacting radio stations and other forms of 

one-way communication. As indicated before, the most effective 

recruiters are often those who are volunteers. In order for them 

to be effective, they need to know that this is their 

responsibility, who they are supposed to recruit, how they are 

supposed to do it, and what they are supposed to say. In other 

words, the staff needs to make sure these people are well 

equipped to do an effective job. 

The efficiency and effectiveness of the volunteer program 

can be enhanced by systematically encouraging recruitment. 

Everyone involved in the organization, both volunteer and staff, 

must know that recruiting is everyone's business. They also must 

understand what their responsibilities are within the framework 

of the recruitment plan. Each time a demand for a new volunteer 

arises, the volunteer coordinator should make a new job 

description, prepare a statement of need and list possible 

benefits. This can be shared with the entire staff so that they 

can begin to search among people they know for good candidates. 

0 Should I l'over-recruitl'? Over success in recruiting can 

be just as harmful as under success. What would be worse than 

lining up volunteers that you can't utilize or that you under 

utilize. Rejected volunteer applications can also be devastating 

to your program no matter how valid the reason. The risk of 

resentment is not only harbored with that one applicant or 

volunteer, it surfaces many times. Remember, one of the strong 

points of the recruiting campaign is the strength of the network 

within the community. Negative comments and experiences travel 

just as quickly through the neighborhood circle as do positive 

ones. One bad experience can threaten the entire program and 

validity of your agency in this regard. If you don't need 

quantity, don't plan your campaign for it. In general, 

recruitment planning can greatly enhance the effectiveness of 

3-9 
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your program. Be prepared and the recruitment campaign can lead 

down a happy and fulfilling path to success. Keep in mind: 

0 Customize your message. Who are you trying to recruit? 

o Where do you find them? 

0 How do you communicate with them? 

o What do you say to them? 

o Who will do the recruiting? 

The volunteer management plan should include a variety of 

recruitment information. This would be a listing of the groups 

in your area that would be interested in volunteering. A point 

of contact with complete address and telephone numbers would be 

helpful; although, you must remember to update it annually. 

Along with the source listing should be a record of various media 

sources and their subscriber profiles. A local fact sheet on the 

community and basic demographic statistics assists the recruiter 

with getting an overall perspective of the area being canvassed. 

You may also wish to include some sample news releases in this 

section to expedite recruitment in times of special or immediate 

needs. 

Note: A national Corps recruitment brochure entitled, 

"America's Environment, A Shared Responsibility - Be a 

Volunteer", (EP 1130-2-433), is available. This brochure was 

developed for distribution to potential volunteers explaining the 

general program and as an inspiration to their involvement. It 

contains the address of each Division office as well as a space 

for an office or project address stamp. 

3-6. Matching the Volunteer to the Job. In order to create a 

positive volunteer experience, you must match the volunteer to 

the work. A successful worker is one that is tailored to the 

tasks they enjoy performing and can find a value in 

accomplishing. A misplaced worker requires extra supervision, 

training and effort to motivate. Successful matching is easily 

accomplished if the volunteer coordinator keeps accurate records 

on volunteer candidates and the needs of the agency. Record 

keeping begins with the first contact, in the recruitment stage. 

As the recruiter discusses the program with candidates, notes 

should be kept. When the volunteer coordinator receives the 

applications, the previously gathered notes can be added to the 

application. 

3-10 
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30 Apr 93 

Proper screening, interviewing and placement are essential 

to program success. Volunteers can have a profound impact on 

your facility. It is important to screen them properly to make 

their experience a positive impact on the facility, the agency, 

its visitors, the paid and volunteer staff and the potential 

volunteer. Never feel compelled to accept someone just because 

they walk through your door. They may be seeking remedies to 

problems that will not be solved through the volunteer program. 

Optional Form 301, Volunteer Application for Natural Resources 

Agencies can be used to screen applicants. Sort through the 

applications for candidates interested in the job to be 

accomplished. These will be the candidates you will interview. 

Before creating an interview schedule, make sure all your 

interview tools are prepared. The interview should be centered 

on the application, the needs assessment plan, and the job 

description. At this point, have at least two of the three tools 

in place, the application and the needs assessment plan. If not 

prepared at the recruitment stage, the job description should be 

completed before the interview. 

Note: As a reminder, this section applies primarily to longterm volunteers or short-term volunteers with very specialized 

skills. Volunteers for weekend or one-time events may not need 

to be screened as described above. 

3-7. Job DescriDtions. The volunteer coordinator should: assure 

that a job description is filed relative to the position as each 

task is identified . Unlike a paid staff job description, this 

should also include a statement of need from the agency 

standpoint and information on benefits to the volunteer. This 

provides a ready source of information from which the volunteer 

coordinator can draw during the initial contact, the interview 

and the overall program management. Remember not all recruitment 

will be from the designated recruitment staff. Recruitment is 

every paid staff and every volunteer's responsibility. Having an 

effective job description in place will assist everyone in 

accomplishing effective recruitment. This is particularly 

important if the volunteer needs to have special skills. 

As mentioned previously, don't waste time preparing detailed job 

descriptions for short-term volunteers. All you need for these 

volunteers is to assure that they are doing the kinds of jobs 

they volunteered to do and able to do it safely. 

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30 Apr 93 

The basic purpose of a job description is communication. 

This should communicate the agency needs in relation to the 

community and the volunteer, the benefits to the volunteer and 

the duties required to accomplish the work. Following is a 

sample job description (Figure 2). Keep in mind that this is 

merely a suggested format. 

3-12 
EP 1130-2-429 

30 Apr 93 

POSITION TITLE: Visitor Center Assistant 

JOB DESCRIPTION/DUTIES: 

o Answer visitor's questions and provide any needed 

assistance. 

0 Maintain appropriate records of visitation as well 

as report equipment breakdowns or other unusual 

occurrences. 

o Operate audio visual equipment in the presentation 

of films, slide shows, and videos to the visiting 

public. 

0 Maintain displays in a clean and operational 

manner. 

0 Present short interpretive talks to groups of 

visitors as required. 

0 Perform all-duties safely. 

DESIRED SKILLS/ABILITIES: 

Individual needs to be able to meet and deal with people 

well. The appearance should be neat and a positive reflection of 

the organization. Individual should have the ability to remain 

calm in busy situation. Public speaking skills are desirable but 

not mandatory 

TlUUNING/ORIEiTATION NEEDED: 

Necessary training will be provided in Service :. 

Effectiveness, Audio Visual Equipment Operation, CPR, and First 

Aid. A thorough orientation regarding - the Corps of Engineers and 

the project will be p rovided. - 

MATERIALS/EQUIPMENT UTILIZED: 

- 

Slide projectors, 16mm movie projectors, public address 

system, tape players, video cassette recorders, and video 

monitors. 

SCHEDULE: 

Anytime between 10:00 AM through 6:00 PM daily 

B-FITS: 

o Opportunity to develop programs and special events. 

o Opportunity to meet new people and interact with the 

public. 

0 Work in a clean, safe and professional atmosphere. 

o Opportunity for additional training and skill 

development. 

o Growth in natural, cultural and human resources. 

Figure 2. Sample Volunteer Job Description 

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30 Apr 93 

The style and format may vary for each job description in 

consideration of a project's specific needs. Consideration 

should be given to the areas shown in the example, but let your 

imagination and project needs be your guidelines. What is 

important is that the format is effective in your situation. 

Following are some position titles and brief descriptions. 

They are provided to merely suggest how to begin when preparing 

some job descriptions. 

o Archaeological and Historical Research. Research 

archaeology and history of the lake project area at a local 

library, historical society and other sources. Produce written 

or oral histories as needed. 

o Artist and Exhibit Soecialist. Develop artwork for use 

in interpretive displays, bulletin boards, changing exhibit 

areas. 

basebgll 

Ballfield and Games Courts Maintenance. Maintain 

fields at projects. Also maintain horseshoe pits and 

volley ball courts. 

0 Beach and Plavaround Insoector. Check areas for safety 

hazards and pick up litter and debris. 

immediately to the management staff. 

Report any problems 

o Biologist Assistant. Participates in wildlife studies, 

developing wildlife habitat, evaluating improved results. 

0 Boundarv Patrol. Patrol boundary by foot or vehicle. 

Make notations on trespasses and encroachments, use simple survey 

tools, and replace missing or broken markers. Reports all 

incidents to resource management staff for action. 

0 CamDground Host. Opportunity to make extended stays at 

campgrounds located in scenic areas and to meet many interesting 

and friendly people. Answer questions, help campers get 

settled, suggest things to do and places to go in the vicinity, 

and explain the campground regulations. Expected to help keep 

the campground neat, and attend to some minor repairs or 

maintenance. Usually a choice campsite is reserved for the 

campground hosts at no charge, and for a more extended time than 

is allowed to other campers. 

0 CaIW?rOUnd Maintenance. Campground maintenance work 

includes litter pick-up, light repair work, and restroom, table , 

and firepit cleaning. 

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30 Apr 93 

o Clerk/Tvoist. Performs general office duties including 

routine typing and filing, answering visitor's question, and 

answering the telephone. 

0 Comouter Aides. Programmers, data coding, and editing. 

Helps staff learn software packages and gives advice as to best 

use of systems. 

0 Construction Aides. Install and repair fences, signs, 

trails, and springs. 

projezts 

LandscaDer and Beautification. Assist in beautification 

by planting flowers, mulching, weeding, watering and 

maintaining visitor use areas. Some hummingbird and butterfly 

plots available. 

0 Litter Control. Litter and debris cleanup on the lake or 

land by groups or individuals. Adopt a Park concept applicable. 

Adopt a Stream also encouraged. 

0 Maintenance. Covers a variety of jobs including litter 

pickup, trail tread work, maintaining hiking trails, erosion 

control, brush removal, and recreation maintenance in 

campgrounds. Adopt a Trail applicable. 

0 Natural Resources. Develop fish attractors, plant 

seedling trees, and other activities to improve the environment. 

0 Painter. Paint a variety of things, including equipment 

and facilities. 

0 Photosraoher. Using instant picture, video, and 35mm 

format cameras, photographically record routine and special 

events at the project. Maintain the project print and slide 

files. Update photos used in existing slide presentations. 

Photograph natural, cultural and human resources around the 

project. 

0 Research. Research on natural, social, and cultural 

resources related to the management programs. Volunteers are 

welcome to submit research proposals for consideration. 

Recreational use research also feasible. 

0 Vehicle Cleaning. Maintain cleanliness of project 

vehicles by washing exterior and interior of vehicles to keep 

them free of mud and dust. 

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0 Visitor Interoretive Services Aides. Make public 

contact, dispense information and assist visitors. May include 

preparing and giving interpretive talks to the visiting public. 

Assist ranger with tours, talks, walks, visitor center 

operations, update bulletin boards, distribute interpretive 

materials. Promote water safety through roving ranger and formal 

appearances. 

o Wildlife Manasement. Check and maintain various nesting 

box structures. Replace, repair, build, install new boxes as 

needed. Maintain records of nesting habits. Food plot work, 

habitat management, and other activities possible. 

deer hzrd 

Wildlife Survey. Check wildlife areas for population of 

, other wildlife and waterfowl. Check creel census in 

Corps managed areas. Conduct breeding bird surveys. Record bat 

activity. 

o Writer/Editor. Work on public service announcements and 

special events messages. Prepare lesson plans. Write scripts 

for slide presentations. Edit Operational Management Plans, 

Project Mobilization Plans and related subjects. Opportunity to 

work with personal computer and learn word processing software. 

3-8. Interviewinq. With your interview tools in place, now is 

the time to set an interview schedule for long-term and 

specialized volunteers. Contact the candidates from your 1 

screened applications and establish a schedule that fits easily 

into your daily routine. 

The needs assessment plan becomes a vital resource at this 

time. This is because you are now ready to match the volunteer 

and their basic needs, skills, and interests with the needs 

identified in the plan. With these in place you now have the 

tools to conduct a productive interview. Targeted recruitment, 

good job design and a screened application make the interview 

process easier. The application together with a sound job 

description are two important interviewing tools. 

Another helpful interview tool is to prepare a standard 

worksheet or summary on which to make notes. Fiqure 3 shows a 

sample format. This format helps to keep you focused on the task 

at hand and also reduces the amount of time spent logging 

information after the interview. A Sample Interview Summary 

format follows (Figure 3): 

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30 Apr 93 

Applicant's Name 

Address 

Phone (Day) 

(Evening) 

Interviewer Name Date 

Volunteer Availability 

Education, Skills, Knowledge 

Applicant's Interests 

Health/Physical Limitations 

Interviewer's Comments 

Follow-up Actions 

Figure 3. Sample Format For Interview Summary. 

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The final interview tool needed is a list of questions. 

Carefully compose them so as not to violate equal employment 

opportunity guidelines. They should be easily understood and 

furnish you the information you are seeking. Avoid questions 

that may be answered with a simple fryeslt or "no." Instead begin 

them with llwho,lt llwhat,fl f'where,ff trwhy,ff and ffhow.H These 

questions will help you to better evaluate the individual by 

showing attitudes, judgments and reactions. When listing 

questions, consider first making a checklist of all the items you 

want to cover. This provides added insurance that you cover 

everything you have planned. 

The interview time should be used to meet the applicant, 

discuss the agency needs, and learn about applicant expectation. 

Since the interview purpose is to find the best qualified person 

to fill a job, it is important that you plan ahead so that the 

process will give you all the information you need to make a wise 

selection. 

Every interview has several stages. The pre-interview stage 

begins before the candidate arrives. This is the time you spend 

reviewing your questions, the job description and the potential 

volunteer's application form. Arrange the office so that there 

is an atmosphere of comfort, warmth and informality. Flexibility 

and a choice of seating should be provided. Try to ensure 

privacy. Ask not to be interrupted. Set aside unfinished 

business and concentrate on the job at hand. Few people can read 

their mail and conduct an interview at the same time. It is 

important to allow enough time to conduct the interview. A 

minimum of one-half hour of uninterrupted time is recommended. 

Be prepared to help volunteers find the job that best suits 

their interests. This might mean recognizing that they are 

unsuited for volunteer positions available at that time. In this 

case it would be a gesture of good faith to give the candidate 

information on other possible areas of community involvement. A 

listing of local organizations accepting volunteers would be 

desirable, if available. 

Usually, the most lasting impression is formed when the 

candidate first arrives for the interview. In order to make the 

most positive impression, the interviewer should greet the 

candidate in a friendly manner. A welcoming smile, a firm 

handshake, and a friendly greeting are courteous and warm ways in 

which to greet a candidate. Remember to introduce present staff 

members. 

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30 Apr 93 

The interview should begin by clarifying the purpose of the 

meeting. Explain that you want to obtain general information, 

review the application and discuss interests so that the 

volunteer may be matched to the most appropriate position. Make 

sure any new information obtained during the interview is added 

to the application. 

Provide the applicant enough time to consider the questions 

and to answer them. Don't hesitate to ask for clarification on 

any points you don't understand. Use questions and positive 

listening skills to get the applicant to tell his/her own story. 

Ask questions to show interest. State questions clearly so they 

are easily understood. 

Keep in mind that the volunteer is also interested in 

learning about you, the agency and the program. The interaction 

will assist you in making the proper decisions about placement 

and suitability of the individual. Areas to explore may include: 

o What the motivating factors might be 

0 Enjoyment through other volunteer work 

0 Long range objectives 

0 Personal and work related goals important to the 

volunteer 

o Types of people considered congenial or vice versa 

0 The volunteer's contribution to the project or office 

Avoid basing your evaluation totally on impressions. 

Consider each fact about the applicant in relation to all others. 

Reflect on the skills, knowledge, ability, and interests. Note 

mental reaction time and organization of answers to questions. 

Take into consideration the applicant's evaluation of themselves 

and what they feel are their best traits. Appraise the quality 

of the self-prepared application form, handwriting, ability to 

follow instructions and clerical ability. 

Point out both the positive and negative aspects of the 

position you have been discussing. Assist the applicant in 

deciding what is most suitable by clarifying areas of concern. 

Because the position is a voluntary one, the applicant will have 

the final decision on the job. An unsatisfying experience for 

both the volunteer and the agency will result if the volunteer is 

3-19 
EP 1130-2-429 

30 Apr 93 

asked to perform tasks that are of little or no benefit to 

him/her. If this occurs, he/she will become disgruntled and 

eventually will resign from the program. Not only will you lose 

valuable assistance, you risk alienating other candidates with 

whom the volunteer is acquainted. 

Anticipate other areas that may be of interest to the 

volunteer. He/she will want to know about hours and flexibility 

of scheduling, clothing, protective equipment, where to report 

and who will be a point of contact. Something as simple as 

knowing where to park, will help to make the volunteer 

comfortable with reporting to work. Anticipate awkward 

situations or questions you would have if you were in the 

volunteer's shoes. Address those items so he/she feels less 

conspicuous. 

Take advantage of the interview to promote recruitment. Ask 

the volunteer to tell acquaintances about the program and to 

contact you if interested. Basic recruitment techniques stress 

the importance of the volunteer spreading the word. 

Conclude the interview by covering what you want to 

accomplish and by ascertaining that all questions and concerns 

have been addressed. You want the person to leave feeling 

excited and enthused about the results of the interview. If the 

result is the candidate will be a volunteer in your program, 

schedule a convenient time for orientation. If the applicant has 

decided to pursue another avenue, wish him/her well and offer 

your assistance. Express your appreciation for the applicant's 

time. 

The final stage of the formal interview is just as important 

as the first step. First, take the time to make notes and 

properly file the information that you have received. Even if 

the applicant is not entering your program at this time, there 

may be areas that will arise in which he/she could be utilized. 

Complete and accurate record keeping will help you maintain a 

file of potential volunteers. A followup letter to the candidate 

summarizing the results of the interview would confirm decisions 

in writing. 

Finally, don't forget the volunteer. Take the time to 

follow up with him/her after he/she enters the program. Find out 

how he/she feels about the placement and if his/her needs are 

being met. Ask if he/she has any suggestions to improve the 

program. Determine if the recruiting process presented an 

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EP 1130-2-429 

30 Apr 93 

accurate and fair view of the overall process and program. 

Continue to encourage him/her to spread the word among his/her 

friends and relatives and, thereby, increase individual 

contribution to the program. 

3-9. Orientation and Traininq. If long-term or specialized 

volunteers are viewed in the same light as staff members when 

they first report for duty, it will be easier to realize the need 

for orientation and training. When a new team member reports for 

duty, the order of the day becomes orientation. 

Orientation must begin with the office or individual 

worksite. Where will the volunteer park his/her car, hang up a 

coat, store a lunch, get a coffee or soda; where is his/her work 

station. The list goes on and on. Volunteers are at your 

worksite because of the quality experience they envision. They 

won't last long if they feel lost. 

After the volunteer feels comfortable with his/her immediate 

surroundings, it will be time for orientation about the project 

and job to be performed. This is especially important if the 

volunteer will be exposed to the visiting public. He/she will 

have to know enough to answer common questions about the area. 

The volunteer will also need to know some things about the Corps 

organization and missions. All this information doesn't have to 

be given at once. A thorough orientation may take several days 

or weeks, 

service, 

depending on the type of volunteer, length of intended 

job assignment, and the interest or abilities displayed. 

An important tool available for this purpose is a pamphlet 

entitled, Wolunteering for the U. 

(EP 1130-2-430). 

S. Army Corps of Engineers" 

This pamphlet gives the volunteer an 

introduction to our organization as well as some helpful 

information on administration of the volunteer program. These 

pamphlets can be issued to long-term or specialized volunteers 

when they report for duty. 

Your volunteer management plan should include a handout 

orientation guide for volunteers of different types (short-term, 

long-term, special project, etc.). 

about your project or office. 

This guide should be specific 

The orientation guide could easily 

be prepared by a staff member familiar with the site. 

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30 Apr 93 

Orientation for short-term volunteers (one or two day 

projects) can be minimal, but should still be stressed as 

important. An expression of the Corps appreciation for their 

efforts should come first. Next, the volunteers should be 

introduced to the Corps team members who will assist or otherwise 

participate in the task. Finally, a brief orientation on the 

work at hand and the relevance to operation of the total project 

should be given. An important reminder is that this orientation 

must include a review of the activity hazard analysis or some 

equivalent safety message. 

For longer term volunteers, orientation will probably be 

interspersed with training and task accomplishment. Basic 

orientation will be followed first by training for one or two 

tasks. After some work is accomplished, additional orientation 

can take place while training is underway for additional jobs. 

Variety is important to make any job more rewarding, especially 

when there is no paycheck involved. 

The orientation guide you prepare for long-term volunteers 

might include some, if not most, of the following items, 

depending on the nature of the assignment. Although the list 

appears 

already 

0 

0 

0 

0 

0 

0 

0 

0 

lengthy, most of the information should be on hand 

in some form. 

Description and history of the project or 

office. 

Description of mission, programs, and 

customers. 

How does the Corps relate to the local 

community and other Federal, State, or local 

organizations. 

A description of the volunteer program. 

A sketch of the organizational chart and an 

introduction to the key Corps staff members. 

A timeline of major organizational events 

throughout the year. 

An introduction to the volunteer pamphlets 

and other pertinent local materials. 

An orientation to local facilities: 

office/work station, phones, restrooms, 

parking, coffee, soda, lunchroom, etc. 

3-22 
EP 1130-2-429 

30 Apr 93 

0 

0 

0 

0 

0 

0 

0 

0 

0 

0 

0 

0 

Outline of volunteer benefits. 

Provision of volunteer training schedule or 

development of volunteer training plan. 

Introduction to supervisory chain of command 

and specific supervisory staff. 

Coverage of recordkeeping requirements. 

Description of emergency procedures. 

Description of performance 

appraisal/evaluation procedures. 

Orientation to the specific volunteer tasks. 

Introduction to safety procedures and 

available personal protective gear. 

System for changing schedule and supervisory 

notification. 

Opportunities for growth and development. 

Allowable incidental expenses and importance of proper 

documentation. 

Plea to recruit additional volunteers from 

friends. 

Proper training is a must for any worker, paid or volunteer. 

Regardless of the amount of experience a worker may have in a 

particular area, some degree of training-will still be necessary, 

if only to familiarize him/her with the particular site, tools, 

and equipment to be used. 

Training takes many forms: classroom vs. on-the-job; formal 

vs. informal; local vs. off-site; skill related vs. 

interpersonal. The best way to determine training requirements 

is to develop volunteer training plans. There should be two 

types of training plans in your volunteer management plan. The 

first will be an overall project volunteer training plan. This 

will be a listing of all the different categories of volunteers 

anticipated with an accompanying inventory of the needed training 

courses. Figure 4 shows a brief example of a Volunteer Training 

Plan. 

3-23 
EP 1130-2-429 

30 Apr 93 

1. 

2. 

3. 

4. 

VOLUNTEER TYPE 

Campground Host 

TRAINING NEEDED 

Service Effectiveness 

First Aid 

CPR 

Volunteer Coordinator Service Effectiveness 

Corps Volunteer Supervisor 

Computer Skills 

Visitor Center Attendant Service Effectiveness 

Audio Visual Skills 

Interpretive Techniques 

Skilled Maintenance Worker Safe Material Handling 

Personal Protective Gear 

Defensive Driving 

Figure 4. Sample Format For Project Volunteer Training Plan 

Obviously, your list of tasks and training required will be 

longer and more involved than this example. It is important to 

keep in mind that volunteers will need much of the training 

provided to Corps staff working in similar positions. 

In addition to the office or project training plan, an 

individual training plan should be developed for each volunteer. 

This plan will be more specific and indicate, not only the types 

of training needed, but also where, when, and how it will be 

provided. A suggested format for the Individual Volunteer 

Training Plan follows (Figure 5). 

3-24 
EP 1130-2-429 

30 Apr 93 

NAME OF VOLUNTEER 

PLANNED VOLUNTEER EFFORTS 

ORIENTATION COMPLETED 

(date) (volunteer coordinator 

initials) 

SPECIFIC TRAINING REQUIRED 

1. 

3. 

TRAINING ACTION PLAN 

TRAINING Dm METHOD 

(scheduled or accomplished) 

Ex. First Aid a/9/91 c Local Hospital $12 

SITE COST 

1. 

2. 

3. 

4. 

Note: Method Codes - (C - Classroom), (0 - On-the-Job), 

(A - Audio Visual), (H - Home-study), (D - Demonstration) 

Volunteer 

(signature) (date) 

Volunteer Coordinator 

(signature) (date) 

Figure 5. Sample Format For Individual Volunteer Training Plan 

3-25 
EP 1130-2-429 

30 Apr 93 

This training plan should be one of the first things 

developed for the long-term volunteer. Individuals rendering 

short-term voluntary service may not need a specific training 

plan. However, it should be noted that some minimal training may 

be necessary even for volunteer services of one to two days 

duration. In most cases, such training will be on-the-job at the 

start of work. 

Because of the wide variety of work volunteers may become 

involved in, the list of potential training courses will be long. 

This list of possible courses to be offered to volunteers should 

be a part of your volunteer management plan. The listing should 

include information on the type of training (classroom, homestudy, video, etc.), the length of the course, the training site, 

the cost, who teaches it, et cetera. 

Volunteers should not be overlooked as possible teachers for 

these various training courses for volunteers. A variety of 

local courses are already taught by volunteers (CPR, First Aid, 

Defensive Driving, etc.). Your volunteer management plan should 

contain a list of possible volunteer instructors, along with 

their addresses and telephone numbers. 

Training should be considered a necessity to ensure that the 

Corps receives maximum benefits from its volunteers. Keep in 

mind also that the volunteer will consider most training 

experiences to be a personal benefit and, as such, part of the 

compensation for the volunteer service. Perhaps the most : 

important training that can be provided to a volunteer is safety 

training. The volunteer must know how to protect him/herself, as 

well as co-workers, from job hazards. He/she must also be able 

to avoid damage to Corps property and equipment. The volunteer 

coordinator will want to assure that the handbook section on 

ffSafetyff is considered when training is specified. 

3-10. Suoervision and Motivation. There are many aspects to 

consider as part of the volunteer program. The volunteer 

coordinator may be tempted to feel that, once volunteers are on 

the job, the hard part is over. In actuality, the most critical 

part of the program has just begun - supervising the volunteer. 

Many volunteer programs fail because supervisors don't consider 

the criticality of their role. 

It is likely that volunteers will be supervised by any 

member of the Corps management team at the office or project. 

Some staff members doing the supervising may never have been 

trained in supervisory techniques. These individuals will most 

certainly need some training in order to perform this new task 

effectively. 

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EP 1130-2-429 

30 Apr 93 

Traditionally, Corps supervisors have been trained to 

supervise and motivate paid staff members. However, many of the 

rules and techniques that apply to these individuals don't apply 

to volunteers. Volunteers seek many of the same rewards from the 

workplace as do paid staff members. The basic difference is that 

the employee must come to work and perform in order to keep the 

financial security the employment affords. Volunteers are under 

no financial pressure to show up, or to perform. They do so for 

the pure satisfaction of the experience. The satisfaction each 

individual volunteer seeks is different. A long list of the 

things that motivate volunteers has been provided in the 

"Recruitmentff section. 

It is important for a supervisor to know why an individual 

is volunteering in order to provide suitable work opportunities. 

It is acceptable to ask, (IWhy are you volunteering with the Corps 

and what kind of experience are you seeking?." The answers to 

these questions will provide valuable clues to make the 

experience more rewarding for both the volunteer and the Corps. 

On the strong foundation of knowing these basic needs, the 

volunteer supervisor should lay some additional building blocks. 

The first is an understanding that, according to regulation, 

"Volunteers will be provided a work environment which is, in all 

respects, equivalent to that provided Corps employees performing 

similar duties.ff Whether it is personal protective gear, 

sufficient lighting, transportation to the worksite, or a.variety 

of other conditions, volunteers should be treated like staff 

members. This assures that volunteers will feel like part of theteam. Many times that feeling is more important than any other 

benefit that can be offered. 

Another important supervisory principle is enthusiasm. 

Everyone knows that working for an enthusiastic supervisor is 

much more fulfilling than working for one who isn't. Volunteers 

need to see the supervisor's enthusiasm for the work much more so 

than staff members. Volunteers will feel much better about 

accomplishing something important (worth being enthusiastic 

about) than a meaningless task not worthy of the supervisory 

effort. 

Although it is the project or office manager's 

responsibility to assure that the rest of the Corps team has 

Ifbought into" the volunteer program, the volunteer supervisor 

needs to stress a teamwork ethic between volunteers and staff 

members. Staff attitudes that volunteers "are here to take our 

jobs," "are outsiders," "can't be depended upon," "aren't safe," 

3-27 
EP 1130-2-429 

30 Apr 93 

or "may cause other problems," will create a disastrous 

atmosphere for your volunteer program. Staff members need a 

thorough orientation regarding the benefits of the program before 

the first volunteer arrives at the site. 

Communication is vital to any supervisory relationship. In 

terms of volunteer supervision, communication is critical. 

Volunteers must have frequent feedback from supervisors regarding 

their work. Successes must be praised and failures must be 

tactfully corrected. 

Staff evaluations or appraisals are, for most supervisors, 

one of the least favorite tasks. There is a strong temptation 

not to evaluate a volunteer's performance. However, it is 

extremely important that the volunteer get substantial feedback 

from the supervisor regarding strengths and weaknesses. 

Remember, volunteers are there because they want to accomplish 

something and do it well. A good supervisor coaches volunteers 

to do their best, just as he/she does with team members. Keep 

volunteer coaching focused on the positive and word constructive 

criticism carefully. 

A sample Volunteer Evaluation format follows (Figure 6). It 

can be modified or you can develop your own form. The most 

important point to remember during the evaluation process is the 

job description. Performance must be tied to the expectations 

set forth in the beginning of the relationship. 

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EP 1130-2-429 

30 Apr 93 

NAME OF VOLUNTEER: 

POSITION: 

PERIOD COVERED BY EVALUATION: 

EVALUATION DATE: 

Position Goals 

1. 

2. 

3. 

4. 

Work RelationshiDs 

Relations with other volunteers 

Relations with staff 

Relations with visitors 

Meeting commitments on deadlines 

Initiative 

Flexibility 

COMMENTS BY SUPERVISOR 

to 

Progress Achieved 

COMMENTS BY VOLUNTEER 

NEEDS FOR CONTINUED SERVICE 

VOLUNTEER SUPERVISOR 

(signature) (signature) 

Figure 6. Sample Format For Volunteer Evaluation 

3-29 
EP 1130-2-429 

30 Apr 93 

The volunteer must always know what is expected of him/her 

and what to do next when the current job is completed. Job 

descriptions discussed in Section 3-7 will be helpful in 

determining the next suitable job. 

The plan should also include methods for evaluating the 

volunteer as well as the volunteer program in general. 

Evaluation forms and methods may be included here. 

Based on the importance of Corps team members supporting the 

volunteer program, the volunteer plan should include an outline 

for a staff briefing or orientation regarding program benefits. 

The plan should also include the details of who on the staff 

will be supervising which types of volunteers. In addition, you 

will probably want to include a list of the training each 

individual has had in the supervision of either paid staff or 

volunteers. A training plan or schedule can be provided here for 

those who need additional training. Outside sources of training 

or reference materials for home study can also be listed in this 

section of the plan. 

At the very least, each supervisor of volunteers should be 

familiar with the pamphlet, 

Volunteersff (EP 1130-2-431). 

"Techniques of Supervising 

The volunteer coordinator will want 

to keep a supply of these in stock for issue to new team members 

who may find themselves in this situation. 

This pamphlet may also be utilized as a guide for the 

conduct of short in-house training courses in the proper 

supervision of volunteers. Considering the importance of this 

aspect to the overall program, such training would be time well 

spent. 

3-10. Awards and Recognition. Other than the intangible 

benefits discussed earlier (regarding why people volunteer), 

volunteering offers few tangible rewards. One tangible benefit 

of the program is awards and other forms of recognition. Since 

this benefit is limited, the supervisor will want to take full 

advantage of this motivational potential whenever appropriate. 

Awards and recognition are discussed in the regulation and again 

below in terms of their place in the volunteer management plan. 

The volunteer management plan should include a section on 

recognition and awards for volunteers. Because substantial local 

discretion is authorized in this area, it is important that the 

3-30 
EP 1130-2-429 

30 Apr 93 

plan specify what methods of recognition will be afforded to 

volunteers in different categories. Both quality and quantity of 

service should be considered. Recognition may vary. It may be a 

certificate or some other means. Articles in Corps publications 

or the local printed media, local radio and television, bulletin 

board l'volunteer of the month" display, etc. are all excellent 

ways to honor volunteer efforts. 

Several nation-wide award programs are available for 

recognizing outstanding voluntary service and are identified in 

Appendix B. These programs are valuable methods of recognition 

that have very positive motivational effects. 

3-11. Volunteer Identification. The volunteer management plan 

should discuss the methods by which volunteers will be identified 

at the project or office. ER 1130-2-432 contains a variety of 

options. It will probably be necessary to designate a different 

means of identification for each work category. For instance, 

tour guides and visitor center attendants may be afforded a 

complete volunteer uniform. Relatively long-term maintenance 

volunteers may be afforded a ball cap and name tag. Short-term 

volunteers who do not come into contact with visitors may not 

need to be identified. 

3-12. Reimbursement for Incidental Exoenses. The plan should 

also discuss a schedule for reimbursement of volunteer incidental 

expenses. ER 1130-2-432 defines incidental expenses as those 

out-of-pocket expenses which a volunteer incurs in performing a 

service for the Corps. These are different from the expenses theCorps would incur in providing materials or overhead associated 

with the service of a volunteer program. The regulation is 

relatively clear on what may be provided. However, some 

discretion is exercised regarding reimbursement. The plan should 

outline the local policy specifically regarding what is covered 

for which types of volunteers. 

3-13. Safety. As with any program that the Corps of Engineers 

undertakes, safety must be a top priority in the volunteer 

program. One statement from ER 1130-2-432 makes the volunteer 

coordinator's and supervisor's role in safety quite clear. 

Paragraph 6.d states, "Volunteers will be provided a work 

environment which is, in all respects, equivalent to that 

provided for Corps employees performing similar duties.fl In 

other words, treat volunteers just as you would staff members. 

This must be especially true in the area of safety. The 

volunteer coordinator should work closely with the office or 

project safety officer to assure that all safety requirements 

(OSHA, EM 385-1-1, and others) are met for volunteers. 

3-31 
EP 1130-2-429 

30 Apr 93 

Just as with staff members, the safety program for 

volunteers should begin with the Job Hazard Analysis (JHA) or, as 

some prefer to call it, the Job Series Hazard Analysis. AJHA 

outlines an occupation or job specialty by tasks, hazards, 

necessary personal protective gear, and safe job procedures to 

minimize the risk of injury to a staff member or volunteer. It 

would normally cover all volunteers assigned to a job series at 

the project, but is not required for field clerical positions, 

although many supervisors prefer to have one for the clerical 

volunteers also. 

Volunteers should become familiar with the hazard analysis 

for their own job and utilize the information provided prior to 

the performance of the job series related tasks. These analyses 

are reviewed and updated annually and initialed by each 

volunteer. How and where these are filed is a matter of local 

policy. 

Another important document for the volunteer is the Activity 

Hazard Analysis (AHA). An AHA is required on any specific 

assignment or activity performed by a volunteer on an unusual or 

infrequent basis; in other words, a job not covered by the job 

series hazard analysis. AHAs may also be prepared for routine 

assignments that have special safety concerns. As work 

assignments are developed and a new task needs to be 

accomplished, a thorough AHA is to be written. Once the job is 

ready to begin, the AHA is reviewed and initialed by all team 

members and volunteers associated with the task. 

Properly implemented, the Job Hazard Analysis and the 

Activity Hazard Analysis can be excellent management tools. 

Improved work methods can result in reduction of property damage 

costs, worker's compensation, tort claims, and absenteeism. 

Through familiarity with both the JHA and AHA for any 

particular task, the volunteer will: 1) realize the hazards 

involved; 2) know how to protect him/herself from the hazards; 

and 3) understand the proper procedures necessary for safe 

completion of the task. 

The volunteer management plan should outline the tasks 

volunteers are performing categorized by job series. Each 

volunteer should then be provided with the JHA applicable to that 

series. Some volunteers may perform work in several different 

series. They may do ranger duties in the morning and maintenance 

duties in the afternoon. In such cases, they should be provided 

with all applicable JHAs. You may wish to include copies of 

these in your plan. 

3-32 

. 
EP 1130-2-429 

30 Apr 93 

The volunteer management plan should also include a list of 

personal protective gear to be issued to the volunteer or 

otherwise provided for their use in each job series or volunteer 

classification. 

The plan should also include a list of all activities 

performed by volunteers that are covered by an activity hazard 

analysis. In other words, a task outside the routine covered by 

the JHA. When volunteers are involved in these tasks, the onsite supervisor should assure that the AHA is reviewed and 

initialed by & involved - staff members and volunteers alike. 

Another important consideration of the safety program for 

volunteers is the assurance that volunteers are properly trained 

for any specialized task or the operation of any specialized 

equipment, vehicles, or vessels. According to regulation, it is 

the responsibility of the accepting official to certify that 

volunteers are proficient in the operation of any equipment 

assigned and that they meet the same licensing requirements 

applicable to Corps staff. Specific training necessary and 

licensing requirements for volunteers in general should be listed 

in the volunteer plan. (Individual needs for training or 

licensing should be listed on specific individual volunteer 

training plans.) You may also wish to include a district policy 

statement or letter regarding whether or not volunteers are 

permitted to operate vehicles, vessels, and equipment. This 

authority rests with the District Commander. 

Sometimes, despite the most intensive safety efforts, 

accidents happen involving volunteers. In cases which result in 

personal injury or property damage, the same emergency actions 

and procedures applicable to Corps staff members will be 

undertaken regarding volunteers. The only difference will be a 

notation in item 17. on ENG Form 3394 (U.S. Army Corps of 

Engineers Accident Investigation Report) denoting "othervolunteer.f' Reporting procedures may be listed in the volunteer 

plan if deemed appropriate by the volunteer coordinator. 

IfA Volunteer's Guide to Working Safely" (EP 1130-2-432) is 

an excellent safety pamphlet designed specifically for 

volunteers. The volunteer coordinator will want to order a 

supply of these so that one can be issued to each volunteer. 

Volunteers should be encouraged to keep this pamphlet in their 

pocket for ready reference on the job. This will serve to 

reinforce the Corps safety emphasis. 

3-33 
EP 1130-2-429 

30 Apr 93 

CHAPTER 4 

RECORDKEEPING 

4-l. General. Recordkeeping is a way of life in the Corps, as it 

is in every other government agency and most businesses. There 

are various reasons why recordkeeping is important to a 

successful volunteer program. 

0 There is always a possibility that a volunteer may be 

injured on the Corps worksite. In such eventuality, it is 

necessary to file the proper accident and injury forms. In some 

cases, injuries are not reported until a later date. In such 

instances it is imperative to have good historical records as to 

dates and hours worked, as well as jobs performed and the staff 

involved in supervision. 

0 There is also a possibility that volunteers may injure 

someone else or cause damage to property. The same records 

identified above will be needed in such instances. 

o When incidental expenses are reimbursed, it is important 

to maintain proper documentation and internal controls. In order 

to measure the success of any program, accurate records must be 

available for review. The forms specified in the volunteer 

regulation, as well as the reporting requirements, provide one 

vehicle for program evaluation. 

o Awards and other forms of recognition take on additional 

importance in a program where participants are not compensated 

monetarily. Good records will indicate when volunteers have 

surpassed milestones set up for various volunteer awards. 

0 Parental release forms are a must when minors are 

involved in the volunteer program. These insure that the parents 

know where the child is and have approved of the voluntary 

service. In organized groups, these forms assure that the group 

is aware of their responsibility to the child's parents. 

4-2. SamDle Forms. This paragraph explains the forms necessary 

to conduct the volunteer program. In each case, an example is 

offered of the completed form. 

4-l 
EP 1130-2-429 

30 Apr 93 

The importance of conscientious and accurate recordkeeping 

cannot be stressed enough for the success of your volunteer 

program. 

o Ontional Form 301, Volunteer Apnlication. It is very 

important that the volunteer applicant complete this form 

accurately and thoroughly. In many cases, a decision must be 

made to accept or reject volunteer services solely on the basis 

of the information provided herein. 

Blocks 1 through 5 are self-explanatory. 

Block 6 lists various volunteer work categories in which the 

individual may be interested. Since no list of this type can be 

exhaustive, it is very important to use the llothern line to 

specify additional jobs. The applicant should keep in mind that 

most projects can use the same volunteer for a variety of jobs. 

All jobs that are interesting to the volunteer should be checked. 

Like block 6, block 7 cannot be considered a complete list 

of the skills an applicant may possess. Here again, the Ifother" 

lines should be used to specify additional skills that the 

applicant may use to provide voluntary service to the Corps. 

It is very important that the applicant complete block 8 in 

great detail (continuing to block 17, if necessary). This space 

is for the prospective volunteer to describe in his/her own words 

the type of specific volunteer work desired and the skills‘ or 

background that will enable him/her to perform it. 

It is helpful to know whether a volunteer candidate has 

experience as a volunteer. After all, volunteer service is quite 

different from a paid job. A thorough description of former 

experience in block 9 will give the accepting official insight 

into the potential success of the volunteer experience. 

Block 10 is also important as it will indicate whether or 

not the candidate can be assigned to supervise other volunteers 

with minimal guidance and training. 

Although it is marked OPTIONAL, each volunteer applicant 

should be encouraged to complete block 11. This block gives the 

accepting official valuable insight into what the candidate is 

seeking from the experience. An explanation here can help 

greatly in matching the volunteer to the right job. 

4-2 
EP 1130-2-429 

30 Apr 93 

Block 12, PHYSICAL LIMITATIONS, will give insight into what 

situations the volunteer is and is not capable of performing in. 

This is important information. 

Block 13, gives the candidate an opportunity to specify the 

months, hours per week, and days of the week that he/she will be 

available for service. 

Volunteers applying for duty at a specific project or office 

may be confused by block 14. This block requests at least three 

states or specific locations for which the volunteer is 

available. If the applicant is available for one specific site 

only, that stipulation should be made in this block. 

Many volunteers are local residents who do not need 

lodging. Block fifteen is geared more toward transients 

targeting distant projects. Local volunteers should just check 

the box indicating they will provide their own lodging. 

Blocks 16 through 19 are self-explanatory. 

A completed example of this form follows. 

Optional Form 301 is a federal inter-agency volunteer 

application form which is available from the Government Printing 

Office. 

* Note: These pages and the sample completed form may be 

reproduced locally and mailed with the volunteer application to 

prospective volunteers. This guidance may be of help when 

completing this form. 

4-3 
EP 1130-2-429 

30 Apr 93 

FOAM . -. APPROVED . 

OMB NO. 05960080 

I 

Volunteer Application 

for Natural Resources Agencies I 

Instrucl~r Ma’k 9” In 8$wfofma~~ ewes. 

For other Items, either pnnl or typs rrtpocue* 

If extra apace Is maea use Item 17. 

1 

4 

9r. nave you voluniterea before? Yes XNo 

b. II Yes. please orlelly oeScr#De your volunteer cxperme. J volLul$eet to do manv thin66 at mv church 

fieach. mounds maintenance. rmvan rtr~l- 1 e at thr 

SW lh 

I. Name (Last Fiml. M8ddlel 

I 

Carpenter, John C. ITT -1212 

4 Street Aaaress wcluae l partmeni no.. if any) 5. City, Stale. and Zip Coda 

413 Oak Drive Anytovn, Ohio 46389 

6. WHICH general volunleer work ulegortes are you mOSl inlerested in? 

5 Archeology ‘x PerUDisease Control b limber. Fire Prevention 

Z Botany I Minerals/Geology t TralUCamoground Maintenance 

I CamDgfounci Host 2 Natural Resources Planning E Tour Guiddntarpralation 

k‘ Cons1ruclionlMatnIeMnce 1 0fficclclerical . E Visitor lnlormation 

: Computers c RangelLivfslock C Otherjplease specify) 

Z Fish/Wddlde 1 ResearchMbraty 

- HistortcallPresewatldn ‘Y -SoilrWalershecl 

7. Who1 ~ual~fical~ons~sk~lls/exper~enceleducal~on do you have that you would like lo use in your w3untaer work? 

Z BachpackmglCampmg c Heavy Equipment Operation 12 kign Language 

.- - Biology 3i Horses-Care/Riding r Supervision . 

Z Boat ooeratton Z Landscapmg/Aelorestalion 3 Omer Trade Skills (specify) 

j(+ Caroenlry . X ma Surveytng 

Clef~calrOIl~ce Macnmes : Liveslocluftanching L leaching 

_ Cornouter Programmtng . . . Mao Acaatng L Working wilh People - 

OrallmgrGra~ntcs i Mounlameefmg Y Writing/Editing e 

x Oraver s License I: Photography 1 Other (please sctecify) 

Fttsl Alo Certlttcate I Public Spaaktng 

x HanatPower Toots -: ResearchrLlbrarun 

6. Basea on ooxes checkea tn items 6 and 7. what prrfrcular type of volunteer work would you hke IO do? (Please describe 

any spechc gualdlcatlons. skills. cxpenence. or eduulcon INI apply.1 I vould like to do cabinet making or other 

fvoe of car o en tvvork(I&eaio~~card~). r Iarcheoloaist and I vould be nlsd to em for aruts or 

sites. Ican&lraharschvauldhron~aacaucstrianfacilieir* 

IO. Wcwa vou ltke to suoervtse otner volunteers? X Yes . NO 

11 Wnat are some of your oDpJC1tveS 10~ worktng 66 6 volunteer? (0p11ona1) I aI retired and I like to keen active.. 

t support Preaident Bush’s philosophy that. those who can, should help the Rovernment by 

yolunteerim their services. 

12. please soec~fy any DhyslaI ItmtUtlons tM1 may tnlluence your vOlun1Cer work l ctivilies: I@ has 

bh ears. 

~~ygQl-lSl+J$, (OVER) Opttwi Form Mm 

USDANSDI 

Sample Optional Fom 301 (front) 

4-4 
EP 1130-2-429 

30 Apr 93 

ik wmch months would you be l vatl;ble tar rotunteer work? 

2 January C febnmy CMlCtl ;x AntI 111 WY C3JW-O 

X July E August E sepwmbef 5 october @N- cl December 

130. How finY hours per Week Muld you by available for volunteer wOr(t? iiONS - 10-20 

lk. Which days per week would you be 8VdlablO for volunteer work? 

: Monday L Tuesctay 0 weaneday z muray Z Friday C Saturday c Sunday 

14. S~ec~ty at least three states or specific loUttons wIthin a state where you would like to do volunteer work: 

pmsvlvania, Ohio, Indiana 

15. Speclly your lodgq requirements: 

X I will lumtsh my own lodpmg (such as. tent: camper: trailer. own. relative’s or lriend’r place). 

L I VIII require assistance in finding lodging. 

16. If a volunteer l ssignment is not available at the localtons specified in item 14, do you want your l pplGatton torwardect (0 

another iOCat8on or Iederal agency seekmg volunteers with your background/interest? 

X Yes f No 

17. Thus soace IS prow&d tar more eeta~led~rerponses. Please inalcate the item numbers to which these responses apoly: 

Notice to Votuntrer 

Volunteers are not considered lo be Federal emDloyees for any ourposes other than tort Claims and injury compensation. 

Volunteer seff#ce IS not Creditable lw leave lcCnrU or any other benetit. However, volunteer SeWIce is creditable work 

eroerlence. 

Privacy Act Statement 

Following dormatlon IS orovlaed to comply with the Privacy Act (Pt. 9%57% 5 USC. 301 l nd 7 CFR 260 aulhortze accep. 

tance of Ine Intormatton reguestea on this tM. The tlata will be used to contact l DpIicants and to intmlew. screen. am 

select tnem for volunteer assignments. Furrushing thas data IS 

voiuntav. 

U.S. OovElMyT mlmo -=cua¶-vo:oLr ” Opttonal Form 301 [raj) 

Sample Optional Foxm 301 &~.k) 

4-5 
EP 1130-2-429 

30 Apr 93 

0 ENG FORM 4881-R. Parental Aonroval. This form must be 

completed anytime a person under the age of eighteen is enlisted 

in the Corps volunteer program. The only exception to this rule 

is when an organized group is involved and the group has already 

obtained parental approval on their own form. The accepting 

official can waive the need for the ENG 4881-R form upon 

verification of the completion of this other form. 

The parental approval form is very straightforward and selfexplanatory. There is no necessity for a block-by-block 

explanation of how it is completed. A completed example follows. 

4-6 
EP 1130-2-429 

30 Apr 93 

US Army Corps 

of Engineers PAREKTAL APPROVAL 

(ER 1130-2-432) 

I YAME OF VOLUNTEER JimwB.Scout 

I ‘ARLNT OR GUARDIANS NAME 

JamesF.Scuut 

I &DDREs 3852 Beech Street. ~V~OWII. Qhis 46389 

1 ‘LLLWONE 617/5%3468 617/55%8924 

iR*ddenc*) fau:meuJ 

I mwrm thm I .m nw ewmc/p.Iardln of h -. n.llwd ro*ntar. I urdwsund that UM corm 04 En@- VOLUNTEERS 0roqr.m 

don no* DIWIM COmomM,lOn. .xc#ot 08 ommwlY DIQld.0 b” law. .M nut ma rnk. Will no1 coww on k voluntmf ma 9wws Of . 

Federal mwlova. 1 hw. r-d m. .ruckd awrlotlon 04 ah work ma, a.. rohmwr WI,, ~omn. 

. 

I *lva rn” Pmmldom (0, B. Smut to owskloar* 

)n VIII ~fov.m mnomord bv BOY scout Troop #59 

weme olrpomorbu 0~nlrd.m. IlmppIiMCk) 

~ Straight River Lake ~ June Z2,1991mJune23,19!31 

f-ONhW rDmw1 ID9NJ 

June16,1991 

ENG FORM 4881-R, Feb 92 EDITtoN OF Nov Ib IS oesoLETE l~roeolru CECWaNI 

Sample ENG RX&l 4881-R 

4-7 
EP 1130-2-429 

30 Apr 93 

0 ENG FORM 4880-R. Agreement for Individual/Grouo Volunteer 

Services. This form provides the legal basis for the 

agency/volunteer relationship. It must be completed for ever-v 

volunteer or group of volunteers. No one should ever agree to 

begin volunteer activities now and sign the agreement later. 

This form is relatively brief and straightforward to 

complete. The top line, AREA, should be completed with the name 

of the project if a lake or other water resource development is 

involved. If a district or division office is involved, the name 

of the specific office should be listed. 

The NAME/GROUP block will be completed with the name of the 

volunteer in the case of an individual. In the case of a group 

of volunteers, the groun name will be entered. Not the group 

leader's name. 

The TELEPHONE and ADDRESS blocks are self-explanatory. In 

the case of a group, these may have to be the group leader's 

telephone number and address. 

The BRIEF DESCRIPTION OF WORK... block is important. 

Remember, this is an agreement between the volunteer and the 

agency. It is important that both sides are clear on what is to 

be accomplished and how long it is expected to take. A job 

description should be attached to this form in most cases. It 

will expand on the information provided in this limited space. 

It is extremely important to also attach an "Activity Hazard 

Analysis" document to this form and review it prior to the start 

of work. An activity hazard analysis is a detailed description 

of the hazards that might be expected in the process of the job 

as well as means that must be taken to eliminate these hazards or 

protect the volunteer from them. Remember, according to 

regulation, volunteers must be afforded working conditions 

equivalent to those of a paid Corps staff member. 

The SIGNATURE OF VOLUNTEER block is self explanatory. 

The SIGNATURE OF GROUP REPRESENTATIVE block should be signed 

by the group leader when a group of volunteers is involved. This 

leader must be reminded that he/she is responsible to obtain 

signed parental permission forms for all group members under 18 

years of age. By signing this block, the leader certifies to 

this fact. 

4-8 
EP 1130-2-429 

30 Apr 93 

The SIGNATURE OF ACCEPTING OFFICIAL block above the 

ACCEPTANCE/TERMINATION OF AGREEMENT line is to be signed when 

first entering into the volunteer agreement. The accepting 

official is the project manager or his/her designee. 

The signature block below the ACCEPTANCE/TERMINATION OF 

AGREEMENT line should be signed by the accepting official when 

the agreement is terminated. 

A copy of this completed form should be given to the 

individual volunteer or group leader for his/her records. The 

original should be kept in an active file for the period of 

volunteer service. After termination of the service, this form 

should be kept in an inactive file for three years in case it is 

needed in a law suit or injury claim. 

Two examples of this form, one for an individual and one for 

a group, follow. 

4-9 
EP 1130-2-429 

30 Apr 93 

I 

m 

,o,.: 

US Atmy Corps 

of Engineers 

AGREEMENT FOR INDIVIDUAL/GROUP 

VOLUNTEER SERVICES 

(Act of July 30. I983 hblic Law 98-63) 

Straight River L&e 

AREA 

*MEtGROUP IT,- orICht Cd N-r) TELECMONE NUMBER 

G. l-!a~ 

DDRESS Ohd. CM,. lla#e UM 21~ CdeJ 

41.1 me. A&ok-~, Ohio 46389 

8.W -,@t&m 0, LIOI. (0 b pw(om8.d. lmlUdln@ mklmum Ihe C-luvmn* maulnd. ,*,tmr* COmpkt8job l amipn4) 

Fabrication of picnic table parts (to be assgnbled by others) 

utilizing hand and power tools in the project work shop. At least 

t~0weekswillberequired. Job Description and Activity Hazard 

Analysis are attached. 

L 

I 

I uMmun(l mm1 I Will no* rrek .m C-rwtlon 1Or MU l be wov(l aed thal rolvntrn .n NOT -rad so b. faded .mplovn. 

foe an* OYIID- 0m.r ltl.n IOn Cklrn wbd In(ur* c -rdo-. w I u- th.1 ~UYIW( mke h no, ~,dIt.b,. 101 km WCN., 

~~~~~~lorr -=fIm. I aha uMnM r(uc &hat m. Cam. ., E,,,4tm o, , (ryv “,,,A m,, *rmnl n me* umm b” motll”ln~ 

I )HIsbv rOlunla~ mv ewvlc~ m drcrlbwd abow. 10 nskt M Cm-8 of En#lnmm k I- 9utbul.d wti. 

18June1991 

tscrulnun 01 Vdunh*r) t&k) 

1 Na *- 80 *WI. owN%lal *r CIYdkll comswu lol um llw- “mea la - .I w and ” m* rtr)r ~lkmbk child labor law.. 

1 Na u-M mat rfu IndklQuah rmlunwwl~ udmr mh w-mt rlll mot r.c.k. MV comD,nutlom toI h -. -orI& mud -1 mm* -“I 

NOT ba mlOrad 80 bm fadem -Iov~ @or emv DWPOY .- Dm w CI.~ .nd INuw c omo,mmlon. and -. “mdwwmw mm VohmUr 

mka k 101 Cmdlubk *o, be.9 WCIY.I o, MI mhw -low krr(lo. W ,,.o v-ulld e,., ehhw th. Co,m 01 Em+..,,. or w., m.y 

Caned *I. wrmn t .t WV Wna k MIIWW tk 0th~ mr. Wa o.r” 1. .m.lda UN Coma mt E-l- rttn . lktln# d rth.e Wkloanu 

balm admu. l nd nlu @uaamf ol hum rch cmewlhuuo. aham w î -. 

IcNMt... Of 4roal~ ne#lwwm~lb) ~D=W 

TM Corea of EMrun was. whlk mhk -t If In HlCt. IO woslda such WuUIkh. aulomo~~t md lacllltk. ” u. w.lkbk and - 

10 ort9-l tin WOIL dme?lbd abw.. md s. cmmld9ra 

PUIW Of *orI Cklrn .nd 

ma lnokldu~h wolun-lw Yllw thh * amaNt 

I c olnewlmtlm f.l rrc Nmd yurkh 

m fdld WmolW only tar ma 

18June 1991 

ACCLIIANCEllL~MINATION Of AQIIEEYENT 

I 

ml#wwm Of Anrclfw Ornekll fXJ,h J 

I 

ENC FORM 4880-R. FEB 92 CR I laQ14at) WmDofmt CECW-ON, 

EnmoN of Nov 05 IS oBSoLETE 

Sqle ENG ZDR!! 488&R (indIvidua1) 

4-10 
EP 1130-2-429 

30 Apr 93 

m 

I I 

lfg*l 

US Army Corps 

of Engineers 

AGREEMENT FOR INDIVIDUAL/GROUP 

VOLUNTEER SERVICES 

(Act of July 30, 1983 Public Law 98-63) 

Straizht River Lake 

AREA 

IAMEICROUP t7=we .rMnt Pull Nun*) TELEPHONE NUMBER 

617/55%1213 

Assmbly of picnic tables fran finished parts (by others) utilizing 

toolsandhardwaxe. Timerequired- approx&nately 6 hours per day 

for two days (one weekend). Job description and Activity Hazard 

Analysis are attached. Power tools will not be used. 

I undmwwnd h.1 I WI11 not ns.k. .nv c -1l.n 1.e - l h. w.vk .nd du, r.twnrm .r. NOT c.mldwad 1. ba F.d.4 .m.lov... 

1.l .“” oum.n .tl).r tn.” ton Ct*lmI and lnjurr C.m.wwtl.n. .nd I YW Rut “.lYmm.l rnk. IS not crmdts.bl. t.f t8.u. WCIY.I 

W .W .m.v ~0l.v~ bmfln I *a. und.rss.nd thn .kts.r ttw C.rw of En#nw 01 I -v UIIC., d~la wmnt .t .nv tlm. b” n.tttyln# 

vlw mmr ..nr. 

I M1.W vOIunt-~ mv wnlcm I da4b.d .b..., 1. ~1~1 Ww Co,.8 of En~ln..,a In I. .,,h.,tFa -WC. 

(Et#uuhr~ .I Vdunlew) IDal*, 

w* WY 10 Obwn pw.ntal or w.ralm c-l tw ..ch tndMdu*l “nd.? w *wn .t w .nd n ..m.t* rrtwl a.PtIC.bt. Child I.b.1 I.ws. 

W* und.“wM thm ,+a. lndkldu~l~ r.lun~.M, u”d., ,hh .~..m.m r,,, -01 ,a.tw. m c 0mamml.n ,.r ma mow. work .M wu. ma* Will 

NOT b. c.m.)dw.d so b. Fader.1 .m.l.v~ for .W our..,. om., r)un t.,, c,.,m, .,,d lr,,uw c.mprw,l.n. w w. und.“Wod 1-8 v.,~nt~r 

..nlCa h not cr.dhmbh tot t.w. .ccrud or .nv e.tN.r .“wlO”.. bwwfto. W. 11,. u,W.,,,.M “W .ktwr ,h. Cow, ot Enplmrs. 01 w.. m.” 

Swlc*l *hIa mgv”fnant .I .“” IIn- L” n.tltyln@ me mm9r am. w* bgvr 1. .,.ulda ma carp of C~IWWF r,* . Il,~l”~ ot .C,k. ..nkl..nl, 

homa .ddr-. .nd nw nwnbw of h.un.uh c.nolbuy~.d. rhmm .nd ., ,m~,,a,.d. 

25June1991 

flbkl 

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ENG FORM 4980-R. FEB 92 IER llIoa4~~l fPmmenl CECW-ONI 

EDITION of NOV B5 IS OBSOLETE 

SarnpleENGTWv! 4880-R (SWP) 

4-11 
EP 1130-2-429 

30 Apr 93 

0 ENG FORM 4882-R, Volunteer Service Record. This form is 

necessary for evaluating the effectiveness of the volunteer 

program as well as tracking the number of hours and service value 

of each volunteer or group of volunteers. It is completed on a 

monthly basis. 

The NAME line will contain the name of the individual 

volunteer or the group name of a group of volunteers. In case of 

a group, members' -names may be listed-on a separate sheet 

attached to the form or on the back of the form itself. 

The DATE line will show the month and year of the report. 

The PROJECT/OFFICE line will contain the name of the project _ - 

or office where the volunteer service took place. 

PREVIOUS HOURS is the total number of hours shown in the 

CUMULATIVE TOTAL block at the bottom of the previous month's 

report. This number will be added to the TOTAL FOR MONTH to 

obtain the new cumulative total for the month. 

Most of the column headings on this form are self 

explanatory (day, job title, location, hours worked). The 

EQUIVALENT VALUE IN $/HR column is the hourly rate listed in ER 

1130-2-432, paragraph 14b, associated with the job performed 

(Figure 7). Five categories are listed with a grade or range of 

grades. The proper equivalent grade should be selected and the 

base hourly rate entered in this column. The base rather than 

the eouivalent rate should be used. In other words, the value of 

benefits, overhead, and supervision should not be applied to this 

rate. 

For the purposes of determining the value of volunteer services, 

the following rates will be used at the comparable base rate (not 

to include overhead): 

JOB TITLE GRADE 

Laborer 

Skilled Maintenance 

Student/Clerical 

Technical Specialist 

Consultant 

Minimum wage or WG-3 

WG-9 

GS-4 

GS-7 or GS-9 

GS-11 or GS-13 

Figure 7. Comparable Base Rates for Volunteer Services 

4-12 
EP 1130-2-429 

30 Apr 93 

In the DOLLAR VALUE column enter the extension of the number 

in the HOURS WORKED colume multiplied by the number in the 

EQUIVALENT VALUE IN $/HR column. 

Only two items are totalled at the bottom of the form - 

HOURS WORKED and DOLLAR VALUE. The TOTAL FOR MONTH space should 

be added to the previous month's cumulative totals and entered in 

the CUMULATIVE TOTAL space. 

Two completed examples of this form follow - one for an 

individual and one for a group. 

4-13 
EP 1130-Z-429 

30 Apr 93 

US Amy Corps 

of Engineers VOLUNTEER SERVICE RECORD 

(ER 1130-2-432) 

John G. Carpenter 

NAME &as,. #-ht. Mud& Idud) 

l AoJECT/OFFlCE 

June1991 

OATIt Worth. Yew) 

60 

l fVIOus nouns 

DAY JDB TITLE LOCATION WORKED 

m Skilled Naint. Wood Shop 7 

21 Skilled Maint. Wood shcrp 8 

24 Laborer BeachArea 4 

24 Skilled Maint. Wood shop 4 

25 Laborer BeachArea 8 

26 Skilled Maint. Wood Shop 8 

EQUIVALENT DOLLAR 

V&LlJL IN SIHR. VALUE 

$12.08 $84.56 

$12.08 $96.64 

$ 9.69 $38.76 

$12.08 $48.32 

1 $ 9.69 1 k.52 

1 $12.08 1$96;‘64 

ENG FORM 488243, Nov 85 

SampleENGFORM 4882-R (indivicfual) 

4-14 
EP 1130-2-429 

30 Apr 93 

CUWlLAllVt TOTAL 

ENG FORM 4882-R, Nov 85 

USArmyCorps 

of Engineers VOLUNTEER SERVICE RECORD 

(El2 I1 30.2432) 

joy smut Troop # 59 (seeback for mm& June1991 

NAME (‘wt. Clnt. Ylddle IdUd) DATE (Month. Year) 

Straight River Lake 

WIOJECTIOFFICE 

360 

PREVIOUS MOWS 

SaxnpleENGFORM 4882-R (group) 

4-15 
EP 1130-2-429 

30 Apr 93 

0 ENG FORM 4883-R, Certificate of Anoreciation. This form 

is used to recognize volunteers when they reach some milestone in 

hours of service or when they have provided some exemplary 

contribution. The form is self-explanatory - it should contain 

the name of the volunteer, the date awarded, and the signature 

authority of the designated Corps official. In most cases, this 

official will be the District Commander, however, if District 

policy is to keep this responsibility as close to the volunteer 

as possible, the project manager may sign the certificate. The 

signer's title may be typed beneath the signature. The 

certificate may be placed in a frame if the value of the service 

warrants it. Other certificates, designed locally, may be used 

in lieu of this form. 

A completed example of this certificate follows. 

4-16 
Pittsburgh District 

United States Army 

Corps of Engineers 

Certificate 

of Appreciation 

Presented to 

John G. Carpenter 

Iti appreciation and recognition 

your generous contribution. 

19 5ULY \I?[ 

ENG Form 4883-R, Feb 92 
EP 1130-2-429 

30 Apr 93 

CHAPTER 5 

CONCLUSION 

5-1. This handbook is the most important information tool 

available to a volunteer coordinator. It has been designed to 

serve as a combination training guide and bookshelf reference. 

Its purpose is to: 

0 Foster a strong volunteer program especially in times of 

constrained resources. 

0 Provide an outline to determine potential sources and 

uses of volunteers. 

0 Indicate the criteria in selecting the proper team member 

for the volunteer coordinator role. 

0 Provide a detailed volunteer management plan outline to 

assure the most viable program possible. 

0 Outline a number of innovative volunteer programs 

available to the Corps. 

0 Point out various success stories from around the Corps 

to be used as incentives for further achievements. 

0 Explain in detail the various forms and records necessary 

to administer the program. 

0 Provide a list of reference resources available to enable 

both the coordinator and the volunteer to be more effective in 

their respective roles. 

5-2. Given the tremendous potential of volunteer use to improve 

efficiency and save government dollars, it makes good sense to 

optimize this program. This handbook is designed to do just 

that. 

5-1 
EP 1130-2-429 

30 Apr 93 

APPENDIX A 

VOLUNTEER MANAGEMENT PLAN OUTLINE 

I. INTRODUCTION 

A. The Accepting Official 

Designation of the accepting official at the project or 

office and a description of his/her duties and 

responsibilities relative to the volunteer program. 

B. The Volunteer Coordinator 

Designation of the volunteer coordinator at the project 

or office and a description of his/her duties and 

responsibilities relative to the volunteer program. 

C. Goals 

A statement of goals for the local volunteer program as 

they relate to the mission of the Corps and the project 

or office. 

II. NEEDS ASSESSMENT 

A. Project Mission 

A description of the mission of the project or 

office in terms of tasks necessary for 

accomplishment and their priority. 

B. Volunteer Tasks 

A listing of those tasks from the above list that 

can be accomplished by volunteers as well as a 

description of the skills necessary for task 

accomplishment. 

C. Priorities 

A prioritization of the above list to guide the 

recruitment of higher priority volunteers first. 

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30 Apr 93 

III. 

A. 

B. 

C. 

D. 

RECRUITMENT 

Local Volunteer Sources 

A list of local, state, and national sources of 

volunteers as well as addresses, telephone numbers 

and contact persons. 

Recruitment Methods 

A listing of the different methods that will be 

used locally to recruit different types of 

volunteers for different jobs. 

Local Media Contact List 

A list of addresses, telephone numbers and contact 

persons at local print and electronic media 

sources. 

Sample News Releases 

Sample news releases that can be used to seek 

various types of volunteers for different programs 

and tasks. 

IV. MATCHING VOLUNTEERS TO THE JOB 

A. The Interview 

Review plans and sample forms and questions that 

will be utilized to interview prospective 

volunteers for the existing needs. 

B. Job Descriptions 

Volunteer job descriptions for all jobs that 

volunteers will be filling at the particular site. 

V. SUPERVISION AND MOTIVATION 

A. Identification of Volunteers 

A plan for how different types of volunteers will 

be identified (ball caps, name tags, uniforms, 

etc.). This section should include sources of 

supply and inventory procedures. 

A-2 
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30 Apr 93 

B. 

C. 

D. 

E. 

F. 

G. 

Incidental Expense Reimbursement 

A plan for the reimbursement (including dollar 

minimums and maximums) of various volunteer 

incidental expenses. Included here should be 

which expenses are covered for which type of 

volunteer. 

Recognition and Awards 

A listing of local, District, Division, and 

national awards to be given for various levels of 

volunteer service. This section should also 

include various other forms of recognition planned 

for differing levels of service. 

Volunteer Evaluation Form 

A sample individual volunteer evaluation form as 

well as a timetable for its use. 

Employee Orientation Plan 

A plan for how project or office employees will be 

oriented as to their role in the volunteer 

program. 

List of Supervisors \ 

A listing of those project or office employees 

that will be called upon to supervise volunteers. 

Supervisory Training Plan 

A plan for training all project or office 

employees who will supenrise volunteers. If local 

training is utilized, a lesson plan should be 

included in this section. 

VI. ORIENTATION AND TRAINING 

A. Orientation Plan 

A plan for the orientation of the various types of 

volunteers that will be utilized. Checklists of 

appropriate items to cover with individual 

volunteers are appropriate here. 

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30 Apr 93 

B. Course Listing 

C. 

D. 

E. 

A list of all training courses that may be 

appropriate for any volunteer including when and 

where the course is offered, the cost of the 

training and the necessary enrollment information. 

Project Volunteer Training Plan 

A list of all volunteer jobs that will be utilized 

at the project or office and the specific training 

that will be necessary for volunteer 

accomplishment. 

Sample Individual Training Plan 

An example of the individual training plan that is 

to be used for each volunteer and other necessary 

instructions for its use. 

Volunteer Trainer List 

A listing of any volunteers that can be called 

upon to teach needed training courses. 

VII. SAFETY 

A. 

B. 

C. 

Job Hazard Analyses by Job Series 

A compilation of the job hazard analyses (or job 

series hazard analyses) necessary for the various 

job series that will be occupied by volunteers. 

Typical Activity Hazard Analyses 

A compilation of the various activity hazard 

analyses that will be utilized for tasks in which 

volunteers will be involved. 

Personal Protective Gear 

A listing by task of personal protective gear that 

will be furnished to, or utilized by, volunteers 

performing various tasks. 

A-4 
D. 

E. 

VIII. 

A. 

B. 

IX. 

EP 1130-2-429 

30 Apr 93 

Procedures for Certification and Licensing of Operators 

This section should include a letter or memorandum 

of authorization for volunteers to operate 

vehicles, vessels, or other types of equipment. 

It should also contain the standards and 

procedures for licensing individual volunteers in 

the operation of such equipment. 

Accident Reporting Requirements 

Even though these requirements are almost 

identical to those for Corps employees, a thorough 

explanation of the procedures, as they apply to 

volunteers, should be included here. 

RECORDKEEPING 

Responsibilities 

A detailed analysis of whose responsibility it 

will be to track data regarding the volunteer 

program. 

Form Submittal Schedules 

A schedule specifying when various forms should:be 

filed. Also included may be a sample form, 

instructions for completion, and where copies are 

mailed. 

PROGRAM EVALUATION 

A. Responsibilities 

A description of the role volunteers, each 

employee, the volunteer coordinator, and the 

accepting official will play in overall program 

evaluation. Sample forms may be included here. 

B. Local Procedures 

A description of any other local procedures used 

to supplement the guidance contained in the 

Volunteer Coordinator's Handbook. 

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EP 1130-2-429 

30 Apr 93 

APPENDIX B 

VOLUNTEER AWARD PROGRAMS 

1. General. This appendix contains a listing of several 

organizations that sponsor national volunteer award programs. 

Eligibility requirements and application procedures can be 

obtained by contacting these sponsors directly. 

ORGANIZATION AWARD PROGRAM 

Keep America Beautiful, Inc. 

Mill River Plaza 

9 West Broad Street 

Stamford, Connecticut 06902 

203-323-8987 

fax: 203-325-9199 

KAB National Award 

Program (State/Federal 

Government Category) 

Application deadline 

mid-August 

Andrew H. Davison Award 

(Community involvement on 

public lands); Application 

deadline mid-October 

B-l 
EP 1130-2-429 

30 Apr 93 

APPENDIX C 

VOLUNTEER SOURCES 

1. General. This appendix contains a listing of various 

national, state, and local organizations or agencies considered 

to be sources of volunteers for Corps of Engineers offices or 

projects. This listing will need to be kept up to date as 

telephone numbers and addresses change for those agencies 

applicable to your area. 

2. Administration and Orsanization References. 

ORGANIZATION 

ACTION 

1100 Vermont Ave., NW 

Washington D.C. 20525 

202-606-5135 

National Center for Voluntary 

Action 

1111 N. 19th St., Suite 500 

Arlington, VA 22209 

703-276-0542 

American Association of Retired 

Persons 

601 E. St., NW 

Washington D.C. 20049 

202-434-2277 

SERVICE/PROGRAM PROVIDED 

FEDERAL AGENCY - 

Administers VISTA, RSVP, 

Foster Grandparents, 

Nat'1 Student Volunteer 

Program, Univ. Year for 

ACTION, Senior Companion 

Program; provides grants, 

technical assistance and 

volunteers to local 

projects. 

National Organization of 

local Voluntary Action 

Centers, training, 

education, publications. 

AARP is dedicated to 

helping middle-aged and 

older Americans achieve 

lives of independence, 

dignity and purpose. 

AARP operates more than 

30,000 volunteer programs 

nationwide. Other 

activities of the 

organization include: 

advocacy, Volunteer Talent 

Bank, and publication of 

Modern Maturity magazine. 

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30 Apr 93 

American Red Cross 

National Headquarters 

403 17th St., NW 

Washington D.C. 20006 

Association of Junior Leagues 

International 

660 First Avenue 

New York, NY 10016 

212-683-1515 

Association For Research 

on Nonprofit Organizations and 

Voluntary Action 

c/o Department of Sociology and 

Anthropology 

George Mason University 

Fairfax, VA 22020 

703-993-1440 

The Red Cross brings 

together trained 

volunteers and paid staff 

to help prevent, prepare 

for, and cope with 

emergencies. The ARC is 

chartered by the U.S. 

Congress to provide 

disaster relief at home 

and abroad. It collects, 

processes and distribute 

voluntarily donated blood 

and involves 1.4 million 

volunteers. 

AJL is the advisory and 

consulting organization 

for the 272 Junior Leagues 

across the U.S., Canada, 

Mexico and Great Britain. 

The Association and member 

Leagues are united in a 

common purpose - to 

promote volunteerism; to 

develop the potential of 

the League members for 

voluntary participation in 

community affairs;'and to 

demonstrate the 

effectiveness of trained 

volunteers. 

ARNOVA (previously the 

Association for Voluntary 

Action Scholars) is an 

association of scholars 

and professionals 

interested in pursuing the 

study of the "third 

sector" and voluntary 

activity. ARNOVA 

publishes a quarterly 

journal, the Nonprofit and 

Voluntary Sector 

Quarterly. 

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Association For Volunteer 

Administration 

P.O. Box 4584 

Boulder, CO 80306 

Boy Scouts of America 

1325 Walnut Hill Lane 

P.O. Box 152079 

Irving, TX 75015-2079 

214-580-2500 

Camp Fire, Boys & Girls Inc. 

4601 Madison Avenue 

Kansas City, MO 64112 

Campus Compact 

Brown University 

Box 1975 

Providence, RI 02912 

401-863-1119 

AVA is an international 

membership organization 

for volunteer 

administrators. Services 

include professional 

certification, publication 

of The Journal of 

Volunteer Administration, 

regional and national 

training conferences. 

BSA provides a program for 

community organizations 

that offers effective 

character, citizenship and 

personal fitness training 

for youth. Currently the 

Boy Scout program 

membership includes 

400,000 adult volunteers 

and l,OOO,OOO Boy Scouts. 

The overall program (Tiger 

Cubs, Cub Scouting, 

Varsity Scouting, Boy 

Scouting, and Explorers) 

involves 4,000,OOO youth 

members and 1,000,.000 

adult volunteers. 

Camp Fire involves 

volunteers and paid staff 

in working with kids and 

their families to create 

self-reliant children and 

youths who become good 

citizens of tomorrow. 

Campus Compact is an 

action-oriented coalition 

of more than 120 college 

and university presidents 

who work to create public 

service opportunities for 

their students and to 

develop public policies 

that support youth civic 

involvement. 

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Campus Outreach Opportunity 

386 McNeal Hall 

University of Minnesota 

St. Paul, MN 55108-1011 

612-624-3018 

COOL promotes and supports 

student involvement in 

addressing community 

needs. COOL offers 

consulting services, 

produces publications, 

sponsors regional and 

national workshops and 

conferences and operates 

special projects. 

Centre For Creative Community The Centre for Creative 

P.O. Box 2427 Community, An Institute 

Santa Fe, NM 87504 for the Advanced Study of 

505-473-7711 Volunteerism, is a 

volunteer-operated 

organization for the study 

and encouragement of 

volunteerism. 

Girl Scouts of the U.S.A. 

830 Third Avenue 

New York, NY 10022 

212-940-7500 

National Association of 

Service and Conservation 

corps 

1001 Connecticut Avenue, NW 

Suite 827 

Washington D.C. 20036 

202-331-9647 

Established in 1912, Girl 

Scouts is dedicated to the 

development of girls ages 

5 through 17 years old (or 

grades K-12). Girl 

Scouting is a continuous 

adventure in learning 

including the importance 

community service. The 

1990 program involved 

almost 2.5 million girls, 

and over 750,000 adult 

members -- 99 percent of 

whom are volunteers. 

NASCC is a clearinghouse 

and technical assistance 

organization for youth 

conservation and service 

corps. NASCC publishes 

materials on all aspects 

of launching and operating 

youth corps and sponsors 

an annual national 

conference. 

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International Association 

of Volunteerism 

University of Wisconsin 

Milwaukee 

Criminal Justice Institute 

P-0. Box 786 

Milwaukee, WI 53201 

414-229-5630/6092 

The National Council on 

the Aging, Inc. 

P.O. Box 7227 

Ben Franklin Station 

Washington D.C. 20044 

202-479-1200 

Serves to promote 

voluntary activity in 

justice programs 

throughout the United 

States and Canada. 

The NCOA is a resource 

for information, 

training, technical 

assistance, advocacy, 

publications, and 

research on every 

aspect of aging. The 

membership organization 

offers various networking 

opportunities and 

sponsors an annual 

conference. 

National Council on Corporate NCCV, a division of The 

Volunteerism National VOLUNTEER 

c/o The National VOLUNTEER Center, is a membership 

Center organization for 

1111 North 19th Street, Suite 500 administrators of 

Arlington, VA 22209 corporate volunteer 

703-276-0542 programs. It is the only 

nationwide coalition of 

companies with interest 

and involvement in 

supporting and 

encouraging employee and 

retiree volunteerism. 

NCCV members receive 

consultation and 

technical assistance, 

professional development 

opportunities; 

information; and 

publications. 

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Service Corps of Retired 

Executives 

1825 Connecticut Avenue, NW 

Washington D.C. 20009 

202-653-6279 

Studies of Volunteerism and 

Social Participation, Inc. 

P.O. Box 1495 

Alpine, TX 79831 

915-837-2930 

Telephone Pioneers of America 

Director of Information 

Room 1249 

P.O. Box 13888 

Denver, Colorado 80201-3888 

Telephone: 303-571-9270 

SCORE is sponsored by the 

Small Business 

Administration, but it is 

an independent nonprofit 

organization. SCORE's 

primary purpose is to 

render a community 

service by providing, 

without charge, the 

expert assistance of its 

volunteer counselors in 

solving the problems 

encountered by small 

businesses. 

SVSP has its own Studies 

Center with two related 

goals: to conduct its 

own research and to give 

attention to work being 

done by others in the 

field of voluntarism. 

Voluntarism Review and 

Reporter is a publication 

of SVSP which reviews and 

monitors current 

publications in the 

academic and practice 

field of voluntarism and 

volunteerism. 

Telephone Pioneers is the 

world's largest industryrelated volunteer group. 

Special emphasis on the 

lonely, disadvantage and 

disabled. Has built and 

refitted more parks for 

the disabled than any 

other group. Local 

chapters available. 

C-6 
Youth Service America 

1319 F Street, NW 

Suite 900 

Washington D.C. 20004 

202-783-8855 

EP 1130-2-429 

30 Apr 93 

YSA works to promote 

opportunities for young 

people to serve their 

communities and their 

country. YSA provides 

assistance to full-time 

service and conservation 

corps and school-based 

service programs. YSA 

develops, collects, and 

distributes information 

and publications on youth 

service; develops policy 

on youth service; and 

assists in the 

professional development 

of personnel involved in 

administering youth 

service programs. 

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30 Apr 93 

3. Recreation and Leisure Activities References. 

ORGANIZATION 

National Parks Service 

Ft. Mason Building 201 

San Francisco, CA 94123 

414-556-7733 

National Recreation & Park Assn. 

3101 Park Center Drive 

Alexandria, VA 22302 

703-820-4940 

President's Council on Physical 

Fitness and Sports 

450 5th Street, NW Suite 7103 

Washington D.C. 20001 

202-272-3421 

SERVICE/PROGRAM PROVIDED 

Information 

clearinghouse; technical 

assistance; training 

seminars related to 

volunteerism. 

Information, technical 

assistance, consultation 

on all aspects of parks, 

recreation and leisure 

se-ices. 

Holds clinics to train 

volunteer leaders in 

recreation and physical 

fitness programs. 

4. Public Service Announcement References. 

National Campers and Hikers 

Association 

Dwayne Johnston, Editor 

Camping Today 

126 Hermitage Road 

Butler, PA 16001 

412-283-7401 

Good Sam Club 

29901 Agoura Road 

Agoura, CA 91301 

818-991-4980 

America Association of Retired Persons 

Ian Ledgerwood, Editor 

Maturity Magazines Group 

3200 East Carson Street 

Lakewood, CA 90712 

213-496-2277 

Fax: 213-496-4124 

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5. Transoortation References. 

ORGANIZATION SERVICE/PROGRAM PROVIDED 

U.S. Department of Transportation Information on 

Assistant Secretary for transportation programs 

Environment, Safety and for the elderly, 

Consumer Affairs handicapped, etc. 

400 - 7th St., SW, Rm 9422 

Washington D.C. 20590 

202-382-6600 

National Safety Council Assistance to voluntary 

444 North Michigan Avenue programs on safety, 

Chicago, IL 60611 especially traffic312-527-4800 related. 

6. STATE OFFICES OF VOLUNTEERISM AND VOLUNTEER 

BUREAUS/VOLUNTARY ACTION CENTERS. 

The following list contains the name, address and telephone 

number of each state volunteerism, if one exists, and the names 

of communities having a Volunteer Bureau (VB) or Voluntary Action 

Center (VAC), followed by the phone number. State offices offer 

a variety of clearinghouse and information providing services. 

Volunteer Bureaus and Voluntary Action Centers also serve 

clearinghouse functions and act as referral agents for 

organizations using volunteers. 

Alabama 

VB/VAC: 

Birmingham - 205-251-5131 

Decatur - 205-355-8628 

Huntsville - 205-539-7797 

Mobile -205-479-0631 

Montgomery-205-284-0006 

Alaska 

VB/VAC: 

Anchorage - 907-279-9634 

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Arizona 

VB/VAC: 

Mesa - 602-461-3198 

Phoenix - 602-263-9736 

Arkansas 

Tucson - l-800-362-3474 

YUllB - l-800-352-3792 

Mr. Bill Lawson, Director, Governor's Office of Volunteer 

Services, 1515 W. Seventh Street, Room 506, Little Rock, 

AR 72201 (501-376-4567) 

California 

VB/VAC: 

Auburn - 916-885-7706 

Bakersfield - 805-327-9346 

Burlingame - 415-342-0801 

Monterey - 408-373-6177 

Napa - 707-252-6222 

Oakland - 415-893-6239 

Pleasanton - 415-462-3570 

Sacramento - 916-368-3110 

Colorado 

VB/VAC: 

Boulder 

Connecticut 

VB/VAC: 

Hartford 

Florida 

VB/VAC: 

- 303-444-4904 

- 203-247-2580 

Fresno - 209-237-3101 

Fullerton - 714-526-3301 

Garden Grove-714-375-7751 

Hanford - 209-582-3455 

Santa Cruz - 408-423-0554 

S.Lake Tahoe-916-541-2611 

Riverside - 714-686-4402 

San Anselmo- 415-454-1630 

Norwich - 203-887-2519 

Ft. Lauderdale - 305-522-6761 

Ocala - 904-732-4771 

Gainesville- 904-378-2552 

Pensacola - 904-438-5649 

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30 Apr 93 

Georgia 

VB/VAC: 

Dalton - 404-226-4357 Macon - 912-742-6677 

Marietta - 404-428-8344 

Hawaii 

VB/VAC: 

Honolulu - 808-536-7234 

Illinois 

VB/VAC: 

Chicago - 312-353-5107 

Indiana 

VB/VAC: 

Griffith - 219-923-2302 South Bend - 219-232-2522 

Iowa 

VB/VAC: 

. 

Muscatine - 319-263-0959 

Kansas 

VB/VAC: 

Topeka - 913-272-8890 

Kentuckv 

Ms. Norma W. Johnson, Director, 275 E. Main, Frankfort, KY 

48601, (502-564-4357) 

VB/VAC: 

Lexington 

Owensboro 

- 606-269-2669 Louisville - 502-583-2821 

- 502-684-9238 

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Louisiana 

VB/VAC: 

Baton Rouge - 504-383-2643 

Maryland 

VB/VAC: 

Baltimore - 301-547-8000 

Massachusetts 

VB/VAC: 

Boston - 617-482-8370 

Michigan 

VB/VAC: 

Ann Arbor - 313-971-5852 Bay City 

Escanaba - 906-786-7080 Flint 

Grand Rapids - 616-459-3447 Holland 

Lansing - 517-887-8004 Midland 

Minnesota 

- 517-893-6060 

- 313-767-0500 

- 616-392-2368 

- 517-631-7660 

Ms. Laura Lee Geraughty, 500 Rice Street, St. Paul, MN. 

55155 (612-296-4731) 

VB/VAC: 

Minneapolis - 612-340-7532 Winona - 507-452-5591 

Mm 

VB/VAC: 

Gulfport - 601-863-4890 Jackson - 601-354-1765 

Missouri 

VB/VAC: 

Columbia - 314-449-6959 St. Joseph -816-364-2381 

St. Louis - 314-421-0700 

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30 Apr 93 

Montana 

VB/VAC: 

Great Falls - 406-761-6010 

Nebraska 

VB/VAC: 

Omaha - 402-342-8232 Scottsbluff- 308-632-3736 

Nevada 

VB/VAC: 

Las Vegas - 702-369-4357 

New Hampshire 

VB/VAC: 

Manchester - 603-668-8601 

New Jersey 

Mr. Richard J. Porth, Department of Community Affairs, 101 

S. Board Street, Trenton, NJ 08625 (609-292-3931) : 

VB/VAC: 

Hackensack 

Morristown 

Trenton 

- 201-459-9454 Jersey City- 201-434-1447 

- 201-538-7200 Newark - 201-624-8300 

- 609-394-1161 

New Mexico 

VB/VAC: 

Santa Fe - 505-473-1000 

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30 Apr 93 

New York 

VB/VAC: 

Baldwinsville - 315-638-0251 Binghamton-607-729-2592 

Buffalo - 716-887-2632 New York -212-566-5950 

Poughkeepsie - 914-452-5600 Rome -315-336-5638 

Schenectady - 518-372-3395 Syracuse -315-474-7011 

Glens Falls - 518-793-3817 Mineola -516-535-3897 

Troy - 518-274-7234 Utica -315-733-4691 

North Carolina 

Mrs. Harriet Edwards, Volunteer Coordinator, 116 W. Jones 

Street, Raleigh, NC 27603 (919-733-2391) 

VB/VAC: 

Asheville 

Greensboro 

Winston-Salem 

- 704-255-0696 Durham -919-688-8977 

- 919-373-1633 High Pt. -919-883-4127 

- 919-724-7474 

North Dakota 

VB/VAC: 

Bismarck 

Grand Forks 

- 701-258-7335 

- 701-775-0671 

Ohio 

VB/VAC: 

Akron 

Bowling Green 

Dayton 

Springfield 

Xenia 

Oklahoma 

VB/VAC: 

Oklahoma City 

- 216-762-8991 Hamilton-513-844-1705 

- 419-352-2390 Canton -216-453-9172 

- 513-225-3066 Mentor -216-951-3646 

- 513-322-4262 Toledo -419-244-3063 

- 513-372-9983 

- 405-236-8441 

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Oreson 

VB/VAC: 

Eugene 

Salem 

Pennsylvania 

vB/VAC: 

Erie 

Pittsburgh 

State College 

Rhode Island 

VB/VAC: 

Providence 

South Carolina 

vB/VAC: 

Greenville 

South Dakota 

VB/VAC: 

Sioux Falls 

Tennessee 

vB/VAC: 

Chattanooga 

Kingsport 

Nashville 

Texas 

VB/VAC: 

Amarillo 

Lubbock 

- 503-683-8364 Portland -503-222-1355 

- 503-581-8535 

- 814-456-6248 Lancaster -717-299-2824 

- 412-261-6010 Scranton -717-347-5616 

- 814-234-8222 York -717-843-0957 

- 401-421-6547 Wakefield -401-789-9149 

- 803-232-6444 Sumter -803-775-9424 

- 605-336-5304 Yankton -605-665-6067 

- 615-265-0514 Cleveland -615-479-2020 

- 615-247-4511 Memphis -901-452-8655 

- 615-256-8272 

- 806-376-6714 Arlington-817-274-2534 

- 806-747-2711 Texarkana-903-793-4903 

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Utah 

VB/VAC: 

Logan - 801-752-3103 

Salt Lake City - 801-486-2136 

Virginia 

Director, Virginia Office of Volunteerism, 223 

Governor Street, Richmond, VA 23219 (804-786-1431) 

VB/VAC: 

Alexandria 

Arlington 

Blacksburg 

Cedar Bluff 

Charlottesville 

Fairfax 

Fredericksburg 

Hampton 

Hanover 

Leesburg 

- 703-836-2176 

- 703-358-3222 

- 703-552-4909 

- 703-964-4915 

- 804-972-1705 

- 703-246-3460 

- 703-373-0041 

- 804-838-9770 

- 804-537-6072 

- 703-777-0113 

Lynchburg- 804-847-8657 

Manassas - 703-369-5292 

Norfolk - 804-624-2403 

Norton - 703-679-2701 

Petersburg-804-861-9330 

Portsmouth-804-624-2400 

Richmond - 805-771-5855 

Roanoke - 703-985-0131 

Suffolk - 804-539-0316 

Winchester-703-662-9366 

Washinston 

VB/VAC: 

Bellevue - 206-641-2418 Bellingham -206-676-8727 

Port Angeles - 206-457-1771 

West Virsinia 

VB/VAC: 

Charleston 

Wisconsin 

VB/VAC: 

Beloit 

Stoughton 

- 304-347-5246 

- 608-364-1278 Green Bay - 414-435-1101 

- 608-873-5636 Waukesha 2 414-544-0150 

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Wyoming 

vB/VAC: 

Cheyenne 

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- 307-632-4132 

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APPENDIX D 

INNOVATIVE VOLUNTEER PROGRAMS 

1. General. The use of volunteer services is expanding so 

rapidly that today's innovative program is tomorrow's routine. 

With that fact in mind, it becomes difficult to present an up-todate discussion of what is new and innovative. The following 

presentation should then be considered as a list of volunteer 

programs and sources that may or may not be new or considered 

innovative at this time. However, the volunteer coordinator may 

find something in this discussion that he/she can use to improve 

the performance of the local program. 

Many of the programs presented in this section are hosted 

worker programs. Hosted workers are paid some sort of wage or 

expense allowance by some other agency, organization or company 

but perform a service for the Corps for free (the Corps becomes 

their host). 

2. Programs. 

a. Furloughed Auto Assembly Plant Workers. A program exists 

in the auto manufacturing industry, and perhaps elsewhere, under 

which furloughed workers are paid to volunteer their services to 

non-profit organizations and government agencies. These workers 

are compensated at or near their regular wage rate. Companies 

use this program in lieu of sending employees to the unemployment 

line when they are not needed at the plant due to temporary slow 

periods. If there are plants of this nature in your area, ask 

the company personnel director if they have such a program. 

b. U.S. Department of Labor Soonsored Work Exoerience 

Programs. This long name is an attempt to describe a wide range 

of programs that you will find sponsored predominantly on the 

local or state level in your area. Many may remember the old 

Comprehensive Employment and Training Act (CETA) or other 

ltmanpowerll type programs sponsored by these agencies. These are, 

in most cases, 100% Federal grants to local municipalities to 

improve unemployment statistics by offering a variety of work 

experience or training programs to those out of work. These 

"work experience" programs can be utilized by the Corps as hosted 

worker programs. They are designed to give unemployed 

individuals (mostly youth) the experience in the marketplace they 

need in order to obtain permanent employment. The Corps only 

responsibility in these programs is to provide adequate 

supervision and safety gear. The local sponsoring agency will 

pay the wage. Since this program is so widespread, there is an 

excellent chance that your district or project can take advantage 

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of it. Check with your local municipality, county, private 

industry council, or Department of Labor office to see if such a 

program is active in your area. 

C. College and University Internshio Prosrams. Where there 

is a college or university within commuting distance, you have an 

excellent chance of obtaining students from periods of six weeks 

to six months. Even if there is no institution nearby, local 

students who attend distant schools may be interested in an 

experience at your location. Although most of the students who 

have traditionally participated in these programs have been in 

natural resource management curricula, a variety of other 

disciplines may be useful. Students studying computer science, 

general administration, education, and other specialties can gain 

excellent experience with the Corps at field projects or district 

offices. 

d. College or University Class Proiects. In situations 

where institutions of higher education are in relative proximity 

to a Corps project, entire classes may volunteer to undertake a 

major assignment. For example, an interpretive services, media, 

or public information class may design a visitor center display, 

prepare interpretive lesson plans, or present special programs to 

visitors. A park management class might design and construct a 

trail. A biology class might tackle a particular environmental 

problem at a project and implement a solution. Other examples 

could be as numerous as your imagination permits. In most cases, 

the Corps also benefits from the professional expertise of the 

professor as he/she guides the students in the endeavor. To 

date, the Corps has benefitted from thousands of dollars worth of 

such services around the country. 

Civic. 

(Kiwznis, Lions 

Various civic groups and organizations 

, Junior Chamber of Commerce, Professional Women, 

Garden Club, etc.) often look toward Federal parks as targets for 

special volunteer projects. Quite a number of improvements to 

existing facilities as well as construction of new facilities 

have been accomplished by such organizations. 

f. mGrouDS. Sportsmans groups have an obvious 

vested interest in any area with the kinds of natural resources 

Corps projects contain. There is no limit to the variety of 

special volunteer projects that such organizations can accomplish 

in support of Corps fish and wildlife management programs. 

53. Adoot-a- Prosrams. Various groups from scouts 

to neighborhood associations, to schools have participated in 

"adopt-a" programs for trails, parks, shoreline, roadways, etc. 

The group involved is then responsible for all minor 

D-2 
maintenance, clearing, and litter pick 

mile. In some cases, this program has 

construction of trails. 

EP 1130-2-429 

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up on that particular 

worked with the actual 

h. Eagle Scouts. Eagle Scout candidates are just one 

example of young people who need to perform a service in order to 

achieve a degree, honor, promotion, etc. The reason we discuss 

Eagle Scouts here is due to their close link with natural 

resources. A variety of excellent programs and projects have 

been accomplished by these young people who volunteer their 

services to improve the environment or our understanding of it. 

i. Private Industrv Suooort. In hundreds of cases around 

the country, various businesses have taken on special volunteer 

projects and provided-the support of their workers and equipment. 

This is especially true of companies that have specialized 

equipment and operators suited for some of the unique needs of 

Corps projects. Most companies stand willing to help out when 

they see an opportunity to improve the local environment or 

recreation facilities that government is unable to provide. 

Forward thinking companies realize that a better local 

environment is good for their employees, customers, and, 

ultimately, their company. 

j. Militarv Reserve/National Guard Training Exercises. 

Military Reserve and National Guard units desperately need large 

expanses of land to conduct training exercises. Many Corps 

projects fit this mold and are located in relative proximity to 

the guard or reserve centers. When these units are afforded 

places to conduct exercises, they often are more willing to 

perform a volunteer service needed by the Corps. This service is 

often performed in association with the exercise. Sometimes it 

is arranged separately. 

from bridge demolition, 

Examples of such volunteer efforts range 

to shoreline protection placement, to 

road construction, and many more. 

k. Utility Comoanv Rights-of-Way. Many problems on Corps 

projects are caused by a lack of access to remote areas. 

However, certain projects are criss-crossed with utility line 

rights-of-way. Most utility companies are quite willing to allow 

these rights-of-way to be utilized for access ways. In some 

cases, they are willing to construct improvements on a volunteer 

basis in order to upgrade access to certain areas. 

1. Retired Cores Team Members. Who would need less training 

or orientation than a recently retired Corps team member? It may 

sound absurd to think of someone wanting to go back to work for 

free after finally reaching that retirement plateau. However, 

many individuals retire from positions they still enjoy doing. 

They have retired to gain the freedom to sleep in, travel, play 

golf, etc. To go back to their old job for several hours or even 

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30 Apr 93 

a day or two per week may not seem that far fetched to them. 

Some people may have spent their entire career working in a 

district office always wondering what it would be like to work in 

the field. Give them the opportunity after retirement. Some 

districts have had tremendous success in this area. Retired 

persons in general have proved to be very successful volunteers 

for years. The American Association of Retired Persons (AARP) is 

a good source of such volunteers. 

m. m. nt Many States require recipients 

of welfare payments to perform some type of voluntary service. 

Corps offices and projects have a variety of jobs that might be 

performed by those enrolled in such programs. Check with your 

local county welfare office to see if this program is applicable 

in your area. 

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APPENDIX E 

SUCCESS STORIES 

1. General. Program success is usually difficult to measure. 

Each agency has a different means of soliciting program 

information whether it be a formal after action report, numbers 

of involved participants, or a simple verbal response as to the 

leaders' opinions. Objective results can be difficult to glean 

from the various amounts and styles of reporting. 

Your program can overcome this subjectivity by simply going 

back to the basics. Take into consideration the needs assessment 

plan, the needs of the community and the benefits expected by the 

volunteer. All of these have been outlined, referenced and used 

during the entire volunteer program process from establishing 

program requirements to implementation. Therefore, to measure 

success, all that is needed is a cursory review of the 

anticipated results and the perceived or actual results. 

2. Success Stories. The following are actual stories from 

various Corps sources. The programs were considered prosperous 

because they met the established objectives. Take a few minutes 

to read through the narratives. It should become obvious as to 

why these were considered successful. 

a. BILL, Retired Professor of Chemistrv. During Wor.ld War 

II, Bill performed research for the United States Air Force at 

Purdue University. He was engaged in the development of an 

aircraft engine coolant that was neither corrosive nor flammable. 

After the war, Bill was employed by the University of Chicago at 

the Argonne National Laboratory. There he researched problems 

associated with the development of the first nuclear submarine, 

the Nautilus. The project was directed by Admiral Rickover. 

Bill is now a retired professor of chemistry from a local private 

college. 

Explaining why he wanted to volunteer, Bill quoted Aristotle 

through Mortimer Adler. Bill says that he retired from labor, or 

subsistence work - the kind of work that slaves must do - and is 

now at liberty to do leisure work, the kind of work that every 

free citizen ought to do, which is the production of the goods of 

civilization through the pursuit of the arts and sciences and the 

institutions of the state and of religion. 

An empty Visitor Information Center stood on a Corps project 

near Bill's home. The community was interested in the recent 

developments of a hydropower plant, the restoration of a 

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historical canal and towpath, the story of the organization, and 

general recreational opportunities. With a limited management 

staff, the Corps could not afford the time to design and 

construct exhibits for the Visitor Information Center. 

Dissemination of the Corps story and its special projects was not 

meeting the needs of the community. 

Three years later, over 4,000 hours had been volunteered by 

Bill. This time was calculated at a value of more than $53,000. 

Projects he worked on include Visitor Information Center 

displays, project slide shows, a variety of interpretive signs, 

development of computer programs, revision of the project's 

operation and maintenance manual and input into this volunteer 

manual. 

b. Norv, Homemaker and College Student. Married for 

thirteen years and with a 10 year old daughter, Nory and her 

husband enjoy the outdoors. 

fishing with her family. 

She spent many hours at the lake 

She enjoys practicing the catch and 

release method and taking care of the natural resources. While 

her family would continue to fish, she would police the shoreline 

and parking areas for litter. This added to the pleasure she 

obtained from her outdoor experience and gave her some quiet 

time. When she could find the time, she also enjoyed outdoor 

sports and photography. 

One day she appeared at the Corps park office asking if there 

was any possible way she could volunteer to work in the park. 

She said she wanted to give something back to the place she 

visited often and enjoyed so much. She explained that while her 

family fished, she often found herself picking up litter anyway. 

So she thought through a formal volunteer agreement she might be 

able to make a greater contribution. 

Although the Corps had an efficient management team, there 

were many special opportunities and projects they had to forgo 

due to staffing constraints. The Visitor Information Center had 

displays and multi-screen slide shows in place, but there was a 

lack of staff members to staff the building. Therefore, the 

building remained closed to the public. Area residents wanted to 

take advantage of this local resource but were unable to do so, 

due to the lack of personnel. 

After she formalized her volunteer work agreement, Nory 

realized many accomplishments. She created a songbird display 

and maintained wood duck and bluebirds displays at the Visitor 

Information Center. She organized, advertised, and conducted the 

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30 Apr 93 

Sand Castle Sculpture Contest. She was a resident youth camp 

counsellor and operated the Visitor Information Center. A very 

special project she undertook was the organization of the 50th 

anniversary celebration for the project. 

Nory enjoyed volunteering at the park so much that she 

enrolled in a local community college to pursue a degree in Parks 

and Recreation. 

C. Bob, Retired Cores Team Member. Bob began his government 

service with the United States Army during the Korean Conflict. 

After a two year tour of duty, Bob returned to civilian life yet 

continued to work for the Corps of Engineers as a civilian. 

After 38 years of government service, Bob decided he would like 

to be his own boss for a while. However Bob maintained his need 

to fulfill personal satisfaction - the type of satisfaction you 

get when you help someone have an opportunity they normally would 

not be exposed to or enjoy. He wanted to volunteer for sheer 

enjoyment and to help others less fortunate than himself. He 

enjoyed the outdoors, friendships, 

church. 

travel and volunteering at his 

The Corps was fortunate to have Bob as part of the management 

team and definitely felt a loss upon his retirement. The Corps 

held three day-long and one week-long special events days for the 

physically, emotionally, and mentally challenged people 

surrounding their facilities. Funds were not available for many 

of the expenses and Bob always willingly supplied the necessary 

money. He did this by making crafts, 

all proceeds to the special events. 

selling them and donating 

Yes, even though he was 

employed, he made all the crafts on his own time and donated the 

profits. So, even as a team member he was volunteering for the 

organization. With Bob retired, 

in jeopardy. 

the special handicap days were 

Bob asked if he could volunteer to make the crafts and sell 

them. 

all the 

His crafts ranged from refrigerator magnets to preparing 

floral requirements of large weddings. 

a total of 12 days, 

Twice a year for 

Bob and his friend sell the items in the 

Federal Building. He also sells to private individuals and at 

his local Friday night Bingo groups. He reaps enough proceeds to 

supply ice, beverages, food, gifts, prizes, and snow cone syrup 

for the special events. He also serves as a resident counsellor 

for youth camp, conducts programs for local schools on ecology, 

and senior citizen wildflower programs. 

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d. Cvndv. Co-OD Student. Cyndy had taken some college 

courses in drafting and mechanical drawing. Not finding that 

rewarding, she was in a quandary as to what to pursue for a 

career. She knew she needed additional work experience and was 

very interested in furthering her knowledge of resource 

management. Interested in the outdoors, she wanted to make a 

contribution to the natural and cultural resources in which she 

had developed an interest. 

Cyndy had heard of a Corps project that was accepting 

volunteers in the resource management area. She spoke with the 

volunteer coordinator regarding her interest. After the 

interview it was detennined.that there was another Corps project 

located only 10 miles from her residence. The volunteer 

coordinator assisted her in contacting the office of the other 

project and she was welcomed into the program. 

,The second project was understaffed and was having difficulty 

performing routine resource management assignments. Cyndy 

conducted recreation use suLyeys, designed a self guiding nature 

trail, drew maps and implemented the bluebird nesting program. 

She had even prepared charts for an inspection team presentation. 

It was during that inspection that Cyndy's talents were 

realized by the inspection team. After further discussion with 

the management team, her interest in resource management was 

renewed. She enrolled in a local college and applied to the 

Corps Cooperative Education Program. She was readily accepted 

and was able to exceed the benefits she had ever expected to 

derive from volunteering. 

Chloe. Chloe was a 

grankother and a retired Corps secreta& after more than 40 

years of government service. She enjoyed gardening and through 

her thoughtfulness shared her harvest with her friends and 

family. After all those years of reporting for work, she just 

couldn't break the habit! She enjoyed her clerical position and 

felt she could make a contribution to the organization that had 

given her so many good years. 

It seemed as though any office could always use some 

additional clerical support. One project in particular had the 

need. It had a large land and water base, many land activities, 

law enforcement problems, growing resource management needs and a 

shrinking staff. 

E-4 
EP 1130-2-429 

30 Apr 93 

Chloe volunteered to work there. She served in much the same 

capacity as she did prior to retirement. She reported for the 

first shift five days a week and averaged 40 hours per week. In 

the three years of her volunteer record, she had only reported 

off a couple times. She also traveled to a secondary site when 

that secretary was on leave. 

f. Bill and Peg. Avid Camoers. Bill had just retired from 

47 years of service at a local factory and was planning to spend 

much of his free time camping. He and his wife, Peg, had camped 

at least two weeks per month every summer at a nearby Corps 

campground. Over the years they made many friends there and 

considered it their home away from home. 

In their retirement, Bill and Peg volunteered to help the 

Corps administer the Tent-for-Rent program at the campground. 

The job seemed easy enough - issue camping equipment, provide 

area information, meet new friends, and help others. In 

addition, they would get a free campsite and get to spend all 

summer in the campground. 

Bill takes pride in his "job" as a Corps volunteer. The 

tents and equipment he maintains are spotless. Peg helps to 

issue the gear to campers and provides local information based on 

her years of experience in the area. They make an excellent 

volunteer team enjoying the opportunity to help others. 

Since Bill and Peg began volunteering several years ago, the 

program at the lake has grown. Two more couples have joined themrotating responsibilities every three weeks. 

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!3* Bill and Peg. Avid Camoers. Bill had just retired from 

47 years of service at a local factory and was planning to spend 

much of his free time camping. He and his wife, Peg, had camped 

at least two weeks per month every summer at a nearby Corps 

campground. Over the years they made many friends there and 

considered it their home away from home. 

In their retirement, Bill and Peg volunteered to help the 

Corps administer the Tent-for-Rent program at the campground. 

The job seemed easy enough - issue camping equipment, provide 

area information, meet new friends, and help others. In 

addition, they would get a free campsite and get to spend all 

summer in the campground. 

Bill takes pride in his l(job" as a Corps volunteer. The 

tents and equipment he maintains are spotless. Peg helps to 

issue the gear to campers and provides local information based on 

her years of experience in the area. They make an excellent 

volunteer team enjoying the opportunity to help others. 

Since Bill and Peg began volunteering several years ago, 

the program at the lake has grown. Two more couples have joined 

them rotating responsibilities every three weeks. 

E-6 
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APPENDIX F 

BIBLIOGRAPHY 

1. General. This is a listing from various agencies and groups 

that found these additional resources to be helpful. It is meant 

to be merely a start for your program. You will be able to find 

many additional materials and should take the time to update this 

reference listing. 

You are encouraged to look for materials that meet the needs 

of your individual and unique volunteer programs. Many local, 

state and national organizations have excellent resources upon 

which you can draw. If you have a specific user group, 

volunteer, or unique issue, there is probably a support group 

that can assist you with reference materials. 

For example, you may have a volunteer interested in 

researching a famous person that resided on what is now Corps of 

Engineers property. Local libraries, historical clubs and 

groups, state library, Sons and Daughters of The American 

Revolution, Mormon Library in Utah, or personal contacts, all may 

have reference materials that would assist in this pursuit. Make 

sure you update your bibliography with that information. As with 

the entire Volunteer Coordinator's Handbook, you are encouraged 

to individualize it to meet your needs. 

This bibliography contains sources of information for 

volunteers and volunteer coordinators alike. To assist you in 

eliminating those references that are not applicable at this 

time, a brief description of the item is included. There are 

several references that would apply to general self development, 

management proficiency and leadership skills. 

2. Locating References. Sometimes the greatest effort in using 

reference materials is simply locating them. In order to assist 

YOU, the individual listings marked W*r can be purchased from: 

Volunteer Readership, 1111 North 19th Street, Suite 500, 

Arlington, VA 22209. They accept federal purchase orders. Of 

course local and college libraries would be great places to 

gather many of these references. 

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3. Reference Listinq. 

A Communication Manual for NonDrofit Oraanizations by Lucille A. 

Maddalena. AMACOM, New York City, N-Y., 1978. 

Down to earth readable guide to the theory and practice of 

communicating, not only to people outside your organization, but 

to those within as well. 

A New ComDetitive Edqe: A SDecial ReDort to Senior CorDorate 

Manaqement, 1986. 

* Adapted from the full length "Volunteers from the Workplace", 

this special report presents the rationale for business to become 

involved in employee volunteering, including responding to 

workers' concerns, increasing workers' skills, responding to 

public expectations, demonstrating corporate moral leadership, 

providing executive leadership. 

A QNew m i iv Ed by Cynthia 

Vizza, Kenn Allen, Shirley Keller, 1986. 

* The most comprehensive information available on the rationale 

for and benefits of employee volunteer programs. Findings from 

the 1985 Workplace in the Community national survey reinforce 

basic concepts and illustrate the variety of strategies 

undertaken by businesses to encourage and support worker 

involvement in the community. Presents persuasive arguments for 

workplace volunteer programs, information on how programs are 

structured and administered, partnerships between the private 

sector and the community, organized labor's role in voluntary 

community involvement and small business volunteering. Includes 

profiles of 15 companies. 

t ATh H rt:Th NwVl Asencies 

by Nora Silver, Ph.D., 1989. 

* Bringing the reader up to date on current volunteer issues, 

this book provides help in adapting a volunteer program to 

today's volunteer and the changing non-profit world. It presents 

a step-by-step program assessment process, explains factors that 

influence an agency's ability to utilize volunteers and gives 

volunteer administrators useful management strategies and tools. 

Based on the 20 month "Promoting Agency/Volunteer Effectiveness" 

PAVE study. 

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s Basi Feedback 

Programs by Bobette W. Reigel, 1977. 

* A structured self assessment process designed for volunteer 

programs, "Basic Feedback" offers a process of gauging the 

function, performance, commitment and satisfaction levels of 

those involved with a volunteer program. Allows you to identify 

small problems as they emerge and take action to resolve them. 

Includes ready to use checklists and simple usage and scoring 

instructions. 

Basic Volunteer Management: Buildins a Bridge from Dreams to 

Reality 

* This l/2" VHS video cassette tape is a basic course in 

volunteer management. It covers a wealth of information 

including current trends in volunteering. It provides invaluable 

information on planning and organizing volunteer programs; 

recruiting, interviewing, motivating and placing volunteers; 

training and directing them; evaluating volunteer programs; 

creating a positive climate for volunteers; and volunteer 

reorganization. The video comes with audience handouts, 

suggested introductory remarks, training tips and a bibliography. 

Bevond Banouets. Plao-ues and Pins: Creative Wavs to Recognize 

Volunteers & Staff! by Sue Vineyard, 1981. 

* Written from the viewpoint that the people to be recognized 

are our most priceless resource and deserving of our most 

creative and sensitive thinking, this book discusses what 

recognition is and is not. It is an excellent overview of 

creative low-cost and no-cost ways to recognize volunteers with 

special attention given to youth, seniors, working volunteers and 

hospital and church volunteers. 

Buildins Credibilitv with the Powers That Be: A Practical Guide 

to Enhanced Personal. Program and Organizational Power by Gail 

Moore and Marilyn MacKenzie, 1990. 

* Designed for volunteer administrators and executive 

directors, this book tells the reader how to gain respect and 

credibility within the organization and in the broader community. 

It provides models and how-to information on effectively gaining 

the resources necessary to do the job. 

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B p Volun rs by Susan J. 

Ellis and Katherine Noyes. Energize, Philadelphia, PA., 1990. 

* This history of volunteering in the United States 

demonstrates how volunteers have pioneered community action and 

social change through three centuries of American life. It 

examines the unique historical role of volunteers in the creation 

and management of our nation's institutions, chronicles the 

variety of activities in which today's volunteers participate and 

explores the future of volunteerism. 

# by Susan J. Ellis, Editor with Katherine 

H. Noyes, Trina Tracy and Lawrence Wallace, 1983. 

* Designed both for leaders of volunteer programs and leaders 

of children, this book focuses on how to adapt volunteer 

management principles to work effectively with children as 

volunteers. Going beyond involving children in large events, the 

book presents a myriad of ideas on how to involve children 

creatively and how to solicit and use their input. 

C 9mm ni i ns. A by Trudy R. Seita, 

1989. 

* This excellent guide to improving personal communications 

skills provides tips on meeting people, interviewing and being 

interviewed, listening, speaking in public and developing 

effective written communications. One chapter is devoted 'to the 

basics of working with the media. 

k on by Elaine Yarborough, 1988. 

* A guide to making conflict work for you, and turning it form 

a negative into a potentially positive situation. The author 

demonstrates sources and types of conflict situations and gives 

practical advice on the value of conflict and methods for getting 

productive results from conflict situations. This paper shows 

you how to use conflict, not be intimated or dominated by it. 

ti r'n T rmin 1 Ni . aff 

v by Marilyn MacKenzie, 1990. 

* The author describes how to build a productive partnership 

between volunteers and staff ie., recognize the differences, 

celebrate their unique contributions, skills and achievements and 

offers practical tips on making partnerships happen in your 

agency. Includes checklists and work sheets. 

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Customer Service in a Non-Profit Organization by Jim Temme, 1989. 

* This book outlines the importance of an organization's 

service to its consumers, relating service to its consumers, 

relating service to marketing and selling, and guides the reader 

through the service assessment process. Statistics quoted by the 

author reflect the importance of maintaining a satisfied client 

base for any nonprofit. 

Dealing with Difficult Volunteers by Marilyn MacKenzie, 1988. 

* A how to for solving the problem of the troubled or 

troublesome volunteer. MacKenzie analyzes the types and causes 

of difficult volunteers and offers practical advice on both 

avoiding and dealing with problem volunteers. This paper also 

contains a section on firing volunteers. 

Desi -- nin 

1989. 

Nancy Macduff, 

* Designed for anyone who is charged with developing and 

planning a program, this book outlines the process that answers 

the basic program planning questions and provides a system for 

organizing planning in the volunteer community. It walks the 

reader through five steps: conducting a needs assessment, 

establishing objectives, selecting activities and techniques, 

administrative planning and budgeting, and evaluating the 

outcome. 

DeveloDins Your Leadershin Potential by Rick Lynch, 1988. 

* This book defines the major skills and behaviors of 

successful leaders and describes simple strategies for acquiring 

them. Subjects include defining a sense of purpose, promoting 

organizational values, creating a system through which results 

can be achieved, creating motivation. 

c Effective Lead rshi by Brian 

O'Connell. Walker & Company, New York City, N.Y., 1981. 

Down to earth handbook provides specific guidelines on topics 

such as fulfilling the role of organization president, the 

distinction between volunteers' roles and function of staff, 

planning and fund raising. 

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Effective Management by Marlene Wilson. Volunteer Management 

Associates, Boulder, CO., 1976. 

A classic in the field. Discusses management practices, 

leadership, motivation, organizational climate, planning and 

evaluation, etc. and applies them to the tasks that confront the 

volunteer program manager. 

Essential Volunteer Management by Steve McCurley and Rick Lynch. 

1989. 

Intended for those who are in the process of developing a 

volunteer program or for those who have one that is not working 

well, this book is a basic text on operating a volunteer program. 

It provides an excellent, readable guide to effective volunteer 

management from planning for a volunteer program, creating 

volunteer jobs and recruitment to screening, training and 

empowering volunteers through supervising, retaining and 

recognizing an organization's volunteers. One chapter is devoted 

to volunteer-staff relations,. A must for any volunteer program 

director's library shelf. 

Evaluatins Volunteers, Programs and Events by Sue Vineyard, 1988. 

* This guide helps the reader understand evaluation and how to 

use it as a positive tool for growth and success. It includes 

sections on evaluating volunteers, programs and events. 

forms. 

S,ample 

Exnlorins Volunteer Snace: The Recruiting of a Nation by Ivan H. 

Scheier, 1980. 

* This book presents a journey through exciting, creative 

variations of volunteer involvement that create a vast potential 

for recruiting people in terms of their natural helping styles. 

Fosterins by Jeffrey L. 

Brudney, 1990. 

* Book shows how private citizens and public agencies can work 

together to provide a broad spectrum of public services. Author 

describes effective methods for managing volunteer programs 

sponsored by public agencies and demonstrates how they can 

enhance the quality and impact of government service. The book 

includes sections on understanding public sector volunteer 

programs; building effective volunteer programs; and promoting 

voluntary efforts. 

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From the TOD Down: The Executive Role in Volunteer Prosram 

Success by Susan J. Ellis, 1986. 

* A must for executives of volunteer involving organizations, 

this book addresses management issues related to volunteers such 

as establishing policy for and about volunteers, budget funds and 

other resources, selecting volunteer program staff, the 

volunteer/salaried staff relationship, assuring teamwork between 

volunteers and employees, legal concerns, valuing and accounting 

for volunteer time and demonstrating commitment to volunteers. 

Gettins Out of Your Own Wav: How to Achieve Success in Life by 

Rick Lynch, 1989. 

* Based on the premise that most of us do not succeed as well 

as we might has more to do with ourselves than outside forces, 

this book includes strategies to enable you to take control of 

your life and break free of internal roadblocks. It includes 

sections on setting powerful priorities, gaining dramatic 

efficiency, the self image barrier, expanding the self image, 

developing success habits and personal strategic planning. 

m God Deeds in Old A e: by 

Susan Maisel Chambre', 1987. 

t A must for the administrator of any program involving older 

volunteers, "Good Deeds" discusses the role volunteering plays in 

older people's lives; widowhood, retirement and volunteering; 

volunteering in relationship to the older person's need to join 

and to improve life satisfaction. Based on solid research, the 

book contains numerous charts and graphs. 

HelDins PeoDle Volunteer by Judy Rauner. 

Publications, San Diego, GA., 1980. 

Index. 

Marlborough 

A practical guide for total volunteer program planning. It - . includes work sheets and material which can be directly 

integrated into training sessions, as well as information on 

planning, job development, recruitment, orientation, interviewing 

and placement, supervision, record keeping and evaluation. 

How to Be An Outstanding Sneaker: Eight Secrets to SDeakinq 

Success by John L. Dutton, 1986. 

* As the author says, "The trick in giving a speech is not to 

get it said. But to get it heard." This book provides a step-bystep approach with usable and practical suggestions for mastering 

the task of public speaking. Today's successful professional 

will find this book a valuable resource. 

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How to Get the Most Out of Being a Volunteer: Skills for 

Leadershio by Emily Kittle Kimball. Jordan Press, Phoenix, 

Arizona., 1980. 

Leadership handbook specifically designed for the community 

volunteer. Covers leadership styles, meeting skills, group 

process skills, motivation communication, problem solving, and 

time management. 

How to Make Meetings Work written by Doyle and Straus. Referred 

by U.S. Forest Service, Targhee National Forest, P.O. Box 208, 

St. Anthony, ID 83445. 

This book explains how to deal with individuals and analyzes 

16 types of problem people at meetings. 

How to Take Care of You... So You Can Take Care of Others by Sue 

Vineyard. 1987. 

* Written from the deeply personal perspective of one of the 

volunteer world's most respected authors and trainers, this book 

gives both preventive measures and self care tips to any caring 

person. Based on the author's own journey toward better health 

and wellness after a close brush with death, the book includes 

dealing with change, coping with stress, emotional health and 

gaining balance in life. Bibliography and suggested readings. 

How to Use the Media by Patricia Warden. National Recreation and 

Park Association, October 5, 1977 Conference, Las Vegas, Nevada. 

"The Message -- What Medium?" 

A beginner's manual on how to work with the mass media. 

Information on press releases, press conferences, and public 

service announcements. Management Principles for Nonprofit 

Agencies and Organizations published by AMACOM. 

This comprehensive handbook for nonprofit administrators and 

managers will help you develop clear objectives and goals, 

established priorities, stay on course despite changes or 

setbacks, develop a clear view of strengths and weaknesses, and 

get extraordinary performance from ordinary people. 

C, Involvin the Han ica 1984. 

* Designed for those interested in helping the handicapped 

become self sufficient, the workbook contains work sheets, 

checklists and a complete resource listing for those who work 

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with handicapped students. Based on the results of VOLUNTEER's 

three year demonstration project that involved physically 

disabled high school students as volunteers, it puts the process 

of volunteer management into the context of the needs of the 

handicapped. 

LeadershiD Skills for the New Acre of Non Profits: KeeDinq 

Volunteers HaDDv in a Chansins World by Trudy Seita, 1990. 

* A book that could change the way you recruit, manage and 

retain volunteers and paid staff. It examines society in the 

'90s and discusses trends affecting the volunteer workforce. 

Outlining leadership skills necessary to deal with these changing 

times, the author includes information on developing a team 

approach, preparing staff, internal advocacy, recognition, 

evaluation, communications, delegation, crisis management, 

empowering, balance and much more. 

Liqhtsivers by The Linkage Group, Inc., 1987. 

* This collection of illustrated prose, poems and quotes about 

volunteers makes an excellent gift to a special volunteer. The 

inspirational material is also a good resource as you prepare 

your organization's newsletters and printed materials. 

Makins Thinss HaDDen: The Guide for Members of Volunteer 

Orqanizations written by Joan Wolfe, 1981 

Will explain how to make the volunteer experience more 

enjoyable as well as more effective. 

Mana 1 in by Audrey Richards. Public 

Management Institute (formerly, Institute for Fund Raising), San 

Francisco, CA, 1978. 

A series of checklists covering various aspects of running a 

volunteer program. The checklists are clear and comprehensive 

and include: Volunteer manager skills inventory, assessing your 

organization's readiness for volunteers, running meetings, 

decision making and problem solving, planning presentations, 

training, recruitment, and placement, motivation, communication, 

volunteer role definition and much more. 

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Marketinu Masic for Volunteer Prosrams by Sue Vineyard, 1984. 

* Four steps to get what and whom you need...practical, easy, 

caring and effective, by one of the most popular trainers and 

authors in the field today. She writes, "Marketing is neither 

mysterious hype nor hard... It's simply the magic tool that gets 

you what you need!" Now she helps the volunteer community put 

this tool to work for itself in easy to follow steps. 

M e anin u Well is Not Enouuh: Persoectives on Volunteerinq by Jane 

Mallory Park, 1983. 

* The author shares her insight about what volunteering is, why 

people volunteer and why they don't, what makes volunteer 

programs succeed or fail, and why volunteering is essential in 

our society. Chapter resource sections and bibliographies. 

Motivatins Volunteers, edited by Larry F. Moore, 1985. 

* Finds out what prompts a volunteer to get involved. This is 

a comprehensive look at what prompts a volunteer to get involved 

and at how an agency can make that investment of time a 

profitable and rewarding one. A must for every volunteer 

administrator! 

m NExe e . by Susan 

J. Ellis and Katherine H. Noyes. Energize, Philadelphia, PA., 

1981. 

* Designed for the organization that does not have a full time 

volunteer coordinator, this book is a handy tool for the person 

who has several job responsibilities, only one of which is 

managing the organization's volunteer resources. Offers one way 

to cope successfully with the demands of volunteer management by 

recruiting a team of assistants from inside the organization and 

from the surrounding community. Outlines what directing 

volunteers really entails, who can help with what, and how to 

coordinate and supervise delegated work. 

fi by Steve McCurly and Sue 

Vineyard, 1986. 

* This book of lists combines the wit, wisdom and experience of 

two of the most respected leaders in the field of volunteerism. 

The nearly 1,000 ideas presented offer creative, useful and 

effective ways to plan and administer volunteer programs. 

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101 TiDs for Volunteer Recruitment by Sue Vineyard and Steve 

McCurley, 1988. 

* This is the latest book in the best selling '101" series. 

"101 Tips" covers all aspects of recruiting volunteers, from 

planning the general recruitment campaign to specific tips for 

recruiting seniors and youths. It even suggests ways to recruit 

for the most impossible or difficult volunteer positions. A 

complete and informative guidebook to finding the volunteers you 

need in the quantities you have to have. 

Precision Manasement by Rick Lynch, 1985. 

* A tool to unlock the growth potential of your organization. 

The impact? More results in less time from fewer people with 

more satisfaction for all! Includes immediately helpful chapters 

on hiring personnel, evaluation, motivation, time management, 

teamwork and achieving personal potential. 

Proof Positive: DeveloDins Siunificant Volunteer Record keeDing 

Systems by Susan J. Ellis and Katherine H. Noyes, 1990. 

* Based on the premise that each volunteer program is unique 

this presents the basic elements of a record keeping system and 

guidelines for developing appropriate versions of forms and 

procedures described. Not designed to spoon feed solutions, the 

book leads the volunteer program manager through the steps 

necessary to create the system most appropriate for the agency. 

Public Relations and Communications for Natural Resource Manasers 

by Fazio and Gilbert. 

Good for conservationists to learn about public information, 

education and communications. 

Publicitv for Volunteers: A Handbook by Virginia Bortin. 1981. 

Makes clear the intricacies of publicity. Concise 

instructions for filling every publicity need, including more 

than 100 examples of press releases, captions, radio and 

television commercials, flyers, and newsletters. 

Questions and Answers: Volunteerins and the Education of 

HandicaDDed Children by Gene Hensley and Bobette W. Host, 1983. 

* Provides basic information about volunteering in the area of 

handicapped children. Useful to both individuals and groups. 

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Reconsiderin q Lesal Liability and Insurance for Nonorofit 

Orsanizations by Charles Robert Tremper, 1989. 

* Provides up to date essential information for anyone 

interested in establishing appropriate legal liability, insurance 

and general risk management arrangements for nonprofit 

organizations and volunteers. Designed for readers at all 

levels, it is written in lay language with additional footnotes 

defining terms as well as elaborations on some points for more 

advanced readers. A must for staff or boards of nonprofit 

organizations. 

Recruitins, Trainins and Motivatins Volunteer Workers by Arthur 

R. Pell. Pilot Books, New York City, N.Y., 1972. 

Vital information on where to find volunteers, how to attract 

them, how to motivate them, how to interview and select the right 

individuals and diplomatically reject those who don't fit in. 

Recruitins Volunteers: Views, Technicrues. and Comments. 

National Center for Voluntary Action, Washington, D.C. 

Recommended by U.S. Forest Service. 

Risk Manauement: Strateuies for Manaains Volunteer Prosrams by 

Sarah Henson and Bruce Larson, 1988. 

* A straightforward manual tells the director of a nonprofit 

organization everything about managing and lessening 

organizational risk, including information on special risks, 

legal agreements and contracts, bylaws, tax status, records. 

Includes forms, bibliography and glossary. 

w kill with Volunteers by Emily Kittle 

Morrison, 1983. 

* "A handbook for the typical volunteer", this book is filled 

with guides, checklists and key elements designed to help cope 

with the challenges of volunteering. Covers everything from 

effective meetings to leadership skills to problem solving and 

time management. Lots of inunediately usable training and 

management tools and work sheets. 

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So You Want to SDonsor a WorkshoD...? by Anita Bradshaw, 1988. 

* A guide to developing and managing local training events by 

one of the most experienced and successful conference planners in 

volunteering. Using her own experience at the national and state 

levels, Bradshaw shows you how to plan a successful training 

event, from site logistics to trainer negotiations to trouble 

shooting. Complete with forms to help you work your way through 

the process. 

SDecial Events: Inside & Out: A 'How-To' ADDrOaCh to Event 

Production, Marketins and SDonsorshiD by Robert Jackson and 

Steven Wood Schmader, 1990. 

* Designed for everyone in the special events industry, this 

guide is innovative, comprehensive, creative and useful. It 

includes easy to use organizational systems, a comprehensive 

source index on potential event sponsors, a start to finish 

master plan, a guide to selling sponsorships, publicity 

strategies and much more. 

Survival Skills for Manaaers by Marlene Wilson, 1981. 

* The author uses her personal and professional experiences to 

provide a fresh, insightful approach to coping with the 

challenges and frustrations of today's workplace. She presents 

creative, positive ways to deal with the changing world of 

today's manager including sections on creativity - making people 

and programs come alive, problem solving, power and negotiations, 

and conflict, stress and time management. 

Standards and Guidelines for the Field of Volunteerism edited by 

Ann Jacobson, 1979. 

Designed as a tool for volunteer program managers, 

evaluators, and planners. Includes guidelines on such areas as 

program development, roles of volunteers, rights and 

responsibilities of volunteers and agencies, paid staff-volunteer 

relationships, financial management, record keeping, supervision, 

and many other administrative and programmatic components. It 

can be used as a program handbook and as a guide for developing 

an evaluation. 

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g Ste b Ste : Mana by 

Marie MacBride. The Volunteer Bureau of Bergen County, 

Hackensack, NJ., 1979. 

A guide for agencies working with volunteers. This is 

particularly useful to new volunteer leaders and those who are 

creating programs for the first time within agencies. It 

includes nbasicslt on recruiting, interviewing, selection, and 

placement; orientation and training; retention; budgeting and 

funding; public relations; and is an excellent selection of 

sample forms which can be easily adapted to any agency setting. 

The Charitable Imoulse: Wealth and Social Conscience in 

Communities and Cultures Outside the United States by James A. 

Joseph, 1989. 

* Written from an interesting perspective, this book provides 

overviews of motives for philanthropy ( wealth and civic duty, 

religion, a quest for meaning and mixed motives or tainted 

generosity) through fascinating biographies of famous 

philanthropists from countries as diverse as England, India, 

Turkey and Saudi Arabia. The concluding chapters provide a solid 

look at the potential and limits or private generosity. 

The by Marlene Wilson, 

1976. 

* This classic is an excellent resource and useful training 

tool, discussing current management theories on leadership, 

motivation, planning and evaluation, then applying them to tasks 

most often confronting the volunteer coordinator. It provides a 

solid understanding of how to approach job design, volunteer 

supervision, recruitment of professional volunteers and volunteer 

staff training. 

1 Th Ef ectiv V 

it Works by Will&n R. 

rs: What it ' nd How 

Conrad and William E. Glenn. Volunteer, 

Boulder, CO., 1976. 

Provides information on the delineation of administrative and 

managerial responsibilities. Combines systems concepts with howto procedures adaptive to any situation. 

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The Good Heart Book: A suide to Volunteering by David E. Driver, 

1989. 

* The author simplifies the process of becoming a volunteer by 

providing a step by step plan for getting involved. He includes 

such practical information as determining which area to volunteer 

in, selecting an organization, whom to contact, how to fit the 

new commitment into a busy life and how to avoid typical 

frustrations and burnout. Includes a very helpful directory of 

human care organizations, both local and national. 

The Great Trainer's Guide: How to Train (Almost) Anyone to Do 

(Almost) Anvthins! by Sue Vineyard, 1990. 

* An easy to read practical guide for trainers, this book lists 

tips and how to information on what training is and is not, 

clients, the management process, roles, what to avoid, 

communication, adult learning styles, motivations and needs. It 

suggests training formats, methods and climate and discusses 

workshop planning, designing, execution, evaluation and problem 

trainees. Includes a section for independent trainers who want 

to start and manage their own business. 

The Manasement Side of a Forest Service SDonsored Volunteer 

Prouram by Jerry Greer, District Ranger, Sandia Ranger District, 

Cibola National Forest, New Mexico. Available from U. S. Forest 

Service, Fort Collins, Colorado. i 

A detailed book about paper outlines and practical 

experiences of one ranger district in an extensive volunteer 

program. Recruitment, guidance, and general management of 

volunteers are discussed. 

The New Peoole ADDrOaCh Handbook by Ivan Scheier. Yellowfire 

Press, Boulder, CO., 1981. 

Development of systematic methods and strategies of "people 

approach" attitudes. Difference between listening to hopes, 

concerns, interests and telling people what they ought to think 

is outlined. 

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The 9 Keys to Successful Volunteer Prosrams by Kathleen Brown 

Fletcher, 1987. 

* Designed around ideas, not formulas, this book discusses what 

makes a volunteer program work: good job design, staff 

commitment, well planned recruitment, careful screening and 

selection, appropriate training, good supervision by staff, 

appropriate surveillance by the volunteer program manager, and 

systematic evaluation. Includes useful lists and sample forms. 

fi by Joan Flanagan. 

Contemporary Books, Inc., Chicago, Illinois, 1981. 

* A comprehensive how-to manual for all nonprofit groups. 

Compiles the advice of many community leaders with organizational 

management assistance into a single format. Recommended for 

getting started, getting results, and getting organized. 

d The Thir eric : 

United by Michael O'Neill, 1989. 

* This book provides an up to date comprehensive examination of 

the nonprofit sector in the United States and reveals the 

enormous impact it has on American society, business, economics 

and government. It examines the subsectors of the nonprofit 

world, describing how each developed, what each must do to 

achieve its mission and meet its challenges, and how all types of 

organizations are working together to shape all aspects of 

American life. 

The by Eva Schindler-Rainman and Ronald 

Lippitt. The Center for a Volunteer Society, National Resources 

Center, 1971. 

Practical suggestions about designs for action and 

opportunities for individuals and groups which want to creatively 

use human resources. 

The Volunteer Skillsbank by Pat Saccomandi. Volunteer, Boulder, 

co., 1981. 

Outlines a practical and efficient system for identifying and 

utilizing individuals for short term assignments, according to 

skills and talents they wish to develop or utilize more fully. 

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Traininu Volunteer Leaders: A Handbook to Train Volunteers and 

Other Leaders. National Council of YMCA's, 1974. 

Easy to follow manual provides a comprehensive training 

program for leaders of small groups. Subjects explored include 

feedback process, role playing, group climate, motivational 

forces, problem solving, self evaluation, and guidelines for 

change. 

Volunteer Activities in Public Outdoor Recreation and Resource 

Manasement Areas by The Minnesota Planning Agency, Environmental 

Planning Division, 1979. 

A study on the use of volunteers in state parks and other 

public facilities. 

Volunteer Center Associate Member Directorv. Dated annually. 

* The most complete and up to date directory of Volunteer 

Centers nationwide. Updated annually, the "Directory" is a 

critical addition to the resources of any national organization, 

business or other groups interested in supporting volunteering. 

Volunteer Develonment Handbook by T. Walley Williams, III. 

Appalachian Mountain Club, 1983. 

Comprehensive handbook on volunteer development, including 

information on topics such as how do committees work, skills of 

the committee chair, committee assignments, personal skills of 

the volunteer, and recruiting volunteers. 

Volunteer Recruitins and Retention: A Marketins ADDrOaCh by 

Nancy Macduff, 1985. 

* Designed for the managers of volunteer programs who may have 

skills in one aspect of volunteer management but realize they 

need a whole array of skills, this manual is divided into 

specific areas of volunteer program management including 

marketing, needs assessment, planning, developing job 

descriptions, advertising, training, motivation, supervision and 

much more. 

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Volunteerins and Unemolovment: A..Soecial Reoort on the Flint 

Conference by Shirley Keller, 1984. 

* Especially pertinent in today's changing business climate, 

with restructuring cutbacks and relocations, this report on the 

1983 Unemployment Conference discusses strategies for ensuring 

benefits for unemployed people who wish to remain involved 

through volunteering. 

Volunteers: How to Find Them, How to KeeD Them by Mike Haines, 

1989. 

* An easy to read workbook full of ideas on how, when and where 

to recruit volunteers. This book is designed to be used either 

as a resource for a workshop or to be read on its own. It 

introduces the newcomer to volunteering in a series of creative 

exercises, which impart a full knowledge of volunteer recruitment 

as well as the basics of volunteer management. 

Volunteers in Action by Brian O'Connell and Ann B. O'Connell, 

1989. 

* This book is a must for anyone who trains, speaks or writes 

on volunteering or volunteer management. It brings together a 

comprehensive look at hundreds of volunteers and volunteer 

efforts in a very readable format, providing endless anecdotes 

and illustrations for speeches and papers. Organized by 

volunteer activity such as serving those in need, advocating and 

empowering and exercising religious belief. 

Volunteers in the Parks: Gettina the Most Out of Your Parks 

Volunteer by National Park Service. Available from and 

National Park Service, Western Regional Office, San Francisco, 

California. 

Volunteers Todav: Findina. Traininu and Workins With Them by 

Harriet H. Naylor Dryden Associates, Dryden, N.Y., 1973. 

This book is for sound principles and practices for 

administrators, executives, and professionals are presented in 

this comprehensive, technical book. Aiming to unlock volunteer 

potential and explore new forms of participation, this book is 

useful for all who work in the helping professions. Each chapter 

will provide you with basic aspects for creating effectiveness 

and satisfaction. Topics include: trends in administrative 

volunteering, volunteer staff work patterns, motivation, clues 

for volunteer assignments, designing training events, and 

numerous useful diagrams and forms. This book is considered a 

flclassicll. 

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We Can't KeeD Meetinu Like This! A Guide to More Effective 

Meetinus by Jane Justis, 1990. 

* This guide examines preparation, agenda, climate, roles and 

types of meetings. It concludes with concrete suggestions for 

implementing good meeting practices. A must for every group that 

has too many or ineffective meetings. 

We the Media 

for Social Chancre by Robbie Gordon, 1978. 

Collection of techniques, exercises, sample flyers and ads, 

graphics, press releases and public service announcements that 

explains strategies for all types of effective media usage. 

Wl m ‘ Bo k of Pr e Committees, an 

Officers by Joel David Welty. Caroline House Publishers, Inc., 

1982. 

For decision-making processes used specifically by community 

groups of all kinds. Techniques that can be used in your 

organization to clarify relationships, encourage effective 

participation, minimize and resolve conflicts, and make your 

board effective and decisive. 

W' 111 nin by Ivan Scheier. National Information Center 

of Volunteerism (now Volunteer), 1978. : 

Looks at how to encourage paid staff to work with and support 

the efforts of volunteers. It examines some basic assumptions 

about why paid staff are often un-supportive or actively hostile 

and comes up with some strategies for dealing with staff 

resistance. 

g. The Human Resources 

Programs Staff, U.S. Forest Service, Washington, D.C., 1982. 

This is a guidebook to help increase the productive 

utilization of volunteers by the U.S. Forest Service. It 

identifies benefits and costs, specific ways to become more 

effective volunteer managers, and provides examples of volunteer 

use that can further program objectives. 

You and Your Volunteers: A PartnershiD That Works. State of New 

York, Department of Social Welfare, Albany, NY, 1967. 

This is highly recommended by University of Oregon. 

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You Can Be A leader: A Guide for DeVelODinU LeadershiD Skills by 

Candace Goode Vick, 1989. 

* This self help book presents a common sense approach to 

leadership. Based on the premise that leadership is learned, not 

inherited, the book is divided into two main parts: an 

introduction to basic leadership concepts and skills and learning 

leadership through volunteering. Based on the writings of Ben 

Solomon and first published in 1981. 

You Can Make A Difference: HelDins Others and Yourself Throush 

Volunteerinq by Marlene Wilson, 1990. 

l Taking a practical approach that is perfect for anyone who 

wants to take a step toward a more satisfying life, Marlene 

Wilson presents a "blueprint of change" that is easy to 

understand and easy to implement. The book provides guidance on 

choosing volunteer activities best suited to the reader's talents 

and interests. It also shows how to use volunteering as a way to 

learn new skills and reveals the secrets of getting more 

accomplished each day. 

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APPENDIX G 

INDEX 

Pase Number 

Accident Reporting Procedures 3-33 

Activity Hazard Analysis 3-32 

Awards 3-30, B-l 

Equipment Operation 3-33 

Evaluation 3-28 

Evaluation Format 3-29 

Formats, Sample 

Evaluation 

Interview Summary 

Job Description 

Project Task Listing 

Training Plan, Individual 

Training Plan, Project 

Forms 

ENG Form 4880-R, Agreement for Services 4-8 

ENG Form 4881-R, Parental Approval 4-6 

ENG Form 4882-R, Volunteer Service Record 4-12 

ENG Form 4883-R, Appreciation Certificate 4-16 ' 

Optional Form 301, Application Form 4-2 

Hosted Worker l-2, D-l 

Identification 3-31 

Incidental Expenses 3-31 

Innovative Volunteer Programs D-l 

Interview 3-16 

Interview Questions 3-18 

Interview Summary 3-16 

Interview Stages 3-18 

Job Description 3-11 

Job Series Hazard Analysis 3-32 

Motivation 3-26 

Needs Assessment 

Operation (of Vehicles, Vessels, etc.) 3-33 

Orientation 3-21 

3-29 

3-17 

3-13 

3-4 

3-25 

3-24 

3-3 

G-l 
EP 1130-2-429 

30 Apr 93 

Recognition 

Recordkeeping 

Recruitment 

Reimbursement 

Safety 3-31 

Supervision 3-26 

Task Listing 

Training 

'. 'Training Plan (Individual) 

_,.--. 5, _ Training Plan (Project) 

- 

Uniform 

3-30 

4-l 

3-5 

3-31 

3-4 

3-21 

3-25 

3-24 

3-31 

Volunteer Coordinator 2-l 

Volunteer Management Plan 3-1, A-l 

Volunteer Mind-set 2-l 

Volunteer Needs Assessment 3-3 

Volunteer Sources (Action Centers/Bureaus) C-l 

G-2 

6 U.S. cavrntuuw ~R~H~IHI; orrllr. 1993-ISI-077180446