HomeMy WebLinkAboutCSD-10-056 - Volunteer Services Strategy Background ReportREPORT
REPORT TO:
Community Services Committee
DATE OF MEETING:
August 23, 2010
SUBMITTED BY:
Mark Hildebrand, Director of Community Programs and
Services, ext 2687
PREPARED BY:
Janice Ouellette, Faiclitator of Volunteer Resources and
Community Engagement, ext 2227
WARD(S) INVOLVED:
All
DATE OF REPORT:
July 27, 2010
REPORT NO.: CSD-10-056
SUBJECT:
VOLUNTEER SERVICES STRATEGY BACKGROUND
REPORT
RECOMMENDATION:
For information only.
BACKGROUND:
The Corporation of the City of Kitchener has a long history of working with volunteers for the
delivery of recreation services. Volunteers are a vital resource for our municipal programs and
related services while opportunities to volunteer offer citizens avenues to be engaged, to be
leaders, to develop skills and to enhance quality of life for themselves and others.
With the growth and changes in Kitchener’s demographics, the needs and expectations to life
and volunteering are also shifting. To retain the high quality of life that Kitchener has
experienced, to enhance it and provide relevant and desirable community involvement
opportunities, we must understand and foster this essential and complex resource of volunteers.
Nearing ten years in existence, the Volunteer Resources section of the Community Programs
and Services Division, CSD initiated the development of a strategy in accordance with the Plan
for a Healthy Kitchener and the Leisure Facilities Master Plan. The strategy will:
reconfirm the value and role of volunteers in consultation with Council, current
volunteers, the community and staff
investigate emerging trends and current issues
define the optimal model for engaging and supporting community members in
future volunteering and community engagement initiatives
make recommendations for goals and priorities for the coming years
The intention is to engage in thoughtful planning so that we can understand and support our
volunteer resources into the future in a deliberate and strategic manner.
The consulting team of dmA Planning & Management Services was retained to assist the City’s
project team in the development of the Volunteer Services Strategy. The initial phases of this
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study included a comprehensive review of the resources and services offered by the City of
Kitchener’s Volunteer Resources and consultations with staff, volunteers and community
stakeholders.
The attached environmental scan report provides a community profile, socio-demographic and
population characteristics relevant to volunteering, the emerging trends in volunteering and the
best practices for volunteer services along with details of the community engagement process
undertaken. The information in the environmental scan report will inform the recommendations
for strategic directions to be presented in the final Volunteer Services Strategic Plan.
REPORT:
The attached environmental scan report provides information compiled during the first and
second phases of the City of Kitchener’s Volunteer Services Strategy.
Phase One of the study included a comprehensive review of the resources and services offered
by the City of Kitchener’s Volunteer Resources, the history of the City of Kitchener’s volunteer
services, the City of Kitchener’s code for volunteer involvement and the Community Services
Department’s policy framework for volunteer services. The relationship of this strategy with
other corporate planning initiatives was also examined. The socio-demographic and population
characteristics of the City were profiled, and those characteristics most relevant to the
development of a volunteer services strategy were identified. Emerging trends and best
practices in volunteer management services were also summarized. Phase One also included a
workshop with municipal staff representing various departments within the corporation and key
informant interviews.
Phase Two of the study, the stakeholder consultation, included:
1. a random and statistically valid and representative community telephone survey
2. an on-line and pen/paper volunteer survey (of City direct, indirect and informal volunteers)
3. focus groups with staff and current volunteers
4. key informant interviews with senior management, council and outside agencies or other
municipalities
Stakeholders include City of Kitchener staff working with volunteers, City of Kitchener direct
volunteers (in Adults 50+ programs, Aquatics, Youth programs, Inclusion, Special Events,
Advisory Committees, Kitchener Natural Areas, Winter Rinks, Arenas, Golf Courses),
Neighbourhood Associations, Minor Sports groups, and specific populations such as youth, new
Canadians, and even non-volunteers.
Some Key Points
There are two staff positions within the Volunteer Resources and Community Engagement
section of the Community Programs and Services Division in the Community Services
Department of the City of Kitchener. There are also a number of other staff, within Community
Services and across the corporation, who work directly with volunteers. Approximately 2000
direct volunteers (those who volunteer directly for the City and report to City staff), 6000 indirect
volunteers (those who are involved indirectly and report to another governing body or agency on
behalf of the City) and 13,000+ informal volunteers (those who help out the community in an
unscheduled, non-structured way and often not monitored directly by a governing body) share
their time and energy with projects, programs and services connected with the City of Kitchener.
In addition to issues surrounding effective volunteer recruitment and management, broader
corporate issues are apparent including the definition of the role and responsibilities of the
Volunteer section relative to the Community Services Department and other corporate
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departments, the priority and core services of the Volunteer section and the relationship with
other corporate departments such as Communications.
According to the Canada Survey on Giving, Volunteering and Participating, a profile of a “typical
volunteer” includes the following characteristics:
More likely to be female (54% of all volunteers)
Between the ages of 35-54 (44%)
Married or in a common-law relationship (65%)
Achieved a post-secondary education (53%)
Employed (67%)
Has an annual income of over $60,000 (49%)
More likely to attend weekly religious services (37%)
The city of Kitchener’s estimated population in 2008 was 224,500. The city’s census
population in 2006 was 204,668, an increase of 7.5% over the 2001 population of 190,399.
A 60% increase in population is forecast for the city of Kitchener by 2031. More people means
more services required and, hopefully, a greater pool of potential volunteers. However, the
recent Canada Survey of Giving, Volunteering, and Participation identified a decline in the
number of Canadians who volunteered and an increase in survey respondents who indicated
“lack of time” as a barrier to volunteering.
Consistent with national trends, the city of Kitchener’s population is also slowly aging. By 2021,
about 34% of the total population will be 50 years of age or older, compared with about 28% in
2006. Research trends indicate that there will be increasing demands across all sectors (i.e.,
health, education, social services, recreation and leisure) for volunteer support. Volunteers from
our random telephone survey were more likely than the general population to be over 65 years
of age. The research indicates a need for thoughtful planning on how to successfully position
the City to fill the gap left by aging volunteers and to meet a potentially growing need for
services.
At a time when volunteerism appears to be on the decline nationally, it is interesting to note that
aging Baby Boomers have been identified in the literature as a market segment with significant
growth potential for volunteerism in the future. Over 75% have expressed a desire to remain
actively involved in the community; however, travel and involvement in other activities may limit
their ability to make long-term commitments. The challenge to effectively engage them will be
to understand their needs, interests and motivations and to match their skills and talents to the
opportunities available.
The city’s other population segment experiencing considerable growth includes post secondary
students. Young people who volunteer are more interested in “making a difference” and
acquiring employment skills. From the telephone survey, of those Kitchener respondents who
were employed, just over half of all respondents who had volunteered in the past 12 months
thought that their volunteering had helped their chances of success in their paid jobs (52%). The
national survey also noted an increase in the job-skill motivation among volunteers. Skills
development and training that were identified as most useful to current City of Kitchener
volunteers tended to be leadership skills, interpersonal skills and transferrable skills such as
“understanding people, motivating people or handling difficult situations with confidence,
compassion or patience”, “risk management, liability, safety and security training” and “conflict
resolution, facilitation and dealing with difficult people”.
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th
Ethnic diversity in the K-W Region is increasing. In 2006, Waterloo Region had the 12 largest
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visible minority population in Canada and 7 largest in Ontario. In 2006, the immigrant
population in the city of Kitchener accounted for 26.4% of the population, compared to 24.8%
five years earlier. The extent to which volunteerism is an accepted part of the lifestyle and
culture of some new Canadians and the barriers to participate faced by many new Canadians
may be a consideration for engaging these sectors of the population. Truly reaching and
supporting new Canadian volunteers will also have implications for the communication and
marketing of volunteer opportunities, volunteer management and volunteer training.
It is interesting to note that Kitchener residents who volunteered were considerably more likely
to indicate a “very or somewhat strong” sense of belonging to their local community when
compared to those who have not volunteered (69% vs. 46%). The level of “belonging” for
volunteers in Kitchener was consistent with provincial data. This point has implications for us not
only in building a sense of belonging for new Canadians in Kitchener but also in addressing the
goal of the Economic Development Strategy to attract and retain talent in our community.
Corporations are also increasingly seeking opportunities to “give back to the community” and
corporate volunteerism is a growing trend. Corporations are increasingly interested in acting
responsibly and sixty-eight percent of people between the ages of 18 and 26 prefer to work for a
company that provides professional volunteer opportunities. These changes and trends
represent opportunities to be explored further in the development of this strategy.
Research indicates that, in addition to “lack of time”, one of the most significant barriers to
attracting volunteers is also related to the financial cost of volunteering (of transportation, of lost
income, etc.). With slightly lower average household incomes than the province as a whole and
when compared to nearby municipalities, this may be a more significant barrier to be overcome
in Kitchener than in some other municipalities.
The most common means of obtaining information regarding volunteer activity in Kitchener is
“word of mouth” (39%), followed by “child or family activity participation” (20%), and “through
employment or school” (16%). In the future, most respondents indicated they would like to find
out about volunteer opportunities and activities in Kitchener through “the internet” (21%),
followed by “advertisements (posters, newspaper, etc.)” (19%) and “word of mouth” (15%). Our
current volunteers who prefer to find out about volunteer activities via the internet were primarily
interested in accessing information via “the City’s website” (84.2%) and “Facebook” (42.1%).
The next phase of the Volunteer Services Strategy will explore possible strategies, based on the
information gathered during Phase One and Two of the study, for the continued development of
work with volunteers across the whole of the Corporation in a common, consistent, equitable
and sustainable way that addresses related priorities of the Corporate Plan, the Plan for a
Healthy Kitchener, the CSD Strategic Plan and the Leisure Facilities Master Plan. The Volunteer
Services Strategy will also recommend the optimal model(s) for engaging and supporting
community members in volunteering and community engagement.
FINANCIAL IMPLICATIONS:
None at this time
ACKNOWLEDGED BY: Pauline Houston, General Manager, Community Services
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City of Kitchener
Community Services
Department
Volunteer Support
Services Strategy
Environmental Scan Report
August 2010
Submittedby:
dmA Planning & Management Services
Toronto, ON
www.dmaconsulting.com
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City of Kitchener
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Table of Contents
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1.1.Study Purpose1
.
1.2.Policy and Planning Framework2
.
2.1.Introduction6
.
2.2.Geographic Context and Population Age Profile6
.
2.2.1.Population Projections and Future Age Profile8
2.2.2.Socio-Demographic Characteristics11
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3.1.Trends Summary18
.
3.1.1.Trend #1: Fewer Volunteers Contributing More18
3.1.2.Trend #2: Typical Volunteers: Female, Middle-Aged, Well- Educated19
3.1.3.Trend #3: Core Volunteers – Same as Typical, but Not Employed19
3.1.4.Trend #4: The New Volunteers -- Zoomers, Millennials, Corporations20
3.1.5.Trend #5: Key Motivation – Making a Difference21
3.1.6.Trend #6: Barriers to Volunteering – Lack of Time, Inability to Commit21
3.1.7.Trend #7: Why Volunteers Leave – Not Matching Skills, Lack of Recognition22
3.1.8.Trend #8: Best Practices – Utilize Skills and Talents, Manage Effectively22
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4.1.Organizational Structure23
.
4.2.Categories of Volunteers23
.
4.2.1.Statistical Summary of Volunteerism29
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5.1.Introduction31
.
5.2.Telephone Survey31
.
5.2.1.Profile of Volunteers32
5.2.2.Volunteer Activities33
5.2.3.Reasons for Volunteering33
5.2.4.Reasons for Not Volunteering, or for Not Volunteering as Often34
5.2.5.Agreement with Statements35
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City of Kitchener
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5.2.6.Sources of Information about Volunteering36
5.3.Online Survey of Current Volunteers37
.
5.3.1.Survey Process37
5.3.2.Survey Results37
5.3.3.Demographics60
5.4.Focus Groups68
.
5.4.1.Focus Group Process68
5.4.2.Focus Group Results69
Role of Volunteer Resources Section
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Volunteer Resources – Policies and Procedures
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Selected Bibliography
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: Summary of Key Informant Interviews and Phase One Staff Workshop
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: Community Telephone Survey
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City of Kitchener
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INTRODUCTION
Study Purpose
The Community Services Department has a long history of working with volunteers for the delivery
of recreation services and as early as 1998 recognized the need for ongoing staff support and
management of this important resource. In the past 10 years, the City has undertaken a number of
studies to address the changing role of the volunteer and the need for a strong and effective
volunteer sector. The Volunteer Services Strategy is the most recent initiative in this regard.
The purpose of the strategy is to reconfirm the value and role of volunteers in consultation with
staff, Council, current volunteers and the community, to investigate emerging trends and current
issues, and ultimately set goals and priorities for the coming years. The result will be an optimal
model for engaging and supporting community members in future volunteering/community
engagement initiatives. The development of the strategy reflects the Department’s desire to
carefully consider factors affecting volunteers and strategically plan for the future in a manner that
will anticipate and effectively respond to emerging issues.
The Environmental Scan Reportdescribes background information assembled during the initial
phases of the study, including: the Community Services Department’s policy framework for
volunteer services; the relationship of this strategy with other planning initiatives; the community’s
socio-demographic and population profile; emerging trends and best practices; and a profile of the
City’s Volunteer Resources.
This report also documents the results of a number of staff and community consultation activities,
including staff and stakeholder input through focus groups, workshops and interviews, surveys and
focus groups with volunteers and a community survey. Details concerning the consultation
activities are found in Chapter 5 of the report.
The Environmental Scan Report presentsbackground information of possible relevance to this
study. There is no attempt to analyze this information, reach conclusions or provide
recommendations in this report.
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Page 1
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City of Kitchener
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Policy and Planning Framework
In 1998, the City of Kitchener recognized the need for a more coordinated andsophisticated
approach to volunteer management (a need that was recognized inmunicipalities across Canada).
As a result, 25% of a supervisory position was dedicated tocoordinating volunteer management for
the entire department.In 2000, an operational review recommended a more coordinated and pro-
active approach to volunteer management through the development of a newsection. This
recommendation also kept pace with the emerging trend across Canada formunicipalities to take a
more coordinated and centralized approach to volunteer management.
In 2002, the section was established. A Facilitator for VolunteerResources
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washired and the role for the Coordinator of Volunteers was broadened to servethe entire
Corporation. The Volunteer Resources sectionis currently administered through the Community
Services Department, since the vast majority of volunteers are linked to this Department; however
theservices and support offered by this section are available across the Corporation to other
municipalstaff and affiliated group such as minor sports groups and neighbourhoodassociations.
The VolunteerResources Section offers a variety of services associated with program
development, recruitment and promotion, screening, orientation, training, supervision and ongoing
support, recognition, record keeping, risk management, and evaluation. (See Appendix A for
details).
The Volunteer Resources Section also adopted a Vision, Mission and Value Statements, as noted
below:
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Together, we will build an innovative, caring and vibrant Kitchener with safe and thriving
neighbourhoods.
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To proudly provide valued services and build community and Corporate capacity by
inspiringvolunteers, staff, elected officials, and all community members to be active
contributors to Kitchener’s Community Vision.
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City of Kitchener
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Clarity
Innovation
Fairness
Inclusion
Involvement
Community Engagement
Customer Service
Individual Responsibility
Collective Accountability
The Volunteer Resources Section also prepared a , based on the
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CanadianCode for Volunteer Involvement. This code includes values for volunteer involvement,
guiding principles, and standards for involvement. This Code was subsequently adopted by
Council. The values, guiding principles, and standards of the Code are reprinted below:
1
for Volunteer Involvement:
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Volunteer involvement is vital to a just and democratic society.
Volunteer involvement strengthens our community.
Volunteer involvement mutually benefits both the volunteer and the City of Kitchener.
Volunteer involvement is based on relationships.
Adopted by Kitchener City Council Sept. 13, 2004.
1
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City of Kitchener
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for Volunteer Involvement:
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The City of Kitchener recognized that volunteers are a vital human resource and will
commit to the appropriate infrastructure to support volunteers.
Volunteers make a commitment and are accountable to the City of Kitchener.
for Volunteer Involvement:
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The City of Kitchener acknowledges and supports the vital role of volunteers in achieving
the City of Kitchener’s mission and Community Vision.
Policies and procedures provide a framework that defines and supports the involvement of
volunteers within the organization.
Qualified personsare designated to be responsible for the overall volunteer program and
the supervision of specific volunteer programs and volunteers.
A screening process is clearly communicated and consistently delivered.
Volunteer assignments address the purpose of the organization and involve volunteers in
meaningful ways reflecting their various abilities, needs and backgrounds.
Volunteer recruitment and selection reaches out to diverse sources of volunteers.
Volunteers receive an orientation to the City of Kitchener, its policies and procedures, and
receive training for their volunteer assignment(s).
Volunteers receive appropriate levels of supervision according to their task and are given
regular opportunities to receive and give feedback.
Volunteers are welcomed and treated as valuable and integral members of the broader
City of Kitchener team.
The contributions of volunteers are regularly acknowledged with formal and informal
recognition methods.
Policies and procedures were also developed on a variety of topics with much input and
consultation with staff who work with volunteers and aligned with the Code for Volunteer
Involvement. Some of these departmental policies include absenteeism and attendance,
acceptable work assignments, conflict of interest, interviews, screening, orientation, training and
recognition (for a full index of policies and procedures, seeAppendix B)
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City of Kitchener
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At the 2004 conference of the Professional Administrators of Volunteer Resources Ontario
(PAVRO), the concept of informal volunteering or citizen engagement was discussed.Research
indicated that increasing numbers of people were preferring or only able tocontribute to society in
unstructured, informal ways rather than formalized volunteer positions that often required a more
long-term and scheduled commitment. As a result, in 2004, the City ofKitchener made a
progressive move to embrace this form of civic engagement by officiallyrecognizing it as a valid
and beneficial form of engagement and by finding ways to facilitate,support, recognize and
encourage informal volunteering. The coordination of a number ofprograms and events (e.g. Earth
Week, Festival of Neighbourhoods) was transferred to VolunteerResources from various staff in
Operations and Community Programs and Services becausethey encouraged “informal”
volunteering.
In Kitchener, volunteers or groups led by volunteers have a key role to play inthe successful
operation of many City-owned facilities or are primary users. In 2005, the
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recommended that Volunteer Resourcesdevelop a
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volunteerplan aimed at ensuring growth in the availability of volunteers and astrategy to provide
on-going assistance to organized groups. Planning for volunteerrecruitment, development,
retention and recognition as well as best practice models aroundgovernance, operations and
service delivery strategies for organized groups and serviceproviders were identified needs.
In the ) a resident-driven consultation process,community
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prioritiesincluded quality of life, leadership and engagement. Community membersspecifically
indicated a need to further enhance resources for volunteerism in all areas.
There are a number of City initiatives and strategies in various stages of development that may
have a bearing on or be influenced by the Volunteer Services Strategy. These include the Older
Adult Strategy, the Youth Strategy, the Sports Tourism Strategy and a potential future strategy that
will concern neighbourhood development and community sustainability, among others.
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Page 5
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City of Kitchener
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CITY OF KITCHENER POPULATION PROFILE
Introduction
This chapter of the report provides a detailed population profile for the City of Kitchener. It is
background information of possible relevance to the Volunteer Services Strategy. Research
indicates that many socio-demographic factors (such as age, multiculturalism, education) have an
influence on volunteerism. Furthermore, the general profile of the community may influence
strategies recommended in this study. Each major section of this chapter concludes with a brief
statement of the possible implications of the population profile for the volunteer strategy. These
implications, and possibly others, will be explored further as warranted when the strategy is
prepared.
Geographic Context and Population Age Profile
The city of Kitchener is located in southwestern Ontario in the Region of Waterloo, adjacent to the
cities of Waterloo and Cambridge. Kitchener is the largest municipality in the Region of Waterloo,
accounting for 42% of the Region’s total population in 2008 (533,700). Kitchener is about one
hour’s drive west of the city of Toronto via Highway 401 and is within the geographic sub-region
termed the Greater Golden Horseshoe, which includes over 75% of Ontario’s population.
Kitchener’s estimated population in 2008 was 224,500.The census population in 2006 was
2
204,668, an increase of 7.5% over the 2001 population of 190,399. This increase represents a
slightly higher rate of growth than for the province as a whole over the same period (6.6%).
Consistent with national trends, Kitchener’s population is slowly aging, although not to the same
extent as the province overall. Table 2.1 below shows a slight reduction in the youngest age
groups (under 19 years of age), and a slight increase in the proportion of the population aged 75
years and older between 2001 and 2006. In 2006, the proportion of the population in Kitchener
aged 65 years and older was 12%, compared with 11% five years earlier. Between 2001 and 2006,
of all the age categories, the category with the greatest percentage increase in Kitchener was the
55 to 64 age group. Among the 65 years and over categories, the greatest increase in Kitchener
was for the 75-85 year olds.
Region of Waterloo Planning, Housing and Community Services, Planning Information Bulletin: 2008 Year-End
2
Population and Household Estimates, March, 2009
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City of Kitchener
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Compared to the province as a whole (Table 2.1), Kitchener has a slightly younger age profile: the
median age of Kitchener’s population is 36.6 years compared to 39 years for the province, and
12% of Kitchener’s population was 65 years or older in 2006, compared to 14% for the province as
a whole.
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6.36.0-0.35.5
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Source: Statistics Canada, 2001 and 2006 Community Profiles
* Numbers may not add up to 100% due to rounding by Statistics Canada.
With three post secondary institutions in Kitchener-Waterloo, the student population is significant,
and with the exception of students who are permanent residents, will not be captured by the
Census data. As of the end of 2008, there were 39,970 full time students in Waterloo Region, 81%
3
living in Kitchener-Waterloo. In 2008, Kitchener included 6,550 full-time post secondary students.
(Table 2.2)
Region of Waterloo Planning, Housing and Community Services Staff Report, March 31, 2009. Pg 3
3
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Page 7
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City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
èÛÚÐ×
öÇÐÐèÓÏ× ìÍÉÈ é×ÙÍÎØÛÊà éÈÇØ×ÎÈ ìÍÌÇÐÛÈÓÍÎ ÓÎ ñÓÈÙÔ×Î×ÊåÛÈ×ÊÐÍÍ
ÍÖ ÍÖ ÍÖ
ùÓÈà ÍÖ åÛÈ×ÊÐÍÍùÓÈà ÍÖ åÛÈ×ÊÐÍÍñååÛÈ×ÊÐÍÍåÛÈ×ÊÐÍÍ
ñÓÈÙÔ×Î×Êê×ÕÓÍÎåÛÈ×ÊÐÍÍê×ÕÓÍÎèÍÈÛÐê×ÕÓÍÎê×ÕÓÍÎ
èÍÈÛÐèÍÈÛÐèÍÈÛÐ
öÇÐÐ ÈÓÏ×
6,55016%25,81065%32,36081%39,970
ÉÈÇØ×ÎÈÉ
öè ÉÈÇØ×ÎÈÉ ÍÖ
3%21%9%7%
èÍÈÛÐ ùÓÈÃ
ìÍÌÇÐÛÈÓÍÎ
öè ÉÈÇØ×ÎÈÉ ÍÖ
20%80%100%
èÍÈÛÐ ñå öè
ÉÈÇØ×ÎÈ èÍÈÛÐ
Source: Region of Waterloo Planning, Housing and Community Services Staff Report, March 31, 2009. Pg 3
2.2.1.Population Projections and Future Age Profile
Population Projections
Kitchener-Waterloo has been identified as an Urban Growth Centre in the Places to Grow, Ontario
GrowthManagement Plan, Growth Plan for the Greater Golden Horseshoe, 2006. Population
4
projections for the city and region are shown in Table 2.3.
èÛÚÐ×
ìÍÌÇÐÛÈÓÍÎ ìÊÍÒ×ÙÈÓÍÎ ÈÍ
ÖÍÊ ñÓÈÙÔ×Î×Ê ÛÎØ ÈÔ× ê×ÕÓÍÎ ÍÖ åÛÈ×ÊÐÍÍ
194,680213,500232,300252,100272,400292,600311,500
ñÓÈÙÔ×Î×Ê
ê×ÕÓÍÎ ÍÖ
459,800507,300550,400594,800638,700684,400729,000
åÛÈ×ÊÐÍÍ
Source: Regional Municipality of Waterloo 2009
The future age profile of the city will be influenced by the aging of the “Baby Boomers” cohort
(those born between 1946 and 1964). Today’s 40+ year olds will gradually shift into the older age
categories over the next 10-15 year period, and the city will experience the progressive shift in age
structure consistent with that being experienced on a national level. Over the coming years, the
greatest absolute increases are predicted first in the middle-age categories, followed by the older
See the Ontario Ministry of Energy and Infrastructure’s site at:
4
ÔÈÈÌ
ÅÅÅÌÐÛÙ×ÉÈÍÕÊÍÅÙÛ
ÓÎØ×ÄÌÔÌýÍÌÈÓÍÎÿÙÍÏÝÙÍÎÈ×ÎÈÈÛÉÑÿÆÓ×ÅÓØÿóÈ×ÏÓØÿ
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 8
×Úï ó ïë
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
adult and senior age categories. The proportion of those aged 65 years and over is predicted to
peak in 2036.
5
Over the next 15 years, the city’s older adult population 50 years of age and over will experience
an absolute increase of about 2,000 persons per year. By 2021, about 34% of the total population
will be 50 years of age or older, compared with about 28% in 2006. By 2031, this percentage will
increase to about 36% and will include over 108,000 residents 50 years of age and older. (Figure
2.1 and 2.2)
öÓÕÇÊ×
ùÓÈà ÍÖ ñÓÈÙÔ×Î×Ê ôÓÉÈÍÊÓÙ ÛÎØ ìÊÍÒ×ÙÈ×Ø ìÍÌÇÐÛÈÓÍÎ Úà ûÕ× ùÍÔÍÊÈ
120,000
108,195
100,000
80,000
66,950
60,000
61,340
40,000
34,630
33,540
20,000
0
199119962001200620112016202120262031
Year
0-910-1920-3435-4950+
Source: Region of Waterloo, 2007.Area Municipal Five-year Cohort Projections to 2031
Ontario Ministry of Finance, Ontario Population Projections 2008-2036, Fall 2009. Available at:
5
ÔÈÈÌ
ÅÅÅÖÓÎÕÍÆÍÎÙÛ
×Î
×ÙÍÎÍÏÃ
Ø×ÏÍÕÊÛÌÔÓÙÉ
ÌÊÍÒ×ÙÈÓÍÎÉ
Ø×ÏÍÕ
ÌØÖ
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 9
×Úï ó ïê
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
öÓÕÇÊ×
ùÓÈà ÍÖ ñÓÈÙÔ×Î×Ê ûÕ× é×ÕÏ×ÎÈÉ Úà ì×ÊÙ×ÎÈÛÕ× ÍÖ èÍÈÛÐ ìÍÌÇÐÛÈÓÍÎ
40%
35%
36%
30%
25%
22%
20%
20%
15%
11%
10%
11%
5%
0%
199119962001200620112016202120262031
Year
0-910-1920-3435-4950+
Source:Region of Waterloo, 2007.Area Municipal Five-year Cohort Projections to 2031
Population with Disabilities
The total number of persons with disabilities living in Kitchener is 36,525 or 18% of the population.
6
Data from Statistics Canada’s Participation and Activity Limitation Survey (2006) estimated that
15.5%of Ontario’s population in 2006 had some form of disability. This number is estimated to
7
grow to over 20% by 2020.
8
Possible Implications for the Volunteer Strategy
In absolute terms, Kitchener’s growing population represents a larger pool of volunteers and
volunteertalents. Two of the city’s population segments that are experiencing considerable growth
include post secondary students and older adults. At a time when volunteerism appears to be on
the decline nationally, it is interesting to note thataging Baby Boomers, students and young adults
born 1970-2000 have been identified in the literature as two market segments with significant
growth potential for volunteerism in the future (see Chapter 3). However, there will be increasing
demand across all sectors (i.e., health, education, social services, recreation and leisure) for
volunteer support. Research also points to some cautions in terms of attracting and engaging these
6 Social Planning Council Kitchener-Waterloo, 2009.
Statistics Canada Daily Report, 2007, Participation and Activity Limitation Survey,
7 ÔÈÈÌ
ÅÅÅÉÈÛÈÙÛÎÕÙÙÛ
ØÛÓÐÃ
ËÇÍÈÓØÓ×Î
ØË
Û×ÎÕÔÈÏ
Retrieved from: , on June 02, 2010.
ÔÈÈÌ
ÅÅÅÍØÛÙÍÏÏÓÈÈ××Î×È
íøûÝúÓÐÐÝ
ÝÕÍÆ ÔÈÏÐ
8
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 10
×Úï ó ïé
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
sectors in volunteerism, noting that the challenge to effectively engaging these groups will be to
understand the needs, interests and motivations and to match their skills and talents to the
opportunities available.
Of course the absolute increase in population may also have implications for the demand for
volunteers. Many current community services would not be available without volunteers and
assuming the existing service delivery model is maintained, future demands related to population
growth will only be addressed with a corresponding increase in volunteers.
2.2.2.Socio-Demographic Characteristics
Household and Family Characteristics
In 2006, Statistics Canada recorded 79,485 private households in the city of Kitchener, of which:
30.5% contained a couple with children and 27.3% contained a couple without children;
25.5% were one-person households; and
16.4% were other household types.
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 11
×Úï ó ïè
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
èÛÚÐ×
ôÍÇÉ×ÔÍÐØ ÛÎØ öÛÏÓÐà ùÔÛÊÛÙÈ×ÊÓÉÈÓÙÉ
Ontario
IndicatorCity of Kitchener (2006)
(2006)
Married or common-law families 83.6%84.2%
Lone parent families16.4%15.8%
Single person households25.5%24.3%
Median family income – all census families$68,437$69,156
9
Median household income$50,877$53,626
10
Average Dwelling Value$239,571$297,479
Owned Dwellings (%)64.3%67.8%
Rented Dwellings (%)35.7%32.0%
Source: Statistics Canada Community Profiles, 2006.
Slightly fewer census families in Kitchener were married or common-law families compared to the
province as a whole, and a slightly higher percentage were lone parent families. In 2006, single
person households accounted for about 26% of the population compared to 24% in the province as
a whole, and 24% in Kitchener in 2001. A lower percentage of households were owner-occupied
(64.3%) in Kitchener compared with the province as a whole.
Income and Employment Characteristics:
According to the 2006 census, Kitchener’s population had slightly lower average household income
than the province as a whole and other nearby municipalities.
èÛÚÐ×
ûÆ×ÊÛÕ× ôÍÇÉ×ÔÍÐØ óÎÙÍÏ× ÖÍÊ é×Ð×ÙÈ ïÇÎÓÙÓÌÛÐÓÈÓ×É
ñÓÈÙÔ×Î×ÊùÛÏÚÊÓØÕ×åÛÈ×ÊÐÍÍõÇ×ÐÌÔíÎÈÛÊÓÍ
$50,877$56,544$62,747$55,919$53,626
Source: Statistics Canada, 2006 Community Profiles
Statistics Canada defines a married couple (with or without children of either or both spouses, a couple
9
ù×ÎÉÇÉ ÖÛÏÓÐà ÛÉ
may be of the same or opposite sex), a couple living common-law (with or without children of either or both partners) or a
.
lone parent of any marital status, with at least one child living in the same dwelling
Statistics Canada defines as a person or a group of persons who occupy the same dwelling and do not
10
ìÊÓÆÛÈ× ÔÍÇÉ×ÔÍÐØ
have a usual place of residence elsewhere in Canada. It may consist of a family group (census family) with or without other
persons, of two or more families sharing a dwelling, of a group of unrelated persons, or of one person living alone.
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 12
×Úï ó ïç
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
In contrast, Kitchener had slightly higher median income for all persons 15 years of age and over,
and slightly higher median earnings, yet slightly lower median earnings for the population 15 years
of age and over who worked full-time, full-year.
èÛÚÐ×
é×Ð×ÙÈ×Ø óÎÙÍÏ× ùÔÛÊÛÙÈ×ÊÓÉÈÓÙÉ
ñÓÈÙÔ×Î×Ê
íÎÈÛÊÓÍ
Median income of persons 15 years of age and over$28,629$27,258
Median earnings of persons 15 years of age and over$30,078$29,335
Median earnings- worked full time, full year$42,218$44,748
Source:Statistics Canada, 2006, based on 2005 Earnings and Income
In 2006, the primary sources of income for Kitchener residents in 2006 included Employment
Income (80.3%), and Government Transfers (9.9%). This represents a higher level of employment
income than for the province as a whole (77.4).
Education
As indicated in Table 2.7 below, Kitchener population’s educational attainment is slightly lower than
forthe province (16.4% of Kitchener’s population has a university certificate, diploma or degree,
compared to 20.4% for the province)
èÛÚÐ×
é×Ð×ÙÈ×Ø ÷ØÇÙÛÈÓÍÎ ð×Æ×Ð óÎØÓÙÛÈÍÊÉ
ñÓÈÙÔ×Î×Ê
íÎÈÛÊÓÍ
% of the population 15 years and over with: 81.3%80.7%
A high school diploma28.4%26.7%
A college certificate or diploma or equivalent19.2%18.4%
A university certificate, diploma, or degree16.4%20.4%
Source:Statistics Canada, 2006
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 13
×Úï ó îð
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
Economy
The Conference Board of Canada’s Metropolitan Outlook (Spring 2006), identified Kitchener as
oneof the strongest economies in Ontario. The city is recognized as having a strong Gross
Domestic Product and maintaining healthy employment and income growth
.
11
According to Statistics Canada, over 24% of Kitchener’s experienced labour force in 2006 was
employed in the manufacturing industry, compared to 14% for the province as a whole.
While manufacturing still dominates Kitchener’s economic activity, the city’s current Economic
Development Strategy (2007-2010) focuses on modernizing and diversifying the city’s economy,
with the following six areas of focus:
1.Diversifying the urban economy;
2.Supporting manufacturing competitiveness;
3.Creating, attracting, retaining and developing talent;
4.Building a dynamic downtown;
5.Putting more contaminated lands back to work; and
6.Growing small business
In 2006, the city of Kitchener had slightly higher participation and employment rates, and a lower
unemployment rate than the province as a whole, as shown in Table 2.8.
èÛÚÐ×
é×Ð×ÙÈ×Ø ðÛÚÍÇÊ öÍÊÙ× óÎØÓÙÛÈÍÊÉ
óÎØÓÙÛÈÍÊñÓÈÙÔ×Î×Ê
íÎÈÛÊÓÍ
Participation Rate71.1%67.1%
Employment Rate67.1%62.8%
Unemployment Rate5.7%6.4%
Possible Implications for the Volunteer Strategy
Research indicates that in addition to “lack of time”, one of the most significant barriers to attracting
volunteerismis related to the financial cost of volunteering. With slightly lower average household
incomes than the province, this may be a more significant barrier to be overcome in Kitchener than
in some other municipalities.
11
Conference Board of Canada, Metropolitan Outlook Spring 2006
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 14
×Úï ó îï
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
Conversely, a strong economic outlook and rising education levels in Kitchener and the
surrounding Region will resultin a growing and increasingly diversified workforce with a range of
talents, skills and abilities. Corporations are increasingly seeking opportunities to “give back to the
community”, and Corporate volunteerism is a growing trend. While economic factors will impact
volunteerism, an engaged and active community also affects the economy. Volunteers have a
direct economic impact and perhaps more importantly residents engaged and involved in their
community establish a positive environment that attracts investment and retains employees and
employers. These economic considerations may be relevant to the development of the volunteer
strategy.
Ethnic Diversity and Immigration
Kitchener is a multi-cultural community, with strong roots in Western Europe and the British Isles.
Table2.9 highlights the most common ethnic origins of the Kitchener-Waterloo Census
Metropolitan Area population, as reported on the 2006 Census.
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 15
×Úï ó îî
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
èÛÚÐ×
ñÓÈÙÔ×Î×Ê ùïû ÷ÈÔÎÓÙ íÊÓÕÓÎ
÷ÈÔÎÓÙ íÊÓÕÓÎ ñÓÈÙÔ×Î×Ê ùïûîÇÏÚ×Êì×ÊÙ×ÎÈ
446,495100
èÍÈÛÐ ÷ÈÔÎÓÙ íÊÓÕÓÎ ê×ÉÌÍÎÉ×É
Canadian
110,94524.85
English
115,88025.95
German105,67523.67
Scottish83,84518.78
Irish77,49517.36
French42,0759.42
Polish22,1054.95
Dutch (Netherlands)21,0204.71
Portuguese19,5004.37
Italian13,6753.06
East Indian13,2352.96
Chinese10,9702.46
Aboriginal origins10,8252.42
Ukrainian10,4252.33
Source: Statistics Canada - 2006 Census of Canada. Statistics Canada catalogue no. 97-562-XCB2006006.
The sum of the ethnic groups in this table is greater than the total population count because a person may report more
than one ethnic origin in the census. Ethnic Origin is self-reported and respondents can list more than one, therefore
percentages can also total more than 100%.
In 2006, the immigrant population in Kitchener accounted for 26.4% of the population, compared to
24.8% five years earlier. Similarly, the visible minority population in 2006 accounted for 15.4% of
the total population, compared to 11.6% five years earlier. While those of Black origin still dominate
the visible minority population in Kitchener, the most recent wave of immigrants is more likely to be
of South Asian, Southeast Asian, and West Asian descent.
Languages and Mother Tongue
Despite the increased prevalence of non-official languages over the past census, 98.5% of
WaterlooRegion population has knowledge of at least one of Canada’s two official languages
(English and French).
The largest percentage of the Region’s population that speaks a non-official language at home are
those 60 years of age and older. While English is the most prevalent mother tongue (first language
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 16
×Úï ó îí
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
learned at home or school) and spoken by three quarters of the population in Waterloo Region, in
2006 there were 106,855 people whose mother tongue was a non-official language (language
other than English or French), an increase of 21% since 2001.Waterloo Region is seventh among
all Ontario census divisions in terms of percentage of people whose mother tongue is a non-official
language. Almost one in every eight residents in Waterloo Region spoke a non-official language.
Possible Implications for the Volunteer Strategy
Increasing ethnic diversity in the population will have implications for the communication and
marketingof volunteer opportunities, volunteer management and training, and in overcoming the
barriers to volunteering faced by new Canadians.The extent to which volunteerism is an accepted
part of the lifestyle and culture of some new Canadians may also be a consideration in recruiting
volunteers.
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 17
×Úï ó îì
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
TRENDS IN VOLUNTEERISM
Trends Summary
The following points summarize key trends from research on volunteerism in Canada. Much of the
information documented below is based on research provided by municipal staff. Key trends are
briefly summarized below based on this information. (see Appendix C for a bibliography).
3.1.1.Trend #1: Fewer Volunteers Contributing More
A recent report on the National Survey of Giving, Volunteering, and Participationidentifies some
important changes in volunteerism from previous years. These include:
12
A decline in Canadians who volunteered
An increase in the number of hours contributed per volunteer
A small proportion of volunteers who (5%) contribute more than one-third of all volunteer
hours
A decline in volunteering from religious Canadians
An increase in survey respondents who indicated a lack of time as a barrier to volunteering
An increase in the job-skill motivation among volunteers
An increase in employer support for volunteers
McClintock, Norah. (2004).
çÎØ×ÊÉÈÛÎØÓÎÕ ùÛÎÛØÓÛÎ æÍÐÇÎÈ××ÊÉ ÇÉÓÎÕ ÈÔ× îÛÈÓÍÎÛÐ éÇÊÆ×à ÍÖ õÓÆÓÎÕ æÍÐÇÎÈ××ÊÓÎÕ
12
. Canadian Centre for Philanthropy.
ÛÎØ ìÛÊÈÓÙÓÌÛÈÓÎÕ ÈÍ ÚÇÓÐØ ÃÍÇÊ ÆÍÐÇÎÈ××Ê ÌÊÍÕÊÛÏ
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 18
×Úï ó îë
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
3.1.2.Trend #2: Typical Volunteers: Female, Middle-Aged, Well-
Educated
Using all the responses as indicated by respondents to the National Survey on Volunteering,
Giving and Participating, a profile of a “typical volunteer” includes the following characteristics:
13
More likely to be female (54% of all volunteers)
Between the ages of 35-54 (44%)
Married or in a common-law relationship (65%)
Achieved a post-secondary education (53%)
Employed (67%)
Has an annual income of over $60,000 (49%);
More likely to attend weekly religious services (37%)
3.1.3.Trend #3: Core Volunteers – Same as Typical, but Not
Employed
There is a core of volunteers who comprise 25% of all volunteers; however, they contribute 73% of
all volunteer hours. These top volunteers, termed “stalwarts”, are likely to be:
14
Female (53% of top volunteers)
Between the ages of 35-54 (45%) or over 65 (16%)
Not currently in the labour force (35%)
Hold a university degree (27%)
Have a household income of $60,000 or more (15%);
And attended a place of worship weekly (45%)
Ibid
13
ibid
14
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 19
×Úï ó îê
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
3.1.4.Trend #4: The New Volunteers -- Zoomers, Millennials,
Corporations
Research has shown that some of the most promising places to recruit new volunteers are among
the following sectors, but there are some important considerations:
Zoomers (aging Baby Boomers born in the 1950 and 60s) represent a large and growing
population of highly educated and professional older adults looking for meaning and
enrichment in their lives. Over 75% have expressed a desire to remain actively involved in
the community, however, travel and involvement in other activities may limit their ability to
make long-term commitments.
Millenials, (young people born in the 1970s through 2000) are more interested in “making a
difference” and acquiring employment skills. Whereas this segment is declining relative to
the overall population on Ontario, the presence of two universities.
15
Corporations are increasingly interested in acting responsibly, and corporate volunteerism
has grown in recent years. 68% of people between the ages of 18 and 26 prefer to work
for a company that provides professional volunteer opportunities.
16
More new Canadians are volunteering to develop work experience and to practice
language skills, overcoming language and cultural barriers.
17
More persons with disabilities view volunteering as a meaningful way to participate in
community life, requiring a different level of support and accessibility.
Eisner, David, Robert T. Grimm Jr., Shannon Maynard, & Susannah Washburn,(Winter 2009).
15 èÔ× î×Å æÍÐÇÎÈ××Ê
, Stanford Social Innovation Review, Stanford School of Graduate Studies/Business.
åÍÊÑÖÍÊÙ×
Ibid.
16
McClintock, Norah (2004).
17
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 20
×Úï ó îé
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
3.1.5.Trend #5: Key Motivation – Making a Difference
The most common motivation for volunteering today is altruistic reasons -caring about the cause
or issue involved, having been personally affected by the cause and wanting to give something
back, or for religious reasons. Reasons that are rising in importance:improvingjob skills, personal
growth, and to explore strengths. Most people volunteered for a combination of reasons.When
asked what motivates people to volunteer, the top responses were:
18
Believe in cause supported by organization (95%)
To use skills and experience (81%)
Personally affected by the cause (69%)
To explore one’s own strength (57%)
Friends volunteer (30%)
To fulfill religious obligations or beliefs (26%);
And to improve job opportunities (23%)
3.1.6.Trend #6: Barriers to Volunteering – Lack of Time, Inability to
Commit
When individuals were asked why they did not contribute more time to volunteering, or why they do
not volunteer, lack of time is the most common barrier.Top reasons include the following:
19
Do not have extra time (76%, 69%- the first % deals with contributing more time to
volunteer activities and the second with not volunteering)
Unwilling to make a year-round contribution (34%, 46%)
Already made a contribution (29%, 22%)
Give money instead of time (24%, 38%)
Has not been personally asked (17%, 37%)
Financial cost of volunteering (13%, 19%);
Do not know how to get involved (10%, 20%)
No interest (for not volunteering, 25%)
Eisner, et. al,( 2009).
18
McClintock, Norah (2004).
19
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 21
×Úï ó îè
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
3.1.7.Trend #7: Why Volunteers Leave –Not Matching Skills, Lack of
Recognition
From 2005 to 2006, the proportion of residents who did not volunteer at all increased from 32% to
36%. The following reasons to why volunteers are leaving focus primarily on management
practices:
20
Not matching volunteers’ skills with assignments
Failing to recognize volunteers’ contributions
Not measuring the value of volunteers
Failing to train and invest in volunteers
Failing to provide strong leadership
3.1.8.Trend #8: Best Practices – Utilize Skills and Talents, Manage
Effectively
Capitalizing on volunteer talentsmeans expanding the vision of volunteering, incorporating
21
volunteers into strategic planning, and reinventing, supporting and managing volunteers by:
Rethinking volunteer roles to incorporate important and meaningful tasks;
Assigning appropriate tasks that make the most of individual skills and talents.
Assessment is key here;
Creating bonding experiences between volunteers and the organization, each other, and
staff;
Supporting and training volunteers, through mentoring, shadowing, etc.
Using new technology for communicating with and creating social networks among
volunteers
Developing strategic plans that involve volunteers and clearly articulate their role and
value.
Eisner, David, Robert T. Grimm Jr., Shannon Maynard, & Susanna Washburn. (2009).
èÔ× î×Å æÍÐÇÎÈ××Ê
20
. Stanford Social Innovation Review.
åÍÊÑÖÍÊÙ×
Ibid
21
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 22
×Úï ó îç
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
A PROFILE OF VOLUNTEER SERVICES IN THE
CITY OF KITCHENER
Organizational Structure
Volunteer Resources is a section within the Community Programs and Services Division of the
Community Services Department of the City of Kitchener. There are two staff positions within this
section, the Facilitator of Volunteer Resources who reports to the Director of Community Programs
and Services, and the Volunteer Coordinator, reporting to the section Facilitator. There are also a
number of other staff positions across the Corporation, primarily within the Community Services
Department who also work directly with volunteers. These include other staff within the Community
Programs and Services Division working with Seniors Support Services,Community Resource
Centres, Aquatics and Athletics, Art and Culture, Youth, Inclusion, Winter Rinks and Summer
Playgrounds, Neighbourhood Associations and Minor Sports.
In addition, there are a number of staff who work directly with volunteers from other divisions of the
Community Services Department, including, Enterprise (golf courses, the Kitchener Memorial
Auditorium, Special Events), and Operations (parks planning, development, and operations). As
discussed in the following section, volunteers work across the organization in different capacities.
Categories of Volunteers
Residents who volunteer on behalf of the City or in the provision of programs and services the City
offers can be divided into three broad categories:
those who volunteer directly for the City and report to City staff,
those who are involved indirectly and report to another governing body or agency on
behalf of the City,
those who volunteer “informally”(that is, members of the community who “pitch in” to help
outthe community on their own volition, in an unscheduled, non-structured way, and often
not monitored by an agency or governing body, as opposed to a “formal” volunteer position
within an agency that has a specific “job” to do at specific times and undersupervision).
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 23
×Úï ó íð
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
An example of a direct volunteer is someone who may sit on an advisory committee of Councilor
someone who volunteers for the Adults 50+ meal program. An example of an indirect volunteer
may be someone who volunteerson a neighbourhood association board or as a coach or board
member for a minor sports group. Examples of “informal” volunteers include the neighbour who
organizes a community barbecue so neighbours can get to know each other or people of all ages
who help with community improvements such as tree plantings, litter pick-ups or other short-term
commitments.
A profile of volunteers in various categories follows. Many of the categories include both direct and
indirect volunteers. Total numbers provided for each category are either for 2009 or for a typical
year.
Advisory Committees
DIRECT
Advisorycommittees, including committees of Council, invite residents or those working in
Kitchener to participate in local government by applying to serve on its boards or committees.
Appointments range from 2 to 4 years in duration, depending on the mandate of each committee.
These volunteers are recruited primarily through word of mouth and advertisements placed in the
paper from the Clerk’s Office and are vetted through a nominating committee.Orientation is done
on a one-to-one basis and through committee meetings. Volunteer Resources offers training on
committee structure and process, and a policy book includes information for new members. There
are currently 18 advisory committees, involving 140 direct volunteers with over 4300 hours of
involvement yearly.
Adults 50+
DIRECT
TheCity of Kitchener provides a number of recreation and leisure programs and special services
for adults 50 years of age and older in community centres through the coordinated assistance of
650 + direct volunteers in total, for over 75,000 hrs of involvement yearly.Potential volunteers are
recruited through a variety of ways including newspaper ads, radio spots, street signs, flyers, word-
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 24
×Úï ó íï
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
of-mouth, and the Volunteer Action Centre. Volunteers receive orientation, training, and ongoing
coordination from staff depending on their position.
Aquatics
DIRECT
Inthe Aquatics Section, volunteers assist with swimming lessons at all city pools and with Adapted
Aquatics at Forest Heights pool.There are approximately 4 to 6 volunteers at each of the cities’
four pools during each of the four sessions a year (about 80 volunteers in total per year). Each
volunteer contributes 2 hours per week, per 9 week session. The combined volunteer hours
contributed yearly by swimming instruction volunteers is approximately 1440 hrs. There are
approximately 60 Adapted Aquatics volunteers yearly (20 at each of 3 sessions). Volunteers
contribute about 2 hours per week per 9 week session. The combined volunteer hours contributed
yearly by Adapted Aquatics volunteers is approximately 1080 hrs.
Athletics
DIRECT
The Athletics Division has three programs that involve direct volunteers: Junior Tennis Camp, Girls’
Junior Volleyball Camp (summer) and Girls’ Volleyball Program (3 seasons).The Junior Tennis
Camp has 4 volunteers who contribute a total of 630 hours per year while the Girls’ Junior
Volleyball Camp and Girls’ Volleyball Program have 5 volunteers who contribute approximately 204
total hours per year.Volunteers also participate in the International Children’s Games delegations
where they act as chaperones and coaches. There are 4 to 6 volunteers for this event who
contribute approximately 675 – 1440 hours (total) over a 7 – 10 day period.
INDIRECT
The Athletics Division also works extensively with volunteer-led minor sports groups. In 2009, the
total number of volunteers was approximately 4,205 and they contributed over 570,000 hours per
year in total. These volunteers report to the boards of their respective minor sport organization.In
general, for all groups, the primary roles for volunteers are as follows: board of directors, coaches
and assistants, chaperones, event helpers and fundraisers. Volunteers receive orientation, training,
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 25
×Úï ó íî
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
and ongoing coordination from staff depending on their position and from their respective boards of
directors and associations.
Auditorium
DIRECT
Volunteers at the Kitchener Memorial Auditoriumassist with special events, and may be involved in
marketing, event logistics, technical event requirements, volunteer recruitment and training,
transportation, medical support, security, parking and hospitality. There are 20 – 30 volunteers who
contribute approximately 50 hours each (1,000-1,500 hours in total) annually. Direct volunteers are
recruited through college and university student placements in Recreation and Leisure or Sport
Management programs, through word of mouth, email, website, radio and print advertisements.
The supervisor of the assigned area for each event provides orientation and relevant training.
Another 200 – 500 volunteers are recruited per special event who contribute approximately 70
hours each per multi-day event, for a total of 14,000 – 35,000 hours per event (such as the Scott
Tournament of Hearts). There are also a number of indirect volunteers associated with the
organization that may be using the Auditorium to host the event.
Downtown Community Development
DIRECT
DowntownCommunity Development uses the services of volunteers to provide tours for small
groups of people (3 – 5 people per group) to the downtown area at least once a year. For each
tour, 5 – 7 volunteers act as tour guides contributing 3 to 4 hours each for a total of 15 – 28 hours
of service. Recruitment is currently done through Volunteer Services of the City of Kitchener,
through ads posted in the local community centres, and by contacting former volunteers by
email/telephone.
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 26
×Úï ó íí
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
Environment
INFORMAL
Dueto the extensive safety requirements and use of specialized equipment in the area, paid
employees do the core work of this division; however, informal volunteers are still involved through
initiatives such as Earth Day-Week Celebrations, Kitchener Natural Areas Program, Communities
in Bloom and Community Gardens. There are approximately 12,335 informal volunteers in these
types of activities annually. Volunteers receive orientation, training, and ongoing coordination from
staff depending on their position.
Farmer’s Market
DIRECT
Onthe first Saturday of each month, the Kitchener Market presents the Kids’ Club. Approximately
five volunteers assist with the young patrons in free crafts, interactive activities and demonstrations
once a month for 2 hours (total of 120 hours contributed in total to this program yearly). The
Coordinator of Volunteers or Market staff screen kids’ Clubs volunteers through an application
form, telephone contact or an interview and references. Special Events staff on-site provides
orientation and training.
Golf Courses
DIRECT
Eachseason, approximately 20 volunteers contribute to the operation of the municipal golf courses
as starters and marshals who enhance customer service and the smooth operation of the golf
courses by ensuring that players start on time, have scorecards, remind golfers of course etiquette,
answer questions and provide other forms of assistance.Volunteers work4-hour shifts and the
number of shifts is up to the volunteer to choose. Each volunteer contributes approximately 60
hours each per year for a total of 1,200 hours total. Recruitment for volunteer positions is through
word-of-mouth, usually to regular golfers who know the staff.
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 27
×Úï ó íì
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
Neighbourhood Associations
INDIRECT
CommunityResource Centre staff work with volunteers on the boards of neighbourhood
associations. Since neighbourhood associations are not-for-profit groups, neighbourhood
associations are responsible for setting their own policies and procedures related to volunteer
management. There are approximately 2,000 volunteers associated with neighbourhood
associations and common roles include board and committee members, program and event
volunteers and newsletter carriers. Recruiting is through word-of-mouth and orientation is often on
a one-to-one basis through neighbourhood association volunteers or staff. Many of these
volunteers are indirect in that they receive their training directly from the neighbourhood
association volunteers.
Program and Resource Services
DIRECT
Programand Resource Services encompasses a diversity of areas including: Inclusion Services,
Outdoor Winter Rinks, Summer Playground and Youth. There are approximately 690 volunteer in
total contributing approximately 11,411 volunteer hours per year. Orientation and recruitment for
Program and Resource Services are dependent on the type of program as well as the position.
Special Events
DIRECT
The City of Kitchener Special Events Division partners with the community to provide professionally
executed, creative, leading edge events and festivals. Responsibilities for volunteers can range
from day-of volunteering such as ticket or concession sales, to event management, marketing,
program evaluation, networking and development of new festivals. More than 265 Special Events
volunteers contribute a total of 2,340 hours annually for events such as Festival of the Night New
Year’s celebration, Cruising on King, Word on the Street and Kidspark.
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 28
×Úï ó íë
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
4.2.1.Statistical Summary of Volunteerism
The followingtables(4.1 and 4.2) summarizeselected statistical information onvolunteers.
èÛÚÐ× éÇÏÏÛÊà ÍÖ æÍÐÇÎÈ××Ê éÈÛÈÓÉÈÓÙÉ
÷ÉÈÓÏÛÈ×Ø ôÍÇÊÉ
ùÛÈ×ÕÍÊÃîÇÏÚ×ÊöÊ×ËÇ×ÎÙà ÛÎØ øÇÊÛÈÓÍÎ
ÍÖ é×ÊÆÓÙ×
øÓÊ×ÙÈ æÍÐÇÎÈ××ÊÉ
18 Advisory
CommitteesMost meet monthly, some
Advisory Committees4,300
involving 140 meet quarterly
volunteers
Depends on involvement,
Adults 50+65075,000
most long term
Aquatics and Adapted Aquatics1402520Sessional, 9 week sessions
Athletics: Tennis Camp,
Program or activity
Volleyball Program, Children’s 343,270
dependent
Games
Auditorium: Activities and
37525,750Activity or event dependent
Events
Downtown Community
622At least once a year
Development: Tour Guides
Environment60--
Program and Resource Program and resource
69011,411
Servicesdependent
Special Events3152,840Event dependent
óÎØÓÊ×ÙÈ æÍÐÇÎÈ××ÊÉ
Neighbourhood Associations2000On-going
Athletics: Affiliated Minor
4,200570,000Seasonal
Sports Groups
Auditorium Special Events35024,500Activity or event dependent
Earth Week12,050-One week annually
Environment225--
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 29
×Úï ó íê
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
èÛÚÐ×
îÇÏÚ×Ê ÍÖ æÍÐÇÎÈ××ÊÉ éÇÏÏÛÊà ÍÖ ùÔÛÎÕ×É ÖÊÍÏ
ÈÍ
ùÔÛÎÕ× ÖÊÍÏ
ùÛÈ×ÕÍÊÃ
Adults 50+680650-30
Aquatics and Adapted Aquatics25140+115
Athletics: Tennis Camp, Volleyball
4,2054,234+29
Program, Children’s Games
Environment40012,335+11,935
Neighbourhood Associations5002006+1,506
Program and Resource Services465690+225
Special Events200315+115
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 30
×Úï ó íé
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
CONSULTATION ACTIVITIES
Introduction
Community and stakeholder input was a critical component of the development of the Volunteer
Services Strategy. Surveys and focus groups were conducted with existing volunteers, the general
public and a variety of stakeholders. Additional details on the approach and the key findings are
summarized in this section of the report. .
In addition to these consultation activities, early in the study process a number of municipal staff
were interviewed to provide a context for the study and to assist with identifying issues and
questions for investigation. Twenty-two municipal staff from across the Corporation were also
involved in a facilitated workshop with the consultants to clarify issues to be addressed in the
strategy.Key themes from these activities are briefly summarized in Appendix D.
Telephone Survey
During the week of April 19 to 25, 2010, a statistically valid telephone survey was conducted with a
random sample of 305respondents from the city of Kitchener. The purpose of the survey was to
assemble meaningful data from the city residents on attitudes towards volunteering, constraints,
perceived value to the individual and the community, and issues related to volunteerism in
Kitchener. The community survey also provided Kitchener-specific data to compare and
complement what is available through the literature. Results of the survey were weighted to reflect
a representative distribution of respondent age and gender compared to the city as a whole. The
Sampling methodology ensures survey results that are accurate 19 times out of 20, with a potential
margin of error of +/-4.3%, which are very acceptable parameters for a study of this nature, and
allow for meaningful comparisons in most instances.
Appendix Epresents the questions and detailed results of the telephone survey.
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 31
×Úï ó íè
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
5.2.1.Profile of Volunteers
Exactly half of all survey respondents(50%) have participated in volunteer work without pay on
behalf of a group or organization within the past 12 months, which is a slightly higher rate than
recorded on the most recent Canada Survey of Giving, Volunteering and Participating(46% in
2007).
22
Respondents with teens and young adults (15-24) in the household were more likely to
havevolunteered in the last year (61%), compared to other household types. On the
Canada Survey of Giving, Volunteering and Participating, respondents with school-age
children were the most frequent volunteers.
Long-term residents of Kitchener (over 10 years) were also slightly more likely to be
volunteers than residents living in the community for less than 10 years.
Respondents who were born in Canada were considerably more likely to have participated
involunteer activities in the past 12 months (82% vs. 74% compared with those who had
not volunteered in the past 12 months).
Volunteers in the city of Kitchener were more likely to have higher household incomes and
levelsof education than for non-volunteers. This is consistent with national data, which
showed higher rates of volunteerism among those with higher levelsof formal education
and household incomes.
23
Kitchener respondents who have volunteered in the past 12 months were considerably
morelikely to rate their health as very good or excellent compared to those who had not
volunteered (69% vs. 58%).
Kitchener residents who volunteeredwere considerably more likely to indicate a “very or
somewhatstrong” sense of belonging to their local community when compared to those
who have not volunteered (69% vs. 46%). The level of “belonging” for volunteers in
Hall, M. et. al. June 2009
22 ùÛÊÓÎÕ ùÛÎÛØÓÛÎÉ óÎÆÍÐÆ×Ø ùÛÎÛØÓÛÎÉ ôÓÕÔÐÓÕÔÈÉ ÖÊÍÏ ÈÔ×
ùÛÎÛØÛ éÇÊÆ×à ÍÖ
. Statistics Canada, forIndustry Canada.This question was asked of
õÓÆÓÎÕ æÍÐÇÎÈ××ÊÓÎÕ ÛÎØ ìÛÊÈÓÙÓÌÛÈÓÎÕ
respondents 15 years of age and older for the National Survey.
Ibid.
23
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 32
×Úï ó íç
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
Kitchener was consistent with the proportion Ontario residents as a whole who rated their
sense of belonging to their local community as at least “somewhat strong” (70%).
24
5.2.2.Volunteer Activities
The most common volunteer activities that Kitchener respondents participated in during the past 12
months include “organize, supervise, or coordinate activities or events” (45%), followed by “teach,
educate or mentor others” (29%), and “sit as a member of a committee or board member” (27%).
These findings areconsistent with national survey data, which shows the most popular volunteer
activities as: organizing or supervising events (45%), fundraising (44%), sitting on a committee or
board (33%), and teaching, educating or mentoring others (30%), and the most annual hours
committed to organizing or supervising events, followed by teaching, educating or mentoring
others, and finally sitting as a member of a committee or board.
Of Kitchener residents who volunteer, most common frequencies were weekly (32%), or monthly
(19%).
Frequent volunteers were more likely to rate their health as “very good or excellent”, to rate their
sense of belonging to their community as “very or somewhat strong” compared to infrequent or
non-volunteers.
5.2.3.Reasons for Volunteering
Among Kitchener residents, the leading reasons for volunteering were
“to make a contribution to my community” (4.3– this is the mean score, on a scale from 1
to 5, where 1 equals "not at all important", and 5 equals "very important"), followed by
“to use my skills” (3.7), and
“Myself or someone Iknow has been personally affected by the cause the organization
supports” (3.4).
Statistics Canada. . Table 4-4 Sense of belonging
ùÛÎÛØÓÛÎ éÍÙÓÛÐ éÇÊÆ×à é×Ð×ÙÈ×Ø èÛÚÐ×É ÍÎ éÍÙÓÛÐ ÷ÎÕÛÕ×Ï×ÎÈ
24
to Canada, province and local community, by age group and sex, Ontario, 2008.
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 33
×Úï ó ìð
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
These reasons are consistent with national survey data, showing the top reasons for volunteering
as
“to make a contribution to the community” (94%),
“to use skills and experience (77%), and
“personally affected by the cause the organization supports” (59%).
Kitchenerrespondents with teens and young adults in the household (15-24) were more likely to
rank development of new skills, improving job opportunities, and satisfying school requirements as
important reasons for volunteering. Those respondents with older adults in the household (65+)
were more likely to volunteer to make a contribution to their community, or fulfill religious
obligations or beliefs.Respondents with young children (<14) or seniors in the household were
more likely to volunteer for causes that had personally affected themselves or someone they knew.
While not at the top of the list, volunteering to improve one’s chances of becoming employed is
gaining in importance, particularly among young adults. Just under 40%Kitchener respondents
indicated that they think their volunteer work experience assisted them in getting a job, or starting a
new business. Of those Kitchener respondents who were employed, just over half of all
respondents who have volunteered in the past 12 months think that their participation has helped
their chances of success in their paid jobs (52%).
5.2.4.Reasons for Not Volunteering, or for Not Volunteering as Often
For all survey respondents, (volunteers and non-volunteers) the leading barriers to volunteer
participation (or to volunteering more often) were ‘”lack of time” (65%), followed by “unable to make
a long-term commitment” (41%), and “nobody asked” (25%). Kitchener residents who did not
volunteer in the past 12 months were significantly more likely than volunteers to indicate they “did
not know how to get involved”, or “nobody asked”. It would appear that more/improved information
on volunteer opportunities is a key step to improving volunteerism in the city.
These reasons for not volunteering or not volunteering as often (results show reasons for not
volunteering, then not volunteering as often) in Kitchener were consistent with national data, where
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 34
×Úï ó ìï
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
the most common reasons were: “do not have extra time” (76%, 69%), “unwilling to make a year-
25
round contribution” (34%, 46%), “already made a contribution” (29%, 22%) “give money instead of
time” (24%, 38%) and “have not been personally asked” (17%, 37%).
Kitchener respondents felt that the most successful strategies to increasing volunteer activity
participation would be to “improve matching of skills and interests to available opportunities” (25%),
followed by “improve advertising” (15%), and offering more “employer / school support” (11%).
Approximately 20% of respondents indicated there was nothing that could encourage them to
volunteer or volunteer more often.
5.2.5.Agreement with Statements
Respondents were asked to indicate their level of agreement with a number of statements related
to the future of volunteerism in the city.
Respondents were most likely to agree that “volunteering builds a stronger attachment to the
communities where residents live”, “volunteering brings people together to create more cohesive
communities” (4.4,mean score, five point scale), “without volunteers, many services that
26
Kitchener residents enjoy would have to be reduced or eliminated” (4.0), and “most Kitchener
residents would be interested in volunteering with an organization whose goals they support” (3.7).
Kitchener respondents were most likely to disagree with the statements: “community organizations
should not need any assistance from the City to run effectively” (2.3), and “if given a choice, I
would prefer to pay a slightly higher program fee to enroll my child in a program, rather than
volunteering to lower costs” (2.5).
Kitchener respondents with children in the household were the most likely to disagree that
“community organizations should not need any assistance from the City to run effectively.
Kitchener volunteers were more likely to disagree with the statement “if given a choice I would
prefer to pay a slightly higher program fee to enroll my child in a program, rather than volunteering
McClintock, Norah. (2004).
çÎØ×ÊÉÈÛÎØÓÎÕ ùÛÎÛØÓÛÎ æÍÐÇÎÈ××ÊÉ ÇÉÓÎÕ ÈÔ× îÛÈÓÍÎÛÐ éÇÊÆ×à ÍÖ õÓÆÓÎÕ æÍÐÇÎÈ××ÊÓÎÕ
25
. Canadian Centre for Philanthropy.
ÛÎØ ìÛÊÈÓÙÓÌÛÈÓÎÕ ÈÍ ÚÇÓÐØ ÃÍÇÊ ÆÍÐÇÎÈ××Ê ÌÊÍÕÊÛÏ
On a scale from 1 to 5, where 1 equals “Strongly Disagree” and 5 equals “Strongly Agree”.
26
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 35
×Úï ó ìî
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
to lower costs” than non-volunteers. (2.7for volunteers, 2.3 for non-volunteers, where 1=strongly
disagree).
5.2.6.Sources of Information about Volunteering
The most common means of obtaining information regarding volunteer activity in Kitchener is
“word of mouth” (39%),
“child or family activity participation” (20%), and
“through employment or school” (16%).
Only 1% indicated agency referrals as their source of information for volunteer activities.
Mostrespondents indicated that, in the future, they would like to find out about volunteer
opportunities and activities in Kitchener through
theInternet (21%),
“advertisements (posters, newspaper, etc.)” (19%), and
“word of mouth” (15%).
Currentvolunteers were more likely to request information via the Internet than non-volunteers.
Respondents who were not born in Canada but have resided in Canada for 5 or more years
showed a preference for information through TV/Radio public appeals (23%), followed by
advertisements (poster, newspaper, etc.) (15%) and through school or employers (13%).
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 36
×Úï ó ìí
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
Online Surveyof Current Volunteers
5.3.1.Survey Process
Volunteers with the City of Kitchener and volunteers with City-affiliated organizations were invited
to participate in an online survey to identify issues, opinions and interests of relevance to the
development of the City of Kitchener Volunteer Services Strategy. To ensure adequate
representation from the various types of volunteers, City staff provided total numbers of volunteers
by category, and the sampling methodology involved identification of a response target for each
category of volunteers that was roughly proportionate to current participation. For some categories
of volunteers, staff contacted individuals in person and asked them to complete the online
questionnaire by accessing a link available on City computers. Other categories of volunteers were
sent an e-mail with the survey URL, and invited to participate in the survey process. The survey
process occurred over a five-week period, from April 25 to May 31. A total of 132 volunteers
thst
participated in the survey process.
Survey findings are summarized below.
5.3.2.Survey Results
Current Volunteer Activities
Respondents were asked to identify the nature of their current volunteer activities with the City of
Kitchener,or with an organization affiliated with the City. Based on 131 respondents, almost
2728
one-third (32.8%) indicated:“I volunteer for a City-run facility, program, activity, or event, and report
to City staff” (32.8%). This was followed by “I volunteer for and report to a neighbourhood
association affiliated with the City” (21.4%) and “I volunteer for and report to a minor sports
organization affiliated with the City” (16.8%). Figure 5.1 shows the categories of volunteer activities
for survey respondents.
If the respondent volunteered in more than one capacity, they were asked to answer the question for the role that
27
involves the most hours of commitment.
1 respondent skipped this question.
28
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 37
×Úï ó ìì
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
öÓÕÇÊ× æÍÐÇÎÈ××Ê ûÙÈÓÆÓÈÓ×É ÍÖ ê×ÉÌÍÎØ×ÎÈÉ
*Statistics based on 131 respondents
The seven respondents who indicated “other” described activities/organizations they participated in
as:
Kitchener Sports (3)
KRA (1)
Canadian Cancer Society (1)
Board of Directors (1)
Garbage Pickup (1)
City Tours for Wilfred Laurier University Students (1)
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 38
×Úï ó ìë
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
Volunteer Activities in the Past Year (12 Months)
Respondents were provided a detailed list of volunteer activities and asked to indicate which most
closelydescribes the main type of volunteer activity that they were involved in over the past year
with the City of Kitchener. Based on 132 respondents, almost one-fifth indicated they were: “A
29
volunteer with one of the City’s older adult centres’ programs, services” (18.9%). This was closely
followed by “A board or committee member for a neighbourhood association” (18.2%). Volunteer
participation by category is shown in Figure 5.2.
If the respondent was involved in more than one type of activity, they were asked to choose the activity where they
29
spent the majority of their volunteer hours.
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 39
×Úï ó ìê
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
öÓÕÇÊ×
æÍÐÇÎÈ××Ê ìÛÊÈÓÙÓÌÛÈÓÍÎ Úà ùÛÈ×ÕÍÊÃ
Of those who indicated they volunteered for “other” types of activities not listed in the question (a
total of 4 responses, multiple responses possible), the following activities were noted:
Food Programs (1)
Donations (1)
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 40
×Úï ó ìé
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
Working with Disabled Persons in Activities (1)
Cruising on King (1)
Board Member (1)
Respondentswere also given the opportunity to provide more information on the primary volunteer
activity that they indicated they were involved with over the past year. Based on 73 responses, the
following descriptive information was provided:
Sport/Recreation related (13)KNAP Program (1)
Councils, Boards, Committees, Library (1)
Associations (8)
AWSI Volunteering (1)
Food Service or Preparation (7)
SHARE (1)
Instruction/Coaching (7)
Downtown Community Centre (1)
Environment Related(7)
Office (1)
Neighbourhood Associations (6)
Travel (1)
Seniors (4)
Car Rally (1)
Tuckshops (3)
Toonie Tuesday (1)
Accessibility (3)
Olympic Torch Run (1)
Cruising on King (3)
Festival of the Night (1)
Family (2)
Fundraising (1)
Youth (2)
Disabilities (1)
Peer Helping (1)
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 41
×Úï ó ìè
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
Respondents were asked to indicate how often they volunteered (in the past 12 months) in the
primary activity they mentioned. The most common response was “at least once a week” (28.9%),
followed by “at least once a month” (19.5%) and “daily/almost daily” (17.2%). Responses are
shown in Figure 5.3. Categories of volunteers that were more likely to volunteer with regular
frequency include Older Adult Centre volunteers, board or committee members with
neighbourhood associations, and board members on the executive of voluntary sports
organizations.
öÓÕÇÊ× öÊ×ËÇ×ÎÙà ÍÖ æÍÐÇÎÈ××ÊÓÎÕ
To further understand the amount of time volunteers spend in their activities, respondents were
asked to specify how many hours in total in the past 12 months they spent volunteering in their
primary volunteer activity. The total number of annual hours that survey respondents spent
volunteering was 151,348. This represents an average of about 1,150 hours per volunteer
annually, or about 22 hours per week per volunteer.
Not every volunteer spent the same number of hours on an annual basis, however. Table 5.1
provides a breakdown of annual volunteer hours by category, for those who responded to the
question.
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 42
×Úï ó ìç
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
èÛÚÐ× æÍÐÇÎÈ××ÊÓÎÕ öÊ×ËÇ×ÎÙà Úà ûÎÎÇÛÐ ôÍÇÊÉ
ì×ÊÙ×ÎÈÛÕ× ÍÖ
îÇÏÚ×Ê ÍÖ æÍÐÇÎÈ××ÊÉ
ôÍÇÊÉ éÌ×ÎÈê×ÉÌÍÎØ×ÎÈÉ
ÚÛÉ×Ø ÍÎ
Ê×ÉÌÍÎÉ×É
11
ÔÍÇÊÉ
13.4
12
ÔÍÇÊÉ
14.6
19
ÔÍÇÊÉ
23.2
12
ÔÍÇÊÉ
14.6
19
ÔÍÇÊÉ
23.2
9
ÔÍÇÊÉ
11.0
èÍÈÛÐ
Respondents that were more likely to volunteer for 101 hours or more include those working with
the City’s Qlder Adults Centres, programs and services, and board or committee members with
neighbourhood associations.
In addition to the primary volunteer activities that respondents described in the previous questions,
respondents were asked if they had been involved in any other volunteer activities in Kitchener, or
with an organization affiliated with the City in the past five years. The majority of respondents
indicated that they had not been involved in other volunteer activities (72.0%), as shown in Figure
5.4. Of those that had, (36 respondents), the most common type of additional volunteer activity was
volunteering for a voluntary sports organization (30.5%). Figure 5.5 shows the percentage of
respondents by category.
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 43
×Úï ó ëð
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
öÓÕÇÊ× óÎÆÍÐÆ×Ï×ÎÈ ÓÎ íÈÔ×Ê æÍÐÇÎÈ××Ê ûÙÈÓÆÓÈÓ×É
Other Volunteer Activities
Yes
29%
No
71%
YesNo
*Statistics based on 132 respondents.
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 44
×Úï ó ëï
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
öÓÕÇÊ× ì×ÊÙ×ÎÈÛÕ× ÍÖ ê×ÉÌÍÎØ×ÎÈÉ Úà ûØØÓÈÓÍÎÛÐ æÍÐÇÎÈ××Ê ûÙÈÓÆÓÈÓ×É
*Statistics based on 36 respondents.
Respondents who indicated that they volunteer for “other” activities identifiedthe following:
Sports Coach/Instructor (2)
Oktoberfest (1)
Junior Achievement (1)
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 45
×Úï ó ëî
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
United Way (1)
Environmental Stewardship (1)
City Business Case (1)
Time Spent Volunteering
Respondents were asked if the time spent volunteering with the City of Kitchener or an affiliated
organization in the past 12 months was the same, more, or less than in previous years (Figure 5.6).
The most common response was “About the same as in previous years” (46.2%), followed by
“More than in previous years” (42.4%). Few respondents indicated that they were spending less
time volunteering than in previous years (11.4%).
öÓÕÇÊ× èÓÏ× éÌ×ÎÈ æÍÐÇÎÈ××ÊÓÎÕ óÎ ìÊ×ÆÓÍÇÉ ã×ÛÊÉ
Of the respondents who indicated they were spending more time this year than in previous years
volunteering with the City or affiliated organizations, the main reasonscited include:
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 46
×Úï ó ëí
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
Recently/More Involved (6)Family/Children (2)
Participating in a More Active Better Information Provided (2)
Role (6)
Renovations (1)
Recently Moved to the Area (4)
Attempt at Eventual Employment
Demand (4)(1)
More Time (4)Didn’t Know How (1)
To Help the Community (3)Previous Events had Time Limits
(1)
School Practicum (3)
Facilities/Infrastructure (1)
Selection of Opportunities (2)
Proximity to Location (1)
Senior/Retired (2)
Resume Building (1)
Staff (2)
Kitchener Hosting Seniors
Used to Volunteer for Another
Games (1)
City (2)
Respondentsspending less time volunteering were also asked to explain why (Figure 5.7). Of the
options provided, the most common reason given (based on 15 respondents) was “Other” (33.3%),
followed by “Because I do not have the time” (26.7%) and “Because my spouse or children are no
longer involved in the activities or programs I was supporting through volunteering” (13.3%).
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 47
×Úï ó ëì
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
öÓÕÇÊ× ê×ÛÉÍÎÉ ÖÍÊ éÌ×ÎØÓÎÕ ð×ÉÉ èÓÏ× æÍÐÇÎÈ××ÊÓÎÕ
*Statistics based on 15 respondents.
Of those who specified “other” reasons for spending less time volunteering, the following reasons
were cited:
Other Commitments (1)
Didn’t Know About Opportunities (1)
Project Completed (1)
Program Has Ended (1)
Respondentswere given the opportunity to provide more detail on why they may be volunteering
less now than in previous years. Based on six respondents, the following comments were provided:
Health Issues (1)
Tired (1)
Not Enough Space in Facility (1)
Other Commitments (1)
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 48
×Úï ó ëë
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
Respondents were asked to choose which option describes the amount of time they plan to spend
volunteering in the future with the City of Kitchener or affiliated organizations in the next five years
(Figure 5.8). The most common response was “About the same as in the past 12 months” (59.8%).
One-fifth indicated “Less than in the past 12 months”, followed by “More than in the past 12
months” (20.5% and 19.7%). Comparing results across the different categories of volunteers,
volunteers with the City’s Older Adult Centres and programs were more likely to indicate they will
spend the same amount or more time volunteering in the future, and volunteers with minor sports
associations were more likely to indicate they will spend less time in the future. For volunteers with
neighbourhood associations, slightly more indicated they plan to spend less time volunteering in
the future.
öÓÕÇÊ× ûÏÍÇÎÈ ÍÖ èÓÏ× ê×ÉÌÍÎØ×ÎÈÉ åÓÐÐ æÍÐÇÎÈ××Ê ÓÎ ÈÔ× öÇÈÇÊ×
Those respondents who indicated they would be spending less time volunteering in the future with
the City or an affiliated organization than in the past 12 months, were asked to explain the main
reason for their response. The following reasons were cited (based on 27 responses):
Job (4)
Term Ending (4)
Age (3)
Family (3)
School (3)
Busy (2)
Not Enough Help/Too Stressful (1)
Different from Expectation (1)
Volunteering with Other Organizations (1)
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 49
×Úï ó ëê
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
Moving (1)
Now More Volunteers (1)
City Taking Over Centre that used to be Operated By Neighbourhood Association
(1)
Not Enough Personal Satisfaction (1)
Respondentswho indicated that they think they will be spending more time volunteering in the
future with the City or an affiliated organization than in the past 12 months were asked to explain
the main reason for their response. Based on 23 responses, the following reasons were given:
Take on a More Active Role (4)Retiring (1)
More Time (3)Corresponds with Personality (1)
More Opportunities (2)Partnership with City initiatives
(1)
Fun/Enjoyable (2)
Staff (1)
General Interest (2)
Realized a Greater Need (1)
Found an Interesting Match to
Preference (2)
Care for Community (1)
Specific Goal (1)
Reasons for Volunteering
Respondents were asked to rate the extent to which specific reasons for volunteering were
importantto them. The mean score shown in Figure 5.9 was calculated based on the total number
of respondents citing each reason, and reflects an average rating on a scale from 1 to 5, where 1
represents “Not at all important” and 5 represents “Very important”. The reasons ranked most
important include: “To make a contribution to your community” (4.5) and “To use your skills” (3.9).
This was consistent with national survey data.
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 50
×Úï ó ëé
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
öÓÕÇÊ× óÏÌÍÊÈÛÎÙ× ÍÖ ê×ÛÉÍÎ ÖÍÊ æÍÐÇÎÈ××ÊÓÎÕ
Skills Developed Through Volunteering
Respondents were asked to identify if they had acquired/developed any of the following skills while
volunteeringwith the City or a City-affiliated organization in the past 12 months. The most common
response was “Interpersonal skills such as understanding people, motivating people, or handling
difficult situations with confidence, compassion or patience” (71.1%). The least common response
was “Office skills such as computer skills, or bookkeeping” (8.3%). Responses are shown in Figure
5.10.
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 51
×Úï ó ëè
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
öÓÕÇÊ×
éÑÓÐÐÉ ø×Æ×ÐÍÌ×Ø ÈÔÊÍÇÕÔ æÍÐÇÎÈ××ÊÓÎÕ
*Statistics based on 121 respondents, multiple responses possible.
The 12 respondents who indicated “Other” skills identified the following:
Special Events Planning (3)
Drawing (1)
Teaching/Coaching (1)
Field ID Skills (1)
Culinary Skills (1)
Organizational Skills (1)
Operational Skills (1)
Finding Out About Volunteer Opportunities
Respondents were asked how they typically find out about volunteer opportunities available to
themwith the City of Kitchener, or an organization affiliated with the City (Figure 5.11). Out of the
categories provided, the most common way of finding out is “From City staff or volunteer board
members” (44.2%), followed by “Through friends or family members” (37.2%). No respondents
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 52
×Úï ó ëç
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
indicated that they had found out about volunteer opportunities by responding to a “public appeal
on TV or radio”.
“Other” ways of finding information (reported by nine respondents), included:
Websites (2)
Attending Events (1)
MCNA (flyers/magazine) (1)
Word of Mouth (1)
Knew People Associated With Organization/Activity (1)
öÓÕÇÊ× ïÍÉÈ ùÍÏÏÍÎ åÛÃÉ ÍÖ öÓÎØÓÎÕ íÇÈ ÛÚÍÇÈ æÍÐÇÎÈ××Ê íÌÌÍÊÈÇÎÓÈÓ×É
*Statistics based on 129 respondents
Respondents were asked how they would prefer to find out about volunteering opportunities with
the City of Kitchener, or an organization affiliated with the City, in the future (Figure 5.12). Based
on 129 respondents, the most common choice was “From City staff or volunteer board members”
(40.2%), following by “Via the Internet” (14.4%). “By responding to a public appeal on TV or Radio”
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 53
×Úï ó êð
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
and “Through a referral from an agency” were the least popular means, both with 0.8% of
respondents
öÓÕÇÊ×
öÇÈÇÊ× ìÊ×Ö×Ê×ÎÙ×É ÖÍÊ óÎÖÍÊÏÛÈÓÍÎ ÍÎ æÍÐÇÎÈ××Ê íÌÌÍÊÈÇÎÓÈÓ×É
*Statistics based on 132 respondents.
Of those that specified “Other” (13 respondents) the following ways were noted
Email (4)
Word of Mouth (1)
Community Involvement (1)
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 54
×Úï ó êï
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
Almost 15% indicated they would prefer to find out about volunteer activities via the Internet. These
respondents were asked what types of Internet site they would be interested in accessing. The
majority of respondents indicated “The City’s Website” (84.2%). A large percentage (42.1%) would
be interested in accessing information on volunteer opportunities via “Facebook”.
Only one respondent specified “Other” ways of finding out about volunteer opportunities, identifying
online newspapers or online radio sites.
öÓÕÇÊ× óÎÈ×ÊÎ×È éÓÈ×É ÍÖ óÎÈ×Ê×ÉÈ
Volunteer Experience
Of three possible ratings, where 1 is “Above Average”, 2 is “Satisfactory” and 3 is “Needs
Improvement”,respondents were asked to rate aspects of their volunteer experience with the City
or an affiliated organization with the City. As shown in Figure 5.14 the categories ranked highest
(average score closest to “above average”) were “Ongoing support or assistance you received
during your volunteer activities” (1.7) and “Recognition you received for your volunteer efforts”
(1.7). The categories ranked the lowest (average score closest to “needs improvement”) include
“An evaluation you received for your volunteer efforts” (2.1), and “Finding out about what volunteer
positions are available” (2).“Opportunities to provide feedback that would affect the way volunteers
are managed” and “An evaluation you received for your performance as a volunteer” were ranked
“needs improvement” more than any other aspects of volunteer experiences.
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 55
×Úï ó êî
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
öÓÕÇÊ× êÛÈÓÎÕ ûÉÌ×ÙÈÉ ÍÖ æÍÐÇÎÈ××Ê ÷ÄÌ×ÊÓ×ÎÙ×
Respondents who responded “needs improvement” to any of the statements above were asked to
provide any suggestions or improvements that may be relevant to the development of the volunteer
strategy. The following suggestions/improvements were cited based on 30 responses:
Provide Better Feedback (8)
Earlier/More In-depth Training (3)
More Publicity/Advertising (3)
Approach People about Getting Involved (2)
Provide Manuals/Guides (2)
More Positive Interviews (1)
Recognize Volunteers as Partners (1)
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 56
×Úï ó êí
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
Actions Encouraging Volunteering (1)
Direct Billing (1)
Improved Police Checks (1)
Respect Volunteers (1)
Network with other City Program Directors (1)
Respondents were asked to indicate the one thing that would encourage them to volunteer more or
improve their experience volunteering. Based on 87 responses, the following comments were
provided:
More Time (10)Improve Facilities/Services (3)
Give Greater Responsibility (4)Flexible Hours (2)
Offer Environment Related Work Make use of Personal Skills (2)
(1)
Give Feedback (5)
If Interesting/Fun (5)
Get Other Community Members
Promote/Advertise Opportunities Involved (2)
(6)
Provide Better Support/Training
Cover Expenses Related to (3)
Volunteering (4)
Accessibility of Location (1)
Increasing Social Interaction (5)
Offer Information Sessions (1)
Notice Efforts and Respect
Volunteers (6)
Of three possible ratings, where 1 is “No benefit at all”, 2 is “Some benefit”, and 3 is “Significant
Benefit”, respondents were asked how they would rate the potential value of specific actions in
terms of encouraging them to volunteer more, or improving their volunteering experience (Figure
5.15). The action with the highest average score was “Improved advertising of volunteer
opportunities” (2.2). The actions with the lowest average scores were “Better recognition of my
efforts as a volunteer” (1.9) and “Create a volunteer role to use my skills, as opposed to matching
my skills to an existing position” (1.9).
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 57
×Úï ó êì
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
öÓÕÇÊ× êÛÈÓÎÕ æÛÐÇ× ÍÖ ûÙÈÓÍÎÉ ÈÍ óÏÌÊÍÆ× æÍÐÇÎÈ××ÊÓÎÕ ÍÊ ÷ÎÙÍÇÊÛÕ× ïÍÊ×
Training Opportunities
Of three possible ratings, where 1 is “No benefit at all”, 2 is “Some benefit”, and 3 is “Significant
Benefit”,respondents were asked to rate the extent to which they thought the following training
opportunities would benefit them in their volunteer roles with the City or City-affiliated organizations
(Figure 5.16). The training opportunities with the highest average score were “Risk management,
liability, safety and security training” (2.1), “Conflict resolution, facilitation and dealing with difficult
people” (2.1). The training opportunity with the lowest average score was “Safe food handling”
(1.5). “Organizing, chairing and running an effective meeting” was the training opportunity most
often rated of “Significant Benefit”.
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 58
×Úï ó êë
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
öÓÕÇÊ× êÛÈÓÎÕ ú×Î×ÖÓÈÉ ÍÖ èÊÛÓÎÓÎÕ íÌÌÍÊÈÇÎÓÈÓ×É
Other than the training opportunities listed, respondents were asked if there were any other types
of training opportunities that they felt would be beneficial to them in their volunteer roles. Based on
16 responses, the following types of training opportunities were noted:
Emergency/First Aid (2)
Learning from Others/Volunteers (2)
Sharing Experience via Internet (1)
Coaching Clinics (1)
Staff/Volunteer Partnerships (1)
Training on Finance (1)
Method for Volunteers to give Feedback (1)
NVCI Training (1)
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 59
×Úï ó êê
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
Respondents were given the opportunity at the end of the survey to provide further comments
and/or suggestions that they felt would be relevant to this study. While some comments were
beyond the scope of this study, the following comments were noted (based on 23 respondents,
multiple responses possible):
Positive experience/enjoyed working with the City or City-affiliated organizations,
satisfied (5).
Enjoy volunteering, and will continue to volunteer, enjoy working with City staff and
other people involved in activities and organizations (3)
More opportunity for feedback between volunteers and City staff (2)
Assist with financial aspects of volunteering/tax break/ cover incidentals (2)
More mentoring opportunities/ use volunteers to teach/train others(2)
5.3.3.Demographics
The following tables provide a demographic profile of survey respondents. Where feasible,
comparisons with the demographic characteristics of Kitchener’s population and with national
survey results are noted.
The majority of respondents (127) were female. The most common age category of respondents
was 25-44 years (31.1%). These findings are consistent with national survey that show active
volunteers are more likely to be female and middle aged. Volunteers were also more likely to be
30
over 65 years of age than for the general population of the city.
Based on results from the Statistics Canada 2002 Nation Survey on Volunteering, Giving and Participating.
30
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 60
×Úï ó êé
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
öÓÕÇÊ× ê×ÉÌÍÎØ×ÎÈ õ×ÎØ×Ê
Are you...
Male,
40.90%
Female,
59.10%
MaleFemale
*Statistics adjusted for no response, n=127
öÓÕÇÊ× ê×ÉÌÍÎØ×ÎÈ ûÕ× ùÛÈ×ÕÍÊÃ
Volunteers were more likely to be long-term residents living in the city of Kitchener for 25 years or
more (45.5%) than any other category.
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 61
×Úï ó êè
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
öÓÕÇÊ× ð×ÎÕÈÔ ÍÖ ê×ÉÓØ×ÎÙÃ
The majority of survey respondents were born in Canada, as shown in Figure 5.20. Compared to
the population of the city as a whole, the immigrant population was under-represented among
current volunteers surveyed.
öÓÕÇÊ×
úÍÊÎ ÓÎ ùÛÎÛØÛ
Were you born in Canada?
No
18%
Yes
82%
YesNo
*Statistics adjusted for no response, n=127
Of the 23 respondents that indicated that they were not born in Canada, 87% indicated that they
are currently Canadian Citizens.
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 62
×Úï ó êç
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
öÓÕÇÊ×
ùÛÎÛØÓÛÎ ùÓÈÓÂ×ÎÉÔÓÌ
If no, are you currently a Canadian
citizen?
No
13%
Yes
87%
YesNo
*Statistics based on 23 respondents
Of the 23 respondents that indicated they were not born in Canada, approximately 91% indicated
that they had been living in Canada for more than five years. This finding is consistent with
National survey data that indicates that recent immigrants are less likely to volunteer.
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 63
×Úï ó éð
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
öÓÕÇÊ×
ðÓÆÓÎÕ ÓÎ ùÛÎÛØÛ ÖÍÊ ïÍÊ× èÔÛÎ ã×ÛÊÉ
Have you lived in Canada for more than 5
years?
No
9%
Yes
91%
YesNo
* Statistics based on 23 respondents
Most respondents were from households including a couple with dependent children (41.7%)
followed by households including couples without dependent children (28.0%) and single adult
households (12.1%). Couples households with dependent children were slightly over-represented
in the survey population compared to the population of the city as a whole. Results are shown in
Figure 5.23.
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 64
×Úï ó éï
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
öÓÕÇÊ×
ôÍÇÉ×ÔÍÐØ ø×ÉÙÊÓÌÈÓÍÎ
*Statistics based on 132 respondents.
The majority of respondents speak English at home (89.3%). This is slightly higher than for the
population of the city as a whole (83.6%).
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 65
×Úï ó éî
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
ðÛÎÕÇÛÕ× éÌÍÑ×Î ÛÈ ôÍÏ×
A considerable number of respondents declined to respond when asked their total household
income in 2009 (28.0%). The most common income categories among survey respondents were
the “$20,000 to less than $50,000” category and the “$100,000 to less than $150,000” category
(both with 15.2%).
öÓÕÇÊ×
èÍÈÛÐ ôÍÇÉ×ÔÍÐØ óÎÙÍÏ× ú×ÖÍÊ× èÛÄ×É ÖÍÊ
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 66
×Úï ó éí
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
While the low number of respondents does not allow any statistically reliable comparisons, the
relatively high percentage of respondent with incomes over $100,000 would be considered
consistent with national data showing higher household income levels among the volunteering
population.
With regards to level of education, more respondents had achieved “Community College,
Vocational, or Trade School Diploma or Certificate” (25.0%) than any other category. This was
followed by “Completed University Bachelor’s Degree” (22.7%) and “Completed High School”
(14.4%). Also consistent with national survey data, volunteers surveyed were more likely to have
achieved a higher level of education than non-volunteers, and when compared to the population of
the city as a whole.
öÓÕÇÊ×
ð×Æ×Ð ÍÖ ÷ØÇÙÛÈÓÍÎ
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 67
×Úï ó éì
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
Focus Groups
To share results of the online and community survey, and to explore emerging issues and
opportunities, a series of focus groups were held with different staff units involved with volunteers,
and volunteers representing different sectors of the community. As noted below, 43 staff and 44
volunteers participated in the following focus groups:
éÈÛÖÖ öÍÙÇÉ õÊÍÇÌÉ
Athletics, Aquatics, KNAP, Staff: 7 participants
Managers, Facilitators, and Staff of Community Resource Centres: 17 participants
Advisory Committee Staff: 9 participants
Adults 50+ Centre and Program Staff: 10 participants
æÍÐÇÎÈ××Ê öÍÙÇÉ õÊÍÇÌÉ
Older Adult Program and 50 + Centre Volunteers: 15
Newcomers and Recent Immigrants: 5 Participants
Minor Sports Association Representatives: 4 participants
Kitchener Youth Action Council Members and Youth Volunteers: 8 participants
Neighbourhood Association Boards Members and Volunteers: 12 participants
5.4.1.Focus Group Process
The sessions began with a brief PowerPoint presentation by the consultant, summarizing the study
purpose and process, and highlighting main findings of the consultations to date. This was followed
by a facilitated discussion addressing all phases in the volunteer management cycle, specifically:
1.Recruitment/Advertising
2.Matching and Referral
3.Screening
4.Data Management and Tracking
5.Staff Support and Supervision
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 68
×Úï ó éë
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
6.Volunteer Training/Staff Training
7.Evaluation and Feedback
8.Formal and Informal Recognition
9.New Volunteer Opportunities, New Markets, or New Ideas
Discussion topics included the following areas of questioning:
a)What happens now/what is the current practice?
b)What are some issues or concerns that need to be addressed? What could realistically be
addressed by this strategy?
c)What are some opportunities for the future or suggestions for improvement, or ways to
strengthen current positives aspects and supports provided.
5.4.2.Focus Group Results
Common themes, issues and opportunities arising from these sessions are summarized below. We
have not attributed comments to individuals as their confidentiality was guaranteed. The opinions
are as expressed by the focus group participants, and do not necessarily reflect the views of the
consultants. The accuracy of the observations have not been verified, however in most cases
comments were common to more than one individual
Summary of Focus Group Sessions:
Recruitment
ùÇÊÊ×ÎÈ ìÊÛÙÈÓÙ×
Individual schools typically seek out opportunities for students to fulfill 40 hours
community service credits
Special events staff may hire individuals to do recruiting
Volunteers are sometimes referred through other Departments, or through direct
contact with staff
Referred through Volunteer Action Centre
Advertised in Leisure Guide
Recruited through universities and colleges
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 69
×Úï ó éê
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
May be walk-ins or current program participants looking for volunteer opportunities
Volunteers may make initial contact to Volunteer Resources, through phone number
listed on website or in the Leisure Guide, or through on-line form (more recently)
Volunteers with neighbourhood associations are usually recruited by others or
through family participation in programs
Word-of-mouth is the most common recruitment method for minor sport association
volunteers.Child participation in the program is the most common reason for
volunteering
î××ØÉ
óÉÉÇ×É
Need for one prominent point of contact on the City’s website for potential
volunteers, current approach is fragmented and follow up is not always happening
Differences among different City working units
Lack of access for potential volunteers onactual volunteer opportunities, level of
commitment, skill requirements, etc.
Lack of top down commitment to “community development”, resources and budgets
for volunteer support and support to staff managing volunteer appear to be lacking
Importance of Corporate buy-in to community development and volunteer focus for
the City
Lack of resources currently dedicated to volunteer management other than
Volunteer Resources unit
Need to reach a wider audience with recruiting/advertising. Often asking the same
pool of volunteers repeatedly
Volunteer burn-out is an issue, as the same individuals are recruited over and over
again
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 70
×Úï ó éé
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
íÌÌÍÊÈÇÎÓÈÓ×É
Single, visible, web page or link on City’s website with separate pages outlining
categoriesof volunteer opportunities, information on role and level of commitment,
and specific openings
One phone number and single point of contact for all things volunteer related…right
now information is buried on City website
Stronger relationship with school boards/guidance counselors to provide more
opportunitiesfor students to achieve 40 hours of community credits, across the
organization, not just CSD
Stronger linkages with universities and colleges and active recruitment for specific
needs or skills
Advertise opportunities in ethnic media and immigrant papers
Develop stronger relationships with multicultural organizations and key cultural
leaders, and foster volunteerism within those groups
Maintain a stronger linkage with local service clubs
Develop a database of key business leaders in the community and build
relationships to develop Corporate volunteerism opportunities
Broaden the scope of volunteerism within all City departments and ensure all
departments are aware of services available
Recruit at major City events, showcase/profile neighbourhood associations and
minor sports organizations at a City booth that is on display at major sporting events
and City-sponsored special events
Use social networking (Facebook, Twitter), YouTube, and other sites to appeal to
the tech savvy audience interested in volunteering
Matching and Referral
ùÇÊÊ×ÎÈ ìÊÛÙÈÓÙ×
Interested residents contact volunteer services and are directed to appropriate
department. Sometimes no or little information about the applicant is forwarded.
Individuals may have a broad interest in the City working unit and may contact staff
directly or walk in to a facility and request an opportunity
Staff may provide a volunteer job description, but this is not standard across all units
Most matching occurs informally, between Department staff and the volunteer
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 71
×Úï ó éè
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
Protocols for matching volunteers to positions on boards and committees are not
consistent across different organizations
óÉÉÇ×É
Staff may have little or no information on the potential volunteer except a name and
phone number
Duplication of efforts as different staff may have to speak with the potential
volunteerto match interest with opportunities, follow up after initial contact is not
consistent across all staff working units
No consistency across working units in terms of use of application forms or job
descriptions
No recognition of staff time involved in matching volunteers with tasks or in keeping
job descriptions up to date
Lack of Corporate recognition for the job of managing volunteers
Neighbourhood associations and voluntary sports organizations are experiencing a
decline in the numbers of volunteers interested in making a commitment
íÌÌÍÊÈÇÎÓÈÓ×É
Develop an online volunteer registry/database that allows potential volunteers to
providebasic information on experience, skills, areas of interest, etc. and is linked
with an overall volunteer management site
For special events, opportunity to recruit key committee members who can then
recruit others to work for them
More sharing of information about City sponsored events through all City
Departments
Use volunteers who speak more than one language to mentor/assist with orientation
for newcomers who may not be comfortable with their English skills
More information on possible volunteer roles, duties, and responsibilities may
encourage participation
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 72
×Úï ó éç
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
Screening
ùÇÊÊ×ÎÈ ìÊÛÙÈÓÙ×
Screening may be done by individual staff, at staff’s discretion
May be initially screened by Volunteer Resources or Volunteer Action Centre
Often there is little screening and walk-in volunteers are assigned duties because
they are needed immediately
óÉÉÇ×É
Lack of clarity around protocols and policy regarding need for police checks
Lack of consistency among various staff units regarding checking references
Lack of consistent protocols/procedures for screening
íÌÌÍÊÈÇÎÓÈÓ×É
Standardize protocols regarding need for police check and reference checking and
providetraining or basic orientation for staff and other affiliated organizations (NA
boards) on police check protocols, and issues related to liability, safety and security,
etc. as warranted
Develop sample forms for registering volunteers, documenting reporting
relationships, identifying appropriate questions to ask references, etc.
Develop a “Resources “ link on the City’s volunteerism web page, where staff and
affiliatedgroups can access sample forms, procedures, policies, etc., possibly
through an access code
Data Management/Tracking Hours
ùÇÊÊ×ÎÈ ìÊÛÙÈÓÙ×
Information on new volunteers is typically collected on an application form, however
there is no standard procedure for keeping a record of the form
Some direct volunteers complete a daily log of hours completed and activities
performed
Some Departments use excel spreadsheets, some have a volunteer binder where
volunteerssign in and out, some don’t track hours but post daily schedules
identifying volunteer duties
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 73
×Úï ó èð
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
Staff working with student volunteers complete community service forms
documenting hours
In the case of special events, staff have little control over event volunteer hours and
related information provided because other parties directly manage the volunteers
The extent to which neighbourhood associations and voluntary sports associations
trackvolunteer information and hours depends on their capacity as an organization
and how long they have been in existence
óÉÉÇ×É
No consistency across Departments and across affiliated organizations as to
information collected on volunteers and reported in terms of hours
Need for simplified information management and tracking process that can be
adaptedto most situations and not to impose additional tasks on to staff managing
volunteers or volunteer boards
Volunteer tracking system currently in use within the City is cumbersome and does
not allow for easy retrieval of information that may be required
íÌÌÍÊÈÇÎÓÈÓ×É
Provide templates for tracking information on volunteer hours and duties, primarily
for neighbourhood associations and affiliated groups
Provide orientation to staff as to purpose and process for tracking information and
reporting to volunteer services
Replace existing volunteer tracking system with a more user friendly integrated
volunteer management system, that covers the full cycle of volunteer management
Training
ùÇÊÊ×ÎÈ ìÊÛÙÈÓÙ×
Basic orientation training for new volunteers is used in some cases in some staff
units, but not in all
On-site training depends on role of volunteer and level of commitment
Usually staff provide the required training for new volunteers. In some cases long
termvolunteers and volunteer boards provide training and orientation to new
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 74
×Úï ó èï
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
volunteers. Training may involve orientation sessions, mentoring and learning from
others, observation and shadowing, or hands on activities.
The ability of boards to effectively train volunteers depends on their strengths and
skills as volunteer managers
óÉÉÇ×É
Not all staff working with volunteers feel they have received training to deal
effectively with volunteers, many would like the opportunity to receive more training
City of Kitchener staff working with volunteers identified training needs in the
followingareas: facilitation, conflict resolution, risk management and liability, cultural
sensitivity training, either provided in-house or through other agencies
Need for more up-front training and orientation to new volunteers to ensure potential
volunteersclearly understand roles and level of commitment associated with
different volunteer positions
Volunteers recruited to volunteer boards often require training to understand key
roles and their relationship with City staff
Daytime training opportunities are difficult for many volunteers to attend. Stagger
training schedules, providing and offer training opportunities more frequently.
Volunteer burn-out and danger of overloading volunteers with too much training too
early
Volunteer job descriptions and manuals may be out of date, or inconsistent with
current practice, but there is no staff time to update job descriptions and manuals
íÌÌÍÊÈÇÎÓÈÓ×É
Provide training opportunities for staff working with volunteers on a regular basis.
Thesecould include facilitation, conflict resolution, dealing with difficult people, risk
management and liability, sensitivity training, among others
Stagger training schedules, providing evening training sessions, bring training out to
communitycentres, and offer training opportunities on a rotating basis. Make
information on training available through other agencies easy to find
Work with other partners to ensure training opportunities are offered when
volunteers need them. (seasonal opportunities, evening opportunities, etc.)
Dedicate staff time to updating job descriptions and support manuals for volunteer
roles and responsibilities
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 75
×Úï ó èî
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
Seasonal opportunities for staff to review volunteer jobs and develop new ones, or
replace existing positions that may no longer be relevant
Staff Role, Staff Support, Staff Supervision
ùÇÊÊ×ÎÈ ìÊÛÙÈÓÙ×
Level of staff support and supervision varies by category of volunteer and level of
volunteercommitment, and in the case of volunteer boards, in the capacity of the
boards
With volunteer boards who manage their own volunteers, staff typically assume the
roleof “go to” person, but staff role depends on the capacity of the boards and the
unique relationships staff have with individual board members
Supervision of volunteers is one of many staff roles and may not be formally
recognized as a staff role
óÉÉÇ×É
Some staff feel “burdened” with supporting and supervising volunteers in that it is
notformally recognized in their job descriptions or duties assigned to them, and has
been “added on” to an already full workload
In some cases, staff are expected to effectively manage volunteers without a budget
or resources to do so
Lack of clarity around risk management issues associated with volunteer support
and supervision
Lack of opportunity to share information, approaches, and best practices with other
staff in a supervisory role with volunteers
Lack of recognition for managing volunteers, as opposed to recognition received for
supervising other staff
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 76
×Úï ó èí
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
íÌÌÍÊÈÇÎÓÈÓ×É
î××ØÉ
Review staff job descriptions and ensure that staff roles and responsibilities for
volunteer support and supervision are clearly identified in job descriptions
Ensure that budgets and resources are in place to allow staff to effectively support
volunteers in their role.
Offer basic orientation or refresher seminars to all staff working with volunteers
regarding Volunteer Canada information
Ensure that there are clear policies and protocols for dismissing volunteers and/or
refusingvolunteers in an instance where individuals did not meet expectations or
were considered a liability or risk to the organization
Facilitate quarterly meetings with staff across different working units who supervise
and manage volunteers to share information and best practices
Ensure all staff working with volunteers know where to go for clarification or
assistance in that role, either direct supervisors or volunteer resources division
Every staff unit working with volunteers should have a manual with on-site training
info and up-to date job descriptions for the various volunteer roles.
Feedback and Evaluation
ùÇÊÊ×ÎÈ ìÊÛÙÈÓÙ×
Sporadic and inconsistent opportunities for volunteers to provide feedback to staff
on their role ad volunteers
No standard practice for soliciting feedback from volunteers
Opportunities for volunteers to evaluate their experience virtually non-existent
óÉÉÇ×É
Lack of consistency across different staff units in terms of evaluation
Lack of staff time to develop protocols or procedures for evaluation
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 77
×Úï ó èì
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
íÌÌÍÊÈÇÎÓÈÓ×É
Provide sample volunteer evaluation forms
Develop protocols for regularly checking in with volunteers about their experience
Brainstorming sessions among similar staff working groups to expand and improve
upon volunteer positions
Recognition
ùÇÊÊ×ÎÈ ìÊÛÙÈÓÙ×
Not consistent across different staff units
Standard practice includes volunteer pins and annual volunteer dinner/social event
May include gift certificates, passes to recreation facilities, thank you notes,
reference letters, newspaper ads thanking event volunteers, honorariums
óÉÉÇ×É
In some cases staff were unaware of recognition opportunities or processes
Staff lack budget to honour volunteer contributions
Lack of staff time to research possible recognition opportunities of other agencies
(provincial awards), and to nominate individuals
íÌÌÍÊÈÇÎÓÈÓ×É
Volunteer manual should include protocols and best practices for honouring
volunteers
Offer refresher seminars for all staff as to resources and budgets available for
volunteer recognition
Consider ways to increase incentives for volunteers such as passes to City facilities,
programs, events, etc.
On a staff unit by unit basis, review involvement with volunteerism and budget
allocations for recognition
Volunteer Resources should take the lead on managing the recognition process,
alertingstaff to the opportunities of other agencies, applying on behalf of City
candidates, etc.
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 78
×Úï ó èë
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
Protocols and templates for volunteer recognition should be available for
neighbourhoodassociations and affiliated groups to access via an on line
registration process
New Volunteer Opportunities
Volunteering throughout the organization, not just CSD
Volunteer for-a-day program, to encourage exploration of different fields and career
choices
Volunteer programs designed to encourage people with disabilities
Mentoring programs for individuals with language or cultural barriers
Policies that cover incidental costs of volunteering for people with an inability to pay
Buddy system, family volunteering, and intergenerational volunteering
Use more university students and highly trained recent immigrants, interested in skill
development and employment training, on specific projects across the organization
More informal opportunities for community engagement, environment and green
livingbased, natural area exploration, parks greening initiatives, community social
events, butterfly or natural gardening, etc.
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
Page 79
×Úï ó èê
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
Appendix A: Role of Volunteer Resources Section
û ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
ØÏ
×Úï ó èé
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
Role of Volunteer Resources Section
The Volunteer Resources Section operates on both a centralized and decentralized basis.In other
words,it provides a centralized and coordinated approach to volunteer management while, at the
same time, providing resources and support so that staff and volunteers from affiliated groups can
effectively manage volunteers on the front line.
On an annual basis, Volunteer Resources will fulfill the following roles and complete the tasks
outlined below:
Program Development
assist City of Kitchener staff in developing new programs or redesigning existing ones,
e.g., Kitchener in Bloom, Earth Week, new special events, etc.
work with staff to develop opportunities for high school students, New Canadians & people
with disabilities
continue to explore linkages and collaborations throughout the Corporation
provide support to Adults 55+ Section, Earth Week Committee, Community Engagement
Strategy, City Hall 101, Civic Engagement etc.
coordinate projects that build the voluntary infrastructure as they arise
Recruitment/Promotion of Volunteerism at City of Kitchener
plan and implement a strategic recruitment plan
responsible for half page section in Fall, Winter and Spring issues of Leisure Guide
submit material for two page spread in Summer Leisure.This two page spread is used for
recognition and recruitment
submit recruitment information to the Best of Times Newsletter for Adult 55+ on a seasonal
basis
monitor and respond to inquiries made through the Volunteer Resources email
(volunteer@kitchener.ca)
ensure the availability of business cards at public counters throughout the Corporation of
the City of Kitchener
disseminate recruitment brochure and flyer.
review and update recruitment flyers, brochures, display panels, PowerPoint presentation,
and other promotional materials as required.
coordinate participation in volunteer fairs and other local recruitment opportunities
û ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
ØÏ
ìÛÕ× û
×Úï ó èè
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
Screening
implement City of Kitchener volunteer screening policy
provide information, training and resources to affiliated groups re: screening protocol
Orientation
provide all new incoming volunteers with a City of Kitchener orientation manual
assist City of Kitchener staff in developing program specific orientation manuals
provide information, training, and support to affiliated groups re: orientation for their own
volunteers
Training
organize and offer training opportunities on relevant topics for volunteers (e.g., safe food
handling, special events planning)
organize and offer training opportunities on relevant volunteer management topics for staff
and/or boards of affiliated groups (recruitment, recognition etc.)
disseminate information about community-based workshops on volunteer management to
staff and volunteers
facilitate and provide administrative support to Neighbourhood Association Network
meetings
develop or update training manuals
maintain membership with Professional Administrators of Volunteer Resources Ontario,
Volunteerism Branch of Parks and Recreation Ontario, and Volunteer Canada and to
share resources and information with staff
Supervision/Ongoing Support
provide training, resources, and support to staff regarding supporting/supervising
volunteers
Recognition
maintenance and further development of Corporate wide volunteer recognition
opportunities and resources
create annual volunteer pin and distribute to staff
compile information and work with Corporate Communications to design volunteer
calendar
coordinate activities for International Day of Volunteers (December 5)
th
coordinate activities for National Volunteer Week for City of Kitchener (April)
contribute to Volunteer Action Centre’s National Volunteer Week Committee
coordinate distribution of funds to City of Kitchener staff for volunteer recognition
û ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
ØÏ
ìÛÕ× û
×Úï ó èç
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
utilize local, provincial and national award nominations for volunteers
inform staff and affiliated groups about volunteer recognition awards and other recognition
opportunities
maintain inventory of general recognition items
plan and implement volunteer social for volunteers in adults 55+ section
provide recognition opportunities for staff who work with volunteers
Record Keeping
oversee administration and future development of computerized database of volunteers
Risk Management/Policies and Procedures
oversee development and maintenance of volunteer management policies and procedures
manual for City of Kitchener
provide information, training and support to staff who are designing new programs or
reviewing existing ones
Corporate Volunteer Program
Assist City of Kitchener in developing a Corporate volunteer program that recognizes
staff for the work they do with volunteers and AS volunteers in the community
Evaluation
compile statistical information on number of volunteers contacted, interviewed, recruited,
and placed and compare toprevious years.
û ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
ØÏ
ìÛÕ× û
×Úï ó çð
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
Appendix B: Volunteer Resources – Policies and Procedures
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
×Úï ó çï
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
City of Kitchener Volunteer Resources Policies and Procedures
Definitions – direct volunteer, indirect volunteer, affiliated group, etc.
Absenteeism/Attendance
Acceptable Work Assignments
Accommodations
Age of Volunteers
Alternative Dispute Resolution
Assistance from non-City of Kitchener Volunteers
(e.g. support on playground sites, service clubs, etc.)
o
Behaviour Management Policy
role of volunteers in enforcement of policy
o
application of policy to behaviour to volunteers
o
Business Cards/Letterhead
Certifications/Provision of Professional Services, e.g., fitness, aquatics
Child Abuse - role of volunteer in reporting it
Code of Conduct – use of City equipment/resources/property, gifts, favours, tips,
services, insider information, intellectual property
Complaints – grievances, etc.
Community Service Hours (High School, John Howard, etc.)
Community Service Orders (e.g., John Howard Society)
Confidentiality/Privacy of Information
Discipline
Discrimination, Freedom from
Dismissal/Termination
Dress Code
Driving/Use of Automobile to Carry Passengers or Perform Volunteer Tasks
Drugs and Alcohol
Employment Standards – e.g., breaks, rest periods
Evaluation of Volunteers/Performance Feedback
Family Members
is it appropriate to have friends, children, other family members volunteer
with a City of Kitchener volunteer?
Financial Compensation
Harassment – sexual, racial, Freedom from or Work Place Conduct
Health and Safety
protective gear
o
training
o
reporting of incidents/accidents
o
Human Rights Policy
Insurance
Leaves of Absence
Letters of Reference/References
should staff write them or give references for volunteers?
Mileage
Orientation/Training
Position Descriptions
û ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
ØÏ
ìÛÕ× ú
×Úï ó çî
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
Probationary Period for Volunteers
Public Criticism and Role in Media Relations
Purchases/reimbursement of approved expenditures
Recognition
Records/Documentation
Rest Periods
Risk Management – program design, position descriptions, etc.
Safe Food Handling
Screening
10 steps of screening
application forms
o
interviews
o
police records check
o
reference checks
o
Sick Leave
Smoke Free Work Environment
Student Placements
Theft
Tips – is it acceptable to accept them
Waiver Forms/Informed Consent Forms
û ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
ØÏ
ìÛÕ× ú
×Úï ó çí
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕÇÉÈ
Appendix C: Selected Bibliography
ØÏû ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
×Úï ó çì
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕ
Selected Bibliography
Hall, Michael, David Lasby, Steven Ayer and William David Gibbons. 2009. Caring Canadians,
Involved Canadians: Highlights from the 2007 Canada Survey of Giving, Volunteering, and
Participating. Imagine Canada and Statistics Canada.
Eisner, D., Robert T., Grimm Jr., Shannon Maynard, & Susanna Washburn. 2009.
èÔ× î×Å
. Stanford Social Innovation Review. USA.
æÍÐÇÎÈ××Ê åÍÊÑÖÍÊÙ×
Veenhof,B., B. Wellman, C. Quell and B. Hogan. 2008. How Canadians’ Use of the Internet
Affects Social Life and Civic Participation. Statistics Canada.
Vital Signs. 2009. . The Kitchener and Waterloo Community
ê×ÕÓÍÎ ÍÖ åÛÈ×ÊÐÍÍ æÓÈÛÐ éÓÕÎÉ
Foundation and the Cambridge and Northern Dumfries Community Foundation.
Statistics Canada. (2008). 2008 General Social Survey: Selected Tables on Social Engagement.
Chiasson,Nicole and Claudia Morel. 2007. New Canadians Talk About Volunteerism: Perceived
Motivation and Barriers. Imagine Canada
Rothwell, Neil and Martin Turcotte. 2006.The Influence of Education on Civic Engagement:
Difference Across Canada’s Rural-Urban Spectrum. Statistics Canada. Vol. 7, No. 1
Turcotte, Martin. (2005). Social Engagement and Civic Participation: Are Rural and Small Town
Populations Really at an Advantage? Statistics Canada. Vol. 6, No. 4.
Scott, Katherine, Spyridoula Tsoukalas, Paul Roberts and David Lasby. 2006.
èÔ× îÍÎìÊÍÖÓÈ ÛÎØ
. Imagine Canada
æÍÐÇÎÈÛÊà é×ÙÈÍÊ ÓÎ íÎÈÛÊÓÍ
Selbee,Kevin L. and Paul B. Reed. 2006. Patterns of Volunteering, Giving, and Participating
Among Occupational Groups in Canada. Volunteer Canada
Statistics Canada. (2005). Highlights of the National Survey of Non-profit and Voluntary
Organizations.
Hall, Michael H., Margaret L. de Wit, David Lasby, David McIver, Terry Evers, Chris Johnston, Julie
McAuley, Katherine Scott, Guy Cucumel, Louis Jolin, Richard Nicol, Loleen Berdahl, Rob Roach,
û ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
ØÏ
ìÛÕ× ù
×Úï ó çë
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕ
Ian Davies, Penelope Rowe, Sid Frankel, Kathy Brock and Vic Murray. 2005.
ôÓÕÔÐÓÕÔÈÉ ÍÖ ÈÔ×
. Statistics Canada.
îÛÈÓÍÎÛÐ éÇÊÆ×à ÍÖ îÍÎìÊÍÖÓÈ ÛÎØ æÍÐÇÎÈÛÊà íÊÕÛÎÓÂÛÈÓÍÎÉ
SocialPlanning and Research Council of British Columbia. 2005. What Motivates Low-Income
Volunteers?Imagine Canada.
Region of Waterloo. 2005. Building Healthy and Supportive Communities: A Glance at Cancer in
Waterloo Region. Public Health Perspectives
Luffman, Jacqueline and Mary Cromie. 2004. The Culture of Volunteering and Donating: Helping
Culture Organizations Between 1997 and 2000. Statistics Canada. Vol. 14, No. 2.
Imagine Canada. 2004. . Imagine Canada.
æÍÐÇÎÈ××ÊÓÎÕ ÓÎ íÎÈÛÊÓÍ
McClintock,Norah. 2004.
çÎØ×ÊÉÈÛÎØÓÎÕ ùÛÎÛØÓÛÎ æÍÐÇÎÈ××ÊÉ çÉÓÎÕ ÈÔ× îÛÈÓÍÎÛÐ éÇÊÆ×à ÍÎ
Canadian Centre for
æÍÐÇÎÈ××ÊÓÎÕõÓÆÓÎÕ ÛÎØ ìÛÊÈÓÙÓÌÛÈÓÎÕ ÈÍ úÇÓÐØ ãÍÇÊ æÍÐÇÎÈ××Ê ìÊÍÕÊÛÏ
Philanthropy and Volunteer Canada.
Reed,Paul B. and L. Kevin Selbee. 2001.
æÍÐÇÎÈ××ÊÓÎÕ ÛÎØ õÓÆÓÎÕ û ê×ÕÓÍÎÛÐ ì×ÊÉÌ×ÙÈÓÆ×
Statistics Canada and Carleton University.
Dreessen,Erwin A.J. (2000) An Overview.
åÔÛÈ øÍ å× ñÎÍÅ ûÚÍÇÈ èÔ× æÍÐÇÎÈÛÊà é×ÙÈÍÊý
Statistics Canada.
Reed,Paul B. and L. Kevin Selbee. 2000.
ìÛÈÈ×ÊÎÉ ÍÖ ùÓÈÓÂ×Î ìÛÊÈÓÙÓÌÛÈÓÍÎ ÛÎØ ÈÔ× ùÓÆÓÙ ùÍÊ× ÓÎ
. Statistics Canada and Carleton University.
ùÛÎÛØÛ
Reed,Paul B. and L. Kevin Selbee. 2000.
øÓÉÈÓÎÕÇÓÉÔÓÎÕ ùÔÛÊÛÙÈ×ÊÓÉÈÓÙÉ ÍÖ ûÙÈÓÆ× æÍÐÇÎÈ××ÊÉ ÓÎ
. Statistics Canada and Carleton University.
ùÛÎÛØÛ
NationalSurvey of Giving, Volunteering and Participating. 2000.
èÔ× õÓÆÓÎÕ ÛÎØ æÍÐÇÎÈ××ÊÓÎÕ ÍÖ
Statistics Canada.
é×ÎÓÍÊÉ
Jones, Frank. 1999. . Statistics Canada.
é×ÎÓÍÊÉ åÔÍ æÍÐÇÎÈ××Ê
Reed,Paul B. and L. Kevin Selbee. 2000. Formal and Informal Volunteering and Giving: Regional
and Community Patterns in Canada. Statistics Canada and Carleton University.
û ìÐÛÎÎÓÎÕ ïÛÎÛÕ×Ï×ÎÈ é×ÊÆÓÙ×É
ØÏ
ìÛÕ× ù
×Úï ó çê
City of Kitchener
æÍÐÇÎÈ××Ê é×ÊÆÓÙ×É éÈÊÛÈ×Õà ÷ÎÆÓÊÍÎÏ×ÎÈÛÐ éÙÛÎ ê×ÌÍÊÈ
ûÇÕ
Region of Waterloo Volunteer Action Centre. 2009. . Volunteer Action
ûÎÎÇÛÐ ê×ÌÍÊÈ
Centre of K-W Area.
Regionof Waterloo Volunteer Action Centre. 2008. . Volunteer Action
ûÎÎÇÛÐ ê×ÌÍÊÈ
Centre of K-W Area.
Regionof Waterloo Volunteer Action Centre. 2007. . Volunteer Action
ûÎÎÇÛÐ ê×ÌÍÊÈ
Centre of K-W Area.
Regionof Waterloo Volunteer Action Centre. 2006. . Volunteer Action
ûÎÎÇÛÐ ê×ÌÍÊÈ
Centre of K-W Area.
Regionof Waterloo Volunteer Action Centre. 2005. . Volunteer Action
ûÎÎÇÛÐ ê×ÌÍÊÈ
Centre of K-W Area..
Internet Resources
Canada Survey of Giving, Volunteering and Participating (The Daily, Monday, June 8, 2009)
ÔÈÈÌ
ÅÅÅÉÈÛÈÙÛÎÕÙÙÛ
ØÛÓÐÃËÇÍÈÓØÓ×Î
ØË
Û×ÎÕÔÈÏ
(The Daily, Thursday, December 4,
éÈÇØà óÎÈ×ÊÎ×È çÉ× ÛÎØ éÍÙÓÛÐ ÛÎØ ùÓÆÓÙ ìÛÊÈÓÙÓÌÛÈÓÍÎ
2008)
ÔÈÈÌ
ÅÅÅÉÈÛÈÙÛÎÕÙÙÛ
ØÛÓÐÃËÇÍÈÓØÓ×Î
ØË
Ø×ÎÕÔÈÏ
(The Daily, Tuesday, February 27, 2007)
û ìÍÊÈÊÛÓÈ ÍÖ é×ÎÓÍÊÉ
ÔÈÈÌ
ÅÅÅÉÈÛÈÙÛÎÕÙÙÛ
ØÛÓÐÃËÇÍÈÓØÓ×Î
ØË
Ú×ÎÕÔÈÏ
(The Daily, Wednesday,
õ×Î×ÊÛÐ éÍÙÓÛÐ éÇÊÆ×à èÔ× óÎÈ×ÊÎ×È ÛÎØ ÈÔ× åÛà å× éÌ×ÎØ íÇÊ èÓÏ×
August 2, 2006)
ÔÈÈÌ
ÅÅÅÉÈÛÈÙÛÎÕÙÙÛ
ØÛÓÐÃËÇÍÈÓØÓ×Î
ØË
Û×ÎÕÔÈÏ
(The Daily,
éÈÇØà óÏÌÛÙÈ ÍÖ ÷ØÇÙÛÈÓÍÎ ÍÎ ùÓÆÓÙ ÷ÎÕÛÕ×Ï×ÎÈ ÓÎ çÊÚÛÎ ÛÎØ êÇÊÛÐ ùÛÎÛØÛ
Monday, July 17, 2006)
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(The Daily, Monday, March 27, 2006)
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(date not available)
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(no date). Link:
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City of Kitchener
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Appendix D: Summary – Key Informant Interviews and
Phase One Staff Workshop
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City of Kitchener
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Introduction
Early in the study process a number of municipal staff were interviewed to provide a context for the
studyand to assist with identifying issues and questions for investigation. Those interviewed
included the CAO, Director of Community and Corporate Planning, General Manager of
Community Services, Director of Community Programs and Services, Interim Director of
Enterprise, Supervisor of Special Events, Facilitator of Volunteer Resources, Coordinator of
Volunteer Services, and a District Facilitator. In addition to these municipal representatives, the
Executive Director of the Volunteer Action Centre of Kitchener Waterloo and Area was interviewed.
Twenty-two municipal staff from across the Corporation were also involved in a facilitated
workshop with the consultants to clarify issues to be addressed in the strategy.Key themes from
these activities are briefly summarized below.
Overview –Shared Perspectives on Volunteerism/Volunteer Services (Key
Informant Interviews)
The City of Kitchener attaches considerable importance to volunteers and to
communityengagement. It is an accepted way of doing business; supported by
Council, and reflected in Corporate plans and policies. The City of Kitchener and
community residents may attach more importance to this approach to service
delivery than other Ontario municipalities
The challenge of successfully recruiting and managing volunteers in the future is
recognized.This strategy is required to successfully position the City to effectively
engage volunteers in the future; recognizing that motivations; interests and abilities
of volunteers will change.
No significant problems or limitations of current approaches and procedures were
noted.The strategy was not required to “fix a problem”, but rather to prepare for the
future.
In addition to issues surrounding effective volunteer recruitment and management,
thestrategy should address broader issues including the role and responsibilities of
the Volunteer section relative to the Community Services Department and other City
departments; the priority and core services of the Volunteer section; the relationship
with other City departments such as communications, etc.
Related to the above, there is a need to clarify the relationship of the Volunteer
Strategyto other City initiatives such as the potential future strategy that will
concern neighbourhood development and community sustainability.
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City of Kitchener
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The distinction between direct and indirect volunteers is an important one and the
VolunteerStrategy should help clarify the City’s responsibilities in this respect. Of
particular importance is the distinction between attracting, training, retaining and
rewarding the volunteer and recognizing and responding to the needs and
challenges of working with volunteer organizations.
There are a number of non-municipal organizations working with volunteers and
avoiding duplication and overlap is important.
Major Issues to be Addressed in the Strategy (Key Informants and
Workshop Participants)
Workshop participants and the key informants were asked to identify key issues that might need to
beaddressed in the Volunteer Services Strategy. At the workshop, this discussion was organized
around three possible activities – managing volunteers; recruiting and retaining volunteers; and
planning and evaluating volunteer services. The issues identified are briefly noted below.
Managing the Volunteer Resource
There is a need for improved internal communication about the Volunteer Services
activities,resources and supports available. There is a need to ensure that
municipal staff has a better understanding of the services that are available to them
with respect to volunteer recruitment or management.
In addition to a better understanding of volunteer services within the City, clear
definitionof roles and responsibilities are necessary. The roles and responsibilities,
and priorities, of volunteer services within Community Services should be clear, and
the role played by other municipal departments (such as Corporate
Communications) in support of volunteer services clarified. Further, the extent to
which the policies and procedures, or requirements for training, in Community
Services are applicable to other departments dealing with volunteers is unclear.
A major issue is the City’s role and responsibility for the indirect volunteer. Currently
thereare a number of situations where City staff is most directly in contact with a
volunteer organization’s executive who then assumes responsibility for volunteers.
The extent to which the City should be dealing with volunteers who report to
volunteers is an issue. This may require new techniques and approaches, or
different types of resources, to allow City staff to help volunteers’ mange their
volunteers.
Job descriptions need to be updated and improved to better reflect new and
emergingroles and responsibilities. Procedures may need to be improved for
addressing volunteers that cannot perform effectively. This may call for a redefinition
of appropriate roles for volunteers and for City staff.
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City of Kitchener
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The City’s expectations of the volunteer need to be clearly stated and reviewed to
determinethe extent to which they are in alignment with the volunteer’s
expectations. Particularly when the volunteer is responsible for delivering a service
in an increasing complex service delivery system (because of legislation, new
management best practices, etc.) what the City wants (and needs) from its
volunteers may increasingly be at odds with their capabilities or interests.
The volunteer strategy can make a contribution to ongoing work with the
neighbourhoodassociations by clarifying the type of volunteer that will be required
in the future and the necessary skills and capacities, and determining how best to
recruit, train and retain that person. Understanding which of the challenges facing
the neighbourhood associations are associated with securing appropriate volunteers
and which must be addressed through changes to the management and
governance structure is an issue requiring further discussion.
Developing volunteer capacity in areas such as succession planning, running an
effectivemeeting, developing stronger organizations, recruiting and recognizing
volunteer contributions
Outlining the characteristics of a functional board of management, determining
where more support is required, and providing the training to address these needs.
Recruiting & Retaining Volunteers
Poor governance and lack of focus on succession planning leads to poor
participationon boards, and low levels of retention or participation by volunteers.
This is an issue for the neighbourhood associations:
Sports groups could benefit from succession planning/training
Volunteer managers and committee members could benefit from training related to
governance,chairing meetings, succession planning, etc. This would include sports
group affiliates, neighbourhood associations, advisory committee members, among
others.
Recruitment needs to better reflect the diversity of the community. Although this
maybe a current focus, this outcome has yet to be achieved. Recruitment generally
will be a more pressing problem and the motivations and interests of the next
generation of volunteers is a major concern for future recruitment.
Understanding how the motivations for volunteering will be different in the future and
developinga plan to attract and retain the new/emerging volunteers will be a
challenge
An active database of volunteers with key indicators of volunteer skills, interests,
etc. needs to be available to the Corporation.
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City of Kitchener
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There will be a need to develop appropriate tools and methods to recruit young
peoplein the future, and these will be different than those commonly used in the
past.
Improved communications/greater use of a wider range of communication
techniques/mediums may assist with recruitment.
The role of the City and the level of assistance that can be provided when recruiting
theindirect volunteer will continue to be a major issue. It was noted that
neighbourhood associations for example are responsible for their own recruitment
and this will be much more challenging in the future.
A major issue will be recruiting “functional” volunteers in the future. If the City is
goingto invest in training and support they will want to be sure that the type of
individual volunteering has the skills/or can develop the skills to function effectively
and will also make the long term commitment to volunteering.
In addition to the individual volunteer, creating effective volunteer organizations will
bea key issue. This involves recruiting individuals with the capacity to work
effectively together, and finding or developing leadership within volunteer
organizations; dealing with volunteer succession, etc.
Planning and Evaluating Volunteer Services
More and more effective procedures for planning, evaluation and research with
respect to volunteer services are required.
Developing tools for self-evaluation or to assist volunteer organizations in building
capacity.
Further research on how to more fully engage the community in volunteerism. Look
forways to expand the use of volunteers in the city; tap into new sources of
volunteers; new approaches, etc.
Volunteer Services – Outcomes and Service Delivery Principles
At the workshop, the participants were asked to review a list of possible outcomes and service
deliveryprinciples associated with volunteer services. Outcomes were the community benefits or
products associated with volunteerism. Service delivery principles described how the Volunteer
Services Section (or City) will deliver their services and interact with the community. Suggested
outcomes and service delivery principles, and comments received at the workshop, are noted
below.
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Page D-4
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City of Kitchener
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Outcomes
To increase the supply of community programs, events and activities that can be
provided by the City to its residents due to the efforts and involvement of volunteers.
To provide opportunities for residents to develop skills and participate in personally
satisfying and self-fulfilling activities.
To build a stronger attachment to the City of Kitchener and the communities where
residents live through their involvement in community affairs.
To benefit from the expertise and knowledge of community residents who are
involved in the planning and delivery of community services, events and activities.
To provide opportunities for social interaction and building stronger, more cohesive
communities.
To foster community development, creating stronger community organizations and
community leaders.
Theseoutcomes were identified prior to the workshop by the consultants and were generally
endorsed by participants.
Other possible outcomes identified through discussion at the workshop included:
lower fees and more affordable services for residents
volunteer services as a tool that the City uses to engage community residents and
provideopportunities for City staff and Councilors to connect with the community on
a level that would not otherwise be possible
to provide opportunities for City staff to volunteer and make a meaningful
contribution
Inaddition to comments concerning the wording, the following points were made concerning the
outcomes:
It is difficult to rank outcomes and indicate priorities for the future. Most would agree
thatfostering social interaction, building stronger communities and community
development are critical outcomes; but the importance attached to the various
outcomes may depend on the interests and responsibilities of the City or other
department/agency being asked. Different rankings would be apparent depending
on the context.
While all of the outcomes would be supported; it was agreed that not all are being
achievedto the same extent. Furthermore, the focus on specific outcomes is
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Page D-5
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City of Kitchener
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inconsistent across the Corporation. The strategy might encourage consistency and
a common focus/approach across the Corporation as a whole.
It was agreed that all outcomes are likely to be harder to achieve in the future.
Service Delivery Principles
– volunteers and the municipal staff that work with
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volunteers will receive appropriate training and the support they require.
– all community residents will be encouraged to volunteer and to the
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greatestextent possible any barriers to volunteering faced by segments for the
population will be addressed.
- all volunteer services will be provided in a manner that is consistent with
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accepted standards of service, safety and enjoyment.
– to the greatest extent possible, the Department will support the
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effortsof others and share responsibility with other agencies and organizations for
volunteer services.
– policies and procedures will be in place and regularly
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updated to ensure that volunteers and volunteer resources are effectively managed.
– volunteer services will be evaluated on a regular
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basis,performance measured, research will be undertaken, and policies and plans
developed to ensure they continue to meet identified community needs,
– communication will be maintained with the volunteers and
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prospectivevolunteers to identify opportunities, respond to concerns, share
information and describe the volunteers’ contribution to the community.
These service delivery principles were identified prior to the workshop by the consultants and were
generally endorsed by participants.
Other possible service delivery principles identified through discussion at the workshop included:
A focus on internal communication, coordination and information sharing
Effective recruitment and selection of volunteers
Striking a balance between the needs and objectives of the Corporation and the volunteer
Ensuring volunteers are asked to undertake duties appropriate to their interest, skills, and
authority/responsibility
Ensuring self-sustaining volunteer organizations through capacity building
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Page D-6
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City of Kitchener
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In addition to comments concerning the wording, the following points were made concerning the
service delivery principles:
It was difficult to identify the principles that required more focus in the future. As with
outcomes,the need to place more emphasis on some outcomes depended on
which sector of the volunteer community was under consideration (eg. training may
be an issue for some City staff not others; the direct volunteer may be well trained,
but this might not be the case for the indirect volunteer; similarly, partnerships are
strong with traditional partners but may be limited with possible new groups like
business)
There was some agreement that “continuous improvement” was not something that
wascurrently a focus and required additional attention in the future. Similarly,
“quality” was an area requiring more attention for indirect volunteers. Training and
inclusion were also identified as high priorities for the future.
The notion of building volunteer capacity was seen as an important objective of the
strategy.
Some of the principles (such as communication) need to be pursued on a Corporate
widebasis and presume a closer working relationship and better understanding of
roles and responsibilities among City departments.
The ability to realize these principles may depend on the skills, training and policies
in place to ensure that volunteer organizations operate effectively.
.
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Page D-7
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City of Kitchener
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Appendix E: Community Telephone Survey Results
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