Engaging Plymouth’s Community Volunteers ESPM 4041W-Problem Solving for Environmental Change

Prepared by: Sam Graf - Group Leader James Swanson - Group Liaison Jon Oliversen Matthew Holmstrom Meghan Benton

University of Minnesota- College of Food, Agricultural and Natural Resource Sciences Report Five of Five

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Table of Contents List of Figures........................................................................................................................ ii

List of Tables ......................................................................................................................... ii

Acknowledgments ................................................................................................................ iii

Executive Summary ............................................................................................................. iv

Introduction .......................................................................................................................... 1

Plymouth’s Park and Recreation Department ................................................................... 2

Methods ............................................................................................................................... 4

A Review of Volunteer Program Best Practices ................................................................ 5

Secondary Source Review ................................................................................................ 5

Informational Interviews and Email Questionnaires........................................................... 6

Findings ............................................................................................................................... 7

Finding 1 – Volunteer Program Best Practices .................................................................. 7

Finding 2 – Volunteer Satisfaction .................................................................................... 9

Finding 3 – Supervising and Training ................................................................................ 9

Finding 4 – Reactive Management ..................................................................................10

Finding 5 – Volunteer Position Descriptions .....................................................................11

Recommendations ..............................................................................................................13

Recommendation 1 – A Volunteer Engagement Ladder ..................................................13

Recommendation 2 – Developing Detailed Position Descriptions ....................................15

Recommendation 3 – Volunteer Orientation & Training ...................................................17

Recommendation 4 – A Volunteer Resource Internship ...................................................19

Recommendation 5 – Active & Inactive Volunteer Satisfaction Survey ............................19

Conclusion ..........................................................................................................................20

References ..........................................................................................................................21

Appendices .........................................................................................................................22

Appendix A: Active Volunteer Satisfaction Survey Template ............................................23

Appendix B: Inactive Volunteer Satisfaction Survey Template .........................................24

Appendix C: Position Description Worksheet ...................................................................25

Appendix D: Volunteer Intern Position Description ...........................................................26

Appendix E: Volunteer Orientation Checklist ....................................................................27

Appendix F: Interview and Email Correspondence Questions ..........................................28

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List of Figures Figure 1. Map of the City of Plymouth……………………………………………….1

Figure 2. Volunteer Program Best Practice Indicators……………………………….8 Figure 3. Volunteer Engagement Framework…………………………….…………13 Figure 4. Completed Position Description Worksheet………………………………16

List of Tables Table 1. Parks and Recreation Staff Tenure………………………………………….3 Table 2. Plymouth Website’s Volunteer Position Description Assessment…………12

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Acknowledgments The completion of this project for Plymouth would not have been possible without the time taken by individuals who shared interest in improving the sustainability of Plymouth's volunteer program. We would like to thank the staff members of Plymouth: Sonya Rippe, Barb Northway, Sarah Hellekson, Sara Lynn Cwayna, Jessica Koch, Tom Nelson, Paul Buck, Brian Swartzer, Lara Newberger as well as our fellow students and supervisors. We would especially like to recognize the City’s volunteer coordinator Jackie Maas who is a true advocate for her community. Without their input, help, and responses none of this project would have been possible.

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Executive Summary This report is one of five that provide the City of Plymouth with the recommendations to improve the sustainability of its public greenspaces and water resources. The City has benefited greatly from the investment that has been made in supporting the involvement of community volunteers in the management and development of the City’s parks, trails, and open spaces. This assessment of the City's volunteer program by students from the University of Minnesota’s “Problem Solving for Environmental Change” capstone course working with city staff members describes what the City staff is currently doing to enable volunteers and highlights ways that the City can increase the capacity of its volunteer program. This report is intended for anyone interested in involving volunteers in the management and development of Plymouth’s public greenspaces. Investment in the city's volunteer program capacity can result in greater participation of community members in leadership and decision making roles. A trained group of community volunteers can do much to build the capacity of the city to serve its residents. This report pairs the recommendations below with a discussion of the resources necessary for implementation, as well as the benefits associated with these investments. In order to sustain the financial, ecological, and environmental benefits that the city receives from involving volunteers in the management of its public green spaces, the following actions are recommended.

I. Increase volunteer engagement and retention with a formal volunteer achievement structure;

II. Develop detailed and engaging volunteer position descriptions which assist in keeping positions supported across staff and volunteer succession;

III. Employ a variety of training methods to support volunteers in both entry and leadership positions;

IV. Conduct a regular survey of active and inactive city volunteers to assess how satisfied

they were with their experience volunteering with the city;

V. Establish a volunteer coordinator internship position to increase the capacity of the City’s volunteer program and to aid in the implementation of report recommendations.

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Introduction The City of Plymouth, Minnesota is situated in the western metropolitan Minneapolis - Saint Paul area (See Figure 1). Plymouth is a first ring suburb with a population of about 72,868 and as of 2014, was the seventh largest community in the State of Minnesota. In recent years, the city has experienced substantial development of its residential, commercial, and natural areas. Plymouth currently has over 2,100 acres of public greenspace and, like many cities, is faced with the challenge of effectively managing those spaces for the greatest good of the community. The city of Plymouth worked in collaboration with students from the University of Minnesota in the Environmental Sciences, Policy, and Management major to assess and improve the quality and management of Plymouth's current volunteer program.

Figure 1: The City of Plymouth’s Location Relative to the State of Minnesota

This report is designed to provide local decision makers with the information needed to ensure the sustainability of the city’s volunteer program in both the short and long term. These recommendations, to the best of our ability, take into account the current protocols that the City has for utilizing volunteers and the capacity of the relevant city programs to enact them. There are many reasons to involve volunteers; providing residents with a direct connection to the place they live, increasing public awareness of the benefits and value of public green space, and

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enhancing support for planning, management, and stewardship efforts are just a few (Cowett and Bassuk 2012). Well managed public greenspaces have the power to increase the quality of life for residents and bring visitors to any community. Parks, trails, and open spaces are places for members of the community to gather, play, relax, and lose themselves in nature. Immersion in nature has been shown to reduce stress, improve healing, and reduce driving frustration and aggression (Ulrich 1984; Parsons et al. 1998). Views of green space near a home are also linked to a greater sense of well-being and neighborhood satisfaction (Fried 1982; Kaplan 2001). We believe that volunteer participation in the management of public greenspace is an essential component of Plymouth's Park and Recreation Department programs. This report offers a few targeted recommendations for how the city can ensure the success of its volunteer program for years to come. Currently, community volunteers are involved in many activities related to the management and development of the city's green space through a combination of parks and trail monitoring, upkeep, event staffing, and conservation efforts. It would be very challenging for any city to maintain its public green space without organized community involvement. Community volunteer engagement can lower the costs associated with monitoring and the upkeep of the city’s open-spaces, parks and trails while simultaneously increasing the connection that volunteers have to the community. This report includes a discussion of where the city's volunteer program is currently and identifies areas for continued investment to ensure that the program is sustainable. We offer a series of best management practices combined with the resources necessary to enact them with a focus on pairing recommendations with funding options, training resources, and public outreach strategies.

Plymouth’s Park and Recreation Department Plymouth’s Parks and Recreation Department (hereafter referred to as ‘the Department’) is responsible for developing and maintaining 54 parks, 147 miles of trails and dozens of athletic fields, totaling nearly 1600 acres. The activities of the Department play a significant role in making Plymouth an inviting and livable city. It is clear that this is not lost on the Department whose mission it is to “enhance the quality of life for all residents. Fostering individual and community in all aspects: physical, mental, social, environmental.” The Department is broken down into seven divisions-- Administration, Recreation, Volunteer Services, Parks and Forestry, the Plymouth City Ice Center (PIC), the Plymouth City Creek Center (PCC), and the Plymouth Fieldhouse. In order to have a better understanding of the Department and its role in volunteerism, Plymouth’s Parks and Recreation Department and

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legislative procedures needed an analysis. With dozens of employees and a seven-chair advisory commission, the structure of the Department influences how volunteers are able to participate in the Park and Recreation activities. In assessing the Department’s function during our exchanges with Department staff, we found the department has a low turnover rate amongst high-level staff. Many of the Department’s staff have been working with the city of Plymouth for many years. For example, the Volunteer Coordinator has been serving in her role since 2007 and the City Forester has been on staff since 1992. As described in the methods section (page 9), City staff were asked about their role with the City and their work with community volunteers. Table 1, below shows how long Department staff in management roles have been working for the City. As with any organization, valuable knowledge of how the Department functions is held by City staff who have been with the department for a decade or more. This includes a familiarity with active community volunteers and the positions they hold within the Department. Table 1: The length of times that Department staff have been employed by the city. The information is limited to what was gained from a survey sent out to Department Staff and a review of public documents. This information suggests that over the last decade there has been a low turnover rate amongst high-level Department staff.

Name* Title Employed Years** DIANE EVANS Director 2002 14 PAUL BUCK Forester 1992 24 LARA NEWBERGER Forestry Technician 1992 24 BILL ABEL Manager 1996 20 KELLY OSBORN Parks & Forestry Maintenance 2006 10 JACKIE MAAS Volunteer Coordinator 2007 9 BARB NORTHWAY Deputy Director 2011 5 WILL DUCHARME Parks & Forestry Maintenance 2012 4 SARAH JOSEPHS Office Support Specialist 2013 3 JERROD BRUNELLE Parks & Forestry Manager 2015 1 SONYA RIPPE Project Coordinator 2015 1 *Names of 2015 Department staff. **Years are given in terms of 2016. Community volunteers also play an important role in allowing the Department to carry out its mission. These individuals and groups are managed in part by the city’s Volunteer Coordinator and by individual Department staff. Unlike the six other divisions, Volunteer Services is a one-person operation. The screening, recruitment, and retention of volunteers is done by the Volunteer Coordinator. In Plymouth’s 2015 Annual Parks and Recreation Department Report,

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volunteer contributions were valued at an estimated $699,215. This human capital is utilized year round across all City departments. Because of the presence of a specialized volunteer coordinator, the Department is able to connect various citizens with various city employees who in return provide volunteer opportunities that enhance both the individual volunteer and the community as a whole. The current coordinator is the second of two volunteer coordinators that have served the city of Plymouth since the position was created. When a volunteer has a question or a concern, they are able to contact the coordinator, who, if not able to help them self, puts them in touch with another city staff member who can assist them. This report focuses specifically on parts of the volunteer program housed within the Department. While volunteers are involved in a variety of City functions, our findings and recommendations are concerned with how volunteers are participating in the management and development of the city’s parks, trails, and open spaces. In order to maintain and improve greenspace, the Department utilizes volunteers for a wide array of tasks from education, to invasive species removal, and stormwater management, to the general upkeep of the city’s parks and facilities. Volunteers are delegated work by city employees and report back to with questions, concerns, or ideas. The rest of this report will focus on assessing what the Department is currently doing to enable volunteers, discuss where the city wants their volunteer program to be in the coming years, and recommend strategies for achieving these goals.

Methods In order to assess what the Department is currently doing to enable volunteers and identify what volunteer program goals are, we gathered information from scholarly articles, professional guides, City of Plymouth staff, and public city documents. A review of several volunteer resource handbooks was conducted, and then used to identify best practices criteria for volunteer programs. Information was collected on what is currently being done to enable volunteers, Staff and Department goals for volunteer engagement, and challenges facing the volunteer program, through a review of public documents and the city’s websites. Drawing from this secondary source review, questions were developed for an email questionnaire, which was sent out to Department staff who currently engage community volunteers. Lastly, an informational interview with the city’s volunteer coordinator was conducted to get a complete picture of how volunteers are recruited, screened, trained, and retained.

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A Review of Volunteer Program Best Practices Several volunteer management handbooks that describe best practices for volunteer program managers were reviewed. We specifically chose to review volunteer management handbooks because they are written to be useful for volunteer coordinators and supervisors. A review of these handbooks allowed us to develop a list of criteria that we could apply to Plymouth’s volunteer program. We selected the practices that were (1) consistent across the literature reviewed, (2) relevant to the city’s volunteer program, and (3) feasible for city staff to implement. The criteria we selected along with our findings, are listed in Figure 2. Each of the volunteer resource program handbooks we reviewed offered recommendations that applied to program structure, enabling volunteers, and program evaluation. Topics on volunteer liability and risk management were also covered in most handbooks (Knepper et al. 2015). However, we limited our discussion here to what can be done by city staff to screen volunteers as part of both the program structure and a tool or protocol to place the volunteer where they will be most successful (Citizen Information Board 2008).

Secondary Source Review A secondary source review of city documents was necessary to deepen our understanding of how the City of Plymouth functions, how Plymouth’s volunteer program functions, and what the existing goals of Plymouth are. We reviewed public documents specifically for volunteer statistics, outreach material, resources for volunteers, and city goals for the volunteer program. Below are listed each of the secondary source documents with a discussion of how it informed this report. ● The 2015 Plymouth Annual Volunteer Report details everything from volunteer

demographics to the capital value of the volunteer program. This public annual report allows city staff and citizens to see the positive impacts of a flourishing volunteer program. From this report we gathered valuable volunteer information such total as volunteer hours and which activities volunteers participated in.

● Plymouth’s Volunteer Application Process is what all potential volunteers must go through before becoming an official City of Plymouth Volunteer. This is an important step for screening volunteers before they participate in city programs. A thorough online application is in place for those wishing to get involved. This application requests information such as employment and education, providing a section in which an applicant can mark any special skills they may have. Options include carpentry, clerical work, fundraising, coaching, landscaping, and data entry, to name a few. From this information, we gathered how an

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individual becomes a City of Plymouth volunteer.

● The City of Plymouth Volunteer Handbook helps volunteers understand how the city government is organized, providing informational sections on city council members. The Volunteer Services program is then specifically discussed, citing the volunteer coordinator's contact information along with a statement that reads “The volunteer coordinator is always available to answer questions, solve problems and provide additional opportunities.” Quotations such as this reveal what resources are available to Plymouth volunteers.

● The Frequently Asked Questions page for community volunteer on the City of Plymouth’s website provides a quick and accessible channel for volunteers to answer questions they may have. These questions and answers concern the volunteer application process, how volunteers contribute to Plymouth’s community, and why logging volunteer hours is important. These frequently asked questions helped us understand the volunteer screening process.

● The City of Plymouth’s Comprehensive Plan gives a very in depth look of where the City of Plymouth is as a whole, and where Plymouth’s Parks and Recreation Department wants to be in the year 2030. Volunteerism is mentioned several times, noting how valuable volunteer’s time is. This document diagramed Plymouth’s long-term goals and how the volunteer program is structured to help achieve those goals.

● Volunteer Position Descriptions give a brief overview of volunteer duties within a specific volunteer position. Some volunteer positions are required to be filled by groups while others are meant to be filled by an individual. These descriptions helped to specify what opportunities are currently available for community members.

Informational Interviews and Email Questionnaires An informational interview was conducted with the city’s volunteer coordinator in order to validate the information we found in our review of public documents and on the city’s website. The list of the questions that we asked in this interview can be found in Appendix F. A standard list of questions (Appendix F) was used in an email sent to staff recommended by the city’s Volunteer Coordinator, who are responsible for developing and managing volunteer activities. The information collected from city staff responses was focused on their current investment for the volunteer management, as well as their concerns and capability of expanding or intensifying the program. We received responses from five of Plymouth’s staff and used this information to assess their positions in Plymouth’s volunteer program, how they manage and interact with volunteers, and possible sources of concern. Most importantly from their responses

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we were able to determine their greatest challenges in managing volunteers and what City staff are currently doing to address these potential programmatic challenges.

Findings Through our interactions with city staff, we looked to identify areas where there was a lack of information, skill, knowledge, time, or financial resources the city staff need to effectively enable volunteers. Findings were the result of combining the best practices gained from the literature with an assessment of how the Department is currently engaging with volunteers. Each of our findings is the result of applying our best practices criteria to the information gained from city staff and public documents.

Finding 1 – Volunteer Program Best Practices There was wide agreement amongst volunteer handbooks that successful volunteer programs are guided by a mission statement, a series of protocols or policies, and developed position descriptions (Ellis 2008; Hager 2004; Carlton 2012). All of these things provide the program with the structure it needs to sustain inevitable city staff and volunteer turnover. The presence of a volunteer coordinator or a volunteer resource professional was also common across all of the volunteer handbooks we reviewed. While the specific recommended responsibilities for such a staff member varied across reports, we found that that having a staff dedicated to volunteer outreach, engagement, and retention is essential for a volunteer program to thrive (Ellis 2008; Knepper et al. 2015; USHHS 2005). We found that many handbooks recommended the volunteer professional allow volunteers to step into leadership roles to build program capacity and develop a sense of program ownership in the community (Ellis 2008). Rather than relying solely on the motivations of volunteers to define their own leadership tasks, program staff can establish a systematic way for volunteers to step into capacity building roles. Several volunteer handbooks recommend that volunteers have the opportunity to step into internship positions, serve on volunteer advisory boards, or help to train in new volunteers (Hager 2004; USHHS 2005; Ellis 2008). Having a formal recognition or achievement system for volunteers that parallels the volunteer engagement plan can help to show volunteers that their contributions are valued which helps with overall retention of volunteers. In addition to addressing aspects of program structure and volunteer engagement, each of the best practice guides listed evaluation as an important feature of any successful volunteer

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program. In many instances, it was noted that volunteers are retained in greater numbers if they perceive that their work has tangible impacts (Ellis 2008). An assessment of volunteer contributions and clearly showing what the outcomes are can go a long way towards validating the time and energy of volunteers. An annual volunteer report or a regular newsletter are possible ways of showcasing volunteer contributions (Knepper et al. 2015). In short, without asking volunteers how satisfied they are in their roles, there is no way to know for sure. Figure 2 shows the list of the indicators that we used to evaluate Plymouth's volunteer programs. We acknowledge that what works for Plymouth’s volunteer program will not be exactly the same for all communities. While volunteer program best practices are useful, they are limited in that they capture the general practices at the risk of overlooking the specific conditions and constraints faced in Plymouth, yet still useful for identifying areas for increased investment.

Figure 2: Table of Volunteer Program Best Management Practices. This figure provides a list of criteria for different best management practices for a volunteer organization. For each set of criteria, there is a star in the yes or no column that expresses whether the Plymouth volunteer organization meets that criteria.

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Finding 2 – Volunteer Satisfaction We found that Department Staff want to know how satisfied volunteers are with their experience volunteering with the city and why they become inactive. Currently, data such as volunteer activities and hours are being collected by the volunteer coordinator. City staff responded to our electronic survey by saying they would also like to know how satisfied volunteers are in order to make informed decisions on volunteer management into the future. Understanding volunteer interests and motivations is crucial for designing rewarding volunteer positions. Without a periodic assessment of how satisfied volunteers are, it is hard say whether or not participation in City volunteer programs actually "strengthen community ties through partnerships" with volunteers or enable volunteers to "have fun while providing significant support to the city." (Plymouth’s Volunteer Handbook). Currently, the volunteer coordinator has an exit survey prepared but stated in an informational interview that “they currently do not have time to administer this survey.” A great deal of information is gathered on individual volunteers when they first start volunteering with the city. This information allows the volunteer coordinator to understand volunteer demographics, interests, skills, and time they have to commit to volunteer activities. While there are many points of contact between the volunteer coordinator and volunteers after the initial application and interview, the only volunteer information systematically recorded are hours contributed, activities participated in, and where possible, testimony from volunteers and city staff.

Finding 3 – Supervising and Training We found that all of the Department staff who responded to our email survey stated that training and supervising volunteers takes up valuable time and resources. Department staff report limited time for training and supervising volunteers, while simultaneously performing their own responsibilities. This was clearly a concern of most Department staff who are tasked with supervising volunteers. When Department staff were asked what they saw as a challenge to engaging with volunteers they responded by saying:

- “My own time schedule is a challenge when faced with engaging volunteers. Some days I have unplanned details with equipment that need to be addressed, allowing me little time to interact.”

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- “Explaining job responsibilities while also managing the other components of the event – sometimes feels like I have to be in three places at once.”

- “Remembering they don’t all come with basic biology knowledge and explaining the why behind the how of what we hope to accomplish with each project. The language barrier can mean explaining things in different ways to get the job done correctly.”

The Volunteer Coordinator is able to do much of the work ensuring that volunteers are well informed and supported but are not always the ones training or supervising the volunteer. We found from our informational interview with the Volunteer Coordinator that the Department does not have a shortage of willing volunteers to participate in entry level volunteer activities. It appears that the Department is limited in how many volunteers each staff can supervise and train.

Finding 4 – Reactive Management Currently the Volunteer coordinator would benefit from the additional support of a volunteer engagement intern who could grow the department’s ability to gain, train, and retain community volunteers. From our informational interview with the City Volunteer Coordinator, we found that much of the development, implementation, and evaluation of the Department’s volunteer program is done either in response to (1) a tight schedule of annual events planned out one to two years in advance or (2) because a City staff is interested in working volunteers on a project. With twenty annual and special events coming up in the 2017 year, much of the volunteer coordinator's time is devoted to planning, organizing, and staffing these events. In 2015 alone, the volunteer coordinator was responsible for managing 2,480 volunteers, who logged over 29,000 hours with the City. On top of the special events that year, 65 requests for volunteers were made by City staff. Options for increasing the ability of the volunteer coordinator to evaluate and develop the volunteer program are discussed in the recommendations below (page 14). A description of how a capacity building internship position could be implemented with supportive documentation of internship tasks, benefits, and recruitment strategies is included in this discussion.

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Finding 5 – Volunteer Position Descriptions Through our exchanges with Department staff and a review of the City’s website and publicly available volunteer resources, we found that there are many ways that volunteers can participate in community programs. On page 19 of the City’s volunteer handbook, 43 current volunteer positions are listed. This does not include the 86 volunteer-supported city events that were cited in Plymouth’s 2015 Volunteer Annual Report. While options for Volunteer participation are numerous, we found that the number of Department volunteer position descriptions on the City’s website was far less than the number of positions offered. Of the 43 current volunteer positions listed in the volunteer handbook, only 12 were accompanied by position descriptions on various pages of the Parks and Recreation Department Website. These volunteer positions are listed in Table 2, along with the information that each position description provides to potential volunteers. Volunteer position descriptions are key elements of a successful volunteer program. They help screen, place, and evaluate volunteers in a fair and reasonable way. Well-written volunteer position descriptions can help volunteers screen themselves. Volunteers can tell whether they have the necessary time, skills, and interest to perform the required tasks (Drucke 1992; USHHS Volunteer Handbook 2005). We found a relatively wide variation of information on volunteer positions ranging from the Plymouth Police Reserve Program with complete designed brochures and attached applications to Team Green Tree having only the position title and description of the activity. We found that all positions listed on the Department’s section of the City’s website had the position title and a brief description. All but 2 positions had the contact information of the volunteer coordinator on the webpage.

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Table 2: All of the volunteer programs that are posted on under the Parks and Recreation Department’s portion of Plymouth’s website (http://www.plymouthmn.gov/departments/parks-recreation) were listed. The information in each available position description was noted by the ‘x’ in the corresponding category. All positions had the position title and a brief description. All but two positions had the contact information of the volunteer coordinator on the webpage.

Evaluation of Volunteer Position Descriptions on City’s Website (Part 1)

Volunteer Position Job Title Descript. Tasks Contact

Info. Specific

Application Location Summer Teen Volunteer Application x x x x x x

Plymouth Police Reserve Program x x x x x

Plymouth Police Explorers Program x x x x x Adopt a Storm Drain x x x Community Emergency Response Team (CERT) x x x x

Somali Interpreters x x x Storm Drain Marking x x x x Group planting project x x Athletic Coaching Program x x x x Team Green Tree x x x Weed Wrench Loan Program x x x Special Event Volunteers x x x Evaluation of Volunteer Position Descriptions on City’s Website (Part 2)

Volunteer Position Supervision Commitment Qualification Benefits Photo

Number of Total

Descriptors Summer Teen Volunteer Application x x x x x 11/11

Plymouth Police Reserve Program x x x 8/11

Plymouth Police Explorers Program x x x 8/11 Adopt a Storm Drain 3/11 Community Emergency Response Team (CERT) x 5/11

Somali Interpreters 3/11 Storm Drain Marking x 5/11 Group planting project 2/11 Volunteer Coaching Program 4/11 Team Green Tree 3/11 Weed Wrench Loan Program 3/11 Special Event Volunteers x 4/11

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Recommendations

Recommendation 1 – A Volunteer Engagement Ladder As shown in our findings, Plymouth has a surplus of volunteers and too few volunteer opportunities to cater to the current interest in volunteering. In order to address this finding we propose adopting a volunteer engagement ladder. As volunteers progress through the volunteer program and their commitment increases, volunteers will be moved up to higher level positions and receive valuable training along the way. Each volunteer would receive a t-shirt with a City of Plymouth logo to indicate that they are a volunteer. The t-shirt color would also correspond to which level along the ladder they belong to. As volunteers progress up the ladder, more entry level positions will be opened up and allow for a higher capacity of volunteers to be engaged in managing green space and the community as a whole.

A Volunteer Engagement Ladder could work to formalize volunteer recognition. As time goes on and volunteers get

comfortable in the program, it is most practical to move these individuals up the Engagement Ladder--giving them access to more volunteering opportunities and allowing them to take on more responsibility. These volunteers would be moved into higher-level positions and receive appropriate training as they delve into new tasks. This would allow for entry level volunteer positions to open up, providing more opportunities for community members who have never volunteered but have the desire to. Per commitment and training, a volunteer would be moved up the Engagement Ladder in the following order: Screening, Entry Level, Mentor, Team Leader, and Board Member (As depicted in Figure 3). This achievement-based system of

Figure 3: An Example Framework for Engaging Volunteers

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volunteer engagement would allow for Plymouth to recruit new volunteers for entry level positions, and retain volunteers by providing them with increasing amounts of training and responsibility. This will result in a steady decrease in Plymouth’s volunteer surplus, getting more new volunteers into the program by moving existing volunteers up the Engagement Ladder. Screening After a new volunteer has applied to become a part of the City of Plymouth volunteer program, they have an initial interview with the volunteer coordinator. During this meeting, the new volunteer and volunteer coordinator work together to find how the volunteer best fits into current opportunities. The volunteer’s skills and interests are assessed and information is inputted into a management software where the volunteer’s information can be searched and volunteer hours can be recorded. The new volunteer must then attend a new volunteer orientation before they become an entry level volunteer.

Entry Level - Blue T-Shirts

Entry level volunteers are an essential part of any volunteer program. Entry level volunteers provide fresh ideas and new energy to any volunteer event. Entry level volunteers are assigned a blue t-shirt as both a reward and as a way to make them easily identifiable. Each entry level volunteer is paired with a mentor. The guidance these mentors provide is essential for the growth of the volunteer and also allow for more work to be completed. Entry level volunteers have a very low commitment level and may attend one or many volunteer events. In order to become a mentor, entry level volunteers must have completed a certain amount of volunteer hours, showing that they are more than just an episodic volunteer but have some level of commitment to the volunteer program.

Mentor - Green T-Shirts

The main difference between a mentor and an entry level volunteer is the level of commitment. A mentor has shown they are committed to the volunteer program and have experienced several volunteer events. Mentors are the first person an entry level volunteer goes to with questions and concerns about the volunteer program or event. Mentors are given a green t-shirt and are paired with entry level volunteers to help guide them and show them the ropes. A mentor may have received supplemental training if they have chosen to. Mentors are expected to attend a higher number of events and report to team leaders. If a mentor indicates they would like a more intensive leadership role, they can talk to a team leader or a staff member to receive training to become a team leader.

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Team Leader - Red T-Shirts

Team leaders are tasked with the on-site supervision of a volunteer event. Team leaders are assigned a red t-shirt. If there is an issue, the team leader responds. They also provide training to mentors and entry level volunteers and may even lead entry level volunteers through the orientation process. There are much fewer team leaders as there are mentors but the level of commitment and responsibility increases. Team leaders have received training from the city and have access to supplies for volunteer events. Team leaders have the opportunity to attend workshops to acquire certifications that further their level of applicable knowledge. Team leaders also administer surveys to mentors and entry level volunteers.

Board Member

Volunteer advisory committees often involve community leaders, experts and representatives of other stakeholder groups whose work or interests are related to program issue. Members may include active organizational volunteers or local professionals with relevant expertise. A volunteer advisory committee can serve as an excellent learning laboratory for volunteers to gain leadership skills (Lulewicz 1995). Membership on the volunteer advisory council should ideally reflect the community. Typical volunteer advisory council work includes such tasks as: assisting with needs assessment or environmental scanning, soliciting resources (human, financial, etc.) to support a program, helping to build partnerships with other agencies, and providing technical assistance to the staff in areas of expertise (Edwards 2008).

Recommendation 2 – Developing Detailed Position Descriptions In our review of the Department’s volunteer positions available on the City’s website, a few of the volunteer programs met most of the criteria for a detailed position description while the majority only contained (1) The position title, (2) A brief description of the position, and (3) The contact information of the volunteer coordinator (Finding 2, page 10). Creating detailed volunteer position descriptions and making them easily accessible can provide a clear foundation for any volunteer program. A detailed job description can tell potential volunteers what you'd like them to do, what qualifications they need, how many hours you want them to work, and what benefits they will receive from participating (Carlton 2012). Making clear and detailed volunteer positions available on the city's website can helps to ensure a greater sense of responsibility and commitment as well as a greater chances of pairing volunteers with positions they will find satisfying (Ellis 2007). The act of developing job descriptions and selection criteria forces city staff to clarify thinking about the position, the kind of person they want for it, and for the organization itself (USHHS Volunteer Handbook 2005). Providing a general or specific location of where the work is taking place and where a volunteer will report to can help volunteers determine whether they can use public transportation or need to depend on personal transportation. It’s also important for

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volunteers to know who they will be reporting to and who will be their supervisor for a position so that they can ask questions regarding the position and the details involved. Listing the time commitment for a position is also very helpful because volunteers will be able to more easily determine which activities they can participate in based off of time constraints or their willingness to commit. An entry level volunteer position might only require a few hours a week but other positions may require a greater time commitment and that can determine what positions volunteers may choose. Benefits such as free training or program t-shirts are a great incentive for volunteers to choose a position (CIB 2008). The example volunteer position description below breaks down the volunteer position description by its components and definitions. It can help you develop meaningful position descriptions with achievable goals. A blank copy of this worksheet is available in (Appendix C)

Figure 4: A fully completed volunteer position worksheet example. This describes the details associated with an

entry level forestry aid position such as the job title, duties involved, the jobs location, who will be supervising, the commitment required, the qualifications a volunteer must have and the benefits that come with the position.

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Recommendation 3 – Volunteer Orientation & Training We recommend that the Department staff responsible for supervising volunteers develop and carry out regular orientations for new volunteers. In addition, developing an orientation process will introduce volunteers to the Parks and Recreation Department, city staff, fellow volunteers, and the program or role they will be in. An orientation process is meant to be an introduction, allowing the volunteer to feel welcomed by the organization. Training is directly related to the skills, knowledge, and strategies necessary to complete a particular task. It can include teaching volunteer member’s new skills, exposing them to unfamiliar ideas, giving them the chance to practice, and get feedback on particular techniques or styles of working with people, or simply encouraging them to discuss their work with one another. Training should be ongoing throughout a volunteer's participation with the city. It is important to challenge the assumption that volunteer training can be inefficient use of staff resources and time. Training volunteers does not have to be a burden and will greatly improve the capacity of city programs if there is a clear mission and plan for volunteer involvement and participation. One way to increase volunteer engagement and reduce the necessary inputs from staff is to develop and invest in individuals capable of managing and mentoring other volunteers. It is important that a city volunteer program invest in a positive on-boarding process via orientation and training, logistics planning, ongoing communication with volunteers, and volunteer leadership engagement (USHHS 2005)

Why is it important to have a volunteer orientation program?

● Sharing knowledge – The orientation process introduces volunteers to your organization, its history, mission, goals, policies, and rules. This can help create a sense of identity for the volunteer, and a sense of commitment to your project.

● Motivation and enthusiasm – A well-developed orientation provides lasting motivation and enthusiasm for volunteers. A positive orientation reinforces interested volunteers’ decision to work for your organization. Not only does it explain why their support is necessary, it reaffirms that by supporting your organization they will be contributing in a meaningful way.

● Confidence and comfort – A strong orientation program which explains your organization’s work can make volunteers more confident, directed, and comfortable in their work.

● Avoiding future problems – By explaining important information from the start, you can save time and energy, and avoid misunderstandings. By communicating your organization’s rules and policies, your orientation can play a key role in risk minimization and avoidance.

*Adapted From (Ellis 2007) There is much volunteer work that can be done with minimal or no training. For example, selling drinks at a concessions stand, singing in annual event participants, or helping to clean up the Plymouth Creek Center after the annual arts fair. It is however important to consider training

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volunteers who are engaged in leadership and decision making. To successfully move volunteers up through an engagement framework (page 14), the proper training is required.

All training programs need to cover the following:

● How to do the work: Explain in detail, and demonstrate the steps involved in the task – this will take up most of the training. Instructions that are seemingly simple like “paint the classroom” need elaboration: With what tools? How many coats? Should the floor and furniture be covered for protection? How should the project be cleaned up?

● What not to do: Are there certain things volunteers should not do, or are not allowed to do? Training should make a volunteer's (and the organization’s) limits very, very clear. For example, is it appropriate for volunteers to take pictures at the project? What to do if something goes wrong: Your orientation program should include this information, but a reminder is helpful.

● What should a volunteer do if a problem occurs (like a disagreement between

beneficiaries, a miscommunication, bullying, or broken equipment)? Who do they contact? Is there a first aid kit? What should they do in an emergency (like a fire or injury)?

*Adapted From (Ellis 2007) Other volunteers are often an integral part of training, although they rarely run the programs. In smaller organizations, the entire training might take place by one volunteer shadowing another for a few days; for larger, more formal trainings, volunteers can give trainees an important perspective on "what it's really like." Encouraging volunteers to participate in the sharing of knowledge, skills, and expertise allows for volunteers to build relationships with one another. This can be done while simultaneously alleviating the demand for staff to take full responsibility for volunteer orientation and training. Encouraging volunteers to be trainers is one way for them to refresh their skills and to feel more connected to the volunteer program (Community Toolbox 2016). We found that the city has done much to ensure that volunteers have a positive first impression of the city's volunteer program. Volunteers begin their orientation process with an online initial interest survey for community volunteers and an application for young adult volunteers who are interested in self-selecting into the program. This screening method is great for connecting motivated community members with the volunteer coordinator. An interview/talent assessment is conducted with each volunteer who individually fills out the initial interest survey and is scheduled after the application is received. The interview will allow the volunteer coordinator to better understand the volunteer’s areas of interest and experience. It is through this process that the volunteer is matched with a volunteer opportunity.

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It is important that new community volunteers receive all of the information that they need to succeed in their role. While the volunteer coordinator plays a large part in the orientation of volunteers, it is important that all city staff responsible for engaging with volunteers to have the same expectation for what volunteers should know. Appendix E contains a volunteer orientation checklist that can be easily used by those responsible for orienting new volunteers to a program. This is a useful tool for the development of new programs for volunteers who are responsible for program orientation.

Recommendation 4 – A Volunteer Resource Internship Creating an intern position under the volunteer coordinator would be extremely beneficial for the sustainability of Plymouth’s volunteer program. This position would be filled in a similar method as other volunteer positions. A potential intern would be interviewed by the volunteer coordinator and placed into the role. Although a volunteer could be used to fill this position, an internship is preferable because of the time commitment and responsibilities involved. Potential interns could be recruited from local colleges, drawing on students and with an interest in volunteer organization management. The intern occupying this position would be responsible for directly assisting and learning from the volunteer coordinator. Responsibilities could include developing a newsletter, helping to conduct volunteer orientation, assisting with data entry, periodically distributing surveys to the appropriate people, and inputting collected survey data. An intern under the volunteer coordinator would help the volunteer organization achieve its objectives and help implement recommendations. A complete list of recommended tasks for the position can be found in the sample internship position description in Appendix D. Interns would also develop an understanding of the volunteer program structure and interactions which could enable them to take on other leadership positions in the organization. The skills they develop working under the Volunteer Coordinator could also prepare them for continued involvement in the community.

Recommendation 5 – Active & Inactive Volunteer Satisfaction Survey The main source of data is regularly collected from volunteers is how many hours they have logged, and for what their volunteer activity was. A data-driven approach to volunteer management is necessary in the present day, but more so as the demographics of Plymouth’s population continues to change. This data can be used to help assess the state of the volunteer program and more importantly, inform decision making.

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To collect this data, we recommend administering an online satisfaction survey to current volunteers and inactive volunteers. (See Appendix A for a recommended sample template.) These survey instruments are designed to assess the satisfaction and motivations of active and inactive volunteers.

The survey of active volunteers is intended to acquire feedback from current volunteers. Currently, all that is known from active volunteers is feedback given in passing or informal conversations. This survey allows for information to be collected from volunteers on their satisfaction of the current program, and what improvements can be made. The avenue for information created by this survey can help inform decision making on changes that could help improve satisfaction rate and make the volunteer program sustainable.

The survey of inactive volunteers is intended to understand the reasons for inactivity based on the experience they had with city staff, delegated activities, and other volunteers. Currently information on the reasons for volunteer inactivity are not formally collected by the City staff (See Appendix B for a recommended sample template.) Inactivity could result from volunteer program conditions such as dissatisfaction with activity, conflict with other volunteers, or external problems such as poor health or personal life conflict. By collecting and analyzing this data, city staff can address prevalent issues regarding their retention rate. This information could be used to improve training protocol for volunteer activities, or improve the ability for city staff to place volunteers in positions where they will thrive.

Conclusion In the City of Plymouth, volunteers are an integral component in community engagement and the management of greenspaces. It is clear that Plymouth highly values and invests in their volunteer program. This report includes findings concerning Plymouth’s volunteer program and recommendations on how to make the program even better. There are methods that have been shown to work time and time again across locality, and city managers should not be forced to reinvent the wheel when it comes to developing quality volunteer programs. It is our hope that the recommendations in this report will be implemented with consideration of the local resource availability, governance structure, and program history. We as students from the University of Minnesota have had a chance to work with planners, foresters, volunteer coordinators, and operations managers from the City of Plymouth. Through the process of synthesizing, adapting, and applying the knowledge and resources we have gathered in our study, we hope that this report can be used to start a thoughtful conversation about how Plymouth can ensure the quality of its volunteer program for many years to come.

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References

Carlton, L. (2012). Handbook on Best Practices in Volunteer Management. Report.

Citizens Information Board (CIB). (2008). Managing Volunteers: A Good Practice Guide. Report.

Community Toolbox (2016). Developing Training Programs for Volunteers. Work Group for Community

Health and Development, University of Kansas. Retrieved from ctb.ku.edu/en/table-of-contents/structure/volunteers/training-programs/main

Cowett, F. D., & Bassuk, N. L. (2012). SWAT (Student Weekend Arborist Team): A Model for Land Grant

Institutions and Cooperative Extension Systems to Conduct Street Tree Inventories. Journal of Extension, 50(3), 8

Drucker, P. F. (1992). Managing the nonprofit organization. New York: HarpetCollins.

Edwards, H. C. (2008). Volunteers in leadership roles: Successfully engaging advisory councils. The International Journal of Volunteer Administration, XXV, 2, 1-16.

Ellis, J. (2007). Best practices in volunteer management: an action planning guide for small and rural nonprofit organizations. Yukon Volunteer Bureau. Report.

Fried, M. 1982. Residential attachment: Sources of residential and community satisfaction. J. Soc. Issues 38(3):107–119.

Hager, M. A. (2004). Volunteer management practices and retention of volunteers. Report.

Kaplan, R. (2001). The nature of the view from home. Environ. Behav. 33(4):507–542.

Knepper, H., D'Agostino, M. J., & Levine, H. (2015). Volunteer Management Practices during

Challenging Economic Times. Journal of Public Management & Social Policy, 20(2), 7.

Lulewicz, S.J. (1995). Training and development of volunteers. In T.D. Connors (Ed.), The volunteer management handbook (pp.82-102). New York: John Wiley & Sons, Inc.

Parsons, R., L.G. Tassinary, R.S. Ulrich, M.R. Hebl, and M. Grossman-Alexander. 1998. The view from the road: Implications for stress recovery and immunization. J. Environ. Psychol. 18(2):113–140

Ulrich, R.S. 1984. View through a window may influence recovery from surgery. Science 224(27 April 1984):420– 421.

US Department of Health and Human Services (USHHS). (2005). Successful Strategies for Recruiting, Training, and Utilizing Volunteers: A Guide for Faith-and Community-Based Service Providers. Substance Abuse and Mental Health Services Administration, Center for Substance Abuse Treatment. Report.

Volunteer Maine (VM). (2008). Need to Know Basics of Managing Volunteers. Report.

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Appendices

Appendix A: Active Volunteer Satisfaction Survey Template Appendix B: Inactive Volunteer Satisfaction Survey Template Appendix C: Position Description Worksheet Appendix D: Volunteer Intern Position Description Appendix E: Volunteer Orientation Checklist Appendix F: Interview and Email Correspondence Questions

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Appendix A: Active Volunteer Satisfaction Survey Template Why did you start volunteering? (Select all that apply) Social reason Give back to the community

Need to fulfill community service hours Get outside more

Learn new skills Academic related

Other (Please specify)

______________________________________________________________________________________________________________________________________________________ Please rate the following on a scale of 1 to 5 (1 being poor, 5 being excellent) Overall volunteer experience 1 2 3 4 5 N/a

Level of training received for activities 1 2 3 4 5 N/a

Availability of volunteer opportunities that align with your interest

1 2 3 4 5 N/a

Quality of communication with volunteer coordinators/leaders

1 2 3 4 5 N/a

How well expectations were communicated to you 1 2 3 4 5 N/a

Friendliness of the environment 1 2 3 4 5 N/a

Recognition for your work 1 2 3 4 5 N/a

Development of new skills during your volunteer experience 1 2 3 4 5 N/a

Importance of volunteer activity 1 2 3 4 5 N/a Are you interested in volunteer leadership roles and taking on more responsibility? Please Circle one.

Yes No I would like more information

What recommendations do you have for the City of Plymouth to improve the volunteer experience? ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

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Appendix B: Inactive Volunteer Satisfaction Survey Template Why did you start volunteering? (Circle all that apply) Social reason Give back to the community

Need to fulfill community service hours Get outside more

Learn new skills Academic related

Other (Please specify) __________________________________________________________________________________________________________________________________________________________ Why did you leave the volunteer program? (Circle all that apply) Health issues Social interactions

Safety concerns Communication issues

Fulfilled position obligations Seasonal Commitment

Relocation Time conflict

Lack of activities that align with your interest

Other (Please specify) __________________________________________________________________________________________________________________________________________________________ Please rate the following on a scale of 1 to 5 (1 being poor, 5 being excellent) Overall volunteer experience 1 2 3 4 5 N/a Level of training received for activities 1 2 3 4 5 N/a Availability of tools and resources you needed 1 2 3 4 5 N/a Volunteer opportunities that align with your interest 1 2 3 4 5 N/a Quality of communication with City Staff 1 2 3 4 5 N/a How well expectations were communicated to you 1 2 3 4 5 N/a Friendliness of the environment 1 2 3 4 5 N/a Recognition for your work 1 2 3 4 5 N/a Development of new skills during your volunteer experience 1 2 3 4 5 N/a Importance of volunteer activity 1 2 3 4 5 N/a

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Appendix C: Position Description Worksheet

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Appendix D: Volunteer Intern Position Description Plymouth volunteer program works to strengthen the community by providing an opportunity for local residents to contribute to city government, facilitating active partnerships between city staff and community members and help citizens become more familiar with city programs, services the issues. The Volunteer Coordination Intern would work directly under the city’s Volunteer Coordinator to help build the capacity of city volunteer programming.

Position: Volunteer Coordination Intern

Description: The City of Plymouth Parks and Recreation Department seeks an intern to assist with the recruitment, training and management of community volunteers. The intern will assist with volunteer engagement, communications and program development.

Responsibilities:

● Research, develop, and maintain lists of potential volunteer groups and individuals ● Help manage volunteer outreach using social networking tools ● Seek out community events and speaking engagements in order to recruit more volunteers ● Reply to volunteer inquiries and match volunteers to specific volunteer roles ● Schedule groups and individuals for community special and annual events ● Provide scheduled volunteers with necessary documentation in a timely manner, including

waivers, directional maps, volunteer FAQs, and other necessary documents ● Conduct volunteer orientation at least once a week either Friday or Saturday morning ● Assist with data entry and ensure data quality of volunteer statistics ● Draft a regular volunteer newsletter

Qualifications:

● Possess superior interpersonal skills, with the ability to deliver exceptional customer service to a diverse group of constituents (i.e. sponsors, volunteers, and homebuyers) • Completed or working toward a college degree, preferably in a related field (e.g., Education, Non-Profit Management, Volunteer Management, Program Management)

● Previous internship or related experience either as a volunteer or managing volunteers is a plus ● Must be computer literate (working knowledge of word processing, PowerPoint, Excel) ● An effective communicator, both written and oral ● Firm grasp of available tools and platforms in the social media space ● Enthusiasm for the mission the City’s volunteer program and the community members we serve

Start Date: Position open until filled, requires 3 – 6 month commitment.

Hours: 8 – 12 hours/week, preferably twice a week in the office

Compensation: [paid/unpaid]

To Apply: Please a send cover letter and resume to jmaas@plymouthmn.gov The City of Plymouth is an Equal Opportunity Employer and does not discriminate on the basis of sex, race, age, national origin, ethnic, background, disability or any other characteristic protected by law.

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Appendix E: Volunteer Orientation Checklist

Volunteer Orientation Checklist

Item: Personally Communicated

Written Communication

Does Not Apply

Mission and vision Termination process Description of project outcomes Definitions of technical terms/jargon Volunteer program purpose Dress code Organizational structure Financial expectations of volunteers Explanation of program Behavioral guidelines Volunteer work schedule Organization's policies and rules Supervision and evaluation Safety advice and phone numbers Volunteer training schedule Volunteer benefits Emergency procedures Organizational history Statement of gratitude Reimbursement policy A map of the local area Short and long-term goals Information about staff members Confidentiality or legal restrictions Tour of the facilities Volunteer position description(s) Grievances procedure Culturally-relevant information Other: ___________________________

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Appendix F: Interview and Email Correspondence Questions 1. Can you describe your position with the City?

2. The interest that you have in helping Plymouth develop volunteer engagement

programs?

3. How do you currently engage with volunteers? Which activities are they participating in?

4. What challenges do you currently face when engaging with volunteers?

5. How could volunteer positions be designed to allow more participation in planning, decision making, and supervising roles to assist you in accomplishing your goals

6. How do you currently support or enable volunteers?

7. Do you collect any information on volunteer contributions? (I.e. volunteer testimony, hours, activity preference, etc...)

8. Can you describe how your time is spent as Plymouth volunteer coordinator?

9. Which individuals or groups do you rely on the most to get things done?

10. How willing and able are you to have volunteers help you implement suggested practices?

11. Where are the spectrum of volunteer opportunities being published beyond what is listed on the website?

12. What volunteer data is being collected?

13. What activities are required of volunteers when they volunteer with the city?

14. Where can we go to better understand the volunteer demographics?

15. What communities are good comparisons for the volunteer programing that Plymouth does?

16. In five years, do you hope that Plymouth’s volunteer program will be?