A Study of Ketchikan: Barriers and Motivations
Leah Hayes
There is a lot of data that demonstrates the advantages of volunteering as well as data about why people do and do not volunteer; however, not all of this data is applicable to small, rural, isolated communities of Alaska. Leah Hayes polled organizations, volunteers, board members, as well as ex-volunteers and ex-board members, in an effort to understand exactly what the barriers and motivations to volunteering are right here in our own community. This is what we learned.
Expectation of Service ≠ Reality of Service
The gap between volunteer expectations and the “meaningful” opportunities non-profit and membership organizations are actually able to provide is being felt by both sides of the volunteer equation - the individuals offering their time and the organizations who are the intended recipients of this goodwill.
Volunteers feel that the work they thought they were going to do is not actually what they are doing.
Organizations are often not able to offer more meaningful volunteer activities because of capacity restraints and the inability to allot existing staff time to management and maintenance of volunteers.
Skills vs. Desire
Just because someone has the skill, it doesn't mean they want to use it.
When you're good at something that you don't enjoy doing, chances are other folks don't enjoy doing it either. They praise you for being so gosh-durn excellent at it, and you do it some more. And some more...Pretty soon, you're doing it a lot.
The other side of the coin is that many volunteers come with professional skills, but many professionals are looking for volunteer tasks that involve something different from their work life.
Connect the Dots
Everyone wants to contribute in a substantial way. At the same time, there is always work that needs to be done that, while very important, is not at all glamorous.
Organizations must connect the dots for why unpleasant tasks matter.
Be Organized!
If asked to show up at 6pm, there should be work to be done at 6pm. If a volunteer is sitting idle, they could probably be doing something else. Organizations also must make sure that the task is laid out simply and all tools needed to complete the job are present and ready to go. Organizations need a volunteer manager! A volunteer's time is valuable, and organizations need to respect that.
Empower Volunteer's Independence
Step back. Take a breath. Trust. Know the goals and the criteria that define success and make sure that everyone involved understands the scope of their role. Train and oversee, but don't dictate one's every move. Above all else, don't micromanage!!! Micromanaging doesn't bring anyone joy or satisfaction.
Engage Volunteers for a Set Time
It's often said that the same 50 people volunteer all over Ketchikan. With so many jobs to do, we may be asking for too much of our volunteers. Provide volunteers with an "off ramp". Sometimes just knowing that they have been "granted" permission to opt out of serving, makes all the difference to a burned out volunteer. Having more than one volunteer for a single job can also be helpful, and mandate rest for those volunteers who over-commit themselves and work to exhaustion.
Don't burn out your volunteers!
Share Leadership with Volunteers
Volunteers can take on leadership roles. Build confidence in your volunteer by having them assist in orientation of new volunteers and offer hands-on experimental learning opportunities where leadership identities evolve. Just asking someone to step up and take on a leadership role can increase engagement and promote leadership.
Refocus Volunteers to a Central Goal or Task
Volunteers can get caught up in the rigamarole of day to day procedures of their volunteer task. Don't forget to remind them of the goal or the project so they don't get caught in the weeds.