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2013_1202_packet
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38 volunteers as well the time needed to supervise within each department. Ms. Maas does the <br />39 initial recruitment and screening, but the actual supervision of the volunteers falls to the <br />40 individual department that utilizes the volunteer. She said it is important for everyone to <br />41 understand that department staff and not the Volunteer Cooridinator will be supervising the <br />4, volunteer and overseeing their work. She indicated that all of Plymouth's departments utilize <br />4? volunteers to some extent and despite some initial reluctance, have all embraced the use of <br />44 volunteers. <br />4f. <br />4 Challenges and Opportunities <br />4d <br />4� In talking to the City of Plymouth and review other literature, there are some challenges when <br />4( implementing a volunteer program. One is to make sure that there all staff buy -in. There may be <br />ri f concern of how much time it will take to oversee volunteers. There will also be a concern that <br />b'i the volunteers will replace paid staff. Finally there might be concern of given access to restricted <br />52 areas or restricted information. <br />5a. <br />54 Having a vibrant volunteer network can bring new energy and excitement to routine tasks. <br />55 Volunteers will also bring new ideas and skill sets to the City that can be utilized. Perhaps most <br />56 important benefit with the use of volunteers is that it creates a great connection between city staff <br />57 and operations and the residents. In fact, the use of volunteers can lead to extensive community <br />58 engagement. Volunteers with the City will better understand the City's programs and services <br />59 through their service time and will feel more connected and have more pride with the City due to <br />60 their service. In addition, the use of volunteers will allow city staff to interact with residents on a <br />61 daily basis on issues of mutual interest. <br />62 <br />6%1 Volunteer Coordinator within City Organization <br />64 <br />6L It is clear that having a volunteer coordinator would be a great benefit to the City organization as <br />66 a whole and will provide for better services. Although the Park and Recreation Department has <br />67 the largest number of volunteers, staff proposes that any new position would serve all of the <br />68 departments and be housed in Administration. This arrangement would not only allow for the <br />69 Volunteer Coordinator to provide services to all departments, the Interim City Manager sees this <br />70 position also coordinating the City's community engagement efforts. It would seem that working <br />71 with volunteers is at the heart of community engagement. <br />7 <br />7 For the most part, the use of volunteers will not take place at City Hall, but within the <br />7 community and in neighborhoods. The coordination and use of volunteers is perhaps the best <br />7: form of community engagement. The volunteers will invest their time and talents into the <br />7 community and take ownership in their efforts. Volunteering will cause people to have pride in <br />77 Roseville and feel better connected to the community. <br />78 <br />79 The Interim City Manager sees a great possibility of the Volunteer Coordinator position as being <br />8o able not only better oversee the use of volunteers within Roseville , but also address some of the <br />81 findings from the Community Engagement Task Force. <br />82 <br />83 Options for Consideration <br />84 <br />85 The biggest challenge for moving forward with the creation of the Volunteer Coordinator <br />8F position is funding. Exact costs have not been calculated, but it can be expected that staff costs <br />Page 2 of 4 <br />
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