SD6 - The Virginia Division of Volunteerism
Executive Summary: To "encourage and enhance volunteerism in the Commonwealth," the Virginia Division of Volunteerism was established in 1979. At present, there are an estimated 1.3 million volunteers in Virginia, and the hourly value of their collective services is estimated to be about $8.69 million. The Division provides information, training, and recognition to support these efforts. Senate Joint Resolution 36 directed JLARC to evaluate the performance of the Division of Volunteerism and recommend whether the Division's enabling legislation should be reenacted. This report therefore focuses on the Division's fulfillment of its mandate and on determining whether there is continuing need for its services. The staff report concludes that the Virginia Division of Volunteerism should be reauthorized. Increasing emphasis on volunteerism in the State, a high demand for the Division's services, and the quality of the Division's past performance justify its continued operation. Although the Division's achievements in the voluntary sector have been commendable, changes are needed with regard to two issues, the Division's status as a separate State agency, and the potential for duplication with the Center for Volunteer Development of Virginia Tech. Fulfillment of Mandate The Division of Volunteerism has been given the statutory responsibilities of assisting all State agencies in developing volunteer programs, aiding in the collection and dissemination of information on volunteerism, informing the public about volunteer services and opportunities to volunteer, providing technical assistance and training, and promoting volunteerism in the State. JLARC assessed the extent to which the Division of Volunteerism has fulfilled these mandates by reviewing the agency's objectives and achievements and by identifying impediments to carrying out its charges. Agency Outcomes and Impacts. The Division of Volunteerism has established objectives consistent with its legislative mandate and has engaged in numerous appropriate activities. Although it is difficult to measure the agency's actual impact on volunteerism in the State, organizations served by the Division are highly positive about its contributions. Existing Impediments. To compensate for its limited staff resources and to increase its range of influence, the Division of Volunteerism has placed an emphasis on providing services only to those agencies which request assistance, and on becoming a "trainer of volunteer trainers." Despite this "reactive" approach, however, the agency is still unable to meet the demand for its services. An agency request for additional positions was withdrawn in order to comply with the Governor's budget targets. However, alternate means of expanding the Division's service capacity should be explored, such as upgrading existing staff positions to improve service delivery, making greater use of volunteer coordinators from State and private agencies as trainers, increasing the Division's use of volunteers for training and administrative purposes, and video-taping frequently offered seminars. Officials of the Division indicate that service delivery is also hampered by responsibilities associated with its status as a separate State agency. In order to relieve this burden, the Division's status should be reconsidered and its administrative responsibilities assigned to a larger agency. Continuing Need for the Division Several issues are involved in determining whether the Division should continue operating, whether the need continues for State-level assistance to volunteerism, the potential for duplicating the services of other State agencies, and the likely impact if the Division were abolished. Need for Volunteerism. Several factors, including declines in resources, increases in costs, emphasis on citizen involvement in government, and legislative and executive interest in volunteerism, point to a continuing need for a State volunteer office. Moreover, demand for the Division's services remains high as public and private agencies look for ways to utilize volunteers. Areas of Overlap or Duplication. Duplication between the Division and other volunteer offices could result in unnecessary cost to the State and a lack of focus for volunteer activities. The creation of the Center for Volunteer Development by the Virginia Tech Extension Service has intensified the potential for overlapping services. In spite of attempts by both agencies to reduce duplication, there is a potential for overlap both in service delivery and in client groups. Because the future of both agencies is uncertain, several options are presented for coordinating functions and eliminating duplication. Likely Results if Abolished. Although the State would save the cost of agency operations ($150,000 annually) by abolishing the Division of Volunteerism, the action would likely result in an even greater loss to the State by possibly curtailing the expanding use of volunteers. Moreover, user groups and Division officials indicate that eliminating the Division would result in the loss of valuable training and assistance and signal a loss of State support to the volunteer community at a time when volunteerism is still in an embryonic stage in Virginia. Conclusion and Recommendations The evidence contained in this report suggests that the program managed by the Division of Volunteerism is valuable, cost-effective, and necessary. The Division's efforts are highly regarded and apparently needed by volunteer organizations across the State. Further, current economic trends and increased reliance on private initiatives to provide important services point to the increased use of volunteer efforts. State-level support and encouragement for volunteerism should, therefore, be continued. Recommendation (1). The General Assembly should reenact legislation in 1984 that continues the services provided by the Virginia Division of Voluntcerism. Recommendation (2). If volunteerism is viewed as an administrative function, the Division should be transferred to the Administration and Finance secretariat and administrative support provided by a larger department. If viewed as a human resource function, the Division should remain under the Human Resources secretariat and administrative support provided by a larger agency within that area. This would reduce the routine administrative demands on the Division's staff, moderate the need for additional program staff, and thereby increase the agency's service delivery capability. Recommendation (3). The General Assembly should act to reduce the overlap and duplication which exists between the Division of Volunteerism and the Center for Volunteer Development at Virginia Tech by either (1) requiring a more specific memorandum of understanding to clearly specify the responsibilities of each agency, and/or (2) restricting activities of the Center to those consistent with the University's extension mission and limiting the Center's funding to non-State sources. Recommendation (4). The Virginia Division of Volunteerism should take steps to improve its effectiveness by (1) upgrading existing staff positions for service-delivery purposes and (2) seeking to enhance its capabilities to delivery services through such means as the use of agency volunteer coordinators as trainers, videotaping some agency training programs, and expanding its own use of volunteers for program and agency purposes. |
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