Volunteer Programs in Recreation and the Factors That Contribute to Their
Success and Sustainability

Stephanie Brown
Department of Recreation Studies, Langara College
RECR 4400: Major Applied Project
Yue-Ching Cheng & Joanne Edey-Nicoll
March 23, 2025

Executive Summary
The use of formalized volunteer management programs (VMs) in Recreation is widely
accepted by B.C. municipalities. This research, by way of collecting credible information
and data as well as first-hand accounts from external industry professionals, aimed to
answer the question:
What factors contribute to successful and sustainable volunteer programs for
diverse programming for older adults (55+ years) and how can these inform the
development of a formalized volunteer program for District of Squamish
Recreation (DOSR)?
The focus of this research was intended for diverse 55+ programs specifically,
nonetheless, findings from broader public recreation programs were considered as
applicable since there was a gap in the literature pertaining specifically older adult
programs.
Secondary research into academic studies, industry resources, and volunteer
management theory sources revealed, inarguably, that the use of volunteers has
tremendous value on many levels. The idea of reciprocal benefit (among volunteers,
organizations, and community) was also repeated throughout the literature.
Aspects of VMs that emerged from the research, and which impacted their success and
sustainability included: the importance of planning, understanding volunteer motivations
(which were found to be mostly intrinsic), and the value of effective leadership and
recognition of volunteers (volunteer satisfaction is linked to the quality of the volunteermanagement process.) Primary research of Metro Vancouver municipalities revealed
more specifically: that the volunteer ‘lifespan’ for older volunteers, when engaged
effectively, is “for life” while youth, though an easily renewable source, have a much
shorter tenure, that reputation played a strong part in the success and sustainability of
their VM, and that the volunteer management resource - Better Impact was widely
adopted.
Recommendations for DOSR when developing their own VM are as follows.

1) Foster an organizational culture of volunteer appreciation; demonstrating to
volunteers through everyday and more-focused actions that they are valued and
appreciated is the responsibility of the organization.
2) Be deliberate with planning including strategic goals and a mission that aligns
with District of Squamish core values and that can evince connection and
enthusiasm from volunteers and appeal to their values.
3) Clearly define the roles and responsibilities of the Supervisors and of the
individual Volunteers. Create several opportunities on which to build connections,
and consequently, a reputation.
4) Ensure that processes are consistent with all volunteers; such equality would
show consistency and neutrality with regard to the treatment of volunteers.
5) Commit to the VM including marketing via new channels, for example Volunteer
Information sessions - with incentives such as food. Further commit by
developing a comprehensive and user-friendly “Volunteer” webpage within
www.squamish.ca/rec and consider subscribing to the volunteer management
system, Better Impact.
The value of volunteering is multidimensional and has been proven to benefit the
greater community within which it operates. Therefore, there is an inherent duty of
municipal governments to foster these benefits.

Introduction
Public recreation has a history of relying on volunteers (Silverberg et al., 2001). The use
of formalized volunteer management programs (VMs) in public Recreation is widely
accepted in B.C. Volunteer time and/or expertise can address gaps and increase
capacity to enhance or complement municipal recreation in the delivery of programs,
services, and events (Volunteer Canada, 2009, City of Vancouver, 2022, City of
Richmond, 2018). Further, it shifts some of the responsibility of the service delivery
model onto the community it serves and has the “power to optimize that service delivery
and strengthen communities” (Holly, 2020).
By collecting credible information and data, and getting first-hand accounts from
external industry professionals, this research aimed to identify the factors that support
effective VMs in public recreation currently. In turn, the findings and recommendations
that follow aim to help inform District of Squamish Recreation in the development of
their own formalized VM.
The research question (RQ) that guided this research was as follows:
What factors contribute to successful and sustainable volunteer programs for
diverse programming for older adults (55+ years) and how can these inform the
development of a formalized volunteer program for District of Squamish
Recreation (DOSR)?
Key terms operationalized
“Successful volunteer program” - resulting from implementation of initiatives and
actions as described in the strategy (City of Richmond, 2018); measurable from
participant registration numbers in added or expanded volunteer-led programs as well
as by positive volunteer and participant feedback and volunteer retention rates.
Quantitative metrics may include key performance indicators as set out by the
framework.

“Sustainable volunteer program” - a commitment on behalf of the municipality to
support and engage volunteers including succession planning (Richmond, 2018) in a
maintainable program in the long-term in such a way as to continue to add value to the
community. With the right policies, procedures, and strategy, a “well-structured
leadership team can provide direction, support, and motivation for … volunteers” for
sustainable success (Ayotte, Step 7, 2024).
“Volunteering is a cornerstone of community and resilience in Canada, contributing
significantly to the socio-economic fabric of the nation and to individual well-being”
(Nakamura et al., 2024, p.3).
Background and Context
The sponsor organization for this research project is District of Squamish Recreation and Culture (DOSR). The Agency advisor is Director of Recreation and
Culture - Jay Deo.
Though DOSR does not have a formalized VM, the 55+ portfolio uses volunteer drivers
for the bus trips and volunteer Contract Instructors for several (9) other programs. While
these volunteers underwent a due diligence process for coverage under the District’s
liability insurance through MIABC (Municipalities Insurance Association of BC), there is
no volunteer management framework. The volunteer-led programs therefore lack
credibility and are at risk of being sustainable without a framework that supports and
recognizes them. Losing them would be detrimental to the 55+ portfolio as a whole as
well as a loss for DOSR and the community. Without a formalized volunteer program,
the challenges of recruiting new volunteers are also magnified. New volunteers are
needed to keep up with the normal attrition that happens due to a variety of reasons
such as moving away, health issues, reduced availability, etc. A well-considered and
formalized VM would better show consistency, neutrality, and that the organization
cares about the experience of the volunteer (Volunteer Canada, 2016). Further, it would
support all three interest-holders: DOSR, volunteers, and the community. The focus of
this research was intended for 55+ programs specifically, nonetheless, findings from
broader public recreation programs were considered as applicable.

Application of this research has the potential to align exactly with the Mission of District
of Squamish: “We lead, facilitate and partner to ensure a liveable and sustainable
Squamish” (District of Squamish, 2024) because the same could be said about a VM.
The District of Squamish’s core values are listed as: Respect, Integrity, Connection, and
Progress (District of Squamish, 2024). A comprehensive volunteer program would
strengthen the integrity of the recreation department and bring about more connections.
All of these values would be integral to a successful and sustainable volunteer program.
Literature Review
Secondary research into academic studies, industry resources, and volunteer
management theory sources revealed, inarguably, that the use of volunteers has
tremendous value on many levels; this was visually represented on the ‘Value of
Volunteering Wheel’ (see Appendix A). The wheel laid out some of the benefits of
volunteering for not only the volunteers themselves (i.e. wellbeing, sense of
belonging/community engagement, skills development) but also for organizations (i.e.
increased capacity, diversity, community engagement) and society (i.e. enhanced
democracy, just society, citizen engagement) (Volunteer Canada, n.d.). The idea of
reciprocal benefit (among volunteers, organizations, and community) was also repeated
throughout the literature (Allen et al., 2022, Silverberg et al., 2001, Volunteer Canada,
2017). Peer-reviewed papers examined in this review explored several dimensions of
volunteer management.
The value for volunteers and for organizations was reciprocal in that they supported one
another - which in turn benefited other interested parties. The concept of a ‘volunteer’ in
parks and recreation was analyzed on the basis of: free choice, [lack of] remuneration,
structure, and intended beneficiaries (Barnes & Sharpe, 2006). According to the
different literature cited here, the desired outcome of mutually assured benefit has many
approaches, which are expanded on further on in this paper.
Volunteer Canada published and keeps current the Canadian Code for Volunteer
Involvement (2017). It includes ten (10) ‘Standards of Practice for Volunteer
Involvement’ (Volunteer Canada, 2017). Building on this, the Canadian Volunteerism

Initiative released a guide for small nonprofit organizations which includes (10) ‘Best
Practices’ to guide volunteer programs in Canada (Canada Volunteerism Initiative,
2005). In 2024, What it Takes: Key Strategies for Optimizing Volunteering was
published in partnership with the Canadian Alliance for Social Connection and Health; it
was aimed at volunteer-employing organizations as well as government and
policymakers (Nakamura et al. 2024). These documents are essential in informing
volunteer policy and when developing a volunteer management program framework
such as for DOSR.
Most academic research had a specific focus or context for studying volunteering.
Professional sources, conversely, tended to be generic in their examinations. Literature
selected for this review was considered with a Recreation lens; there was a gap in the
literature pertaining more specifically to volunteering in older adult recreation
programming.
Aspects of volunteer management programs that emerged from the literature and which
impacted their success included: understanding motivations of volunteers, having a
strong framework to the volunteer management process, challenges to recruitment, and
the extent of leadership into engaging volunteers.
Volunteers’ motivations for volunteering were understood to be primarily intrinsic, pure,
and/or altruistic (Allen, 2022, Barnes & Sharpe, 2009). However, there were
circumstances in which extrinsic motivation was apparent whereupon volunteer efforts
were more self-interested and/or for material or experiential gain (Barnes & Sharpe,
2009, Burns and Graefe, 2006, Statistics Canada, 2021). It cannot be discounted
though that motivations were often fueled by social and or contextual factors (i.e.
volunteering for causes to which the volunteer has a connection) (Anđelković et al.,
2022).
Literature pertaining specifically to volunteer management emphasized the importance
of developing clear Mission/Vision and strategic goals for the program framework
(Ayotte, 2024, Brudney & Nezhina, 2005, Ellis, 2005, Kaur et al., 2022, Quinn, 2023,
Team Better Impact, 2025, Volunteer Canada, 2017). Recruiting and engagement

practices could then focus on how volunteer efforts fit with the organization's overall
vision and how that vision aligns with a volunteer’s values (Quinn, 2023). Further, the
training and task assignment as articulated in the framework could be a means of
retention by matching tasks to volunteer skills and preferences (Kaur et al., 2022).
Where there were challenges to recruitment, it was identified that a lack of awareness of
the volunteer opportunities may be a reason for the challenge. Despite its charitable
nature, getting volunteers ‘in the door’ was as capitalist as marketing any product. A
lack of marketing-dollars for public awareness perpetuated an imbalance that resulted in
a gap in volunteers (Young, 2022).
There was much literature about the theory and practice of leadership and engagement
of volunteers. Research revealed that volunteer satisfaction is linked to the quality of the
volunteer-management process (Arnon et al., 2023) and poor management of volunteer
work is a major obstacle to building a volunteer pool (Brudney et al., 2005). Supervisors’
played an ongoing role of continued monitoring for job satisfaction so that adjustments
to changing preferences could be made (Silverberg, et al. 2001, Anđelković et al, 2022).
When the framework was considered from a volunteer-centric approach, it put the onus
of ‘engageability’ (“ability to engage, motivate, and manage volunteers to maximize their
potential and sustain the volunteering human resource”) directly on the organization,
and to allow for flexibility/adjustability to accommodate volunteers (Arnon et al., p.1633,
2023).
Volunteerism has inherent value, of this there was no debate. However, research
revealed minor contradictions within the field of volunteer management.
Barnes and Sharpe suggested that “traditional volunteer management structures may
actually be hindering engagement and called instead for a more vocation-based,
networked, and collaborative approach which affords greater autonomy to the volunteer
and sees power being shared between agencies and volunteers” (p.170, 2009). Their
research focused on a city park in Toronto that utilized an extensive network of
volunteers who self-identify as “Park Friends” and who offered programs, events, and
even a newsletter (Barnes & Sharpe, 2009). The activities in the park were monitored

by city staff to ensure they adhered to the broader role of a public park and did not fall
victim to self-interest. The framework of any given volunteer management program
would benefit from considering the potential of an vocation-based and/or autonomous
approach.
Extensive studies have been conducted about what motivates people to volunteer.
These studies collected data using surveys/questionnaires, interviews, and observation
(Allen, 2022, Anđelković et al., 2022, Burns 2006). Anđelković et al. (2022), collated and
categorized 233 motivation statements retrieved from extensive research. The
categories were social, personal, and contextual (to help and support the cause or
organization). Motivations were not necessarily exclusive to any one category and
overlap was identified using a Venn diagram. Motives not only ranged from altruistic to
self-interest, they were also different at different times (Barnes & Sharpe, 2009). It was
specifically identified that motivations can change from the initial motivating force to that
which sustains action over time. Research by Asah and Blahna, quoted in Anđelković et
al., found that “social and personal benefits were better predictors of the frequency of
participation [in volunteering] than more-often reported [contextual] reasons” (p. 163,
2022). Understanding what motivates volunteers will aid managers in the task of
keeping volunteers engaged and satisfied.
In looking to understand impacts of recreation fees, Burns and Graefe (2006) found that
low-income earners were strongly in favour of complimentary passes for those who
volunteer at the site. This speaks to an extrinsic motivation that offers a material return
on a volunteer’s investment of time and effort. Support for this model by all levels of
income earners was attributed to how it “reflect[s] a societal value regarding the
importance of work” (Burns and Graefe, p. 17, 2006). Value-driven motivations are a
primary motivator for volunteering according to research by Allen et al. (2022).
A 2018 study by Statistics Canada concluded that, different from younger volunteers,
older volunteers often cited ‘enrichment’ as their reason for volunteering formally (2021).
To pay or not to pay; “several studies report[ed] on the risk of crowding out intrinsic
motivations if [organizations] promote personal benefits such as financial rewards (Stien

et al. quoted in Anđelković, p. 165, 2022). “On the other hand, it may promote
inclusiveness by enabling participation of diverse volunteers that could have financial
barriers (Pateman et al. quoted in Anđelković et al., p. 165, 2022).
The Canadian spirit of volunteerism has always been a point of pride; it is part of the
social, economic, and cultural fabric of Canada (Rosterfy, 2024). It was identified back
in 2001 that the volunteer sector was in decline (Canadian Volunteerism Initiative,
2001). The COVID-19 pandemic then disrupted any gains made, forcing organizations
to look at new approaches to volunteer management (Bolton et al., 2022). Volunteers in
today’s landscape want to understand their potential impact and to have a deep
connection to their chosen cause, all while expecting flexibility (Rosterfy, 2025). The
Canadian Volunteerism Initiative and the Canadian Alliance for Social Connection and
Health advocate for increased efforts to grow the number of volunteers (Canadian
Volunteerism Initiative, 2001, Nakamura et al., 2024). Volunteerism concepts can be
applied to answering the research question even though they are not specific to older
adult recreation programming.
The literature referenced used strategies that follow the volunteer management cycle
(Better Impact Team, 2025) which can be loosely broken down into ‘Before’, ‘During’,
and ‘After’ implementation. Further research into the practical application of the
volunteer management cycle in recreation was expected to offer insights into how
DOSR could implement their own procedures. The ‘Before’ steps involved planning and
laying the groundwork by defining the Mission and Goals, establishing formalized
volunteer roles and volunteer management as well as policies and procedures. Next
steps involved actions of recruiting (including screening) and orientation (including
training and skill matching) and supervising (including engagement). The ‘After’ steps of
the volunteer management cycle involved recognition (including rewards) and
evaluation (including tracking, measuring, and reporting) of the successes and
challenges encountered (Ayotte, 2024, Brudney & Nezhina, 2005, Ellis, 2005, Kaur et
al., 2022, Quinn, 2023, Team Better Impact, 2025, Volunteer Canada, 2017).

The framework for a successful volunteer program requires a great deal of
consideration, due diligence, and maintenance. One of the Standards of Practice from
the Canadian Code for Volunteer Involvement involved an integrated human resource
management approach (Volunteer Canada, 2017). This recognized that volunteers
deserve similar consideration to paid employees of the organization. There were readily
available tools to support managers in this endeavour including the Code for Volunteer
Involvement and from Volunteer Canada.
Strategies for recruitment and engagement will depend on volunteer motivations in the
context of DOSR. Several considerations of volunteer motivations have been reviewed
in this literature including some transferable recommendations, such as, “Consider
whether volunteers can have a larger role in co-designing or collaboratively developing
the project. Asking (potential) volunteers about their needs and wishes before and
during a project enables the targeting of specific audiences and adapting to their needs”
(Anđelković et al, p.166, 2022). It should be recognized that this may not always be
feasible and again, the context of DOSR will determine the strategy.
In this literature review of secondary research, some key factors were identified in
managing successful and sustainable VMs in recreation that may be transferable to
diverse public recreation programming for older adults (55+ years). The research made
clear the reciprocal value and benefits of volunteers for themselves, organizations, and
the greater community. Understanding volunteer motivations (including whether they
are intrinsic or extrinsic) also held value in recruiting and engaging their ongoing
commitment. The research delved into the importance of professional volunteermanagement processes including their role in volunteer satisfaction and retention.
There were many resources available to volunteer managers to support understanding
motivations, developing a volunteer management framework/processes, and leading
volunteers. Building on these resources and this research, much of which is relevant to
a Canadian municipality and/or is current (recently published), along with industry ‘Best
Practices’ and the primary research that follows, DOSR can be sure to have the
required theoretical knowledge to frame their own volunteer program and policy.

Methodology
In order to get the most relevant, real-world information pertaining to the current use of
volunteers in municipal recreation in BC, research data was collected directly from
several municipalities. Interview questions, general public observation checklists, and
content analysis criteria had at their forefront the goal of identifying factors as stated in
the Research Question. Focus was on understanding how established municipal
volunteer management programs function well so that DOSR may consider how to
apply others’ success to Squamish’s planning.
Primary Research Plan & Rationale
The goal was to identify factors that may inform municipal policy, therefore the sources
for the primary research were Sea to Sky and Lower Mainland (Metro Vancouver)
municipalities. Though the Metro Vancouver communities are larger than Squamish, it is
with whom there exists the closest networking opportunities and along with whom
Squamish is a part of the Recreation Facilities Association of BC (RFABC) Zone.
Eleven (11) municipalities who were found to have a “Volunteer” page linked to their
recreation webpage were contacted to solicit interviews with their Volunteer
Coordinator; it was anticipated that these positions would offer the most real-world
insight into what contributes to the success and sustainability of their VM.
Seven (7) of the municipalities contacted agreed to be interviewed (see Table 1.)
Two (2) popular volunteer-lead programs with DOSR were observed using general
public observations (see Table 2.) in an attempt to ascertain what contributes to their
success as well as what might be missing. Observation checklist items focused on the
professionalism of the volunteer and the quality of the program.
Five (5) Municipal websites were analyzed (see Table 3.) for their content pertaining to
their recreation volunteer programs as made publicly available to potential volunteers.
The development of interview questions, observation checklists, and content analysis
criteria was further informed by recommendations from the Volunteer Management
Handbook (Volunteer Canada, 2016).

Table 1. Interviewees

Municipality
New Westminster

Name of Interviewee
Jill Howey

Format
Zoom

Date
Thu Feb 27

Time
2:00pm

Whistler

Sylvie Allen

Phone call

Thu Feb 27

3:30pm

Richmond

Wing Ho

Teams

Fri Feb 28

1:30pm

Delta

Laura Grandison

Zoom

Mon Mar 3

2:00pm

Surrey

Sheri Masaro

Teams

Mon Mar 3

3:40pm

Teams

Tue Mar 4

1:30pm

Teams

Tue Mar 4

3:00pm

Burnaby
Coquitlam

Kelli Tibbles &
Mikaela Graham-Radford
Maria Bamba

Interview questions (see Appendix B) sought insight into effective recruitment tools,
recognition practices, strategic goals identification, understanding volunteer motivations
and expectations. These were all factors identified in the literature review as impacting
volunteer management programs’ success and sustainability. Speaking more
specifically to the sustainability of their volunteer management programs, every
municipality interviewed had had a formalized program for over 15 years.

Table 2. General Public Observations of Volunteer-led programs

Program

Volunteer
name

Location

Date

Time

55+ Bus Trips

Will Black

Brennan Park

Mon Feb 24

11:30am
&
5:30pm

Line Dancing (19+)

Sharon Slater

The 55 Activity Centre

Tue Mar 4

6:00pm

Observation checklist items (see Appendix C) reflected the existing protocol for how
DOSR performs program evaluations; by holding volunteer-led programs to the same
standards as staff-led programs, it engendered them with credibility.

Table 3. Content Analysis Criteria

Municipality

Content: web page(s)

Vancouver

https://vancouver.ca/people-programs/volunteering.aspx
https://policy.vancouver.ca/ADMIN028.pdf

North Vancouver

https://www.nvrc.ca/about-us/employment-volunteering/volunteering

Port Moody

https://www.portmoody.ca/en/city-hall/volunteering.aspx

Port Coquitlam

https://www.portcoquitlam.ca/explore-poco/volunteering/volunteerrecreation

New Westminster

https://www.newwestcity.ca/city_hall/employment/volunteer.php

Content was analyzed on how well it conveyed the framework of the volunteer
management program, which has been identified as essential for any program (Ayotte,
2024, Brudney & Nezhina, 2005, Ellis, 2005, Kaur et al., 2022, Quinn, 2023, Team
Better Impact, 2025, Volunteer Canada, 2017). Content analysis criteria (see Appendix
D) also considered the content from a volunteer perspective including available
opportunities, application process, requirements and expectations, and likewise what
volunteers could expect from the municipality if they volunteered.
Research still needed:
Primary research so far has yielded few results about the success and sustainability of
specifically 55+ public recreation programs. Instead, some volunteers for 55+ programs
are managed through seniors societies (member-based) which operate in partnership
with municipal recreation. In these instances, the municipality may offer support but are
not directly responsible for the volunteer management process. Squamish has a 55+
society, the relationship with whom has been unstable, exacerbated by multiple
leadership changes for both them and for DOSR.
Primary research into key performance indicators and benchmarking may also reveal
more factors that impact the success and sustainability of volunteer management
programs.

Research Findings and Analysis
Findings, as outlined below, have been sorted into three categories: ‘Planning’, ‘In
theory’, and ‘In practice’. The findings pertaining to planning apply primarily to the
groundwork stage of the volunteer management lifecycle. ‘In theory’ findings pertain to
that which was understood to be true based on the research and which will look
different depending on the context; for example, that benefits to volunteering are
multidimensional. Findings under the ‘In practice’ category pertain to the actual
materialization of the program.
Planning
● Successful volunteer management programs (VMs) require a well-developed
framework/processes. This is supported by much of the literature as cited earlier
and was further supported during the interviews. Interview question #8 asked,
“How many people are involved in the onboarding and supervision of your
volunteers?” Each of the Metro Vancouver municipalities had answers that
included several staff in various roles, all of whom played a part in the
established processes of their VM.
● Of the municipalities interviewed/content analyzed, few had a volunteer program
specifically for 55+ recreation programs (excluding lunch programs for which
volunteers worked serving) managed by the municipality themselves; some had
partnerships with seniors societies for that purpose. Most did not separately
identify volunteers with 55+ recreation programs, and some used a centralized
approach for all their volunteers regardless of the duties (ie. Richmond - see
Appendix E)
● A significant struggle regarding recruitment for ‘younger’ VMs was lack of
awareness in the community of the available volunteer opportunities. This came
up in Young’s essay in the collection of essays “Rethinking Volunteer
Engagement for a Rapidly Changing World” and for the Resort Municipality of
Whistler whose VM has only been in effect for five (5) years (see Appendix E.) It
was less of an issue for the long-standing VMs who had built up a reputation and

who mostly used word-of-mouth and their website to recruit. (See ‘In practice
findings.)
In theory
● The benefits of volunteering are reciprocal (benefiting all involved parties). This
was supported time and again in research and during interviews. The goal of
connection (which is understood in the community to be multidirectional) was
also a recurring theme during the seven (7) interviews (see Appendix E.)
Interviewees spoke of strategic goals of their VMs to foster connections when
people attend or volunteer in public recreation programs and also of the
connections made with volunteers during their years of service.
● Factors that motivate volunteers to volunteer often change from the initial
motivating factor to that which motivates continued service. Most municipalities
engage intrinsically motivated volunteers. (Only Whistler used a valuable
incentive and acknowledged that it was that which motivated their volunteers.)
However, that which initially motivates a volunteer to apply is not the same
motivation that keeps them coming back. Understanding motivations is an
integral part of successful and sustainable volunteer management.
● Older volunteers, when engaged effectively, are typically volunteers for life; youth
have a much shorter tenure often because they are motivated by gaining
experience that will help them get desirable employment and/or were working
towards their high school diploma requirements.
In practice
● Each of the Metro Vancouver municipalities interviewed and for whom the
content of their website was analyzed, used Better Impact software for receiving
applications, scheduling, and tracking of volunteers. That is to say that all of the
long-standing VMs researched had adopted the use of Better Impact and
Interviewees lauded its capabilities.
● Recognition of volunteers took many forms but all (except for Whistler) was
based on an understanding that volunteers are intrinsically motivated. All of the

Metro Vancouver municipalities interviewed included events or actions taken
during National Volunteer Week (April 27 to May 3, 2025.) It is worth noting that
food was repeatedly cited as a useful tool in volunteer recognition during
interviews (see Appendix E.)
● Reputation contributes immeasurably to recruitment while the website was the
primary source for applications. The idea that reputation matters to a VM’s
success was supported by studies about volunteer satisfaction and by answers
to interview question #7, “What recruitment tool has worked best for you?” (see
Appendix E.)
Though the findings came up short on 55+-specific factors, that may be attributed to the
fact that some municipalities use a centralized approach that does not categorize
volunteers in such a way.
The findings outlined above not only identify several factors that contribute to the
success and sustainability of VMs in public recreation but also offer guidance for DOSR
in navigating their way to the development of their own VM; especially that a welldeveloped VM strategy (including goals and mission) will guide processes and aid in
targeting the right volunteers. Until such time as ‘reputation’ can be relied on as a
recruitment tool for DOSR, marketing dollars will be necessary. New Westminster, for
example, held catered, open volunteer information/training sessions monthly. While
youth are a renewable source for new volunteers, older adults can often be counted on
for longer and don’t require onboarding every few years. There will be additional
expenses related to formalized VMs (other than marketing), but some interviewees
made it clear that food is one expenditure that offers good value.
Though volunteer motivations are mostly intrinsic/altruistic/pure, it is still important to
understand those motivations (and how they may change) so that VMs can retain and
continue to engage them in service for a sustainable program.
In order to build a reputation, thereby facilitating recruitment and growth, DOSR could
take a two-pronged approach - well-managed processes and long-term commitment to
the VM. This is integrated into the recommendations following.

Recommendations
Included below are general and specific recommendations for DOSR in the
development of their own formalized volunteer management program. They are in
priority order based on the level of commitment to the program that DOSR may pursue.
1) Foster an organizational culture (OC) of volunteer appreciation. The shared
beliefs and values that make up an organization’s OC are “established by leaders
of the organization and present a powerful set of forces … which are deep,
broad, and stable” (Sun 2008). An organizational culture of volunteer
appreciation, such as the one in Surrey where Volunteer Administrators are
directed to offer daily recognition to volunteers (among other recognition
activities), will offer stability for volunteers and the organization. It can create a
“feeling of identity among [volunteers] and commitment to the organization” (Sun,
p, 140, 2008) which will further impact the sustainability of the program. More
than an affinity for DOSR values or even the desire for connection, it is the
experience of the volunteer while volunteering that is the better indicator of their
satisfaction (Arnon et al, 2023, Silverberg et al, 2001); demonstrating to
volunteers through everyday and more-focused actions that they are valued and
appreciated is the responsibility of the organization.
2) Be deliberate with planning. Consulting volunteer management resources such
as the Volunteer Management Handbook, Canadian Code for Volunteer
Involvement, and Better Impact (discussed in recommendation 5b.) consider the
needs of the community, the capacity of the department, and the potential
opportunities for positive connections. Research revealed that volunteer
satisfaction is linked to the quality of the volunteer management process (Arnon
et al, 2023). Volunteer management framework/process planning should include
(but is not limited to) the following:
a) Develop strategic goals and a mission of the program that align with
District of Squamish core values and that can evince connection and
enthusiasm from volunteers and appeal to their values (Quinn, 2023).
Researchers studying volunteer motivations revealed that connection to
the cause was a strong initial motivator (Anđelković et al., 2022).

3) Ensure that processes are consistent with all volunteers (Volunteer, 2017). For
example, where volunteers must meet requirements that incur them costs,
stipulate which costs will be reimbursed fully and/or partially. Make the policy
applicable to all volunteers, fairly and consistently. As indicated in the Volunteer
Management Handbook (Volunteer Canada, 2016), such equality would show
consistency and neutrality with regard to the treatment of volunteers (Volunteer
Canada, 2016).
4) Clearly define the roles and responsibilities of the:
i)

Volunteer Management Supervisor - providing them with adequate
training and support as well as given enough worktime to perform
the role with integrity. Research identified that poor management of
volunteer work is a major obstacle to building a successful and
sustainable volunteer pool. (Brudney et al., 2005). Further, during
the interviews with municipalities, a recurring theme of ‘reputation’
was identified as a factor in their program’s success and
sustainability.

ii)

Volunteers - Start with simple and several opportunities with the
singular goal of growing the program and its reputation. Coquitlam
identified that volunteers wanted more one-off opportunities. DOSR
should evaluate its needs and build a list of one-time volunteer
opportunities as well as more regular ones. When marketing these
opportunities, this variety will have a broader appeal. More
opportunities translate to more connections - a core value of the
District of Squamish (District of Squamish, 2024).

5) Commit to the program - ‘Commitment’ was included in the operationalization of
the term “sustainable volunteer program”. DOSR should commit to their program
making it a priority to support the framework as well as staff managing the
volunteers (as outlined in recommendation #5.)
a) Marketing to bring awareness to the opportunities via new channels, for
example Volunteer Information sessions - with food. Several municipalities
specified using food as a tool in recognizing volunteers (New Westminster,

Delta, Burnaby, Coquitlam); this successful tool can also be used in
recruiting and engaging volunteers in direct marketing channels. Lack of
awareness of opportunities was identified as a challenge to volunteer
recruitment (Young, 2022).
b) Developing a comprehensive and user-friendly “Volunteer” webpage
within www.squamish.ca/rec and consider subscribing to Better Impact.
Primary research (interviews and content analysis) indicated that their
website was a municipality’s core source for volunteer applications,
though this should not discount non-technical options for older volunteers.
Each of the municipalities except the Resort Municipality of Whistler
(which was an outlier in other regards as well) used the Better Impact
software for volunteer scheduling and each indicated satisfaction with the
widely used resource. This step may also provide avenues for support
from and/or networking with Metro Vancouver neighbours who use this
software.
Conclusion
This research identified factors that contribute to successful and sustainable volunteer
management programs in public recreation. Factors revealed by this research included:
the importance of planning, understanding the value of reciprocal benefits for all parties,
understanding volunteer motivations, that awareness is a major challenge to recruiting,
the value of effective leadership and recognition of volunteers, and the wide use of the
volunteer management resource - Better Impact. The list of factors identified, though not
exhaustive, and not necessarily specific to older adult (55+) recreation programs was
understood to still be applicable to such in theory.
The findings and recommendations herein will inform DOSR in the development of their
own volunteer management program, should they choose to formalize it. These
recommendations were based on the expertise of others as informed either by
academic research or by real-world application. As such, it would benefit DOSR to
carefully weigh how each of these can be applied to align with the District of Squamish’s
core values and mission to advance volunteering in their community.

With commitment, the demonstrable value of volunteering, though not without its costs,
can be optimized to the advantage of all parties. As repeated throughout this paper, the
value of volunteering is multidimensional and undoubtedly benefits the greater
community within which it operates. Therefore, there is an inherent duty of municipal
governments to foster these benefits.

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Appendices
Appendix A

Figure 1. Value of Volunteering Wheel (Volunteer Canada)

Appendix B
4400 Interview Questions

Stephanie Brown

Date: ___________________
Name: __________________________

Municipality: _____________________

Speaking to sustainability
1. How long have you had a formalized volunteer program(VP)?
2. What has changed about your VP since COVID-19?
3. What is the typical ‘lifespan’ of your volunteers?
4. How do you recognize &/or reward your volunteers? How, if at all, has this
changed in recent years?
Speaking to success
5. What is the strategic goal of your volunteer policy?
6. Have you noticed a trend in what motivates your volunteers?
7. What recruitment tool has worked best for you?
8. How many people are involved in the onboarding and supervision of your
volunteers? How much time is spent onboarding?
9. Run me through what a volunteer can expect during a shift? (Who will they
interact with? Will they direct-report to anyone? What documentation is done by
them or by others about them?)

Appendix C
4400 Observations

Stephanie Brown

Date: ___________________
Time: ___________________
Location: ________________
Volunteer being observed: ____________________
Program being observed: ____________________
Session # __________ in a Set of ____________ sessions.
Was the volunteer on time?
Did the volunteer ‘check-in’ with anyone upon arrival?
Did the volunteer set up the program space for themself or was it already set up?
Did the program start on time?
Did the volunteer take attendance?
Does the volunteer engage with individual registrants? Use their name in doing so?
How does the volunteer handle challenges as they arise?
How does the volunteer dismiss the class? Do registrants seem satisfied and keen to return?
Did the program end at the scheduled time?
Did the volunteer ‘check-out’ with anyone at the end?

Appendix D
4400 Content Analysis

Stephanie Brown

Municipal websites’ pages pertaining to “Volunteers”
-

Is the current policy/strategy available online?

-

If not, is the VM vision/mission &/or goal available online

-

Do they offer volunteer opportunities specifically for 55+ recreation programs?

-

Are the volunteer roles/duties descriptions listed

-

Are the prerequisites listed?

-

Is there an online “application” process?

-

Does the website list a non-digital “application” process available?

-

Is the training process outlined/explained?

-

Is there a contact listed as VMC?

- What indications are there that the content is current?
Appendix E