By Preston F. Driggers
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Additional info for Managing Library Volunteers: A Practical Toolkit (Ala Editions)
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Use the Volunteer Program Evaluation Checklist (sample 9-1) to provide feedback for your program. volunteer orientation, limited staff support, little or no training, vague task expectations, negative staff comments, no assigned work space, or no place for personal items, then negative feelings will often translate into increased absenteeism and the loss of volunteers. This too can be a basis for evaluating your program. Attempt to talk to these volunteers. They may provide you with information for reevaluating your policies, procedures, communications, and staff-volunteer relationships.
At this point there is no face-to-face contact, yet you have successfully communicated information. In another situation, a potential volunteer may have picked up an application form and sent it to you. Again, you may have had no personal contact with the individual, yet information is being communicated to you in writing. Impressions are formed during this initial phase on the basis of these written materials. Most impressions and judgments (correct or incorrect) are made during the first two to three minutes of an initial conversation.
Under a typical good samaritan act, volunteers are protected from personal liability when they act in good faith, or make honest mistakes The Federal Volunteer Protection Act of 1997 grants immunity from personal liability to volunteers in nonprofit and government organizations who are acting within the scope of their duties. This new law covers volunteers in public libraries as a government organization and the Friends of Legal and Risk Management Issues 29 tected from willful misconduct, crimes of violence, committing a sexual offense, or violating someone’s civil liberties.