Volunteerism and the

Sports and Recreation Sector

 (This article is based on an excerpt from Sports and Recreation in the Nonprofit Sector, a paper written by Laura Mauer)

Who Does and Doesn’t Volunteer in the Sports and Recreation Sector?

•    A 2003 National Survey of Nonprofit and Voluntary Organizations (NSNVO) indicates that 52% of volunteers and 53% of volunteer hours in the Canadian Sports and Recreation sector were completed by married men between the ages of 35 and 54 years old.

•    The study also indicated that women in general were less likely to volunteer in the Sports and Recreation sector, as were people between the ages of 25 to 34 and those over 65 years old.

• The low proportion of female volunteers is reflective of the modern woman striving for that work-life balance; busy climbing the corporate ladder while simultaneously striving to play double duty as a housewife and devoted mother. Leaving many females in the 35 to 54 year old contingency with little extra time to volunteer for tasks such as coaching or assisting leagues and organizations with their operations.

• It is also less likely that people within those age demographics have young children who want to participate in the various sports associations in the industry.

• Time constraints; in fact 77% of all NSNVO respondents cited this as their primary reason for not volunteering or not volunteering more hours per year.

• Believing that there are only large roles to fill and that a long-term commitment is needed.

• Address the myth that a long-term commitment is needed and that a person without ample spare time to commit to the cause has no place in volunteering.

• To rectify these concerns the organization should clarify and emphasize that many volunteer positions are short-term and that ‘bit-sized’ opportunities exist in many organizations. For example, volunteering at one event or tournament.  

• Clear job descriptions should be provided so that potential volunteers know what is expected of them. This will also alleviate the stress of volunteers feeling as though they have too much to do.

• Ensure that volunteers are matched to a position according to their interests and they are not taking on too many responsibilities. Having workers who feel connected to their tasks creates motivation for attaining their goals, as well as retaining individuals as volunteers in the long-run.

• Providing feedback to volunteers and acknowledging their hard work with a “thank you” is important in reinforcing their contribution to the organization and further providing a source of motivation and thus retention of volunteers.

• A Volunteer Incentive Program is also a great way to attract and retain volunteers. A facility may consider creating points-based system for each volunteer task, which the volunteer can redeem for rewards. The rewards should be both big and small and correspond to an appropriate point-level. For example, volunteering for a two day tournament may equate to 100 points, while being on organizing committee may equate to 500 points. Similarly, in terms of rewards, there should be a range prizes available, with various prizes at each level. Smaller prizes could include club T-shirts, hats, or water bottles; Medium prizes may consist of a 12 pack of squash balls or a monetary voucher for the facility snack bar; and a Large prizes could be a monetary voucher to be redeemed for squash related expenses (equipment, tournament entry fees, etc.)