Volunteers seek service opportunities that are interesting, rewarding, enjoyable, and provides a learning experience. Volunteers search for positions that provide them with the experiences they desire. With this in mind, administrators of volunteer-driven programs and agencies need to consider the most appropriate ways to manage volunteer programs that maximize volunteer contributions to serve the organization and its programs.

The purpose of this study was to determine how 4-H Youth Development Agents in Kentucky perceived their level of competence and the frequency of use in each of the four categories and 18 phases outlined in the GEMS Model of Volunteer Administration. The difference between the level of competence and the frequency of use yields a need score which provides a framework for determining which phases of volunteer administration should be emphasized in staff development to increase agents' knowledge or performance. These phases include: (Generate) needs assessment, writing job (position) descriptions, identifying, recruiting, screening, selecting; (Educate) orienting, protecting, providing resources, teaching; (Mobilize) engaging, motivating, supervising; (Sustain) evaluating, recognizing, retaining, redirecting and disengaging. The three phases of greatest competency were found to be Providing Resources, Recognizing and Engaging. Conversely, agents reported Disengaging as their least competent phase. Respondents also indicated that they most frequently Provide Resources, Recognize and Engage volunteers. 4-H Agents also least frequently use the Disengaging phase. The Borich Model (1979) was utilized to calculate the need score for each phase where by (Competency -Use) * Competency = Needs Score. The five phases with the highest need scores included Providing Resources, Recognizing, Supervising, Recruiting and Engaging.The findings indicate that 4-H Agents' perceived level of competency to be greatest for the Mobilize category, followed by Educate, Generate and Sustain. An identical rank was calculated for frequency of use. The Mobilize category was also found to be ranked the highest for the calculated need score, followed by Sustain, Educate and Generate.

The 4-H Volunteer Continuing Education Academy was developed to provide 4-H club leaders a continuing education opportunity, to assist them in developing and enhancing the skills and knowledge necessary for their volunteer role, and to provide a means for 4-H livestock and horse club leaders to recertify. All participants reported satisfaction with the academy and indicated that they would attend again and would recruit other volunteers to participate. The academy can be replicated in many ways and introduced at any level to provide continuing education and volunteer support. This article describes the academy and provides information for those who may wish to implement a similar program.

To organize and coordinate the efforts of many volunteers, a framework for volunteer engagement is needed. The "GEMS" Model of volunteer administration was developed to assist Extension professionals and volunteer coordinators to effectively administer volunteer programs without delivering the program themselves. The GEMS Model is illustrated in a spiral, depicting the continuous process of involving volunteers in community programs and organizations. GEMS consists of 18 steps, which exist in four distinct categories, including: Generate, Educate, Mobilize, and Sustain. The GEMS Model is a tool that will help volunteer administrators and leaders achieve the goals of the organization and its clientele.

Conducting volunteer recognition activities consumes considerable time and effort on the part of Extension agents whofunction as volunteer coordinators. But what types andsources of recognition do 4-H volunteers most appreciate? The purpose of this study was to inquire of current tenured 4-H volunteers what broad categories and specific kinds of recognition they most value, as well as by whom they most appreciate being recognized. Data were collectedfrom 2 79 volunteers attending a state 4-H volunteer recognition banquet. while formalpublic events were the most frequent components of county recognition programs, 4-H volunteers ranked informal rewards, which generated intrinsic feelings of recognition as more desirable. Therefore, initiatives which emphasize informal, personal recognition of volunteers, which are designed to stimulate intrinsic feelings of accomplishment, importance, or self-worth, in combination with public events, will enhance the effectiveness of the organization 's volunteer recognition program.