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One area that was of interest to them was the percentage of volunteers in the hospital/other care and cultural/arts organizational categories. Both felt that the findings would be different in Central Illinois based on available volunteer opportunities in these organizational categories. This indicates that volunteer statistics can vary from region to region.

Volunteer Satisfaction/Retention 志愿者满意度/保留
The analysis for volunteer satisfaction and retention shows that the number of volunteers in the United States has stayed the same over the past five years. Overall, this indicates that individuals are satisfied with their volunteer work and choose to continue their volunteer activities from year to year. However, it also shows us that there has not been much of an increase despite the growing interest in volunteerism and community service. Further analysis of this section also showed that the greatest percentage of volunteer hours comes from individuals who are spending between 100 to 499 hours and performing activities, such as fundraising and miscellaneous duties. This indicates that a majority of individuals who volunteer are serious about the amount of time they donate. In response to this information, organizations should ensure that their volunteers are given worthwhile activities that are helping to increase the services that an organization can produce and/or provide. Overall, this indicates that volunteers are retained and satisfied if management gives them meaningful tasks that require a substantial time commitment.

Again, both Kelly Thompson and Jeremy Carrell agreed with the findings in this section. Carrell pointed out how important it is to give volunteers a job that uses their talents and interests, while also allowing them to spend as much, or little, time as they choose (Carrell, 2012). If the volunteers know how much their work is contributing to the mission, they might spend more time volunteering (Carrell, 2012).

Volunteer Motivation 志愿动机
The analysis of volunteer motivations concluded that volunteers are mostly motivated by their values and the recognition they receive. When looking at ways to motivate volunteers, managers should emphasize the good or differences that their volunteer activities are making on the community. Managers also need to show volunteers how good and useful they can feel by volunteering. Responses also indicate that giving volunteers jobs that have social interactions or career development skills will give them little motivation. Overall, volunteer respondents in Western Australia and Springfield, Illinois had similar answers to being motivated by organizational recognition. This indicates that organizations, no matter the size or location, need to recognize their volunteers for the service that they are providing. However, the lack of data in this section indicates that more attention is needed in assessing what motivates volunteers and how to implement that information into volunteer management in local organizations.

Again, Kelly Thompson and Jeremy Carrell both agreed and disagreed with the findings in this analysis. Both pointed out how due to the current economy, many individuals are turning to volunteer work to build or gain new work abilities (Carrell, 2012; Thompson, 2012). This would indicate that individuals in Central Illinois might be motivated to volunteer for career development. Volunteering can also be a g