Heritage Volunteers

Nicky Lee, Volunteer Manager at ChristChurch Cathedral, was awarded a Churchill Fellowship to visit England and look at volunteer management in heritage tourism sites especially cathedrals.

  Nicky found:

 

-         Heritage sites usually do not advertise for volunteers, often relying on existing volunteers to recruit new ones

-         Volunteers were usually selected by one person, not always a paid staff member

-         Most places required a police clearance

-         Some had agreements to be signed. One cathedral had a 30 page policy for the volunteer to sign, and it appeared that this could be seen as a way of dissuading older volunteers

-         Most favoured a buddy system for training, with new volunteers shadowing existing workers

-         The National Trust has comprehensive generic induction training material and a well developed manual of policies and procedures for the management of their volunteers

-         Verbal training was usual to supplement written material as heritage sites tend to be very “visual”

-         Some cathedrals run courses in the winter off-season to maintain volunteers’ interest and skills and to train new volunteers

-         Many cathedrals had a progression of positions available to volunteers

-         Length of service recognition was sometimes seen to be difficult as older volunteers were reluctant to retire before they reached a ‘recognition’ anniversary

-         One place visited offered twice yearly bus trips for volunteers as a way of recognising their gift of time

-         Good rest facilities for volunteers in their workplace and the quality of biscuits for their tea breaks were important (National Trust excelled here!) and was a reminder about recognising volunteers and the work they do

 

Some concerns were:

-         Long-term volunteers can mean that the “face” of the cathedral is an elderly one

-         Safety – in the absence of ACC, public liability insurance for over 80 year olds who are volunteers becomes an issue in the UK

-         Many of the environments inside cathedrals and mansions are potentially hazardous (low level lighting, worn steps, uneven floor surfaces, furniture) which is particularly significant when volunteers are elderly

-         Child visitors – legal issues regarding the responsibility and protection of children in the U.K. are a major part of the planning needed for visits of children to heritage sites and can influence programmes offered

 

Other observations:

-         Volunteers usually stayed for a full day, due to travelling time from their homes to workplace.

-         A higher ratio of paid staff to volunteers than in N.Z.  We rely more on volunteers to be with visitors (In U.K. they have paid staff in the Cathedrals to welcome visitors as well as volunteers)

-         Winchester Cathedral had no co-ordinator in place, leaving rostering to the various groups of volunteers who have historically managed themselves

-         Some places were reluctant to involve volunteers in handling cash, especially to collect entrance charges (which visitors may resent), but also working in Cathedral shops

-         Management understanding of the ethos of the cathedral may differ from that of the volunteers (e.g. commercial interests needed to support the cathedral financially versus spiritual ethos)

-         No difficulty attracting volunteers in most places – sigh…

                                                                             Ruth G

Are Volunteers Giving Up Control?

Volunteering Canterbury advocates that organisations ensure volunteers are offered the opportunity to influence organisational policy and direction.  This is often most easily achieved through an incorporated structure.  Generally (though not always) policy decisions in Incorporated Societies are made by the members at a general meeting.  In Charitable Trusts decisions tend to be made by the trust board members.

 

Recent research* shows “a strong trend, particularly in Auckland, of a move away from the collective towards corporate governance.  This was highlighted by the trend away from incorporated societies and towards charitable trust status.  Auckland boards and CEOs tended to be professional and university educated, while Christchurch Not-for-profits had a more community development focus, including more volunteers.” 

 

“The (Auckland) trend away from incorporated societies and towards trust status is due to difficulties in gaining quorums at AGMs and ensuring that elected board members have the necessary skills and commitments necessary to fulfil the requirements of a modern governance board.”

 

Why don’t people come to AGM’s?  Is it because the meetings are boring?  Or are people afraid they may be coerced into taking a role they don’t really want? 

 

Why is it apparently so hard for organisations to get Board members?  There is a trend for those considering voluntary roles to seek shorter term assignments.  It seems to be harder to find people who will take on roles of responsibility.  Some see such roles as carrying risks, but those risks may be more perceived than real.  Are we offering opportunities that suit today’s busy lifestyles?  Is there another way to attract good Board members, and/or to ensure that volunteers have the opportunity to influence the direction of their organisations?              

                                                                          Ruth G.

 

*From “Governance of Not-for-profit Organisations in Auckland and Christchurch”, 2008, by David Haigh, Lecturer, Unitec, Auckland.

Volunteers turned off

Do you want good keen volunteers to work in your organisation?  Do you give them the courtesy of a friendly interview after they’ve approached you?  It’s hard for volunteers if they’re not shown this respect, and are left to fend for themselves in an unknown situation.  We have been disappointed to have potential volunteers report to us that their reception by a member organisation has been less than positive.  Please help us to make volunteering a great experience for everyone.               Ruth G.

Supporting Volunteers from non-English speaking backgrounds

Lesley Markham from PEETO the Multicultural Learning Centre discussed this topic with the Volunteer Co-ordinators’ Network. 

Reasons why migrants may want to volunteer are:
 Values-based – service, giving back
 To feel part of the community – wanting to be New Zealanders
 Social needs  – meeting people from other ethnic groups
 To share expertise and gain knowledge

While these reasons may be the same as for English-speaking volunteers, those from non-English speaking backgrounds may be very apprehensive about taking such steps and will require ongoing training and support.

Retaining these volunteers will depend on your keeping an open mind and being aware of different values systems.  This can be an opportunity for everyone to learn about working alongside someone from a different culture.  Things to remember are:
 Check language proficiency at the beginning – ask open questions to ensure understanding (some people may say yes rather than admit they don’t understand).
 Talk at a moderate pace, not too loud, and avoid using jargon or colloquialisms.
 Be very specific about tasks to be done and provide written role descriptions and information, including frequently asked questions, in plain English, that they can take away and read.
 Ensure they have one key person to report to, whom they can phone if they have problems.
 Remember the volunteer’s name and pronounce it correctly.
 Be flexible, allowing for personal circumstances and cultural demands.
 Some cultures have different concepts regarding volunteering, and these volunteers may be dealing with people in their own culture who wonder why they are working without payment.
 Encourage, provide regular evaluation and opportunities for feedback.  Do this quietly and discreetly.
 Have a review process after initial training where they can tell you how things are going and what could make it better.
 Acknowledge their culture, take time to find out about their lives and background, and share yours.
 Some cultures expect authority and formality rather than equality and informality, and volunteers may prefer explicit direction.
 There may be different cultural attitudes towards gender, perhaps a reluctance to take instruction from a female Co-ordinator.
 Volunteers may prefer to work in a communal way, as part of a team.
 Show that you appreciate them.
 Above all, listen to what they say!

Volunteering Canterbury recommends “New to New Zealand – A Guide to Ethnic Groups” by Daphne Bell, published by Reed Books 2005, RRP $25.  This is an invaluable resource for anyone working with people from different ethnicities.  We find that volunteers from non-English speaking backgrounds are highly motivated and committed to their voluntary work.
                             Ruth G.

Recruiting and Supporting Male Volunteers

This topic was discussed with Donald Pettitt of the Canterbury Men’s Centre at an all female meeting of the Volunteer Co-ordinators’ Network.
We noted that men are educated and socialised to earn money and be providers, which means that undertaking voluntary work comes less naturally to them than to women.
In general, male volunteers:
 Are hugely resourceful
 Prefer one-off events to a long term commitment
 May not recognise their own social isolation
 Will often stand rather than sit

To enhance our recruitment and support of male volunteers we need to:
 Create a male-friendly environment
 Ensure our name is inclusive, and not off-putting
 Offer active physical tasks, such as sporting activities
 Give clear brief instructions (brevity is a sign of respect)
 Have a good structure with plenty of opportunities for debriefing
 Avoid trying to match men with traditional female roles
 Ensure there are other men around to provide male support
 Beware of a tendency for them to over commit themselves
 Take care with the language we use, e.g. talk about ‘sharing actions with others’ rather than ‘building relationships’
 Watch that they stay ‘on track’
 Give them one task at a time
 Feed them
 Remember that a male perspective helps bring balance to our organisations
 Make sure they’re informed about the whole range of the organisation’s operations – they may well volunteer for further tasks.
                     Ruth G.

21st Century Volunteering – Beyond the Stereotypes

At this workshop led by Martin J Cowling, we considered the different generations of volunteers, how they are represented within our organisations, and how best to recruit, manage, and reward each generation.  While the descriptions below are generalizations, workshop participants of all generations agreed that they were accurate.

Silent Generation  (aged 64+)

• started or expanded most of our voluntary organisations
• 60% of the volunteers in social services
• read newspapers and listen to the radio
• prefer systems with structure (e.g. accurate minute-taking)
• seek appreciation of their experience
• like consistency, courtesy, and respect
• will be loyal to an organisation

Saying ‘no’ to a Volunteer

One of the hardest things to say to a volunteer is “No, you can’t work for us.”  At the February 2008 meeting of the Volunteer Co-ordinators’ Network  in Christchurch Mary Woods facilitated a discussion on this subject.

There are three main occasions when we may need to say “no”.

*At selection time – provided we have good processes in place this will usually be the easiest occasion.
*When a volunteer has started behaving out of character due to illness or a life crisis, and where such behaviour is likely to be temporary.
*Where a volunteer is losing some of their ability and there is reason to believe this is not reversible.

Before we say “no” we need to be very clear about the reasons and these must be specific and valid.  Fundamentally the reason for saying “no” is because the volunteer can no longer fulfill their role adequately. This becomes obvious when the volunteer:
 Makes mistakes (perhaps for physical, medical, or emotional reasons)
 Is unreliable – doesn’t turn up at the agreed time
 Risks the safety of clients or self (perhaps because they forget)
 Presents badly, causing a negative experience for public or clients
 Acts outside guidelines/their authority
 Is rigidly resistant to change
 Has a different personal agenda to that of the organisation

The Context of Volunteering

Volunteering happens in many contexts.  In July Mary Woods facilitated a workshop designed to explore the challenges and the possibilities that arise from these contexts.

Tensions and challenges were attributed to both internal and external factors. The internal issues can be summarised as:
• confusion arising from lack of clear and up to date role descriptions
• time management pressures dealing with needs of clients and volunteers
• resistance to change
• inappropriate or lack of communication
• people in the same role – one paid / one volunteer
• lack of recognition for the role of volunteer
• dealing with volunteers who are experiencing life changes

External pressures came from:
• legislation and compliance issues e.g. Police checks, Health and Safety Issues, and the paperwork needed for volunteers
• increasing technology
• charity model vs community development
• unrealistic community expectation
• resistance to ethnic growth / change
• loss of identity / identity threatened
• seismic shifts with changes of personnel
• shorter term projects wanted which leads to higher turnover 

 Possibilities arising from changes in our times:
• ageing population is the Third Age – these people are a great resource because of their life experience. Better health going into older age means more lifestyle choices
• social conscience
• bigger pool of volunteers
• more money but bigger commitments outside of volunteering
• more informal volunteering – grandparents as parents
• technology leads to potentially wider availability.
• greater ethnic diversity producing a multi cultural society which will encourage connectivity and social cohesion.

Why Volunteers?
All agreed on importance of having volunteers in their organisations. “They bring mana to the organization and grace of relationships between volunteer and client“ was one response. 

3. Strategies

The strategies produced to get the best possibilities out of internal situations started with including volunteering in strategic and operational plans. Practical steps that flowed from this were: 
• Work to common goal by decoding what that is and working backwards to what needs to be changed. This leads to acceptance as to why change is required.
• Start from scratch – what works? what doesn’t?
• Do an audit of volunteer roles by listing tasks for roles and assessing skills required for them.
•  Update or create new role descriptions with boundaries and guidelines outlined to be signed by both parties.
• Include formal appraisals

Other actions suggested were:
• Appoint volunteer coordinator or identify a person who will be responsible for volunteers.
• Recruit.
• Retain – ensure training, orientation and supervision of volunteers and professional supervision of co-ordinator. 
• Learn people’s motivation and ensure that it can be utilized.
• Reward – intrinsic and extrinsic

Strategies to deal with external issues were:
• Be aware that commitment must be a two way thing. Groups involving volunteers need to keep an open door policy and promote themselves accordingly.
• Recognise, accept, value and celebrate diversity. Ways of doing this are by seeking volunteers from other ethnic groups to support clients, providing services and resources that they need; publishing newsletters in more than one language; targeting different age groups e.g. schools, universities, libraries etc.
• Provide ‘user friendly’ technology training frequently for volunteers to keep up with this rapidly developing reality.
• Educate the community on value of volunteering

In summary:
Listen to the history of your group
Enable others to hear and understand by including them in your planning
Communicate in a variety of ways
Keep reviewing on a regular basis

Do you put Volunteers off?

We were approached by an older volunteer who was looking for a clerical position.  She found something which attracted her, but when she phoned to inquire about the position she was told that she would need to send in a c.v. before the organisation would consider interviewing her (this was not stated on the position description we’d been given).

This seventy-year-old woman had never had a c.v., didn’t want to start putting one together, and decided instead to come back for another interview with us.  A couple of days later she sent a message to cancel her appointment, saying that being asked for c.v. before she’d even got an interview was the last straw, and she had decided not to consider any further volunteer work.  She made it clear that she’d appreciated our assistance, but the attitude of the voluntary organisation had put her off.

Another volunteer was referred to two positions, and found that both of them were no longer available.  This was disappointing for her and embarrassing for us.  Please be sure and let your local Volunteer Centre know when your positions have been filled.        Ruth G

Meeting social needs while getting the task done

Volunteer Co-ordinators met in Christchurch in March to consider this topic and came up with the following suggestions:

It’s important to provide opportunities for volunteers to interact socially
Some ways of doing this are:
• Volunteers might work together in pairs or a group
• Ensure volunteers feel that they are part of the team
• Have regular tea breaks (with the paid staff)
• Plan a social half hour before each training session
• Ensure volunteers are invited to all the organisation’s social functions
• Make time for informal communication
• All staff (volunteer and paid) go out together, e.g. movies
• Host a BBQ or pot luck meal at your own home
• Allow time for a brief catch up at the beginning of the work shift (or at tea time)
• Ensure the team is large enough to cover for time that may be spent socializing.

Other comments were:
• Clear role descriptions and orientation will help to minimise interruptions to the work.
• It’s important to keep a balance between the organisation’s needs and the workers’ needs for social contact.
• When recruiting a volunteer check what their social needs are likely to be and organise accordingly.  Regularly review whether their needs are being met.
• Volunteers need to be involved in setting the boundaries.
• There can be conflict when the organisation’s mission is to care for people and/or meet social needs
• In some cases, e.g. at Drop In centres, client/volunteer boundaries may be blurred. 
• Sometimes you may need to refer the volunteer elsewhere for them to get their needs met.
• Group maintenance needs are different from crisis response.
• The attitude of/role modeling by co-ordinators is crucial           Ruth G