Our Supporting Volunteers blog has languished in recent months, partly because we’ve been very busy, and partly because we got so little feedback.  With limited resources it makes sense for us all to contribute to Sue’s national blog.  However, if you have a query or discussion point specific to Canterbury we hope you will e-mail us at mgr@volcan.org.nz        RuthG

 Substitution – If the job has to be done every day, week or month, create the position of “substitute.” These are volunteers who are willing to be on-call and fill-in as their schedules permit.

Job Sharing - Assign two volunteers to the same opportunity. Their responsibilities could be the same or different depending on their skills. Two volunteers might job share or the new volunteer could recruit a job-sharing friend. The volunteers follow a prearranged schedule or work it out themselves week by week.

Rotation - Several volunteers might take turns filling a volunteer assignment, each working for a period of just three months. Such an arrangement might work well for seasonal workers or students.

Segmentation – Breaking a labor intensive position into manageable short-term opportunities. For example, a special event coordinator might be replaced by several short-term volunteers each working on one piece of the overall event.

Team Volunteering - Assign multiple volunteers to the same client, each having a specialized function. For example, instead of just one volunteer being assigned to a homebound senior, a team is created. Perhaps one volunteer gives emotional support, another handles finances and another does housecleaning. No one volunteer has to do it all making the load lighter for everyone.

Telecommuting - The volunteer provides the service from home or some other off-site location using the Internet, phones or fax. A good example of the application of this strategy is in the area of mentoring. School-based mentoring can be a fairly inflexible assignment. However, volunteers who can not come into the school on a regular basis can still participate through e-mentoring, the exchange of emails over the Internet. Whether the volunteer is at work, overseas on vacation or at home, all they need to do is to get on their laptop and send off an email to their mentee. E-mentoring is not a replacement for face-to-face mentoring, but it can be a way to involve a greater range of volunteers in the experience.

When paid staff leave your organisation and you are employing new people this could be an ideal opportunity to look at changing their job description. Could your new paid worker do some of the long-term work that used to be done by volunteers and you get volunteers to do short-term work that may have been done by the previous paid worker.

What changes have you made to your Volunteer Programme in the past couple of years? What brought those changes on? Would any of the above suggestions suit your organisation?

Cindy

Lani spoke about the importance of ‘scafolding’ volunteering opportunites for young people. This means offering a range of experiences;  from short, low commitment opportunties (a couple of hours to one day) to higher ones. Introducing young people to Volunteering at a low level builds comfort with you and your agency and leads to greater connection with your mission. Young volunteers who have a good experience at this low level are more likely to continue with your agency.

I’ve brainstormed some ideas about what these low level possibilities could be. Would any of these suit your agency or do you have other ideas to share?

• Get them to do a mailout providing a half-time break with nice food (offers social connection with a reward)
• Set up a half-day event with entertainment and fun stuff to do in the breaks
• If you have an event planned get young people to publicise this using txting and facebook
• Get them to make products for fundraising e.g. bath bombs, bookmarks, cards. Maybe this could be something they could do in a group (yet again with a half-time break and food)
• There are many artistic young people, maybe they could design something for you.
• Come up with list of jobs suitable for holidays (many young people only have term breaks and the big xmas break to do volunteer work)

Look forward to your feedback. Have a good week.

Cindy.

I would be interested to know your thoughts on the following:

• I s Volunteering undervalued?
• If the Voluntary sector put greater emphasis on the more skilled work their Volunteers did would this help?
• Do we need to make the image of Volunteer work more professional? What would this mean? Pros and Cons? Would this increase the value society places on Voluntary work?
• Do we need to view and hear more stories about the work Volunteers do e.g. in newspapers, on the web, in magazines? Would this change perceptions of ideas about what Volunteers do and how the Volunteers themselves perceive their work? 
• If Voluntary work was held in higher esteem by society what would this mean for the sector? Would Volunteers be easier to attract?
• Is there a particular stigma or perception about board/committee work? Is this partly why these positions are difficult to fill?

I look forward to some great discussion on this topic.

Cindy

Soon I will be attending a work shop on event planning (as part of my Volunteer work at Volunteering Canterbury). The skills learnt in this workshop will be very useful for my other work at Living Streets (they help organise an annual walk to work event).

• How many Volunteers at your agency work in another?
• What do you know about the work they do in these other agencies?
• How might the experience they gather be shared better than it is now?
• What are the boundaries of what is appropriate for a Volunteer to share between agencies?  

 I would love to hear your thoughts.

Cindy Carmichael (Volunteer IT Angel at Volunteering Canterbury)

                                                      Ruth G

  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

The Privacy Commissioner states that we need permission from anyone whose photo we wish to publish, and that ideally, this permission should be written.  (If the subject of the photo has since died, you don’t need to get their permission!)

Apparently, though, you can publish photos without the subjects’ permission if they are taken in a public place (or at a public event) and do not defame the subject. It’s standard practice in newspapers, who don’t identify such subjects by name.

The best advice we can give you about publishing photos is to consdier having a “permission to use photo” tickbox on any enrolment or nomination form that you design.    Ruth G

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.