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Feeney, Barbara: Volunteering in Wellington - Issues and Trends
(Wellington City Council and others
2001 at
www.volunteerwellington.org.nz/iyvwccrep.htm)
"Where a manager of volunteers, either paid or unpaid, was addressing the needs
for clear direction, clear job descriptions, supervision, support and
acknowledgment, volunteers were able to work effectively. Public recognition of
the contribution of volunteers ... was seen to be very important. Organisations
needed to keep volunteers informed, involve them in the wider activities of the
organisation, provide constructive feedback on volunteers’ efforts, and be
flexible about the times when volunteers could work as many were not available
during normal working hours."
"Creative utilisation of volunteers from the time of first contact and
identification of their skills and interests were considered essential for
retention of volunteers. To encourage a wider age range of volunteers, bringing
in young people and giving them support and responsibility was seen as
important. Organisations needed to recognise that volunteers will move on to
other agencies or to paid employment but that the wider community will benefit
from the training and development provided for them. Management of misguided
enthusiasm was required and also encouragement to move on when appropriate
..."
"Besides managing volunteers effectively and understanding the expectations of
volunteers, organisations needed to address other issues so that volunteers
could be productive.
- Organisations needed to be organised so as not to waste volunteers’ time
which was precious to them.
- Board and governance positions need to be clearly defined and replacements
identified and coached into new roles.
- As volunteers might be dealing with difficult people or situations, a safe
environment with sound policies and procedures was identified as contributing
to a more professional approach.
- Effective marketing and public relations were considered necessary to
raise the profile of organisations and volunteering...
- While bureaucracy and form filling were seen in some instances as stifling
passion, creativity and innovation, a businesslike approach and keeping
computer records of volunteer hours and contributions assisted with public
perception of an organisation and the requirements of funding agencies.
- Organisations were identified as being under stress and that making it
fun for volunteers could create pressure. Burnout and exploitation of
volunteers were issues needing to be addressed by some organisations. Tensions
between paid staff and volunteers also needed to be addressed.
- Assistance to develop an organisation’s capacity through the "loaning" of
executives with appropriate skills from the corporate sector was considered
important. Support of volunteering efforts was considered to be lacking from
some parts of the business
corporate and local government sectors.
- Organisations needed assistance to develop partnerships with these groups
to obtain access to untapped resources.
"
"Where paid professionals had taken on the role previously undertaken by
volunteers and where the work of volunteers had not continued to be supported
volunteers had moved from the organisation or left the work to the paid person."
[Continuous quote]