Australia

Research To Practice takes its eye off research about volunteers in this issue and instead takes a look at that other vital resource – the people who look after volunteers. Call them managers or coordinators and any one of the myriad of other names that become attached to people who are responsible for volunteers. This summary report is based on a global survey from 2008, one that drew responses from 851 people who are responsible for volunteers and who answered questions on their status, responsibilities and levels of support. This Research to Practice also reviews how the survey highlighted issues that managers identified as important to further their own skills and their profession.

In this third e-Volunteerism article in our Sabotage series, the authors turn their focus to those not-for-profit organizations that engage and deploy millions of volunteers globally. They list 10 universal actions that not-for-profits engage in, and argue that these actions make their volunteer programs less effective, reduce volunteer commitment, and ultimately lead to costly mistakes, lost revenue and reduced scope. More importantly, in the context of a major demographic shift, the authors argue that these actions may cause hundreds of thousands of organizations to be faced with a service delivery crisis within a decade. The authors consider practical solutions for moving forward.

Homeless Connect is an initiative of the Brisbane City Council (Australia) to put over 300 homeless persons in contact with various service providers from housing, medical and legal organizations. This comprehensive one-day effort, staged in City Hall, also links service providers within the homeless sector. Volunteering Queensland has twice recruited and trained over 200 volunteers to provide one-to-one support to the homeless participants, clearly an enormous undertaking that ensured the success of Homeless Connect in 2006 and 2007.  This article explains how Volunteering Queensland accomplished this task.

GoVolunteer is the recruitment website of Volunteering Australia and is run in partnership with SEEK, an Internet employment website. From the 9th to the 31st of May 2005, a survey was placed on the website with the intention to collect data from people visiting the site. Analysing this data would enable a comparison of online tools for recruitment with more traditional methods, and help Volunteering Australia target its activities.

The survey gathered 1,413 responses out of a total number of 49,291 site visits. As sample sizes go, this ought to tell us a great deal about people using online volunteer matching sites.   What we do not know is whether the respondents are representative of users. For example, as we shall see below, the responses came overwhelmingly from women. Is that because more women use the site, or that women were more likely to answer the survey?

Happily the report also includes its own ‘applications of findings’ section to draw out the lessons of the research. This Research to Practice looks at the report and the findings.

In December 2005, an assault on three volunteer surf lifesavers led to violence and what are now known as 'the Cronulla riots.'  In the aftermath of these events, a number of parties (including the Australian Government, Sutherland Shire Council, Surf Life Saving Australia, Surf Life Saving NSW, and various other groups) representing Muslims proposed a program which would attempt to bring harmony back to the Cronulla beaches. Ultimately, this program has seen almost 20 young people of mainly Lebanese Muslim background undergo the arduous training to become volunteer surf lifesavers. But is this mere tokenism or a genuine attempt by those involved to make a difference?

South Australia boasts the highest volunteering rate in Australia, celebrates a strong level of government support for volunteers and even has volunteer involvement featured in the state’s ‘strategic plan’. The northern suburbs of Adelaide, South Australia’s capital city, has often been viewed as a hot bed for volunteerism, and so there were few surprises when a strong volunteer management sub-committee was formed as part of a broader initiative, called the Northern Collaborative Project (NCP).

A key problem tackled by this working party was the question of how to encourage more volunteers to undertake the training required of them by their organisations. The solution was that the group developed an annual training conference for their volunteers called ‘Volunteer Fest’.

Now gearing up for the third event, this article shares the experiences of the volunteer leaders who, through this forum, have revolutionized volunteer training in their local area.

In March 2005, a pioneering 48-hour event was held in Canberra, Australia: The 1st Annual Retreat for Advanced Volunteer Management . The 50 participants came from all of the Australian states and territories, plus representatives from New Zealand, Singapore, and the US. The intense but relationship-building retreat exceeded all expectations, with prospective outcomes that will strengthen volunteerism in the Pacific region in many ways.

The co-producers of the event explain how it evolved, the goals of the program, how the facilitation model was designed, and participant reactions. They also reflect on what the retreat meant to the emerging national professional associations of Australasia and plans for making the opportunity an annual one. They also explain the provocative slogan “Not just 50, not just 3” to which the retreat “alumni” committed in the last session.

The article is accompanied by audio “sound bites” recorded on site, in which participants explain what made the two days an “advanced” experience for them.

Sabotage!

The very word conjures up images of old war movies – silhouetted black and white figures blowing up railway lines in the midst of the night to prevent enemy advance. Indeed, sabotage is in fact a very real tool of war. Sadly it has also been a tool of some corporations who have used the technique to delay competitor success, while some individuals also deliberately sabotage the lives of their colleagues, families and even themselves in some bizarre notion of personal victory.

Sabotage is also at work within the volunteering sector. It is not too difficult to find volunteer administrators who, through poor work practices or a lack of a true understanding of their role, are unwittingly sabotaging their own volunteer programs. This results in a weakening of the value of volunteering in the eyes of their line managers, program volunteers, and the general public, as well as an undermining of the whole profession.

Martin Cowling warns us to be aware of the five 'lethal factors' of sabotage that can easily sneak into our management practices, describes how to confront them, and suggests how to deal with each in a decisive manner.