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Volunteer Management Resource
Volunteer Management Plan Template
cprgroup.com.au
Volunteer Management Plan Template 1.
Introduction
3
1.1. Purpose
4
1.2. Structure
4
1.3. Implementation
4
2.
Current Volunteer Portfolios
4
3.
Other Volunteer Portfolios to Create and Fill
5
4.
Recruiting Volunteers
5
5.
Selection and Screening
5
6.
Induction and Training
6
7.
Volunteer Management
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7.1. Code of Practice for Organisations Involving Volunteers
7
7.2. Volunteer Rights
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7.2.1. Volunteer Position Descriptions
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7.2.2. Volunteer Agreements
8
8.
Rewards and Recognition
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9.
Event Volunteers
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10.
Dispute Resolution
9
www.cprgroup.com.au This document has been produced by CPR Group on behalf of Gladstone Regional Council for use by sport and recreation groups. If you have any questions regarding the content of this document, please contact CPR Group. Suite 6 Primary Central 63 Primary School Court Maroochydore Qld 4558
PO Box 2092 Sunshine Plaza Qld 4558
P 07 5443 6247 F 07 5443 6429 E
[email protected]
1. Introduction Volunteering is a challenging and rewarding element of being involved with a not-for-profit organisation. Becoming a volunteer gives people the opportunity to make friends, to learn new skills and to be involved in the planning and management of clubs and associations. Volunteering Australia describes volunteering as below: Formal volunteering is an activity which takes place through not-for-profit organisations or projects and is undertaken:
To be of benefit to the community and the volunteer Of the volunteer’s own free will and without coercion For no financial payment In designated volunteer positions only
Principles of volunteering: 1 2 3 4 5 6 7 8 9 10
Volunteering benefits the community and the volunteer Volunteer work is unpaid Volunteering is always a matter of choice Volunteering is not compulsorily undertaken to receive pensions or government allowances Volunteering is a legitimate way in which citizens can participate in the activities of their community Volunteering is a vehicle for individuals or groups to address human, environmental and social needs Volunteering is an activity performed in the not-for-profit sector only Volunteering is not a substitute for paid work Volunteering respects the rights, dignity and culture of others Volunteering promotes human rights and equality
Good volunteer management involves the following steps: 1. 2. 3. 4. 5.
Recruitment Selection and Screening Training and Induction Volunteer Management Rewards and Recognition
People give a wide variety of reasons for their desire to become a volunteer. In a study conducted by the Australian Bureau of Statistics, the most common motivations people gave for choosing to volunteer were: 1. 2. 3. 4. 5. 6. 7. 8. 9.
To help others or the community Personal satisfaction Personal/family involvement To do something worthwhile Social contact Use skills/experience To be active Religious beliefs To learn new skills/gain work experience
The same study returned the following responses from people asked to list the benefits they derived from volunteering: 1. 2. 3. 4. 5. 6. 7.
Personal satisfaction Did something worthwhile Social contact To be active To use skills/experience Learning new skills/gaining work experience Personal/family involvement
It is clear from these survey results that people who volunteer are motivated by the benefits associated with volunteering. In 2006, 34% of Australia’s adult population were volunteers, with slightly more women than men volunteering. 44% of those aged between 35-44 years volunteered, which was the highest participation level of any age group. Queensland and the ACT have the highest proportions of volunteers, with 38% of Queensland’s adult population being active volunteers.
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The four most common types of organisation for which people volunteered were sport and physical recreation, education and training, community and welfare organisations and religious groups. Fundraising, preparing and serving food, teaching or providing information and administration were the most common activities conducted by volunteers. The total annual time volunteered across Australia in 2006 was 713 million hours. The median weekly number of hours volunteered was 1.1 hours per person and the median annual number of hours volunteered was 56 hours per person.
1.1. Purpose The purpose of this Volunteer Management Plan is to provide policy-based guidelines and methods for the effective management of volunteers.
1.2. Structure This Volunteer Management Plan analyses the volunteer management practices of the organisation to determine volunteering issues currently facing the organisation. The plan presents strategies for recruiting volunteers, appropriately selecting and screening volunteers for particular jobs and providing training, orientation and induction for volunteers. Strategies for rewarding and recognising the contributions of volunteers within the club are identified. A section of the plan is devoted specifically to events, to assist in managing volunteers who contribute their time and assistance for only a short period of time.
1.3. Implementation The implementation of this plan should involve annual reviews. These reviews should be conducted in line with the reviews of the club’s Development Plan and should involve the club’s volunteers. This plan should be tabled regularly at Management Committee meetings to ensure that it is implemented throughout the season.
2. Current Volunteer Portfolios Current formal volunteer portfolios within the organisation include:
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3. Other Volunteer Portfolios to Create and Fill During consultation undertaken for this Volunteer Management Plan, it was determined that a number of new volunteer portfolios should be created and filled to alleviate gaps in the club’s voluntary service delivery. New portfolios to be created and filled include:
4. Recruiting Volunteers Volunteers will come from varied sources. They may be members themselves, parents of members, past members, devotees, people from the local community, friends or relatives. The organisation has considered the best ways to recruit volunteers. When recruiting volunteers, the club is selling itself to potential helpers. Talking about the benefits of being associated with the operations of the organisation is very important when communicating with potential volunteers. Again, it is important to consider the motivations for volunteering listed above to create a clear marketing message which can be used to recruit volunteers. The organisation recognises that finding volunteers takes an investment of time and effort from existing volunteers. In identifying the methods most suitable for finding volunteers, the club has considered the following points:
ersonal contact (i.e. asking potential volunteers for assistance, face-to-face) is usually most successful P It is necessary to create an awareness of the club’s volunteer opportunities by effectively communicating the volunteer requirements of the organisation through publicity, promotion and personal interaction Some volunteers must be elected or appointed under the club’s Constitution (for example, the Management Committee)
5. Selection and Screening Once found, volunteers must be screened to ensure that they fit with the organisation and with the positions to be filled. For example, someone who has accountancy skills may be a good fit with the volunteer position of Treasurer. In screening volunteers, the club recognises the importance of assessing the skills, experience and availability of potential volunteers, or their commitment to gathering the necessary skills and experience, to match them to the needs of the club. NOTE: there are legal requirements and issues in screening volunteers, such as child protection legislation (including the Blue Card), privacy, certification and qualifications which must be taken into account when determining the best fit for volunteers within the club. It should be clear to prospective volunteers from the outset that they will be required to undergo a screening process and
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that a volunteer role will not be automatically offered. When conducted openly, screening procedures send a positive message to potential volunteers that the organisation is professional in its approach to volunteer management. The screening process may also act as a deterrent to some applicants who pose a risk to organisations. The screening process should begin with consideration of what duties volunteers will be asked to perform, and the level of trust required to perform them satisfactorily. The degree of risk and the trust required of volunteers will determine what level of screening should be used to adequately assess the suitability for the role. Depending on the level of risk, organisations might consider implementing some or all of the following steps:
reate comprehensive job descriptions for volunteers roles C Decide on what the steps in the recruitment process will be, including screening measures Determine in advance what the screening process might reveal that would make an applicant unsuitable for a volunteer role Have a process in place to notify unsuitable applicants When advertising for volunteers it should be made clear that applicants will need to undergo a screening process and that they will not be automatically accepted Use application forms including requests for character references Conduct interviews with the applicants, in person If required, conduct police checks
6. Induction and Training The organisation understands the importance of inducting each of its new volunteers. Some of the subjects which are to be communicated to new recruits during induction are:
osition descriptions P Volunteer Agreements (as an option) Codes of Behaviour Volunteer support and resources available, such as names of helpers
Training should not only be undertaken when a volunteer begins service. Rather, ongoing improvement grows from continuous learning, meaning that regular training opportunities should be made available to volunteers. Training that is properly planned and well-executed will increase volunteer confidence, improve the competency of those people the organisation relies upon and will motivate volunteers to achieve organisational objectives. Training volunteers not only helps to get the job done well, it also provides opportunities for individuals to develop new skills. When looking to train volunteers, the club should remember that it may be able to access funding from the Department of Communities, Sport and Recreation Services to pay for (or to subsidise) the costs of training. Training should be delivered in ways which make the volunteer feel valued and appreciated. Training can be either formal or informal. Formal training is that which is provided in a structured manner, such as the training required for accreditation or certification (for example, first aid certificates and TAFE courses). Informal training is non-structured education that is focused on conveying important information that will assist volunteers to do their jobs and to understand their roles and responsibilities. ‘Learning by doing’ is well recognised for its effectiveness and can be successfully implemented in the volunteer environment. It is important that adequate supervision is provided by experienced people where ‘learning by doing’ is being conducted. An example of informal training would be on-the-job training for committee members in running effective meetings. Although the training is not certified, it is just as important as formal training for providing volunteers with the skills needed to make the organisation run smoothly.
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7. Volunteer Management The organisation understands the importance of effectively managing its volunteers. Successful volunteer management ensures that voluntary tasks are equitably distributed among volunteers.
7.1. Code of Practice for Organisations Involving Volunteers Volunteering Australia’s Model Code of Practice for Organisations Involving Volunteers, below, should form the basis of the way in which the organisation engages and supports its volunteers. To enhance volunteers’ experience and comply with legislation and duty of care, the organisation should:
I nterview and employ volunteer staff in accordance with anti-discrimination and equal opportunity legislation Provide volunteer staff with orientation and training Provide volunteer staff with a healthy and safe workplace Provide appropriate and adequate insurance coverage for volunteer staff Not place volunteer staff in roles that were previously held by paid staff or have been identified as paid jobs Differentiate between paid and unpaid roles Define volunteer roles and develop clear job descriptions Provide appropriate levels of support and management for volunteer staff Provide volunteers with a copy of policies pertaining to volunteer staff Ensure volunteers are not required to take up additional work during industrial disputes or paid staff shortage Provide all staff with information on grievance and disciplinary policies and procedures Acknowledge the rights of volunteer staff Ensure that the work of volunteer staff complements but does not undermine the work of paid staff Offer volunteer staff the opportunity for professional development Reimburse volunteer staff for out-of-pocket expenses incurred on behalf of the organisation Treat volunteer staff as valuable team members, and advise them of the opportunities to participate in club decisions Acknowledge the contributions of volunteer staff
7.2. Volunteer Rights The following sample list of rights of volunteers is an extract from Volunteering Australia’s National Standards for Involving Volunteers in Not-For-Profit Organisations. It provides examples of the manner in which volunteers should expect to be treated and details their rights. This sample should form the basis of the rights of volunteers within the organisation. Unlike paid staff, volunteers are not covered by award conditions or work place agreements. Volunteers, however, do have rights, some of which are enshrined in legislation and some of which are the moral obligations of an organisation involving volunteers. The following list is the basis of your rights as a volunteer. As a volunteer, you have the right to:
ork in a healthy and safe environment (refer to individual state Occupational Health and Safety Act[s]) W Be interviewed and employed in accordance with equal opportunity and anti-discrimination legislation Be adequately covered by insurance [examples of insurance the club should consider include; Public Liability Insurance, Building and Contents Insurance, Directors and Officers Liability Insurance and Athlete’s Insurance] Be given accurate and truthful information about the organisation for which you are working Be reimbursed for out-of-pocket expenses incurred on behalf of the organisation for which you are working Be given a copy of the organisation’s volunteer policy and any other policy that affects your work Not fill a position previously held by a paid worker Not do the work of paid staff during industrial disputes Have a job description and agreed working hours Have access to a grievance procedure Be provided with orientation to the organisation Have your confidential and personal information dealt with in accordance with the principles of the Privacy Act 1988 Be provided with sufficient training for you to do your job
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7.2.1. Volunteer Position Descriptions To protect the rights of volunteers, it is vital that they know where they fit within an organisation. Volunteer Position Descriptions can be an ideal way to help facilitate good volunteer management. Volunteer Position Descriptions should clearly detail the parameters of each volunteer’s job.
7.2.2. Volunteer Agreements Depending on the organisation and the individuals administering it at a given time, it is sometimes appropriate to use Volunteer Agreements. These can help to formalise the commitment that both the volunteer and the organisation make at the time of engagement. Volunteer Agreements may include details of a volunteer’s position, their expected roles and duties, benefits the volunteer may receive and a section for completion by the volunteer at the end of the engagement regarding how the voluntary position could be improved. Note: If the organisation chooses to use Volunteer Agreements, it is recommended that the club seek advice regarding their implementation to ensure that they protect the rights of both parties (the prospective volunteer and the club), are not discriminatory in any way and will meet the needs and expectations of both parties for the duration of the agreement.
8. Rewards and Recognition There are many ways for an organisation to recognise and reward its volunteers. Recognising and rewarding a volunteer benefits the individual and can result in continuous improvement in performance. Importantly, it can also increase the chances of the volunteer remaining helpful with the organisation. Recognising and rewarding volunteers within the organisation requires an ongoing commitment from the club. It should not be left exclusively to the end of the season. The club recognises the importance of delivering consistent positive messages to its volunteers. Rewarding volunteers should stem from genuinely valuing their efforts and commitment. Volunteer recognition should therefore be determined with consideration given to its timing, consistency, sincerity and enthusiasm. Volunteer reward and recognition initiatives identified by the club include:
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Some ways that other volunteer organisations give recognition to their volunteers are :
dequately orientate volunteers A Make volunteer coordinators readily accessible to volunteers Encourage volunteer participation in team planning and planning that affects their work Provide training Give additional responsibility Enable volunteers to ‘grow’ on the job Include volunteers in special events and coffee breaks Recommend volunteers to prospective employers Maintain Occupational Health and Safety standards Take the time to explain and listen to volunteers’ ideas and concerns Recognise and accommodate personal needs and problems Celebrate achievements and efforts Keep volunteers informed via newsletters Provide letters of reference Send birthday and Christmas cards Allocate notice board space to applaud volunteer achievement Organise awards with certificates, plaques or medals Honour volunteers on International Volunteers Day, December 5, with a planned activity such as afternoon tea or lunch Celebrate National Volunteer Week
9. Event Volunteers There are a range of factors affecting the complexity of the volunteer management task during events. These include giving consideration to the following points:
I s the event a one-off or more frequent event? Will the event go for single or multiple days? Will the event use single or multiple venues? Will the event involve a range of age groups and ability levels and/or participants with different needs?
The organisation recognises the importance of clearly defining exactly which event volunteers will be required to support and what they will be required to achieve. To assist in preparing for and running successful events, the club should develop a detailed list of jobs to be undertaken. This document should be maintained and updated following each event based on any changes required. The document should be made available to volunteers who provide assistance in the preparation for and running of events.
10. Dispute Resolution If disputes arise, it is important for an organisation that they can be swiftly addressed and quickly resolved. Effective dispute resolution procedures can simplify and even enhance volunteers’ experiences. The club and its volunteers should maintain a commitment to resolving issues in a constructive manner, seeking a resolution rather than assigning blame. Issues and disputes should be handled in a customer-focused manner, where these issues are seen as an opportunity to improve service delivery. Issues should be resolved promptly, objectively, consistently and with regard for the people involved. An issue notification, escalation and resolution process should be established, which may cover the following points: 1 Formal notification of issues between the club and its volunteers, as well as requests for a response or action, which should be in writing, signed and dated 2 A response should be received which resolves the issue satisfactorily in the required timeframe 3 The issue can be escalated if necessary 4 The club and/or the volunteer may need to engage an independent facilitator/mediator to resolve the issue 5 The issue should be reviewed with a view to preventing it in future and enhancing service 6 Some issues, such as alleged criminal activity, must be immediately referred to the appropriate authorities Resolution of issues should be finalised as soon as practicable, usually within ten working days.
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