October 27, 2016
Posted in Politics of volunteering, Professionalism, Recognition of Volunteering, Sustainability, Valuing Volunteers tagged Advocacy, Civil Society, Empowerment;, social capital at 8:42 pm by Sue Hine
ComVoices, a network of national organisations in the tangata whenua, community and voluntary sector has just released a new State of the Sector Survey. In a press release Scott Miller, current Chair of ComVoices (and Chief Executive of Volunteering New Zealand), writes about the growing holes in the safety net provided by the community sector.
Yes, we’ve seen this coming for a long time now: the increased demand for services, greater complexity of community needs, and government exacting greater compliance regulations every year. “No-one appears to be listening”, says Scott.
So the ‘inequality’ debate is not only about wealth distribution – it’s also about unequal weighting placed on the community sector to deliver services to stressed communities: a load of expectations without realistic resources to meet them.
And just when you might argue that volunteers will fill the gaps in organisation capacity we find an international decline in volunteer numbers.
Trouble is, we’ve talked up the ‘voluntary sector’ for years, assuming volunteers will pick up the pieces and do what communities do, looking out for each other. Volunteers got organisations going, like Plunket and IHC and Parents Centre and Play Centre, and Surf Life-Saving, and all the local sports teams. The Women’s Christian Temperance Union (WCTU) were volunteers responsible for gaining New Zealand women the vote in 1893; volunteers raised funds to build school swimming schools in the 1940s and 50s; volunteers spoke out loudly on domestic violence and rape, till the government offered funding, in return for a more muted voice.
These days, volunteers are much less likely to be life-time devotees to a cause. It’s not just because we are time-poor: we are preferring the short-term stint that offers a real job to do. Organisations face competition in attracting volunteers, and there is a great deal more these days to managing a volunteer programme than getting the numbers on board. At the same time the spread of volunteer opportunities has widened: from beach clean-ups to work experience, from ‘getting to know the community’ for new settlers to volunteering for English-speaking practice, from supporting a community garden to making breakfasts or lunches for the local school.
Mainstream organisations have become non-profit businesses, focused on employing professional staff and building relations with key funders as well as government. There is a sense that volunteering has become professionalised as well, given the structure and maintenance needed to ensure a well-functioning volunteer programme. (Though note how the manager of the programme is not worth nearly as much (salary-wise) as the Funding and Marketing manager.) Of course the “we could not manage without you” platitude is real, but the roles offered to volunteers are too often for amateurs, pitted against the professionals. I wonder how many of those volunteers are otherwise engaged in professional careers.
Volunteering is not going to disappear any time soon. But the symptoms outlined in the ComVoices report are as damaging to volunteering as they are to the organisations. A collapse in service delivery does not bear thinking about. And we cannot rely on volunteers (nor expect them) to pick up the pieces. We have moved a long way from the roots of the organisations that are now in thrall to government contracts and philanthropic grants.
Early next week Volunteering New Zealand’s conference will focus on the links between vision and action. Promoting, supporting and advocating for volunteering is the mission, ensuring volunteers are engaged effectively, that volunteering is visible, with sound leadership.
Volunteering lives. Let’s keep it that way!
October 3, 2016
Posted in A Bigger Picture, Civil Society, Community Development, Organisation Development, Politics of volunteering, Sustainability, Valuing Volunteers tagged Advocacy, Civil Society, Diversity, Empowerment;, Inclusiveness, social capital, Strategic Planning at 9:55 pm by Sue Hine
Back in the early 2000s I was doing post-grad study on Development, the word applied to ‘Low-Income Countries’ and the aid programmes that might raise their economies. Up in bright lights were the Millenium Development Goals, the United Nations’ aspirations for achievement by the year 2015. A year ago UN replaced the MDGs with a new sustainable development agenda. There are 17 Sustainable Development Goals (SDGs), embracing a global approach to social, economic and environmental development. These goals are for everyone, not just a catch-up for developing countries.
In New Zealand ‘sustainability’ is never far from our news headlines, as in fishing quotas and predator-free zones, in recycling and renewable energy. There is plenty of opportunity to be engaged, locally and globally, in supporting SDGs. There is a part to play for governments, the private sector, and civil society (including our community and voluntary sector).
Alongside the SDGs comes the UN State of the World Volunteering Report, also published in 2015. Volunteering New Zealand has compiled a review of the SWVR2015 and links findings with SDGs. In their response, published in June this year, they note that
SWVR 2015 focuses on ‘transforming governance’, because good governance is critical for sustainable development.
In case you are wondering, ‘governance’ is broader than the responsibilities of an organisation’s Board:
[Governance is] the exercise of economic, political and administrative authority to manage a country’s affairs at all levels. It comprises the mechanisms, processes and institutions through which citizens and groups articulate their interests, exercise their legal rights, meet their obligations and mediate their differences. Source: UNDP 1997.
According to SWVR2015 the three pillars of governance where volunteerism can have the greatest impact are voice and participation, accountability and responsiveness. Volunteers at the local level build peoples’ capacity; governments can create greater space for volunteerism to enhance social inclusion; and global volunteer networks promote voice, participation, accountability and responsiveness. This model of governance will lead to success for the SDGs.
While SWVR2015 applies the pillars of governance at a national and international level I think there is a model here that could be applied to volunteers and organisations at a local level. Consider:
- What level of voice and participation do volunteers enjoy in your organisation? Are they invited to staff meetings, training and social events? Are in-house newsletters circulated to volunteers? Do volunteers have a say in planning and development of the organisation? Are their new ideas and initiatives welcomed? These questions could be the litmus test for volunteer inclusiveness and diversity in the organisation.
- Allowing a volunteer voice and participation requires responsiveness on your organisation’s part. It requires listening and being receptive to views, and a willingness to modify decision-making to enable volunteer initiatives. Are the appropriate mechanisms and processes in place to be responsive to good ideas?
- Then there is accountability, the obligation to take responsibility for decisions and actions. How does your organisation respond when ‘called to account’? There are plenty of training opportunities for Board members to cope with increasing pressures for organisation accountability and performance. In terms of accountability to volunteers, does the board of your organisation include a portfolio responsibility for the interests of volunteers?
Thinking Big about volunteers and volunteering can make a huge difference at a local level. Just think what this kind of wave could create on the global stage.
SWVR2015 calls for much greater engagement with volunteers and volunteerism in all its forms – formal (including international volunteering) and informal – and at all levels from the local to the global. This engagement requires raising our understanding of the needs and rights of volunteers, and finding ways to resource, support and actively engage with volunteer work to improve governance. There is the challenge, so how shall we respond?