REPORT TO COMMUNITY, HOUSING, ENVIRONMENTAL SERVICES & PUBLIC

WORKS COMMITTEE

Volunteering Strategy (A08/1161) Report dated 24 May 2010 from the Director, Recreation, Customer and Community Services about the consultation and feedback on the volunteering strategy and policy under the Civic Pride program Recommendation: That Council

1. Adopt the volunteering strategy and policy following public exhibition and feedback 2. Endorse the development of further documents and resources as part of the strategy

implementation.

Purpose of Report This report seeks Council’s endorsement for the volunteering strategy and policy, and the development of further documents and resources as part of the strategy implementation. The strategy and policy documents are attached to the end of the report. Background / Introduction A draft volunteering strategy and policy was presented to the Community, Housing, Environmental Services and Public Works Committee on 2 March 2010 and submitted to Council on 16 March 2010 seeking endorsement for public exhibition of the draft documents. The draft Volunteer Policy and Principles of Volunteering documents were on public exhibition from 31 March 2010 to 23 April 2010. The draft documents were accompanied by an online interactive survey which sought feedback on the strategy as well as other volunteering topics. A prominent link on Council’s homepage directed people to the draft documents and survey. The Volunteer Policy review and strategy development was recently highlighted by the Mayor, Cr Sally Betts during the very successful Volunteer Afternoon Tea event in May 2010. This event was attended by approximately 50 volunteers from Council’s formal volunteer programs, including Bushcare, Meals on Wheels, Pocket Parks, Friends of Waverley Library and the Community and Seniors Centre. During this function John Fox who has been informally looking after the skatepark in Bondi Park together with some other skatepark users were also acknowledged as having provided Council with valuable support. Analysis Throughout the process of formulating the volunteer strategy, service representatives, volunteers and service users have been actively involved in its development. The formal consultation during exhibition complemented informal feedback on the volunteering strategy indicating that both volunteer coordinators and volunteers are enthusiastic about the improved support and resources which will be available for volunteer services in Waverley. Perhaps because of this close interaction, we received little formal feedback on the volunteering policy during the public exhibition period. Four surveys were returned. Survey feedback indicates that the most important issues for volunteers are

• applying skills and knowledge, • learning new things,

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REPORT TO COMMUNITY, HOUSING, ENVIRONMENTAL SERVICES & PUBLIC

WORKS COMMITTEE

• ‘giving back’ to the community, and • receiving support in their volunteering roles.

This feedback serves as confirmation that we are on the right track with our proposed improvement agenda. Comments made align very closely with our key directions in the volunteering strategy which aims to increase support for volunteers and volunteer coordinators and provide opportunities for volunteers to develop new skills. Of least concern to respondents were issues such as serving on boards and committees and being part of Council inductions. This information indicates an opportunity to educate volunteers of the importance of inductions and improve our volunteer induction process across the organisation. Other comments indicated that reduced paperwork would encourage potential volunteers and current volunteers to participate in Council programs. • Financial: The costs associated with the implementation of the Volunteer Strategy will be

absorbed in the Civic Pride budget. • Management Plan Council’s diverse volunteering services support a wide range of

community activities. A stronger more effective volunteering system contributes towards “creating a cohesive, healthy and resilient community” as well as “improving the look and feel of our neighbour”’. One of the strategies working towards achieving these is ‘promoting volunteering to increase people’s participation in community life and improve their sense of well being”.

• Consultation: Consultation for the volunteering strategy involved:

Public exhibition of the draft Volunteer Policy and Principles of Volunteering documents from 31 March 2010 to 23 April 2010.

Utilising the website to make all draft documents available for viewing and comment via the ‘Have a Say’ page.

Developing an electronic survey for the website to collect feedback from the community during the exhibition period.

Providing copies of the draft documents to all Council’s volunteer coordinators and making additional copies available for all volunteers.

Feedback could be made via survey, email or post. Timeframe Some of the recommendations in the strategy will be implemented immediately, while some are planned for the medium and longer term. It is anticipated that the progress of the implementation will be reviewed in November 2010. Recommendation: That Council

1. Adopt the volunteering strategy and policy following public exhibition and feedback; 2. Endorse the development of further documents and resources as part of the strategy

implementation. Meredith Wallace Director, Recreation, Customer and Community Services Author: Megan Fitzgibbon, Annette Trubenbach

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Volunteering in Waverley ‘The Way Forward’

Volunteering Strategy 2010 Paper 1

   AUTHOR Megan Fitzgibbon, Annette Trubenbach

DEPARTMENT Recreation, Customer & Community Services

DATE CREATED 2001

DATE REVISED May 2010

DATE APPROVED BY EXECUTIVE TEAM N/A

DATE ADOPTED BY COUNCIL

NEXT REVIEW DATE

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Table of Contents 1.0 Introduction ....................................................................................................................... 3

1.1 Strategic Plan - Waverley Together 2........................................................................ 3 1.2 Management Plan 2009 – 2013................................................................................. 4

2.0 Background....................................................................................................................... 4 2.1 Profile of Programs .................................................................................................... 4 2.2 Friends of Waverley Library....................................................................................... 4 2.3 Waverley Library Volunteers...................................................................................... 5 2.4 Meals on Wheels ....................................................................................................... 5 2.5 Waverley Community and Seniors Centre................................................................. 5 2.6 Bondi Pavilion ............................................................................................................ 6 2.7 Bushcare.................................................................................................................... 6 2.8 Pocket Parks.............................................................................................................. 6 2.9 Waverley Cemetery ................................................................................................... 6

3.0 Research methodology ..................................................................................................... 7 4.0 Findings ............................................................................................................................ 7

4.1 Volunteer programs and the role of council staff ....................................................... 7 4.2 Attracting people and managing demand for volunteers ........................................... 8 4.3 Managing volunteers ................................................................................................. 8 4.4 Rewarding and retaining volunteers ........................................................................ 10 4.5 Supporting staff........................................................................................................ 10 4.6 Workplace Issues .................................................................................................... 11 4.7 Resources................................................................................................................ 11

5.0 Conclusion ...................................................................................................................... 12 6.0 Key Directions................................................................................................................. 12 7.0 Appendices ..................................................................................................................... 13

7.1 Volunteering Policy .................................................................................................. 13 7.2 Principles of Volunteering ........................................................................................ 13 7.3 Waverley Volunteering Application Form................................................................. 13

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1.0 Introduction Volunteering is an important aspect of an engaged, involved community and often used to facilitate community capacity building. Many of Council’s services and those provided by community agencies rely on the commitment and good will of volunteers. In 2001, Council developed a Volunteering Strategy, providing a Policy and Principles statement for the management of all volunteer programs across Council. This strategy addressed various volunteering areas such as potential volunteer activities, workplace issues and strategies for recruiting and retaining volunteers. Council identified the need to develop a strategic platform for volunteering to streamline its volunteer programs and their variety of agendas, modes of operation and numerous locations. In 2008-09, the Civic Pride Coordinator carried out a review of Council’s volunteering practices and policies and identified needs and gaps within the current structure. The review investigated the strengths, weaknesses and opportunities within our volunteer programs, to ultimately provide more effective support to our volunteers and staff. In this way Council is better able to understand and support volunteer recruitment and retention processes, examine resource gaps and gluts, and where necessary provide documents, tools and avenues for recognition to help each volunteer program perform most effectively. When Council developed the Civic Pride Program, many of its strategies and outcomes involved volunteering and identified the need for streamlined procedures, improved communication (not just for Civic Pride but across the services) and promotion, and consistency of policies around recruitment, retention and recognition. To date, Council has not had a dedicated position managing volunteering activities across the various services. The findings from this review indicate a significant variance in the support and success experienced across Council’s volunteering programs. Some volunteering services are doing well, others are struggling and as a community it appears that the availability and nature of volunteering has changed dramatically. Matching volunteers with opportunities, providing benefits and rewards to the services and the volunteers, promoting services and looking after volunteers has become very important.

1.1 Strategic Plan - Waverley Together 2 Waverley’s strategic plan, Waverley Together 2, identifies those plans, policies and initiatives that contribute to the development of our community capacity, our sense of community and connection, as well as a safe, healthy and harmonious living environment. Several directions included in the chapter Sustainable Community relate to volunteering and the social, cultural and economic benefits that are derived from fostering and supporting an involved community. These are: C2 – The community is welcoming and inclusive and people feel that they are connected and belong. C4 – Community support services continue to be targeted to and accessible by those who need them most, including children and young people, older people and people with a disability. C6 – Arts and cultural activities foster an involved community and a creative

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environment. C7 – Health and quality of life are improved through a range of recreation and leisure opportunities. Volunteering initiatives such as the ‘Civic Pride’ program are included as strategies supporting C2. Many of Council’s services that support people’s needs, health and well being rely heavily on volunteers. Yet in some areas, volunteers are increasingly difficult to recruit and retain. Research has shown that people who are engaged and involved in their community tend to be healthier and suffer less from depression, often exacerbated by inactivity and social isolation. For all these reasons, Council decided to improve volunteering opportunities for both services and individuals.

1.2 Management Plan 2009 – 2013 Improving volunteering opportunities in Waverley is an important strategy in Councils current management plan. By ‘creating a cohesive, healthy and resilient community’ through our volunteering programs, Council can ‘increase people’s participation in community life and improve their sense of well being’. This vision is supported by the implementation of a Volunteer Strategy which is one of the Civic Pride Programs key measures in the management plan. The draft Delivery Program 2010-14 includes under Sustainable Community, Direction C2, Council’s proposed strategy to ‘encourage and foster community pride through volunteering initiatives such as the Civic Pride program’.

2.0 Background Waverley Council has a variety of volunteer groups and individuals functioning in different ways. Some volunteering services are doing well, others are struggling and as a community it appears that the availability and nature of volunteering has changed considerably.

2.1 Profile of Programs There are eight areas where volunteering occurs in Council. These are:

1. Local Studies 2. the Library, including Friends of Waverley Library (FOWL) 3. the Pavilion 4. Meals on Wheels (MOW) 5. Waverley Cemetery 6. Pocket Parks 7. Bushcare and 8. the Community and Seniors Centre

In addition to these programs, Council offers additional opportunities for volunteering in areas such as Adopt a Tree, Footpath Gardens and Justice of the Peace programs.

2.2 Friends of Waverley Library The Friends of Waverley Library is an incorporated group of Waverley community members who: • lend support to the library and its activities, • promote the library, • enrich the cultural life of the community by active involvement with the Library’s events,

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• support the children’s school holiday programs, and • Raise funds for special purposes not budgeted for by Council. The group helps the Library to run special projects and organises activities such as book sales. FOWL funded the CD collection and also the conservation of the Bondi Mermaid. Some of the activities organised by the Friends include book sales, author evenings and concerts.

2.3 Waverley Library Volunteers In addition to the Friends Group, Waverley Library has a small number of volunteers who help with shelf tidying and basic administrative tasks. These are long standing volunteers who make a regular commitment to helping with the day to day functioning of the library. Originally, this program was an offshoot of the activities of the Friends of Waverley Library, commencing after the opening of the new Library when there was a significant increase in the use of the library service. To date resource limitations, the explicit directive in Volunteer Policy 2001 that volunteers are not to be used to perform tasks usually undertaken by paid employees, and a shortage of skilled volunteers has meant that volunteering opportunities are limited. An exception to this is the role of Local Studies volunteers, who assist with tasks such as filing, archiving and photography. There are a number of opportunities to involve volunteers in more extensive roles and special projects at the library, however this requires additional staff resources for the planning and supervision of volunteers.

2.4 Meals on Wheels Waverley Meals on Wheels (MOW) is funded jointly by the Home and Community Care (HACC) program and Waverley Council, and comprises four paid staff and approximately fifty volunteers. Volunteers deliver meals to less mobile people in Waverley, and most of the volunteers live in Waverley area. MOW is a comprehensively organized program with many long-standing volunteers. It has well established training, recognition and reporting systems and is Council’s largest and most structured volunteer program. While volunteer numbers are sufficient, the current number must be maintained or increased to maintain service standards. Given the daily delivery of meals, volunteer absence or car unavailability can be challenging. A shopping service is also provided by Meals on Wheels volunteers and staff.

2.5 Waverley Community and Seniors Centre The Community and Seniors Centre has approximately 30 volunteers comprising the Seniors Centre Management Committee, Activities Committee and a volunteer administrative assistant. These volunteers organise activities for seniors, assist at events, help make decisions about the Centre and conduct general administrative tasks. Training is informal and the Centre has combined their Volunteer Christmas party with MOW in the past.

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2.6 Bondi Pavilion The Bondi Pavilion uses volunteers on an ad-hoc basis, however it does not have a formal volunteer program. Most volunteers work on a specific event rather than ongoing projects, and a lack of space and staff time prevents more permanent volunteers working at the Pavilion. Volunteers working at the Pavilion, Local Studies and the library (excluding FOWL) often require specific skills. Many people appear to find their volunteering experience in these areas useful for work related purposes. Staff at the Pavilion and library generally tend to have more casual, intermittent relationships with volunteers (other than FOWL). This reflects the more irregular nature of volunteering in these areas

2.7 Bushcare Six Bushcare groups are currently in operation (Calga, Tamarama, Bronte, Hugh Bamford Reserve, Diamond Bay and Eastern Reserve) working on bush regeneration projects. Council provides practical support to these groups including supervisors and plants, rubbish removal, mulch, signage, other materials and liaison. There are approximately 35 Bushcarers and this is the volunteer program with the highest demand for new volunteers. Training is quite formal and is carried out by trained supervisors, as well as via regional training workshops. There is also a Bushcare Committee. There is scope to integrate technology into record keeping and education, as well as linking Bushcare volunteers with Council’s other environmentally focused events and activities.

2.8 Pocket Parks The Pocket Parks Program allows residents to adopt local small parks as part of a structured group. The program involves formal training and Council supplied materials and plants. Two groups are currently in operation. This program has potential to expand, and will also require ongoing review to ensure the program is efficient and relevant to each individual group and site.

2.9 Waverley Cemetery Friends of Waverley Cemetery (FOWC) comprise approximately 25 members, with a core group of 6. FOWC volunteers are unique in that they are located across Sydney and are attracted to the cemetery for its history, aesthetics or because a family member is interred on the site. Volunteers pay $5 per year to join the Friends, and the group is fairly autonomous. Cemetery staff provide informal orientation and training. The group fundraises for grave restoration, promotes the importance of the cemetery and holds an annual ANZAC day event, marking out the graves of veterans and selling daffodils and poppies to raise funds for the cemetery. In the past, volunteers have given guided tours under the supervision of cemetery staff. They also successfully applied for a grant to restore a grave, and have researched and written an

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education pack for school groups, which was also grant-funded. Physical work such as weed pulling or grave restoration has been limited due to insurance limitations. FOWC work within a strong agenda set by the Cemetery Manager, but is perhaps the most independent volunteer group within Council. They have no set meeting space and, compared to other Council supported volunteer programs, receive few resources for volunteers recognition or accommodation. There is scope to better support the FOWC program, improve communication between FOWC and Council and integrate it more closely with Council’s other volunteer programs.

3.0 Research methodology Research methodology for this review included face to face interviews conducted with paid volunteer coordinators from all eight of Council’s volunteer programs. Face to face and telephone interviews were conducted with volunteers from Meals on Wheels, Community and Seniors Centre, Bushcare and the Cemetery volunteer programs. The Civic Pride Coordinator also conducted telephone interviews with the following industry associations:

• Volunteering NSW • City of Sydney Council • Randwick Council • Woollahra Council • Manly Council

A review of resource materials from other industry groups was also conducted as part of this research.

4.0 Findings The main findings of this review highlight the diversity of Council’s volunteer services, the varying levels of success experienced by each program and the gaps in integration currently experienced across almost all programs. It appears that volunteers associate themselves with their volunteer program but not with Council as a whole, and many volunteers do not feel especially connected to Council.

4.1 Volunteer programs and the role of council staff The eight volunteer programs differ according to structure, goals, the reliance on volunteers and the types of relationships between staff and volunteers. Bushcare and particularly Meals on Wheels have the most structured programs, with a specific induction process, timetable and routine. Volunteering processes in areas such as the Pavilion can be very irregular, due to the nature of the activities. For the most part it appears that areas with more one off volunteer projects, such as the Pavilion and the Library (excluding FOWL) struggle more than structured programs in terms

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of resources and relationships, although many volunteers may gain a great deal from these arrangements. Lack of time for staff to develop volunteers and projects may contribute to the lack of resources and relationships in some situations.

4.2 Attracting people and managing demand for volunteers It is clear that some programs are searching for volunteers while others prefer not to accept any more. The Library and Pavilion do not feel equipped to cope with more volunteers, MOW has close to their ideal number of volunteers and the Community and Seniors Centre cannot accommodate any more. Bushcare and Local Studies are eager to receive more volunteers and FOWC and FOWL are content with current numbers but will happily accept more members. Staff from the Community and Seniors Centre, Library and Pavilion report that it is difficult to accommodate volunteers with their current workloads. Some programs receive many referrals from elsewhere in Council and as they cannot accommodate them the volunteers are turned away. There does not seem to be much redirecting or cross promotion of other volunteering channels, most likely because a standard process for referral does not currently exist in the organisation. There is currently a central ‘mini-hub’ for volunteering on the civic pride webpage, which has been promoted to the volunteering coordinators. This site has the capacity to expand into a comprehensive portal of information for volunteers, volunteer coordinators and staff. Staff commented that they value computer skills and literacy. Other skills that are likely to be valued include the ability to drive a car/mini bus and to learn new things quickly. Advertising and promotion appears to be working fairly well, however staff would likely benefit from additional support from Council’s communications/media staff. Solutions include coaching in writing effective articles, targeting appropriate audiences for volunteers and enhancing knowledge of volunteering across the organisation so that it is promoted effectively. A special feature on volunteering in Council’s publications could be a useful approach, coupled with regular assistance from Council’s communications/media staff.

4.3 Managing volunteers Council’s various volunteer programs possess different goals and agendas, and so while some issues are common across the board, others are specific to particular programs. Still other issues are common to all programs but with different outcomes, for example, inductions for one-off event volunteers are far simpler than for MOW or Bush care, which require volunteers to retain knowledge and apply new skills over time. It is clear that some staff would appreciate a suite of generic user documents covering all areas such as OH&S, the Code of Conduct, what Council does and how their volunteer program fits, handling enquiries from the media and conflict resolution. This would provide a foundation of information so that staff are confident their volunteers are properly informed and insured. This would be a basic foundation applicable to all Council volunteers, with staff then able to train volunteers in the specifics of their particular program. This generic platform should be created in conjunction with Council staff and reference to current best practice. Currently, inductions vary. MOW and Bushcare have the most formal training as the work required is quite specific and regular. Programs such as those run by the Pavilion are much more informal, with on the job training sufficient for most tasks.

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Volunteers usually attend an induction but may attend little other training. Many older and very established volunteers do not want to attend training, and encouraging them to attend will require some creative thinking. Staff from MOW and Bushcare commented on professional development potential for volunteers, but they would be unlikely to attend any training outside their usual locations. The program coordinators have different types of relationships with their volunteers. For example MOW, the Seniors Centre and Local Studies are characterised by friendly, personal interactions. This sense of rapport is an important motivation for the volunteers. Bushcare volunteers mainly work onsite with contractors rather than with staff, which reduces face to face contact. FOWL and FOWC appear to have a more independent and less personal relationship with staff. This reflects FOWL’s status as an incorporated group that supports Council. Although Library staff attend their meetings and coordinate their annual book sale they are very independent. Some programs stated they set strong agendas to manage occasional unrealistic expectations of new volunteers. Staff at the Pavilion and Library generally tend to have more casual, intermittent relationships with volunteers (other than FOWL). This reflects the more irregular nature of volunteering in these areas. This diversity of structure and relationships mean that the suite of induction and management documents must be flexible and adaptable to all programs. Staff, particularly from the Library, Pavilion and Local Studies comment that they want to provide a useful experience for volunteers and develop them within their role. However there are a number of prohibiting factors, namely:

o lack of time o lack of space (especially at the Pavilion) o lack of suitable volunteers o lack of commitment from volunteers o limitations of Council’s policy

Volunteers cannot replace paid staff and volunteers should not be required to do the work normally done by paid staff. This needs to be carefully managed to avoid volunteers being given only routine tasks. This has been rather limiting for some areas, including the Library and Local Studies. Tasks they would most like help with include cataloguing, research or special projects. However as these can be performed by staff, volunteers are restricted to shelf tidying rather than more interesting work that could also enable staff to work on special projects that they do not normally have time to do. Volunteering NSW suggests that Volunteers may be able to take part in more interesting projects if the division employing them does not have sufficient funds to employ a staff member to do the project. By notifying staff in writing of the involvement of volunteers in these sorts of jobs, management can ensure transparency and provide an avenue for staff to express any concerns. The amount of time which should be given by volunteers needs to be addressed at a senior level, and a uniform directive applied across the organisation.

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4.4 Rewarding and retaining volunteers In terms of retaining volunteers, a sense of making a difference, the volunteers’ passion for the field and a strong sense of rapport within the group and between the group and staff appear to be vitally important. Council recognises volunteers in various ways. Apart from the high level Recognising Our Community Leaders Walk and the now defunct Scroll of Honour, Council recognises volunteers with Christmas parties and thank-you events, formal addresses and thank-you letters from the Mayor, small gifts such as diaries or chocolates and even acknowledging volunteer birthdays. Some volunteers are modest in their expectations of recognition and this should be respected. There is general support from staff for a Council-wide volunteer award. There are currently a number of high profile opportunities for volunteer recognition nationally, including the NRMA Helping People Awards, the Daily Telegraph Community Spirit program and News Limited’s Pride of Australia Medal, supported by the Wentworth Courier. At a local level, the Recognising Our Community Leaders Walk provides a limited opportunity for volunteers to be recognised. The Scroll of Honour provided an additional avenue for recognition, but this has been discontinued. There are a number of issues to be negotiated in introducing a volunteer award, including the need to create a significant award within a limited budget, and to provide an avenue for volunteers from all services to be nominated, without becoming tokenistic. It may be more worthwhile to combine a well produced annual thank-you event during Volunteer Week with a Volunteer Award prize giving ceremony for a small number of exceptional nominees, and/or those with long standing service. Criteria and nomination process are to be determined in partnership with Volunteer Coordinators. In addition to this major award, it may also be desirable to send a thank-you letter from the Mayor’s Office to all volunteers at Christmas time. Finally, Council should supply references to volunteers requiring them. The Library provides references already, however other volunteer areas could be provided with a template to make reference writing easier.

4.5 Supporting staff The impression of, and desire for, Council support varies between staff. Some programs feel a sense of physical isolation from the rest of Council which has resulted in coordinators losing touch with other Council staff. Some programs do not feel that their projects receive the same level of funding as other areas. Some staff appeared to have a slightly negative relationship with Council, appearing cautious about losing control of their program, while others felt that the organisation takes credit for programs without providing needed support. Some staff commented that a clear definition of a volunteer would be helpful. For example must they be ‘true’ volunteers or those seeking work experience, or simply people who have a connection to a place and donate photographs or similar. Also how does Council perceive volunteers who make an ongoing commitment compared to those who work on a single event, a mural or similar? The existing Council policy indicates that volunteering is not work experience, however further exploration of these other issues would help clarify the processes required in managing these volunteers.

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Training gaps cited are volunteer management, report writing, conflict resolution and some PC skills. Staff also commented on the need to understand other volunteer programs within Council and to find a way to share information and mutual benefits between programs. Staff seeking volunteers requested support with recruiting, including on Council’s website, and it appears that there is a need for assistance in encouraging skilled volunteers to apply and directing them to the right area. For example the Library receives requests to volunteer, but as these individuals are often unskilled, and because there is no system in place to redirect them, they are usually turned away. All staff cite a lack of time as a major limitation. This impacts upon the number of volunteers they can accept and the quality of the programs and training they can provide. For example, the Community and Seniors Centre cannot accept any more volunteers due to the time required to manage them, and the Bushcare Coordinator commented that they need time to update their risk assessment systems and review their program. Some staff also requested that the policy and guidelines be re-written with much more flexibility. Staff would like to provide useful and interesting projects for volunteers to generate as much value as possible for the individual and the organisation, but the rigidity of the policy sometimes obstructs this. The policy suggests a new, more flexible way of approaching this while delivering best practice for both volunteers and staff. There was also quite a strong call for a suite of user documents, including information about other programs and easy to use guidelines. This, they felt, would increase their confidence in delivering a professional, safe level of work to Council standards.

4.6 Workplace Issues Insurance has occasionally been an issue for some of our volunteer programs. More structured programs such as MOW, FOWL, Bushcare and FOWC seem to have few problems with insurance. Council’s insurer covers all eight programs, with Meals on Wheels and Bushcare having additional insurance.

4.7 Resources There is no real conflict between volunteer programs within council in terms of resources or volunteer base, although some areas feel poorly resourced compared to other parts of Council. Currently the resources available to share information between programs are quite poor and underused. For example internal and external communication channels could be better used to publicise each program’s success and a stronger relationship between volunteer programs and Council’s media/communications unit would help promote awareness both internally and externally. Staff called for a central hub to help direct volunteers to areas of need, as well as sharing information and networking with other program coordinators. Advertising through Council’s new website would be advantageous and could help staff to share information. A document listing staff looking for volunteers would also be an important resource for Staff, Library and Customer Service Centre staff to redirect calls from potential recruits. All staff interviewed report feeling under-resourced in time and/or space. Time is required to coordinate volunteers, and lack of it limits the amount of volunteers we can accept and the

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quality of their experience. A comprehensive suite of user documents would help systematize these functions to save time. In areas with less active or extensive volunteer programs, it may be useful to check how volunteer duties are represented in staff work plans, and this time allocated accordingly. This is dependent on the production and communication of clear parameters for volunteering within Council, which this strategy sets out to achieve. Lack of space limits the amount of volunteers that can be accommodated, and affects our ability to store tools and materials. One solution to this may be securing support from organisations with sympathetic values, such as approaching RSL clubs for free or reduced hire of rooms for MOW and the Community and Seniors Centre. Staff seeking volunteers will benefit from a quality volunteer portal on Council’s website. This has been flagged as an important outcome of this review. Areas requiring volunteers with specialised skills, such as the Library, could benefit from targeting volunteer drives aimed at people with computer skills.

5.0 Conclusion Volunteering continues to be an important part of Council’s community service delivery, however the diversity and autonomy of our programs means that a new strategic platform is required to achieve best practice in volunteer management. The revised Volunteering in Waverley document sets forth a number of findings that identify many of the issues contained within this program review. Coordinators of volunteers at Council need a number of documents and tools to more cohesively and comprehensively deliver training, support and management of volunteers. Although some programs are very well resourced, further resources need to be allocated to some activities to ensure that all volunteers can make the most of their volunteering experience with Waverley Council and we can better assist them in their efforts. Celebration events at Christmas and during Volunteer Week will also help volunteers feel more appreciated by Council. Gradual implementation of the key directions below must be planned for and integrated into staff workplans, with the coordination of these activities incorporated into the Civic Pride Coordinator’s role. The contribution of divisions such as Human Resources or Council’s media and communications staff need to be taken into consideration and deliverables negotiated to ensure best quality support, including job descriptions and promotion. Coordinators of volunteer services also need to be included in the process of devising documents so that they are assured to be consistent, relevant and practical across our diverse programs. Waverley Council delivers commendable volunteer outcomes, however a more integrated, streamlined approach will ensure Council can continue developing its volunteers and staff, as well as its investment in community capacity building through volunteering.

6.0 Key Directions Based on the findings from the review, the recommended strategies below can be grouped under the following key directions:

1. Volunteer Referral and Recruitment • Create a central access point and improved referral processes for volunteers

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• Create a database to more efficiently record and retrieve volunteer information and to assist the matching process

• Integrate a more structured approach to the management of volunteering with the Civic Pride program

• Develop better screening and follow up procedures

2. Retention and Recognition • Develop interesting and user friendly induction materials • Develop Job Descriptions and regular progress review with their supervisors • Provide training and development opportunities for volunteers • Hold a range of recognition events, with main focus in Volunteering Week in

consultation with services 3. Raising the profile of Volunteering • Expand the existing volunteering mini hub on Council’s Civic Pride web page • Utilise Council’s publications and communications strategies to include key

messages about the benefits of volunteering • Feature volunteer profiles on the Council website and in Waverley in Focus • Explore non traditional volunteering positions to match volunteering expectations 4. Streamlined procedures and consistent policies • Develop Volunteer Handbook and Toolkit to support the implementation of the

strategy, ensure consistency across Council programs and reduce duplication. • Ensure close alignment with Council’s OHS&E insurance, Code of Conduct and other

policies 5. Improved support, communication and networking between volunteer services

and Council • Continue with program support and events that bring the various volunteer services

together to encourage resource information sharing • Use web portal to assist with information dissemination • Liaise with peak volunteering body Volunteering NSW to assist with recruitment and

retention strategies • Support staff (particularly Customer Service Officers) with the use of new enquiry and

referral procedures • Working with volunteer services to facilitate skills development and capacity building

activities

7.0 Appendices

7.1 Volunteering Policy

7.2 Principles of Volunteering

7.3 Waverley Volunteering Application Form

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Volunteering Policy  

Volunteering Strategy 2010 Paper 2

  

AUTHOR Megan Fitzgibbon & Annette Trubenbach

DEPARTMENT Recreation, Customer & Community Services

DATE CREATED 2001

DATE REVISED February 2010

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1. Introduction Waverley Council greatly values the contribution made by volunteers. Volunteering is an important aspect of an engaged, involved community. With the help of volunteers, Council is able to support and enhance a wide range of community services. Volunteering provides opportunities for community members to come together, facilitates connections and partnerships and supports community capacity building. Many of Council’s services and those provided by community agencies rely on the commitment and good will of volunteers. Waverley Council’s Strategic Plan includes several strategies relating to volunteering and the social, cultural and economic benefits that are derived from fostering and supporting an involved community. This policy is intended to guide the management and support of volunteering at Waverley Council

2. Aim

This policy aims to: ensure volunteers are recruited, managed and recognised

appropriately provide adequate support to Volunteer Coordinators and staff.

Waverley Council encourages voluntary participation by members of the community who seek to contribute to and support Council’s services.

3. Objectives

Raise the profile of volunteering and adequately promote and support volunteering activities.

Identify potential volunteer activities within Waverley Council to

support provision of enhanced services and community activities in the Waverley area.

Maintain a data-base of trained, skilled and enthusiastic

volunteers by working in partnership with the community and community organisations.

Link recruitment of volunteers to the Volunteering NSW network.

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Foster community links and access to information and resources that support volunteerism by forming partnerships between individuals, Council and community organisations.

Create awareness in the community of the volunteering

opportunities available through Waverley Council and local community organisations.

Ensure volunteer induction includes aspects of workplace health

and safety and insurance matters.

4. Mission

To provide opportunities for volunteers to take an active role in their community through applicable Council services and programs in a professional, safe, enjoyable and fair working environment.

5. Definition

Waverley Council defines volunteering as an activity that is: of benefit to the community and the volunteer of the volunteer’s own free will and without coercion not compulsorily undertaken as community service, to receive

pensions or government allowances for no financial payment takes place in a recognised capacity, supported by an induction

process and supervision.

Volunteering is not work experience or a substitute for paid work. 6. Workplace Safety

Occupational Heath and Safety Waverley Council is committed to complying with the requirements of the NSW Occupational Health and Safety Act 2000 and providing a safe and healthy workplace for its employees, volunteers and visitors. To fulfill this commitment and to achieve our goal of Zero Harm, Waverley Council has developed policies and procedures to identify foreseeable hazards, assess risks and implemented corrective action to prevent injury and disease.

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Occupational health and safety policies and procedures apply to all volunteers. Volunteers will be provided with relevant health and safety information by means of an OHSE Volunteers induction program and area specific induction into their role and responsibilities.

Workers Compensation and Insurance Council’s insurers cover the following: 1. Local Studies volunteers 2. Library volunteers and Friends of Waverley Library (FOWL) 3. Bondi Pavilion events volunteers 4. Meals on Wheels 5. Friends of Waverley Cemetery 6. Pocket Parks volunteers 7. Bushcare volunteers 8. Community and Seniors Centre volunteers The above programs may also hold additional insurance depending on their objectives and circumstances.

7. Selection & Employment Conditions

Equal Employment Opportunity Council will select volunteers in accordance with our Equal Employment Opportunity principles, Code of Conduct and any other key corporate policies relating to recruitment and selection procedures.

Volunteer job descriptions In line with best practice, all volunteer positions will have a volunteer job description. Where appropriate, volunteer job descriptions will be lodged with Volunteering NSW for their assistance in recruiting appropriate volunteers.

Appointment Before volunteers commence work, the Volunteer Coordinator or supervisor with which they will be volunteering must approve their appointment and ensure they are provided with a copy of relevant Council documents (eg. Council’s Volunteer Induction Kit, including Council’s Volunteering Policy, Principles of Volunteering, Code of Conduct, OHS&E guidelines, Job Description).

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Duties, hours and periods of engagement Volunteers: Will be given a job description which describes the scope and

nature of their work, detailing tasks, working hours and period of engagement.

Will not be used to perform the routine or specialist tasks usually undertaken by paid employees.

Preferably work for a maximum of 15 hours per week in a voluntary capacity.

Future paid employment Engagement and service as a volunteer with Council will not be construed as providing any access to, or right for consideration for, future paid employment with Waverley Council.

Council’s obligation to volunteers Council’s supervisors and staff will conduct themselves professionally and follow the ethical standards set out in Council’s Code of Conduct. Volunteers will be provided with timely and effective induction, training, communication, support and advice. Volunteers will also be provided suitable equipment and facilities necessary for carrying out their role.

Volunteers’ obligations and Council’s Code of Conduct Volunteers represent Council in their interaction with the community and are expected to maintain the same standards of confidentiality, courtesy, organisational discipline and compliance with policy as is required of paid employees. As is the case for staff and delegates, the behaviour and conduct of volunteers is guided by Council’s Code of Conduct. There are some areas in the Code of Conduct volunteers should take particular note of. These include: harassment and bullying prevention media and public comment conflict of interest personal benefits access to information and resources.

Recognition and Reward Waverley Council will recognise and reward the contribution of volunteers through a range of activities. These may include: acknowledgement of volunteer service in Council publications

such as Waverley In Focus (community newsletter), Pipeline (staff newsletter) and the Annual Report

hold a Volunteer Week function for all Council’s volunteers to celebrate their contributions

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end of year celebrations offer volunteers the opportunity to participate in appropriate staff

learning and volunteer training opportunities provide volunteers with a reference upon request.

Reimbursement out-of-pocket expenses It is Council’s responsibility to ensure that tasks assigned to volunteers do not cause them financial loss. Council must therefore reimburse volunteers for any out-of-pocket expenses. Volunteers are required to obtain consent from their staff Volunteer Coordinator before making purchases on behalf of Council.

8. Induction

Volunteers must be inducted. Staff Volunteer Coordinators must ensure volunteers’ attendance at training. A Volunteer Induction Kit applicable to all Council volunteer programs should include a suite of user documents and checklists covering all relevant areas such as an introduction to Council and the services it provides; conduct in the workplace; job description and OHS&E procedures.

9. Child Protection Legislation

Volunteers and staff working with children or in positions where they could come into contact with children on a one to one, unsupervised basis are subject to Child Protection legislation and must undergo a Working with Children Check. This includes staff working with volunteers.

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Principles of Volunteering

Volunteering Strategy 2010 Paper 3

AUTHOR Megan Fitzgibbon & Annette Trubenbach

DEPARTMENT Recreation, Customer & Community Services

DATE CREATED 2001

DATE REVISED February 2010

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Waverley Council’s commitment to volunteers Waverley Council will: Interview and appoint volunteers in accordance with equal

opportunity principles and Council’s Code of Conduct. Provide volunteer staff with orientation/induction and

training. Provide volunteers with a healthy, safe and supportive

workplace. Define volunteer roles and develop clear volunteer job

descriptions. Provide appropriate levels of support and management for

volunteers and consult with volunteers on matters that affect them.

Provide volunteers with a copy of policies relevant to them

and their work area and provide them with information on grievance and disciplinary policies and procedures.

Ensure volunteers are not required to take up additional

work during industrial dispute or paid staff shortage. Acknowledge and promote the rights of volunteer staff.

Reimburse volunteer staff for out of pocket expenses

incurred on behalf of the organisation as requested by a responsible officer of Council.

Acknowledge and recognise the contributions of volunteers.

Provide written references to volunteers of

work/duties/training completed.

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Volunteers’ commitment to Waverley Council

Waverley Council’s volunteers will: Attend Induction Training.

Be guided by their supervisor and job description and

perform tasks as agreed to the best of their abilities. Be responsible to the particular section for whom they are

performing their duties. Accept and adhere to Council’s Code of Conduct and other

relevant Council policies and guidelines impacting on their work area and guiding their conduct at Council.

Communicate effectively with Council staff, supervisors,

other volunteers and clients. Treat fellow workers and clients with respect and courtesy.

Advise their supervisors if they are unable to attend work.

Maintain the same standard of confidentiality as is expected

of paid employees.

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