NATIONAL SURVEY

NATIONAL

SURVEY

OF VOLUNTEERING ISSUES

1 EXECUTIVE SUMMARY 4

2 ABOUT THIS SURVEY 4

3 KEY FINDINGS 5

4 SURVEY RESULTS 7

 4.1 RespondentProle 7

4.1.1 Volunteer respondents 7

4.1.2 Vounteer-Involving Organisational respondents 8

4.1.3 Companies with Employee Volunteer Program respondents 8

 4.2 ExperiencingVolunteering 9

4.2.1 Satisfaction 9

  4.2.2 Whatvolunteersvalue,whatafrmstheirdecisiontovolunteer 9

4.2.3 How volunteers see themselves 12

4.2.4 Recognition that matters 14

4.2.5 Being equipped to do what needs doing 15

4.2.6 Personal circumstances affect volunteering 15

4.2.7 The volunteering environment 17

4.2.8 Volunteering in the future 19

4.3 PrioritiesAndSolutions:Volunteers 19

 4.4 EngagingAndInvolvingVolunteers 22

4.4.1 More volunteers are getting involved … more are needed! 22

4.4.2 Ways of involving volunteers 22

4.4.3 Trying new/different approaches 22

4.4.4 Employer supported volunteering 23

4.4.5 Volunteer-involving organisations’ experience of

corporate employee volunteers 24

4.4.6 Companies’ experience of corporate employee volunteering programs 25

4.4.7 Volunteer involvement in governance 25

TABLE OF CONTENTS

 4.5 LeadershipAndManagementInVolunteering 26

 4.6 ImplementationOfNationalStandards 28

 4.7 ResourcingVolunteerInvolvement 28

4.6.1 Building volunteering into organisational budgets 28

4.6.2 Volunteering and funding 28

 4.8 PrioritiesAndSolutions:Volunteer-InvolvingOrganisations 29

5 METHODOLOGY 32

5.1 Design 32

 5.2 NumberOfRespondentsAndCompletionRates 33

5.2.1 Limitations 34

 5.3 SurveyPromotion 34

5.3.1 e-newsletter InVOLve 34

5.3.2 Direct mail 34

5.3.3 Volunteering Australia website 34

6 LIST OF TABLES 35

In Australia, we have a culture of giving. Our nation ranked in the top three giving nations in

the World Giving Index 2011 measured by someone donating money, volunteering time to an

organisation and helping someone he/she didn’t know who needed help

In 2010, the Australian Bureau of Statistics found that 36%oftheadultpopulation(6.1

millionpeople)volunteer. The proportion of people who volunteer has grown from

approximately 34% in 1995 with the estimated number of volunteers in Australia approximately

doubling from 1995 to 2010.

The Australian Government’s NationalVolunteeringStrategyidentieskeystrategic

directions in volunteering which aim to address emerging issues and challenges for the

volunteering sector. It recognises the ‘volunteering landscape is changing’, ‘technology has

transformed the way we communicate and work’, and ‘while traditional forms of volunteering

are still popular, new forms are emerging’

Volunteering Australia’s National Survey of Volunteering Issues undertaken in the United

Nations International Year of Volunteers plus 10 demonstratesthesignicantstrengths

andcontributionsvolunteersandvolunteer-involvingorganisationsaremaking to

these strategic directions, in partnership with government, companies and educational

institutions.Italsoidentieswhatworkswell,furtherworkthatisneeded,andsuggestions

about ways to support progress.

The2011surveyndingsreafrmthecontributionvolunteeringmakestosocialinclusionin

Australia. VolunteersinAustraliamostcommonlyvolunteerbecauseofthedifference

theymaketothecommunityandthesenseofpurposetheirvolunteeringgivesthem.

We also found the experience of volunteering is satisfying for the majority of those who have

become involved.

The majority of volunteers reported being aware of policies and protections their organisation

had in place to ensure their well being and safety and experiencing positive relationships

between employees and volunteers. Reimbursementofout-of-pocketexpenses

continuestobebarrierforasignicantproportionofvolunteers.

Volunteers bring a wealth of personal qualities, experience, knowledge and skill to their

voluntary effort. The majority told us they have been able to access the training they need to

undertaketheirroleeffectively.Wealsolearntthataboutoneinvevolunteershaddifculty

accessing this training.

Trainingforvolunteersandmanagersofvolunteerswasoneofthreetoppriorities in

need of the most urgent action for organisational respondents. It was also the most frequently

mentionedofthreetopprioritiesidentiedbyvolunteerstoensuretheirprotection,alongside

safe working environments and adequate insurance cover.

EXECUTIVE

SUMMARY

Charities Aid Foundation (2011). World

Giving Index 2011. A global view of giving

trends. http://www.volunteeringaustralia.

org/les/KPQVFOGXPT/World_Giving_

Index_2011_191211.pdf

4159.0 – ABS General Social Survey:

Summary Results, Australia, 2010, pp 1,3

http://www.abs.gov.au/ausstats/[email protected]/

mf/4159.0

4441.0- ABS Voluntary Work. Australia,

Australia 2010, p3 http://www.abs.gov.au/

ausstats/[email protected]/mf/4441.0

Commonwealth of Australia, Department

of the Prime minister and Cabinet (2011)

National Volunteering Strategy. Canberra.

http://www.volunteeringaustralia.

org/les/3DYGXFF9Z7/National_

Volunteering_Strategy.pdf

Excellenceinmanagement and leadership was also one of top three priorities of

organisational respondents. The features of leadership in volunteering they cited most

frequently were building capacity in others to contribute to a vision and encouraging new

ways of looking at things.

Thesurveyfoundasignicantproportionoforganisationsareencouragingnewwaysof

doing things,mostcommonlythroughgreaterexibilityinhowvolunteeropportunitiesare

offered. Some organisational respondents told us they do not have the capacity to do this.

Virtualvolunteering through social media or from home remains the leastcommon method

organisational respondents reported adopting to involve volunteers. At the same time, it

was suggested by volunteers and organisations as a way to improve access to training for

volunteers and managers of volunteers.

Companiescontinuetomakeanimportantcontributiontovolunteeringbysupporting

volunteeringbytheiremployees. As in 2010, the survey found theinvolvementof

corporateemployeeshasnotbeenfullytapped,despitenot-for-protorganisationsand

companiesbeingabletoseeitsvalue.Thesurveyidentiesthefactorsforsuccessof

employeevolunteeringfromtheperspectiveofeachsector. There is a difference in the

preferredwayofworkingwitheachotherthatmayneedtobereconciled-thenot-for-prot

sector’s general preference is for developing long-term relationships with companies, whilst

many companies have a preference for a combination of short and long-term partnerships

withmorethanonenot-for-protorganisation.

Not-for-protorganisationsandcompaniesidentiedtheimportanceofhavinginternal

resourcesdedicatedtovolunteeringeffort and its coordination and management. A

component for volunteering is included in the majority, but not all organisations’ budget. The

majority of companies do not have a staff member dedicated to volunteer management.

In summary, the survey highlights both enormousstrengths brought to volunteering through

the contribution of all partners - good will, experience, resourcefulness, and commitment

tondingsolutions–andtheneedforongoingsupport to be provided to volunteers and

volunteer-involving organisations to ensure volunteering in Australia continues to prosper.

‘We live in a rural area, so there is no

actual town and it is nice to be able to

organise functions at our local hall to

bring local people together. Also we have

managed to get a few grants which has

allowed us to start upgrading our local hall’.

The National Survey of Volunteering Issues is conducted annually to identify issues and

trends relating to volunteering in Australia. Alongside, other consultation and research, its

outcomes inform Volunteering Australia’s work.

In 2011, we placed greater emphasis on identifying priorities and suggested solutions,

learning about what works best for volunteers, volunteer-involving organisations and

companies, and the success factors.

The survey was open on-line for four weeks to 6 November 2011. It was promoted mainly via

electronic channels including the Volunteering Australia website and through email marketing

campaigns. Thank you to everyone who completed the survey and who promoted it through

their networks.

Volunteering Australia is pleased to present this report of the National Survey of Volunteering

Issues 2011. We would like to thank our partners NAB and acknowledge their support of our

volunteering agenda.

ABOUT

THIS SURVEY

‘As a grey nomad I got to work on a station

that was very damaged by the December

oodsandthehostfarmwasverynice.

It has inspired me to want to do lots more’.

This National Survey of Volunteering Issues 2011 found that:

EXPERIENCING VOLUNTEERING

 • 9outof10volunteerswhorespondedtothesurveyhavefoundtheirvolunteering

experience satisfying. Most volunteer because of the difference they make to the

community and the sense of purpose their volunteering gives them.

 • Howandwhenpeopleareabletovolunteerisaffectedbyarangeofpersonal

circumstances and organisational factors.

Family and work commitments were the most frequently mentioned personal

circumstances (59.3% and 52% respectively). Health issues and or disability

(temporary or long-term) were relevant for 13.6% and 5.8% of volunteer

respondents.

 • Thethreemostimportantthingstocontinuevolunteeringinthefuturewerethe

location, the availability of volunteer work that matches volunteers interests

and/or skills’, and the values of the organisation and making a difference.

 • Whilstthepreferredwaysofvolunteeringarechanging,‘regularlyvolunteeringinthe

same organisation’ was the most commonly preferred way of volunteering in the future

– cited by 75% of volunteer respondents.

 • Themajorityofvolunteerrespondentsreportedbeingawareofpoliciesandprotections

their organisations had in place to ensure their well being and safety.

 • Themajorityalsoreportedexperiencingpositiverelationshipsbetweenemployeesand

volunteers, with only 10% describing the overall relationship as ‘poor’ or ‘very poor’.

 • Almosthalfofvolunteerrespondentswerereimbursedforout-of-pocketexpenses,in

full or in part, and a quarter had not been reimbursed. The remaining 25% said they

had not incurred out-of-pocket expenses.

 • Thesurveyhighlightstheimportanceofaccesstotrainingandeducationtoenable

volunteers and managers/coordinators of volunteers to further develop skills.

 • Traininggavethemajorityofvolunteersthenecessaryskillsfortheirrole(78.9%)

and contributed to the personal development of 45.1% of volunteers.

  However,nearly20%ofvolunteersreportedtheyhaddifcultyaccessingthetraining

they needed to perform their role.

 • Trainingforvolunteersandmanagersofvolunteerswasoneofthetop3priorities

requiring urgent action most frequently mentioned by organisational respondents.

 • Volunteersmostfrequentlymentionedsafeworkingenvironments,adequateinsurance

cover, and training and leadership of volunteer organisations when asked to prioritise

the 3 issues in need of most urgent attention to ensure their protection.

Refer to 4.2

Experiencing Volunteering

Refer to 4.2.6

Personal Circumstances

affect Volunteering

Refer to 4.2.8

Volunteering in the future

Refer to 4.2.7.1

Policies

Refer to 4.2.7.3

Relationships between

volunteers and employees

Refer to 4.2.7.4

Reimbursement of

Out-of-pocket expenses

Refer to 4.2.5

Being equipped to do

what needs doing

Refer to 4.2.9

Priorities and solutions:

volunteers

Refer to 4.3

Engaging and

involving volunteers

KEY

FINDINGS

ENGAGING AND INVOLVING VOLUNTEERS

 • Morevolunteersaregettinginvolvedandmoreareneeded.Themajorityof

organisational respondents said their organisation needs more volunteers. The

most common reason for this need is to meet increasing demand for current programs

and services. The need for more volunteers was most apparent in the emergency

services and sport/physical recreation sectors.

 • Volunteer-involvingorganisationsareintroducingnewwaysofofferingvolunteering,

  ‘Greaterexibility’wasthemostcommonlyreportedapproachthathadbeen

introduced. Of those who did not introduce new ways of offering volunteering,

approximately 29% either didn’t have the capacity to do so, or it is not possible given

their activities.

 • Virtualvolunteeringthroughsocialmediaorfromhomeremainstheleastcommonway.

VOLUNTEER-INVOLVING ORGANISATIONS AND COMPANIES WORKING TOGETHER

 • Thedevelopmentoflong-termrelationshipswithcompanieswasmostfrequentlycited

  bynot-for-protandgovernmentorganisationsasmostimportanttothesuccessof

involving corporate employee volunteering.

 • Themajorityofcompanyrespondentssaidtheyprefertoworkwithnot-for-prot

organisations through a combination of short and long-term partnerships with more

  thanonenot-for-protorganisation.

 • Partnershavingsharedgoalsandmutualbenet,accesstosuitablevolunteering

opportunities and dedicated resources in the company were most frequently cited by

companies as most important to the success of their employee volunteering program.

 • Themajorityofcompaniesagreedwiththestatementthatmostnot-for-prot

organisations with whom they have had contact know how to work effectively with

the corporate sector.

RESOURCING VOLUNTEERING

 • Themajorityoforganisationalrespondentssaidacomponentforvolunteeringis

  includedintheirorganisation’sbudget.Outcomesforvolunteeringwerespecied

in funding contracts with Federal or State governments - 12.1% and 15.5% of cases

respectively.

LEADERSHIP IN VOLUNTEERING

 • Whenaskedaboutthefeaturesofleadershipinvolunteeringtheyhadseen

demonstrated, organisations most frequently cited building capacity in others to

contribute to a vision and encouraging new paradigms/ways of looking at things.

Refer to 4.3.3

Trying new/different approaches

Refer to 4.3.6

Companies’ experience

of corporate employee

volunteering programs

Refer to 4.6

Resourcing volunteer

involvement

Refer to leadership and

management in volunteering

4.1 RESPONDENT PROFILE

2,900 people responded to the survey with 2,167 fully completed questionnaires. The number

of respondents to the 3 questionnaires and completion rates for each questionnaire are

included in 5. Methodology, Section 5.1.

4.1.1 Volunteer Respondents

Volunteer respondents comprised 57.8% women and

42.2% men. The sample is skewed toward midlife. The

most common age group for respondents is 45-54 and

55-64 years of age. Those aged 18-24, under 18, and

over 75 years represented the least common age groups

(Appendix, Table 33).

The survey was predominantly completed by people who

were born in Australia or other English speaking countries

suchastheUKandUSA.9.5%ofthesurveyrespondents

stated they speak a language other than English at home

compared to 6.7% in 2010. Volunteers who identify as

Aboriginal and Torres Strait Islander represented 1% of

survey respondents.

The majority of volunteers were employed full time or

part time (Appendix, Table 35). Retirees represented

24.7% of volunteer respondents. The majority of volunteer

respondents said they mainly volunteer in Victoria or NSW.

The representation of volunteers from rural/regional and

remote areas as a proportion of the total survey respondents

increased in 2011 to 46.5% compared to 38.1% in 2010.

The split between respondents volunteering with a

governmentorganisationoranot-for-prot(NFP)

organisation was approximately 22/78 representing a

small increase in the proportion of NFP volunteers from

2010. The most common sectors in which respondents

volunteer were emergency services, community welfare

and sport/physical recreation.

Thehighestqualicationcompletedbythemajorityof

volunteer respondents (38.8%) since leaving secondary

schoolwasacerticateordiploma(Appendix, Table 34).

AGE (Volunteer Respondents)

Under 18

18 – 24

25 – 34

35 – 44

45 – 54

55 – 64

65 – 74

75 and over

0.0% 10.0% 20.0% 30.0%

Under 18

18 – 24

45 – 54

55 – 64

25 – 34

35 – 44

65 – 74

75 and over

SURVEY

RESULTS

4.1.2Volunteer-InvolvingOrganisationalRespondents

Thesplitbetweenrespondentsfromagovernmentorganisationandnot-for-protorganisation

was approximately 25/75. Almost 69% of organisational respondents operated from Victoria

or NSW (Appendix, Table 1). Organisations operating in rural/regional or remote areas

represented nearly 42% of the survey sample.

STATE/TERRITORY IN WHICH ORGANISATION MAINLY OPERATES

(Organisational Respondents)

10%

15%

20%

25%

30%

35%

40%

ACT NSW NT QLD SA TAS VIC WA

The most common sectors represented by organisational respondents were community

welfare, aged and disability, education and training, arts/heritage and sport and recreation

(Appendix, Table 2).

63.9% of organisational respondents said volunteers are involved in administration/clerical

work in their organisation. The next most of frequently mentioned types of work undertaken

by volunteers (mentioned by 30% or more organisations) were: Committee/Board member,

Funding raising/retail, Visiting/social support/driving, Education/tutoring/mentoring.

4.1.3 CompaniesWithEmployeeVolunteeringProgramRespondents

Ninety six companies in a range of industry sectors responded to the survey, the most

common being in health and community services and education and training. 49% of

companies operate nationally or in more than one state and approximately one third are large

companies (with 300 or more employees) and one quarter small companies with 10 or fewer

employees. Approximately 62% have been operating for 20 years of more.

SURVEY

RESULTS

4.2 EXPERIENCING VOLUNTEERING

4.2.1Satisfaction

Volunteering has been a satisfying experience for the majority of volunteer respondents in the last 12 months – approximately

9in10volunteersweresatisedorverysatisedwiththeirexperience.(Appendix, Table 15)

7.6%wereunsatisedorveryunsatisedwiththeirexperience.

4.2.2WhatVolunteersValue,WhatAfrmsTheir

  DecisionToVolunteer

The two most frequently mentioned things volunteers said

they value most about their volunteering experience is the

difference they make to the community and the sense of

purpose it gives them.

We also asked volunteer respondents to tell us about a

positive experience that excited them and reinforced their

decision to volunteer.

The 1,562 qualitative responses to our open-ended question

illustrate the multitude of ways in which Australian’s volunteer,

where they volunteer, their motivations, and the impact of

their voluntary effort.

Volunteering is not always a positive or enriching experience.

Whilst these responses were exceptions, they deserve a

voice. For example, when asked about a positive experience

that excited him/her and reinforced their decision to volunteer,

one person responded ‘None. Thinking of quitting’.

‘I volunteer with two NFP organisations

and enjoy the camaraderie with fellow

volunteers and giving my time to causes

that I believe in’.

WHATDOYOUVALUEMOSTABOUTYOURVOLUNTEERINGEXPERIENCE?(Chooseoneonly)

The dierence I make to

the organisation

The social connection

The opportunity for

professional development

Developing new skills

The dierence I make to

the community

The support provided to volunteers

All other responses

Experiencing new things

The structure it gives my day/week

The sense of purpose it gives me

Using the skills I already have

0 100 200 300 400 500

‘Being able to see a difference being made, e.g. over 2000 trees planted over last 4 years big

enough to picnic under. Park benches completed by guide unit and presented to caravan park

for use by visitors. The presentation of a concert that raised over $600 for Pakistan ood victim’.

‘Being able to use my professional knowledge and experience to treat patients

and also to share with other volunteers. I also value the opportunity to meet

different people from different backgrounds and professions’.

‘I found that my volunteer role as team manager for two amateur football teams

was a positive experience because it showed that if I had not volunteered for this

role the club may not have won the 2011 Div 1 WAWFL Premiership or may not

have received other awards the Club has now this season’.

‘The company of other volunteers. A great station to work at. Fantastic BSOs.

Relieving staff that accept our level of skills and from whom we learn heaps’.

‘It improved my sense of self-worth to be a part of something

that was larger than me and for the good of all’.

‘To nd a way to support my local community with something I enjoy and be able to

use my previous training’.

‘I love my local environment and enjoy socialising while working.

I am also fascinated by the local platypus’.

‘We live in a rural area, so there is no actual town and it is nice to be able

to organise functions at our local hall to bring local people together. Also

we have managed to get a few grants which have allowed us to start

upgrading our local hall’.

‘The mate ship during the good and bad times, training at level that

suits all, the respect you get from your peers, a sense of worth’.

POSITIVE EXPERIENCES

THAT REINFORCED THE

DECISION TO VOLUNTEER

‘Being part of an internationally recognised team’.

‘I avidly believe in giving something back to the community and that the key to our

lucky country is being involved and committed to things you believe in. Each day

I volunteer brings its positives from meeting caring people to reminding you to be

thankful for what you have and giving life perspective’.

‘Learning lots of different new things from the paramedics who are willing to share their knowledge.

i.e. learning how to draw up and then realising I can do it!’.

‘Completion of a walking trail built on sustainable principles and involving regeneration of surrounding bushland’.

‘Starting to see an organisation gain in effectiveness and achieving desired results

as a consequence of some hard work at Board and operational levels’.

‘Community spirit. The challenge to get a group of people together with a common

goal and achieve something. At the same time we strengthen our community ties and

I would have to say our Estate is now a very happy environment with residents now

knowing each other, giving their neighbours a wave etc’.

‘Appreciation from competitors when meeting or dealing with them in an ofcial capacity.

Satisfaction that without volunteering, events would not run and we have assisted to allow

events to run. Knowledge that competitors will volunteer to let others compete at a later stage’.

‘As a surf life saver, to be able to serve the community and to be there when

people need help is a really rewarding feeling. I made a lot of friends through

volunteering too which is really great! I have also been able to help save lives,

which is a really good feeling, and just to be able to be there for other people and

do something great for the community made me want to continue as a volunteer!’.

‘Working with a supportive committee committed to a shared vision. Everyone puts

in and everyone is respected for their efforts, in spite of us being a diverse group’.

‘The fact that a new botanic garden was being created and that I could be

involved in its role of educating and providing pleasure to the public’.

‘The young woman was able to spell and write her name after so many months’.

‘Interaction with fellow volunteers, often people with whom I would not normally associate’.

4.2.3HowVolunteersSeeThemselves

The importance of recognising and celebrating the effort and

outcomes of volunteers has been established in reports of

previous years’ of the National Survey of Volunteering Issues.

Recognition of volunteers can and is given at different levels

and in different ways – by volunteer-involving organisations

of their volunteers, by the Australian and state and territory

governments through volunteer awards, and by peak bodies.

The National Survey of Volunteering Issues presents an

opportunity to identify and acknowledge the diverse personal

qualities, behaviours, skills and experience Australians bring

to their volunteering – from the volunteer’s own perspective

and experience.

Consequently, in the 2011 National Survey of Volunteering

Issues, we asked volunteers ‘Without being humble, what

doyouvaluemostaboutyourselfasavolunteer?’1,509

volunteers responded to this open-ended question. The

keythemesareidentiedinthetablebelow,followedbya

selection of volunteer responses which illustrate some of

these themes.

• Passion

• Enthusiasm

• Loyalty

• Compassion

• Empathy

• ThinkingInnovatively

• Adaptability

• ReliabilityandDependability

• Persistence

• Interest

• BeingNon-Judgemental

• PositiveAttitude

• Integrity

• Honesty

• ClearThinking

• WorkEthic

• Decisiveness

• Willingtotryanything

• Flexibility

• TheabilitytodoasIamtold

• OpenMindedness

• GoalOriented

• Willingnesstohelp

Attitudes and Aptitudes, and Behaviours Skills

WHAT VOLUNTEERS VALUE MOST ABOUT THEMSELVES

• Abilitytolearnandtoteach

(pass on knowledge and skills)

• PlanningandOrganising

• ProblemSolving

• Communicationwithawiderangeofpeople

• Abilitytointeractpositivelywithmostpeople

• Leadership

• CustomerService

• Observation

• Facilitation

• Administration

• Listening

• OutdoorSkills

• StrategicThinking

• Analytical

• Inuence

• InspiringOthers

• Mentoring

• BilingualLanguageSkills

SURVEY

RESULTS

‘As a bilingual speaker, I become a bridge for communication with the outside world’.

‘I value my ability to bring new ideas into the local re brigade and to network with others,

creating opportunities for training and development. I believe we all have a place and our

specic contribution should be valued’.

‘That I have skills that I can use and not let die on

retirement and I can see them make a difference to others’.

‘Willingness to get involved and the ‘yes’ attitude’.

‘The ability to adapt to any situation and be able to achieve

the job set before us under any circumstance’.

‘As a very busy and involved 16 year old, it makes me feel good to know that I have

taken the initiative to actively contribute to my community’.

‘The ability to make life and death decisions instantly’.

’Making social justice concerns a reality’.

‘I have a wealth of experience in a lot of areas and I pass that on to

other volunteers and workers’.

‘I know I have the ability to motivate the young students to

learn to read and write and enjoy their study hours’.

‘Having respect and consideration to other people’.

‘If there is a job to be done, I am not afraid to tackle it,

eve it is perceived to be impossible’.

‘My ability to unconditionally support others new to

volunteering in judging and umpiring’.

‘My ability to relate to others regardless of their age, race, colour or creed’.

WHAT PEOPLE VALUE MOST

ABOUT THEMSELVES

AS VOLUNTEERS

‘I value the time and dedication that I put into being a leader’.

4.2.4 Recognition That Matters

In the National Survey of Volunteering Issues 2010, we introduced a question to understand

whether volunteers are recognised in ways that are relevant and important to them.

In both 2010 and 2011, there was a difference between the forms of recognition preferred by

most volunteers and how it is most commonly provided by organisations.

In 2011:

• 43.2%ofvolunteerrespondentssaidthat‘beingacceptedasavaluableteammember’

was the most important form of recognition to their feeling valued as a volunteer

(Appendix, Table 21)

• Bywayofcontrast,atotalof10.7%oforganisationalrespondentssaidtheyhadgiven

feedback about the volunteer’s contribution or their value as a team member in the past

3 months.

• ‘Aspecialgatheringorcelebration’ora‘personalthankyou’werethemostcommon

forms of recognition organisational respondents said they used in the past 3 months

(31% and 25.7% respectively).

• Approximately1in5volunteerssaidthemainorganisationwheretheyvolunteerhad

‘never’ given them the form of recognition most important to them in the past 3 months.

(Appendix, Table 22)

Thendingsindicatetheimportanceofcontinuingeffortstogetthebesttbetweenhoweach

volunteer needs and wants to be recognised and the methods adopted by the organisations.

Itisimportanttonotethatoneinve

volunteer respondents said they did not

feel the need for recognition.

‘Volunteering engenders a real sense of place in the community.

I volunteer at the community hall (built and maintained by

volunteers) and every week I am conscious of the times I have

been there and can see the work I have done which is enjoyed

by everybody’.

SURVEY

RESULTS

‘I enjoy motorsport but can’t afford to

compete…volunteering is the next best thing’.

4.2.5BeingEquippedToDoWhatNeedsDoing

Insection3.1.3wereportedontheremarkablerangeanddepthofpersonalqualitiesandspecicknowledgeandskillspeople

bring to their volunteer effort. Many, although not all, of these strengths, areas of knowledge and skills come from previous life

and work experience.

The National Survey of Volunteering Issues highlights the value of being able to undertake additional training that may be

needed to undertake a voluntary role effectively.

In 2011, the survey found that training gave 78.9% of volunteers the necessary skills for their role and contributed to the

personal development of 45.1% of volunteers, compared to 62.6% and 41.9% in 2010.

17.2%ofvolunteersreportedhavingdifcultyaccessingthetrainingtheyneededtoperformtheirrolein2011.

Thefrequencyofvolunteershavingdifcultyaccessingtrainingtheyneedtoperformtheirrolewasgreatestforvolunteers

involved in emergency services and other recreation/interest. (Appendix, Table 42)

The changes volunteers most frequently mentioned that would make accessing this training easier were: more relevant training

being available (41.6%) followed by relevant training being available closer to home or work (27.2%) and access to online

training (21.8%). (Appendix, Table 24)

4.2.6PersonalCircumstancesAffectVolunteering

How and when people are able to volunteer are affected by a

range of factors within and outside their control.

We asked volunteer respondents which (if any) personal

circumstances affect their volunteering.

85% of the 1,539 volunteers who responded to this question

indicated one or more circumstances that impact on their

volunteering.

Family and work commitments were the most frequently

mentioned factors (59.3% and 52.2% respectively).

(Appendix, Table 25)

Volunteers were also asked what volunteer-involving

organisations could do to make it easier to volunteer in these

circumstances. A small number of volunteers said their

personal circumstances were their own responsibility and/or

beyond the control of volunteer-involving organisations.

A range of suggestions was also offered by approximately

1000 respondents about what organisations could do to

make it easier to volunteer. Examples include, but are not

limitedto:greaterexibilityinexpectationsandwaysin

which the volunteering can be undertaken; better access to

training e.g. about diversity; reimbursement of out-of-pocket

expenses; and employer support to volunteer in paid time.

‘I saw that a lot of older people were not going to get

out of their homes unless some volunteers assisted

them to get out... that was my motivation’.

‘Be more respectful of the time I make available for volunteering and be aware of

the fact that this time is tted in around my professional and personal obligations’.

‘Recognise the contribution and sacrice of families’.

‘I now have a very small income and expenses are difcult for me. When I volunteer some

expenses are difcult to evaluate. Petrol of course... but it’s other little transient not very

noticeable things like a cup of coffee between friends to help make a difference, and so on’.

‘Volunteering roles outside of 9-5pm working day would be great opportunity to

volunteer when it best suits me. I nd virtual volunteering is the only thing I can

do right now as I am a full time worker and a Mum. I would love to volunteer as

a physical presence sometime after 5pm but not much is available’.

‘Provide disability friendly buildings’.

‘Be able to work at multiple areas on an as needed basis

rather than only having one station to volunteer at’.

‘Try not to do so much at once’.

‘Allowing me to ‘job share’ in roles and responsibilities so that when

I cannot be there, the other person can carry on in my absence’.

‘Nothing. It’s out of their control’.

‘Organisations need to be less competitive to obtain volunteers. If

I volunteer for you one week, I want the exibility to volunteer for a

different organisation next week, as this time may t better with my

employment/family commitments. I want to be thanked at the end of

my shift at volunteering. It is not a hard word to say’.

MAKING IT EASIER TO VOLUNTEER

WHEN PERSONAL CIRCUMSTANCES

GET IN THE WAY

4.2.7 TheVolunteeringEnvironment

The majority of volunteer respondents reported being aware of policies and

protections their organisation has in place to ensure the well being and safety of

volunteers. Approximately one in ten were not (Appendix, Table 26).

The majority of volunteer respondents said they had not experienced discrimination,

harassment or bullying, either directly or indirectly.

 • 8-12%haveeitherbeenpersonallydiscriminatedagainst,orharassed/bullied

 • 14-18%haveseenothersdiscriminatedagainst,orharassed/bullied.

Seven of 10 volunteers described the overall relationship between employees and

volunteers where they volunteer as excellent or satisfactory.

 • Onein10volunteerrespondentsdescribedtheoverallrelationshipbetween

employees and volunteers as poor or very poor.

 • Approximately1in4volunteerrespondentssaidtheyhadexperiencedor

  witnessedconfusionorconictbetweenemployeesandvolunteers(comparedto

one in three in 2010). (Appendix, Table 27)

The actions volunteer respondents most commonly stated would be most effective to

 reducetheconictandconfusiontheyhaveexperiencedorwitnessedwere

(Appendix, Table 28):

 • Improvingrespectand/orrecognitionofvolunteersintheorganisation(31.2%).

 • Improvingcommunicationabouttherolesandcontributionofpaidandvolunteer

staff (28.5%).

Approximately one in four volunteers said they had not incurred out-of-pocket

expenses.

44.9% of volunteers said they had been reimbursed for out-of-pocket expenses (OPE),

either in full or in part. (Appendix, Table 29)

Of the 25.3% who said they had not been reimbursed for OPE expenses, reasons

given included: reimbursement not being offered; the volunteer not having given

thought to seeking reimbursement; a personal choice not to pursue or claim

reimbursement; an awareness that the organisation’s funds are tight; and an

acceptance that out-of-pocket expenses are part of volunteering.

 Ananalysisofthendingsofreimbursementofout-of-pocketexpensesbythesector

in which the respondent mainly volunteered illustrated out-of-pocket expenses were:

 • leastfrequentlyincurredbyvolunteersinvolvedinorganisationsoperatinginthe

religious, law/justice/political, and community welfare sectors

 • mostfrequentlyreimbursedin-fullbyvolunteersinvolvedinorganisationsoperating

in the business/professional/union, sport/physical/recreation and parenting/child/

youth sectors

 • mostfrequentlyreimbursedin-partbyvolunteersinvolvedinorganisations

operating in the business/professional/union, sport/physical/recreation and

parenting/child/youth sectors. (Appendix, Table 43)

Here are examples of what volunteers told us about why they had not be reimbursed

for out-of-pocket expense they incurred.

SURVEY

RESULTS

4.2.7.1

Policies

4.2.7.2

Discrimination, harassment

and bullying

4.2.7.3

Relationship between

volunteers and employees

4.2.7.4

Reimbursement of

Out-of-pocket expenses

‘I have not expected to be reimbursed for fuel costs (this is my only

expense) as I consider that this is part of my contribution to the cause.

However, this may change when I retire and rely on a pension’

‘The set up to get reimbursed is hard to access’.

‘We are offered $25 per week if we choose to take it for any expenses or damage to our

property. I choose to not to take the money. That would be silly to expect to be paid!’.

‘No policies in place, also haven’t had nancial capacity in the past to consider this’

‘I don’t expect it.’

‘The “in part” is my choice and so much of what I do is so hard to quantify-how

does one account for the electricity in cooking the morning tea food? And so on!’

‘I am always reimbursed when I submit an account. Quite often I do not bother’.

‘Sometimes things just need to be done, less hassles for smaller items,

no money in the budget for that e.g. diary’.

‘No - I haven’t asked for reimbursement as it’s my donation to my community group’

REASONS VOLUNTEERS

HAVEN’T BEEN REIMBURSED

FOR OUT-OF-POCKET EXPENSES

SURVEY

RESULTS

4.2.8VolunteeringInTheFuture

The things volunteers said were most important for them to continue volunteering in future

were (Appendix, Table 31):

• Thevaluesandprinciplesoftheorganisation

• Location

• Availabilityofvolunteerworkthatmatchestheirinterestsand/orskills.

• Knowingtheircontributionmakesadifference.

When asked how they would prefer to volunteer in the future , volunteer respondents’ most

frequently mentioned (Appendix, Table 32):

• Regularlyvolunteeringinthesameorganisation–preferredby3outof4people.

• Volunteeringformorethanoneorganisation–preferredby2outof5people.

• Volunteeringtheirprofessionalskillsand/ormentoringotherspreferredby1in3people.

• Volunteeringinshort-termactivities–preferredbyonein4people.

• Incorporatingtravelandvolunteering-preferredbyonein4people.

‘Think strategically about the purpose of the organisation and establish

links with staff and volunteers so everyone is aware of how their work

contributes at the strategic level’.

‘We may be free, but we still want to be better!’.

Volunteer respondents

4.3 PRIORITIES AND SOLUTIONS: VOLUNTEERS

The top three things cited by volunteers as needing the most urgent attention to ensure

volunteers are protected were (Appendix, Table 30):

• Saferworkingenvironmentstoprotectvolunteersfrominjury

• Adequateandappropriateinsurancecoverforvolunteers

• Traininganddevelopmentforvolunteers

• Leadershipandmanagementofvolunteerorganisations.

Volunteers were asked what actions could be taken on each of the three issues they

believe need the most urgent attention. Examples include but were not limited to: better

structured workplace health and safety consultation and education; availability of training

outside working hours; and clear mission statements and how volunteers help achieve the

organisation’s goals.

‘Ensure all local state and federal legislation has very clear and to the point without legal jargon that

simply says ‘any activity, role or action taken by a volunteer in good faith is exempt from any legal or

liabilities actions (sic)’.

‘Universal personal volunteer insurance cover regardless of organisation’.

‘Government intervention to limit the liability of volunteers so they cannot be sued for good intention’.

‘Automatic cover when organisation is registered’.

‘Private insurance companies provide sponsorship for low cost cover.

Government provide NFP organisations no cost or low cost insurance’.

‘Vollies be very aware of their limits.

Not to feel they can do above and beyond their capabilities’.

‘When issues are raised – acted on them. Don’t sweep under the carpet’.

‘Ensure these are standardised and reviewed regularly.’

‘Accountability from ofce bearers’.

‘Information regarding any upgrading of policies’.

‘Extra training opportunities’.

‘Don’t push the volunteers to put them in harms way’.

‘The same principles as for paid employees must be applied to volunteer workers’.

‘Need more public awareness of any

limitations in policies’

‘No volunteer should be open to indiscriminate legal action – unless there is a prima facia (sic) case of negligence’.

‘Government underwritten insurance to reduce the public liability load on volunteer-run clubs’.

‘I volunteer for two organisations and I don’t know if I am covered’.

‘We know that insurance is available.

However, it is often frowned upon to make a claim.’

‘Do deals across Australia, i.e., bulk deals for voluntary organisations to minimise costs’.

SAFER WORK ENVIRONMENTS

INSURANCE

‘Universal on-line training – now you are a volunteer...’

‘More accountability by volunteers to do the training and

development courses’.

‘A program aimed at the management to sell them on the benets to be gained

from having a trained volunteer force (sic)’.

‘Many appropriate programs attract very high costs’.

‘Keep investigating localities of local relevant training’.

‘Governments need to provide free or subsidised training in any areas of interest

for volunteers who provide a signicant dedication to their sport group’.

‘More simplicity in training and less complexity/overhead so that key messages are accessible

and not hidden by plethora of useless minor things’.

‘More exible training as most of the time they are run by paid people between 9am-

4pm when most voly (sic) are working and can’t afford to give up their pay to train’.

‘There are some holes in the training content that need lling’.

‘Ask the volunteer what they want’.

‘More regional training’.

TRAINING AND DEVELOPMENT

4.3 ENGAGING AND INVOLVING VOLUNTEERS

  4.3.1 MoreVolunteersAreGettingInvolved…MoreAreNeeded!

Whilst the majority of organisational respondents reported the number of

volunteers they involve has increased or remained the same in the past 12

months, the majority (68.3%) also said their organisation needs more volunteers.

The requirement for more volunteers is more common in emergency services

and sport/physical and recreation compared to other sectors.

(Appendix,Table 44)

Meeting the increasing demand for current programs was the most common

reason given by organisational respondents for needing more volunteers.

(Appendix,Table 4)

Strategiestomakeinvolvingvolunteerseasier

When asked about the three most important things that would make it easier to

   involvevolunteers,organisationsidentiedthefollowingfactorsfromnineoptions

(Appendix, Table 5):

   • Greateravailabilityofsuitablevolunteers

   • Increasedavailabilityoffundingtiedtovolunteeringrecruitment

and management

   • Newwaysofpromotingvolunteeringinthecommunity.

  4.3.2 WaysofInvolvingVolunteers

Ongoing roles undertaken weekly or monthly are the most common way

organisations said they involve volunteers - 94% of organisational respondents

compared to 43-53% who said they involve volunteers in short-term projects or

   forspecicevents.

Involving people in roles where they volunteer professional skills was mentioned

by approximately one in three organisational respondents.

Virtual volunteering, through social media or from home remains the least

common way organisations involve volunteers, with 10-15% of respondents

reporting the organisation adopts this approach.

  4.3.3 TryingNew/differentApproaches

One in two organisational respondents said their organisation had introduced

different/new ways of offering volunteering to existing or prospective volunteers

in the past 12 months.

Approximately 60% of these organisational respondents had introduced greater

SURVEY

RESULTS

   exibilityinrelationtowhenpeoplecouldvolunteer.

Nearly 40% had introduced changes to the time commitment required of

volunteers, volunteering of professional skills and group/team volunteering

opportunities (Appendix, Table 7).

The initiative and drive of staff and/or volunteers and consultation were cited

most frequently as success factors for introducing new approaches - 74.9% and

60.3% respectively (Appendix, Table 8).

   Approximatelyhalfoftheorganisationalrespondentsalsoidentied‘thinking

outside the square’ as a contributing factor.

The two most common reasons given for not having introduced new approaches

to offering volunteering were ‘It is not possible given the activity the organisation

undertakes’ and the organisation ‘does not have the capacity to do this’.

(Appendix, Table 6).

  4.3.4 EmployerSupportedVolunteering

Employee volunteering programs were available to a quarter of the volunteer

   respondentsemployedbyfor-protorganisations(Appendix, Table 16).

   • 50%ofvolunteerrespondentswerecurrentlyemployedbyacompanyor

    otherfor-protbusiness

   • Wherethecompanyhasavolunteerprogram,approximately40%of

respondents have/are volunteering through the corporate volunteer program

(Appendix, Table 17) most commonly through skilled volunteering and the

    notforprotorganisation’sregularvolunteerprograms.

The majority of volunteer respondents whose company offered employee

supported volunteering said it was easy to get information about and get involved

in the program.

The most common reason given for not volunteering in the company employee

volunteer program was that the employee already volunteers independently/

outside of the employee supported volunteering program (Appendix, Table 18).

Employee supported volunteering was not a contributing factor in the majority

of employees’ decision to join or stay with the company, nor had the majority

become more aware of and/or actively involved in volunteering because of

the company’s volunteering program (Appendix, Table 19).Thisndingmaybe

affected in part by respondents being involved in volunteering prior to joining the

company and already volunteering outside the company.

‘I currently volunteer with SES and Marine Rescue

and will continue to do so until I become physically

ormentallyinrmorfalloftheperch’.

4.3.5 Volunteer-InvolvingOrganisations’Experience

OfCorporateEmployeeVolunteers

The results of the survey indicate a low rate of involvement of

corporateemployeevolunteersinthenot-for-protsector.

28.8% of organisational respondents said their organisation

had involved corporate employee volunteers.

Skilled volunteering, employee volunteer project teams

represented the most common form of involvement by

corporate employee volunteers.

Virtual involvement in volunteering (e.g. on-line and/or from

home) was cited by 8.2% of organisational respondents.

The most commonly mentioned contributions valued most

by the organisations who had involved corporate employee

volunteers were the practical assistance to complete project

tasks and the greater awareness of the needs of local

communities.

21% of the organisations who had involved corporate

volunteers had an experience/s that had not worked well.

The table below gives examples of ways that it could be

made to work better.

The development of long-term relationships with companies

wascitedmostfrequentlybynot-for-prot(NFP)and

government organisations as most important to the success

of involving corporate employee volunteering (Appendix,

Table 9).

‘The environment requires long term commitment. Most of our experience is of a feel good day

out and conscience salving exercise. Some have been truly well through and scheduled over a

longer time frame’.

‘It was during a disaster season. Corporate volunteers have a habit of wanting to be treated

differently. We did not have the capacity or resources for this’.

‘One company we worked with were clearly in it for themselves and showed great disrespect

when it came to contributing their ‘end’ of the partnership. It’s hard to say what would have

worked better, as we spelled out the agreements very clearly at the beginning...’

WHATDIDN’TWORK

WELL FOR NFPS

Misuse of volunteer role by the company

Unrealistic expectations of both parties

Lack of interest and support by

corporate employees

Projectnotttingtheskillsofthe

corporate employees

Understanding of the objectives of the

volunteering program and tasks

Clear communciation of expectations

Improved understanding of

and commitment to the task

Involving all relevant internal stakeholders

in intitial conversations with the corporate

partrner before agreement is made

WAYSITCOULDWORK

BETTER FOR NFPS

SURVEY

RESULTS

4.3.6 Companies’ExperienceOfCorporateEmployeeVolunteeringPrograms

Incontrast,long-termpartnershipwithonenot-for-protorganisationwasmentionedtheleast

frequently by company respondents to best describe how their company prefers to work with

NFP organisations (22.2%).

A combination of short and long-term partnerships with more than one NFP was the most

frequently preferred way of working by companies (44.4% N=18).

Approximately 60% of company respondents (N=42) said up to four NFP organisations were

involved in their company’s employee volunteering program in 2010/2011. The majority of

companies (67.6%) have supported employee volunteering for more than 5 years.

The most common number hours of volunteering contributed per employee during the

year were 4-7 hours (22.5%) and more than 21 hours (20%). Between 70-80% of company

respondents encourage employees to volunteer during work hours and/or outside work hours

(N=41).

Approximately 70% of companies grant employees between 0-1 days per year of paid time to

volunteer during working hours (N=39). Other support companies most frequently said they

provide employees who take part in their company’s volunteering program were insurance

(47.1%), reimbursement of costs (3802%) and provision of safety equipment (38.2%).

In 40% of cases (N=35), there is no designated position in the company responsible for the

volunteering program. However, a staff member works on the program in addition to their

designated role/duties. A greater level of resources in the company was the most frequently

selected response (from a list of 8 options) by companies to the question about what would

enable more employees to be involved in the employee volunteering program offered by their

company (42.3%, N=26).

The three most commonly mentioned aspects of employee’s involvement in volunteering

company respondents valued most were:

• Improvedreputationofthecompany–internally

or externally

• Employeesdevelopnewknowledgeandskills

• PositiveoutcomesforcommunitiesandIthelpsthecompanytoattractandretain

employees (equal third).

The three most commonly mentioned things for the success of the company’s employee

volunteering program were

• Supportprovidedtoemployeesbythenot-for-prot

organisation

• Mutualbenet

• Sharedgoals.

4.3.7VolunteerInvolvementInGovernance

33% of volunteer respondents said they currently volunteer

onBoards/Committeesofmanagementofanot-for-prot

organisation.

Asked to describe their level of understanding about their

legal responsibilities, 60.1% respondents who volunteer

on Boards/Committees described their understanding as

‘adequate’ and 25.2% as ‘excellent’.

The three areas which Board/Committee members most

frequently mentioned needing to increase their knowledge or

skill were (Appendix, Table 20):

• Legalcompliance

• Strategicthinkingandplanning

• Successionplanningforretiring/resigning

Board members.

Due to the low response rate to some

questions in the company survey, the total

number of responses to the question is

included in reporting about the company

questionnaire.

Thelowresponseratetospecic

questions in the company questionnaire

mean the generalisability of the results

need to be approached with caution.

‘I am witness to great forms of volunteer leadership within mine and other organisations all the

time - when volunteers are given a job to do and they understand the relevance of this job -

they will always perform at their peak. Any form of volunteering is a form of leadership within

the community which in turn encourages more leadership and volunteering’.

Organisational respondent

4.4 LEADERSHIP AND MANAGEMENT IN VOLUNTEERING

We asked organisational respondents to think about an example when they were proud of

leadership in volunteering and to tell us about the qualities they saw being demonstrated.

• Buildingcapacityinotherstocontributetothevisionwascitedby64.6%ofrespondents.

• Encouragingnewparadigms/waysoflookingatthingswasidentiedbyhalfofthe

respondents as a quality demonstrated in these leadership examples.

Examples of responses to open ended questions about (a) where this leadership was shown

and the form it took and (b) what actions could lead to these qualities are provided below.

• Emergencyresponsetonaturaldisasters

• Bylocalcouncilundertakingaresearchprojectonvolunteeringintheregion

• Communitygarden

• BytheDepartmentofVeteranAffairsintrainingsessions.

• Byourfriendsofthelibrarygroup.

• CommunityCapacityBuildingworkshop

• IntheGlobalLearningVillage.

• Volunteerads‘ICanDoThat’.

• TheWorkingGroupfortheNationalVolunteerStrategy.

Where It Was Demonstrated

• Oldervolunteervolunteershelpinganewerandyoungerinexperiencedvolunteer

to settle into the role and organisation.

• Makingchangestoaccommodatethespecicneedsofvolunteers.

• Volunteercoordinatorinspiringvolunteerstotakeownershipandinitiative.

• Theconsultationwithvolunteersduringamergerprocess.

• Initiatives-‘bite-sizevolunteering’,shorttermprojectsforskilledvolunteers.

• AppointmentofVolunteeringDevelopmentManagerinseniormanagement

• Presidentoftheclubinstillingacultureofbeinginclusive.

Forms It Has Taken

• Acollaborativeapproachandsharedlearning

• Aparadigmshift.Volunteeringnotasunpaidlabourbutascommunityengagementand

capacity building

• Changesinattitudesbyorganisations,includingmanagement

• Seekingtheideasofvolunteersintheorganisation’sdecisionmaking

• Listeningtovolunteers

• Mentoring

• Collaborationbetweenorganisationsthatinvolvevolunteer

• Recognisingleadershipwhenitdoeshappenandencouragingit

• Agreaterunderstandingofsuccessionplanninganditsimportance.

• Leadershiptraining

• Volunteermanagementfunding

• Understandingofgoodchangemanagementtheoryandprocesses

Ways Future Demonstrations Of Leadership Can Be Encouraged

LEADERSHIP IN VOLUNTEERING

‘We have a different way of working with young people. We are not

insisting in the management paradigm based in structure, control,

regulations and time tables. We allow them to decide what to do and we

give advice only when asked to do so. We lead by example promoting a

very healthy Lifestyle...’

‘We needed our steam engine to be refurbished and the team leader (who had previously

worked in the engineering eld) encouraged and supported those who worked on the

project. The team became very enthusiastic about the project and gave many, many

hours of their time to complete it. The job was nished in 9 months and the same team is

now working on restoring our second steam engine. This team saved our railway many

thousands of dollars as they made all the parts themselves - such is their skill’.

‘In the transition of our committee being restructured the consultation process was

planned carefully and changes have been rolled out slowly. Although not everyone is

100% happy with, overall the new focus of volunteers is positive’.

‘I had a volunteer support role at a community centre with over 100 volunteers, located in

an area of high disadvantage. 75% of the volunteers aged over 60years old and while most

were very experienced in their roles, there was reluctance from them to share their skills

with others. Consequently there were few places available for youth or migrants wishing

to increase their skills. I set about trying to change this by starting a volunteer mentoring

system, whereby one volunteer with very good customer service skills was asked to mentor

a young person. Over a short period of time the plan grew into many volunteers mentoring

others in the community. This attracted funding for training and development programs

and the Community Centre is really viewed as a ‘Volunteer Organisation of Choice’- I am

very proud to have been associated with the Community Centre at [name deleted] which

thoroughly enables Leaders to empower and grow other Leaders’..

‘Leadership was shown by our local Council undertaking a research project to look at the state of

volunteering in our region and to investigate ways of managing the changing landscape of volunteering’.

LEADERSHIP IN VOLUNTEERING

4.5 IMPLEMENTATION OF NATIONAL

STANDARDS

Approximately half of organisational respondents said

their organisation use the National Standards for Involving

VolunteersinNot-for-ProtOrganisations.

The rate of full or partial implementation of the standards

reported in 2011 was lower than in 2010.

The rate of full implementation in 2011 was highest for

Standard 3: Recruitment, selection and orientation (57%),

followed by 1 Policies and procedures (56.8%).

The rate of partial implementation was highest for Standard

8: Continuous Improvement (45.3%). Standard 6: Service

Delivery was implemented the least frequently (4.3%).

98% of respondents said their organisation had a Manager/

Coordinator of volunteers, the majority of whom are paid.

Approximately 40% reported the Manager/Coordinator of

Volunteers had accessed training in leadership management,

program management or coordination, and occupational

health and safety/risk management.

Approximately one third reported the organisation’s Manager/

CoordinatorofVolunteershaddifcultyaccessingtraining.

The most commonly reported areas were in leadership

development, and volunteering program coordination and

management.(Appendix, Table 12)

Access to on-line training was most frequently mentioned

as a way to make it easier for the organisation’s Manager/

Coordinator of Volunteers to access training.

4.6 RESOURCING VOLUNTEER INVOLVEMENT

  4.6.1 BuildingVolunteeringIntoOrganisationalBudgets

The majority of respondents said their organisation includes a component for the recruitment and management

of volunteering in its annual budget (65%).

Of the one in three who said their organisation did not, the reasons given included, but were not limited to:

not having thought about it; volunteer management being incorporated in general operating costs or staff costs

in the organisational budget; and lack of support of management.

4.6.2 VolunteeringAndFunding

Where Federal or State Government had been received in the last 12 months, the majority of organisational

respondents reported that the contracts for this funding did not specify outcomes for volunteering management.

The majority of organisational respondents who had an opinion on each of these statements said they agree/

strongly agree that most:

    • philanthropictrustsrecognisevolunteermanagementasagenuineexpenseinfunding

    • corporatesponsorsrecogniseandprovidesupportforvolunteerprojectsofallsizes

    • companieswithwhomtheirorganisationhascontactknowhowtoworkeffectivelywiththe

     not-for-protsector.

The majority of organisational respondents who had an opinion on these statements disagree/strongly disagree

    thatmostcorporatesponsorsrecogniseandprovidesupportfortheinfrastructurerequiredbynot-for-prot

organisations to involve volunteers (Appendix, Table 10).

SURVEY

RESULTS

4.7 PRIORITIES AND SOLUTIONS: VOLUNTEER-INVOLVING ORGANISATIONS

The top three issues organisational respondents most frequently cited as needing the most

urgent attention to make it easier to involve volunteers were (Appendix, Table 13):

• Trainingforvolunteers

• Trainingformanagersofvolunteersandcoordinators

• Excellenceinmanagementandleadership.

Organisational respondents were asked what actions could be taken on the 3 issues they

believe need the most urgent attention.

Examples include, but are not limited to: having a Federal Volunteer Respect Act and/or

Volunteer Empowerment Code of Practice; a clear body able to support small volunteer

organisationsresolveconicts(regardingvolunteerrights)andaddressissuesatnoorlittle

cost; insurance companies covering greater risk; universal insurance for older workers; back

llingduringabsencesfortraining;andtaxconcessionsforvolunteers.

‘On one occasion I encountered an extremely grateful mother when I was able to

explain to her the sentence which had been passed down to her Son.

She hadn’t been able to understand the court jargon used by the Magistrate’.

‘Meeting with young international students keeps me mentally active and

provides me with a feeling of making a contribution to others’ lives’.

‘Greater access to money to pay for this’.

‘Accessible distance wise on a weekend e.g. fund the training to come to the

country and remove the need for long weekend trips to metro area’.

‘On-line that volunteers/managers can access at work venue’.

‘Understanding the management of volunteers is the same as staff and resources should match those of HR’.

‘Capacity building for volunteers to enhance their capacities on the volunteerism’.

‘Accessible and affordable nationally accredited training available in a variety of

studying formats especially the certicate and diploma’.

‘Increase the culture of innovation and opportunity and have a more engaged

and connected workforce’.

‘A closer relationship and time to train volunteers’.

‘Sufcient back-up stafng to allow attendance at workshops,

off-site training etc’.

‘Volunteers are time poor! More online training opportunities’.

‘Recognition and availability of the infrastructure and resources needed’.

‘Where there are no relevant tertiary degrees, specic training is to be recommended’.

‘Practical training and resources that are t for purpose and low time intensive’.

‘Having the time/capacity to engage trainers’.

‘Tools to enable good leadership’.

Having the funds to develop exible methods of training delivery

to better t the volunteers’ life cycle’.

‘Training of management would ensure that volunteers are regularly

given opportunities for appropriate training’.

TRAINING FOR VOLUNTEERS

TRAINING FOR MANAGERS/

COORDINATORS OF VOLUNTEERS

‘Senior management to benchmark against leading organisations,

not narrowly within NRP or government sector’.

‘The future of volunteering is held in the hands of management. Our focus is community health and I

know a lot of the volunteers would like to do and have the skills to do more in the community. This is

turn would allow more community education and involvement. We need to think outside the square’.

‘Education regarding what good management and leadership means in

terms of supporting volunteers’.

‘That managers and leaders be encouraged to lead and their skills are used and acknowledged’.

‘Other staff members taking responsibility for the volunteers that they have requested.

‘To ensure that the contribution of volunteers if TRULY valued – serious and signicant resources

would be invested in assuring excellence in management’.

‘Provide accredited leadership course for the management committee (for free).

‘To place volunteering in all policies and budgets within the organisational structure’.

EXCELLENCE IN MANAGEMENT

AND LEADERSHIP

5 METHODOLOGY

The National Survey of Volunteering Issues (‘the survey’) is conducted annually to identify

issues and trends relating to volunteering in Australia. Alongside other consultation and

research, its outcomes inform Volunteering Australia’s work.

Successive versions of the National Survey of Volunteering Issues have established a core

of knowledge relating to the practice, management and policy of volunteering in Australia and

identiedtrendsabout:

• Factorsimpactingonthedecisiontovolunteerandkeepvolunteering.

• Methodsofndingvolunteerwork.

• Barrierstoinvolvingvolunteers.

• Theimportancetovolunteersofrecognitionoftheirinvolvementandcontribution.

• Theimportanceofclarityintheroles/responsibilitiesofpaidstaffandvolunteers.

• Strengthsandareasforimprovementinorganisationalperformanceinrelationtothe

recruitment, management and development of volunteers.

• Theimpactsofpublicpolicyonvolunteering,inparticular,OutofPocketExpenses,

Background Checking, Occupational Health and Safety and Insurance.

5.1 DESIGN

The focus of and approach to the 2011 survey was reviewed by Volunteering Australia

with the involvement of a Reference Group including representatives of the Department

  ofthePrimeMinisterandCabinet,theDepartmentofCommunities,Queensland,

Volunteering Victoria, Volunteering Tasmania and representatives from NAB and the

heritage sectors.

The questions for the 2011 survey were realigned more closely with national policy

documents to enable better measurement of progress on key strategic issues. Greater

emphasis was placed on asking what priority volunteers, organisations and companies

give to particular issues, what would make a difference, and what works well.

The 2011 survey was structured as three separate questionnaires for: volunteers,

volunteer-involving organisations (including government), and for companies with or

developing an employee/corporate volunteering program.

The inclusion of selected open-ended questions provided participants the opportunity

  toreectontheirexperience,telluswhatworksandtosharetheirideasaboutwhat

would strengthen their experience of volunteering ‘in their own words’. The insights from

the qualitative responses help to enhance our understanding of the quantitative data

  andgivelifetothesurveyndings.

5.2 NUMBEROFRESPONDENTSANDCOMPLETIONRATES

The total number of respondents and completed questionnaires

  weresignicantlyhigherthanin2010.

2,900 people responded to the survey in 2011 compared to 1,834

in 2010.

2,167 people fully completed all the questions in the 2011 survey

compared to 1,320 in 2010. The response and completion rate

for each of the three questionnaires in the 2011 survey are

summarised in the table below. With the exception of the

questionnaire for companies, the completion rate in 2011 was

higher than in 2010.

TotalStarted: 2900

TotalCompleted: 2,167

CompletionRate 74.7%

Total Started Survey: 1875

Total Completed Survey: 1471

Completion rate 78.5%

Total Started Survey: 929

Total Completed Survey: 677

Completion rate 72.9%

Composition:

• 735managersofvolunteers

• 99CEOsofnot-for-protorgovernmentorganisation,departmentoragency(federal,state

or local)

• 99otheri.e.,peopleinarangeofrolesinnot-for-protorgovernmentorganisationincludingHR

 managers,ofcersofBoards/Committeesetc.

Total Started Survey: 96

Total Completed Survey 19

Completion rate 19.8%

VOLUNTEERS

VOLUNTEER-INVOLVING ORGANISATIONS

COMPANIES

SURVEY RESPONSES 2011

‘Being able to use my professional knowledge and

experience to treat patients and also to share with other

volunteers. I also value the opportunity to meet different

people from different backgrounds and professions’.

5.2.1 Limitations

The survey is conducted using a subscription based on-line service provider.

   Whilstweworktoobtainasignicantanddiversesample,theNSVIisnot

a compulsory survey or a controlled random sample and it is not a survey of the

entire population.

   Secondly,thesurveyengageswithvolunteers,organisations(not-for-protand

government) and companies that are already involved in volunteering. The

   surveydoesnotcollectdataaboutorreecttheexperiencesofpeoplewho

have considered volunteering and decided not to become involved, or those who

have never thought about volunteering.

The low completion rate of many of the questions for companies is also noted

and taken into account in reporting the responses to those questions.

5.3 SURVEYPROMOTION

A number of methods were used to promote the survey in 2011, mainly via electronic

channels using the Volunteering Australia website and through email marketing

campaigns. We would also like to recognise and express appreciation for the support

of many organisations that advertised and promoted the survey to their members

and networks.

The 2011 survey was promoted strongly by Volunteering Australia through its

website, email databases and social media.

 5.3.1 e-newsletterInVOLve

Volunteering Australia’s e-newsletter InVOLve has over 14,000 subscribers

   consistingofnot-for-protorganisations,individualvolunteers,forprot

companies and government department representatives. InVOLve is sent out

monthly and featured information about the survey, followed by a reminder near

the closing date.

 5.3.2DirectEmail

   Anumberofdirectemailcampaignstospecicsectorsweresentto:

   • VolunteeringAustralia’sFoundationMembers;StateandTerritory

Peak Bodies

   • StateandTerritoryGovernmentOfcesofVolunteers(whereavailable)

   • TheAustralianAssociationofLocalGovernment(ALGA)

   • Keyorganisationsandnetworks,includingpeakbodies,inthearts,

museums and libraries, sport and recreation, international/overseas aid,

emergency services, and community services.

Emails requesting promotion of the survey were also sent to State and Territory

   volunteerpeakbodies,ProBono,andInfoXchangeandcorporatepartners.

 5.3.3 VolunteeringAustraliawebsite

The VA website had a permanent web tile prominently displayed on the

homepage from the survey opening.

A dedicated URL (www.volunteeringaustralia.org/survey) was created that took

respondents directly to information about the survey.

1. State and/or territory: volunteers and organisation

2. Sector:volunteersandorganizations

3. How organisations involve volunteers

4. Main reason organisation needs more volunteers

5. Most important factors to more easily involve volunteers in organisation

6. Main reasons organisation had not introduced different/new ways to offer volunteering

7. New approches to volunteering introduced by organisation in last 12 months

8. Enabling factors for introducing new approaches

9. Keysuccessfactorsforinvolvingcorporateemployeevolunteersinorganisation

10. Volunteer-involvingorganizations’viewsaboutsupportofphilanthropyandcorporatesector

11. Training Manager/Coordinator of Volunteers has accessed

12. Trainingmanager/CoordinatorofVolunteershashaddifcultyaccessing

13. Top 3 issues nominated by organisational respondents to make it easier to involve volunteers

14. Organisation type

15. Level of satisfaction with volunteering

16. Volunteers whose corporate employer has employee volunteer program

17. Involvement of volunteer through company employee volunteer program

18. Main reason for non-involvement through company employee volunteer program

19. Employees experience and views of company’s employee volunteer program

20. Areas Board/Committee members need to increase knowledge or skill - self assessment

21. Form of recognition most important to volunteer feeling valued

22. How often in past 3 months the form of recognition most important to volunteer was provided

23. Training accessed by volunteer

24. Strategies to increase access to training required by volunteer

25. Personal circumstances that affect how or when person volunteers

26. Volunteer’s awareness of policies and protections organisation has in place

27. Volunteerexperiencingorwitnessingconfusionorconictbetweenvolunteers

and paid employees

28. Strategiesvolunteerssuggesttoreduceconfusionorconictbetweenvolunteers

and paid employees

29. Reimbursement of any out-of-pocket expenses incurred through volunteering

30. Top 3 issues nominated by volunteers to ensure volunteers are protected

31. Important factors for continuing to volunteering

32. Preferred ways to volunteer in the future

33. Age of volunteer respondents

34. Highestqualicationofvolunteerrespondents

35. Employment status of volunteer respondents

36. How companies have involved their employees in volunteering

37. Number of ‘one-off’ volunteering activities of large groups of employees company

supported in past year

38. Aspects of employee involvement in volunteering most valued by companies

39. Most important factors for the success of the company’s employee volunteering program

40. Companiespreferredwayofworkingwithnot-for-protorganisation

41. State/territory of company respondents

42. Difcultyaccessingtrainingbysector

43. Reimbursement of out-of-pocket expenses by sector in past 12 months

44. Requirement for volunteers by sector

LIST OF

TABLES

APPENDIX

1. State and/or Territory: Volunteers and Organisation

VOLUNTEERS ORGANISATIONS

Response

Count

Response

Percent

Response

Count

Response

Percent

ACT

NSW

QLD

TAS

VIC

Overseas

3.8%

26.8%

1.4%

20.2%

9.7%

3.8%

22.2%

10.2%

1.5%

6.1%

36.3%

4.0%

15.1%

16.0%

6.0%

32.1%

11.4%

432

325

156

358

169

248

103

109

219

3. How Organisations Involve Volunteers

Response

Count

Response

Percent

Ongoing roles performed regularly e.g. weekly or monthly

Short term project roles

Forspeciceventsoractivitiesthatoccuronceorinfrequently

Volunteering of professional skills (skilled volunteering)

Volunteering on-line through technology, including social media

Volunteering from home

Other (please specify)

94.1%

43.7%

52.9%

36.5%

10.4%

15.0%

804

373

452

312

128

2. Sector: Volunteers and Organisations

VOLUNTEERS ORGANISATIONS

Response

Count

Response

Percent

Response

Count

Response

Percent

Arts/heritage

Aged and disability

Business/professional/union

Community/welfare - other

Education/training/youth development

Emergency services

Environmental/animal welfare

Foreign/international

Health

Law/justice/political

Parenting/children/youth

Religious

Sport/physical recreation

Other recreation/interest

Volunteering infrastructure e.g. VRC

Local government - across sectors

Other (please specify)

4.0%

6.4%

0.5%

17.1%

10.0%

21.3%

4.1%

0.9%

10.6%

2.6%

4.4%

1.4%

12.8%

2.2%

1.6%

6.3%

20.1%

0.5%

24.4%

7.2%

2.2%

4.9%

0.8%

12.9%

1.7%

2.2%

0.8%

6.1%

2.2%

2.6%

5.2%

253

148

316

157

189

131

159

5. Most Important Factors To More Easily Involve Volunteers In Organisation

Response

Count

Response

Average

3rd2nd1st

Greater availability of suitable volunteers

Easier matching of suitable volunteers

More effective strategies to replace volunteers when they leave

New ways of promoting volunteering in the community

Offering people different ways to volunteer

Improved support of volunteering from the organisation/management

Increased availability of funding tied to volunteering recruitment

and management

Access to relevant research

Changestospeciclegislationandpolicies

Other (please specify)

119

142

116

270

175

1.63

2.18

2.28

2.06

2.14

2.01

1.76

2.40

2.32

131

113

482

205

273

346

250

237

376

4. Main Reason Organisation Needs More Volunteers

Response

Count

Response

Percent

Meet increasing demand for current programs and services

Provide a new program/s for the community

Addressashortfallinstafngduetoreducedfunding,fundraisingorotherincome

Increased effectiveness or productivity

Other (please specify)

61.1%

10.0%

7.7%

21.2%

317

110

6. Main Reasons Organisation Had Not Introduced Different/New Ways To Offer Volunteering

Response

Count

Response

Percent

It is not possible given the activity the organisation undertakes

Has not thought about it

Does not have the capacity to do this

Does not see the need to do this

Does not have the knowledge or skills

Resistance from management

Resistance from volunteers

Other (please specify)

29.5%

9.4%

28.4%

17.6%

5.0%

5.4%

4.7%

7. New Approaches To Volunteering Introduced By Organisation In Last 12 Months

Response

Count

Response

Percent

Changes to how much time volunteers are expected to commit

Moreexibilitywhenpeoplecanvolunteer

Volunteering through social media

Volunteering of professional skills i.e.’skilled volunteering’

Group/team volunteering opportunities

Culturally relevant approaches to volunteering

Other (please specify)

36.4%

59.8%

19.3%

37.9%

38.7%

21.4%

143

235

149

152

8. Enabling Factors For Introducing New Approaches

Response

Count

Response

Percent

Initiative and drive of staff and/or volunteers

Thinking outside the square

Consulting with staff, volunteers and/or the community

Willingness to take risks and try new things

Learning with/from other volunteer-involving organisations

Cultural diversity training being provided by/in your organisation

Support from the organisation’s management team

Support or resources from VRC or volunteering peak body

Referral through peers and networking

In-kindornancialcontributionfromtrusts,government,orcorporatesector

Other (please specify)

74.9%

54.7%

60.3%

43.3%

32.8%

9.4%

43.3%

9.9%

15.3%

8.6%

304

222

245

176

133

176

9. Key Success Factors For Involving Corporate Employee Volunteers In Organisation

Response

Count

Response

Percent

Trust between partners

Clearly stated expectations and goals by all partners

Mutualbenet

Development of long term relationships with companies

Matching the work the organisation needs done and the interests/skills of employee volunteers

Assistance of volunteer matching organisations e.g., volunteer resource centres

Dedicated resources in the company to support the employee volunteers involvement

Time and resources given to corporate volunteering by volunteer-involving organisation

Interest and commitment of employee volunteers to the volunteering work

Ongoinglearningadaptabilityandexibilitybetweenpartners

Continual measurement and evaluation

Knowledgeaboutbestpracticeincorporateemployeevolunteering

Support of organisational management

Other (please specify)

3.3%

18.8%

18.3%

26.3%

14.6%

1.9%

2.3%

3.8%

5.6%

1.4%

0.0%

0.9%

2.8%

10. Volunteer-Involving Organisations Views About Support Of Philanthropy and Corporate Sector

Most philanthropic trusts recognise volunteer

Most corporate sponsors recognise and provide

Most corporate sponsors provide support for the

Most corporate our organisation has contact with

Disagree

138

184

215

192

Agree

261

269

175

280

Not

Sure

255

216

262

194

Strongly

Agree

Strongly

Disagree

Response

Count

738

735

734

735

11. Training Manager/Coordinator Of Volunteers Had Accessed

Response

Count

Response

Percent

Leadership development

CerticateIVinVolunteerProgramCoordination

Diploma of Volunteer Program Management and

Advanced Diploma of Volunteer Program Management

NationalStandardsofInvolvingVolunteersinNot-for-ProtOrganisations

Communications

Conictresolution/mediation

Data management

HR skills, including volunteer recruitment, diversity

Project management

Occupational health and safety/risk management

Not sure

None

Other (please specify)

34.1%

5.1%

2.2%

1.5%

20.0%

27.8%

36.2%

17.3%

30.3%

24.1%

42.3%

13.1%

20.7%

234

137

191

248

119

208

165

290

142

113

12. Areas Of Difficulty that Training Managers/ Coordinators of Volunteers Had Accessing Training

Response

Count

Response

Percent

Leadership development

CerticateIVinVolunteerProgramCoordination

Diploma of Volunteer Program Management and

Advanced Diploma of Volunteer Program Management

NationalStandardsofInvolvingVolunteersinNot-for-ProtOrganisations

Communications

Conictresolution/mediation

Data management

HR skills, including volunteer recruitment, diversity

Project management

Occupational health and safety/risk management

Not sure

None

Other (please specify)

11.3%

12.8%

12.2%

10.9%

10.1%

5.1%

6.2%

7.0%

8.7%

6.8%

5.9%

35.5%

36.0%

224

227

Clearly Articulated Volunteer Rights

Mechanisms through which volunteer rights are upheld

Inconsistency and gaps in insurance protection for volunteers

The impact of the Work Health and Safety Act

Governance and accountability structures and processes

Training - for volunteers

Training - for Volunteer Managers/Coordinators

Training - for staff across the organisation

Capacity to reimburse out-of-pocket expenses

Excellence in management and leadership

Other (please specify)

2nd

Priority

131

1st

Priority

125

103

Response

Average

2.07

2.26

1.99

1.88

2.04

1.88

1.86

2.14

2.02

1.94

1.82

3rd

Priority

Response

Count

116

114

162

339

267

191

280

246

13. Top 3 Issues Nominated By Organisations Respondents To Make It Easier To Involve Volunteers

14. Organisation Type

Response

Count

Response

Percent

Unincorporatednot-for-protorganisation,orsocialenterprise

Incorporatednot-for-protorganisation,socialenterprise

Federal or state government organisation, department or agency that involves volunteers

Local government involves volunteers

Other (please specify)

7.3%

68.0%

10.7%

13.7%

450

15. Level Of Satisfaction With Volunteering

Response

Count

Response

Percent

Verysatised

Satised

Unsatised

Veryunsatised

Not sure

46.6%

44.7%

4.9%

2.7%

1.0%

863

828

16. Volunteers Whose Corporate Employer Has Employee Volunteer Program

Response

Count

Response

Percent

Yes

Not sure

24.1%

62.5%

13.4%

177

459

17. Involvement Of Volunteer Through Company Employee Volunteer Program

Response

Count

Response

Percent

Yes

Not sure

36.5%

63.0%

0.5%

126

18. Main Reason For Non-Involvement Through Company Employee Volunteer Program

Response

Count

Response

Percent

Lack of interest

I’m interested but don’t know enough about it – I need more/better information

The volunteering available doesn’t match my interests or skills

I’m too busy at work to take paid or unpaid time off to volunteer

My line manager is not supportive of staff volunteering

I already volunteer independently of the employee volunteer program

Other (please specify)

2.9%

2.0%

11.8%

9.8%

1.0%

72.5%

20. Areas Board/Committee Members Need To Increase Knowledge Or Skill - Self Assessment

Response

Count

Response

Percent

Legal compliance

Ethical conduct

Sound governance policies and procedure

Strategic thinking and planning, i.e., forward thinking, articulating the vision of the organisation,

setting the direction of the organisation to make the most of external opportunities

Risk management

Financial management and/or reporting

Fundraising and/or marketing

Succession planning for retiring/resigning Board members

None of the above

Not sure

Other (please specify)

44.6%

11.2%

33.2%

41.6%

27.5%

26.9%

24.7%

35.3%

10.4%

4.7%

235

175

219

145

142

130

186

21. Form Of Recognition Most Important To Volunteer Feeling Valued

Response

Count

Response

Percent

Public award

Public acknowledgement by the organisation e.g. in newsletter, on website etc

Certicate/giftofappreciation

Special gathering/celebration e.g. end of year, National Volunteer Week

Personal thank you

Feedback about my contribution

Being accepted a valuable team member

None of the above – I don’t feel the need for recognition

Other (please specify)

3.3%

3.0%

2.5%

4.0%

12.0%

10.5%

43.2%

21.4%

185

162

665

329

19. Employees Experience And Views Of Company’s Employee Volunteer Program

The employee volunteer program was a

contributing factor in deciding to join the company

I have become more aware of and/or actively

involved in volunteering because of my

company’s employee volunteering program

Itisrelativelyeasytondoutinformation

about volunteering in my company’s

volunteering program

It is relatively easy to get involved in my

company’s volunteering program

The employee volunteer program is a contributing

factor in deciding to stay with

the company

Disagree

Agree

Not

Sure

Strongly

Agree

Strongly

Disagree

Response

Count

174

172

174

171

22. How Often In Past 3 Months The Form Of Recognition Most Important To Volunteer Was Provided

Response

Count

Response

Percent

Approximately once a week

Approximately once a month

Approximately several times a month

Once

Never

15.5%

25.2%

11.4%

24.9%

23.0%

240

391

177

386

357

24. Strategies To Increase Access To Training Required By Volunteer

Response

Count

Response

Percent

More relevant training being available

Relevant training being available closer to where I live or work

Access to on-line training

Full or part scholarship for this training

Paid study leave from my employer

Other (please specify)

41.6%

27.2%

21.8%

4.9%

4.5%

101

23. Training Accessed By Volunteer

Response

Count

Response

Percent

CerticateinActiveVolunteering/BeanEffectiveVolunteer

Occupational health and safety

Equal opportunity

Risk management

NationalStandardsforInvolvingVolunteersinNot-for-ProtOrganisations

Communications

Conictresolution/mediation

Data management

HR skills, including volunteer recruitment, management

Volunteer management

General management

Project management

Your roles and responsibilities as a Board or Committee member

Leadership development

Not sure

None

Other (please specify)

8.3%

34.0%

10.1%

27.7%

6.3%

26.5%

17.8%

5.8%

8.8%

14.5%

11.1%

8.5%

12.6%

25.3%

9.1%

28.3%

119

489

145

398

382

256

127

208

160

122

181

364

131

407

248

25. Personal Circumstances That Affect How Or When Person Volunteers

Response

Count

Response

Percent

Family commitments

Work commitments

Income

Cultural issues

Communication issues

Health issues

Disability – temporary

Disability – long-term/permanent

Access to transport

Out-of-pocket expenses

None

Other (please specify)

59.3%

52.2%

16.4%

0.6%

2.8%

13.6%

2.1%

3.7%

6.4%

22.5%

14.5%

912

804

252

210

346

223

26. Volunteer’s Awareness Of Policies And Protections Organisation Has In Place

Response

Count

Response

Percent

Yes - Volunteer rights (statements or charters)

Yes - Equal opportunity

Yes - Occupational health and safety

Yes - Insurance cover

Yes - Grievance/complaints procedures

Yes - other (please specify)

12.2%

53.1%

46.0%

73.4%

70.1%

53.9%

186

811

702

1121

1070

823

28. Strategies Volunteers Suggest To Reduce Confusion Or Conflict Between Volunteers And

Paid Employees

Response

Count

Response

Percent

Improving communication about the roles and contribution of paid and volunteer staff

Clarifying and improving communication about who has authority or responsibility

Greater emphasis on equal opportunity for volunteers

Improved processes for consulting with volunteers

Improving respect and/or recognition of volunteers within the organisation

Other (please specify)

28.5%

20.3%

7.0%

13.0%

31.2%

118

129

27. Volunteer Experiencing Or Witnessing Confusion Or Conflict Between Volunteers And Paid Employees

Response

Count

Response

Percent

Yes

Not sure

28.4%

65.2%

6.4%

431

991

29. Reimbursement Of Any Out-Of-Pocket Expenses Incurred Through Volunteering

Response

Count

Response

Percent

Yes - in full

Yes - in part

No - I have not incurred out-of-pocket expenses

No - other

IfNo-other,pleasebrieytelluswhy

22.8%

22.1%

28.0%

27.1%

348

338

427

413

280

Safer working environments to protect volunteers from injury

Occupational health and safety policies for volunteers

Access to appropriate facilities (e.g. bathrooms, heating/cooling)

Appropriate risk management strategies

Adequate and appropriate insurance cover for volunteers

Strong governance and accountability i.e., structures and process

Training and development for volunteers

Access to counselling for volunteers

Roles and relationships between employees and volunteers

Management and leadership of volunteer organisations

Not sure

Other (please specify)

2nd

Priority

128

115

132

300

128

184

1st

Priority

167

211

114

357

211

Response

Average

1.74

2.03

2.17

2.24

1.80

2.02

1.82

2.30

2.17

1.95

1.90

3rd

Priority

102

120

122

202

158

183

Response

Count

339

312

213

244

446

368

859

156

381

578

165

30. Top 3 Issues Nominated By Volunteers To Ensure Volunteers Are Protected

Location

The values and principles of the organisation

Availability of volunteer work that matches my interests and/or skills

Time commitment required per week (e.g. number of hours)

Total length commitment required (e.g. ongoing, short timer)

Flexible volunteering – volunteering at times and in ways that suit me

Paid or unpaid time off work

Reimbursement of out of pocket expenses

Availability of training to be able to perform the role

Reducing the level of training/expertise required

Reducing the regulatory requirements/red tape

What I get out of the role e.g. skills, experience, social connection

Knowingmycontributionmakesadifference

Not sure

Other (please specify)

2nd

155

169

103

176

127

150

192

1st

142

302

225

110

100

246

Response

Average

1.85

1.65

1.80

2.05

2.27

2.13

1.93

2.19

2.14

2.35

2.10

2.14

2.03

1.99

3rd

106

122

167

159

264

Response

Count

324

563

516

237

453

118

173

282

195

409

702

168

31. Important Factors For Continuing To Volunteering

32. Preferred Ways To Volunteer In The Future

Response

Count

Response

Percent

Regularly volunteering for the same organisation

Volunteering for more than one organisation

Volunteering in different short term activities

I would like my whole family to be able to participate in volunteering

Participating in volunteering through my work (employee volunteering)

Volunteering from home

Volunteering through new forms of technology, including social media

Volunteering my professional skills (skilled volunteering)

Mentoring others

Incorporating travel and volunteering

Not sure

Other (please specify)

73.9%

38.8%

22.8%

10.8%

10.2%

13.1%

12.8%

32.9%

34.0%

25.2%

2.8%

1092

574

337

160

151

194

189

486

502

372

33. Age Of Volunteer Respondents

Response

Count

Response

Percent

Under 18

18-24

25-34

35-44

45-54

55-64

65-74

75 and over

1.5%

6.8%

11.0%

12.8%

23.1%

24.6%

17.1%

3.1%

102

165

191

345

367

256

34. Highest Qualification Of Volunteer Respondents

Response

Count

Response

Percent

Secondary school only

Certicate/Diploma

Bachelors Degree

Postgraduatequalication

20.2%

38.8%

20.0%

21.0%

300

577

298

312

35. Employment Status Of Volunteer Respondents

Response

Count

Response

Percent

Employed full time

Employed part time

Unemployed/seeking employment

Student full time

Student part time

Not in the labour force (retired)

Not in the labour force (other)

37.7%

18.8%

5.4%

5.7%

1.0%

24.7%

7.1%

558

281

370

106

36. How Companies Have Involved Their Employees In Volunteering

Response

Count

Response

Percent

Workingindividuallyonaspecicprojectofinterest

In volunteer project/activities teams

Providingprofessionalskillstoanot-for-protorganisation/s

Providing social connection with and for community members

Mentoringandsupportinganot-for-protorganisation’sclientsgroups

Throughthenot-for-prot’sregularvolunteerprograms

One-off activities or from time to time

On-line through technology

Not applicable - the program is in development stage

Other (please specify)

53.1%

40.6%

43.8%

40.6%

18.8%

12.5%

Response

Count

Response

Percent

None

One

2-4

5-10

More than 10

38.7%

12.9%

22.6%

9.7%

16.1%

37. Number Of ‘One-Off’ Volunteering Activities Of Large Groups Of Employees Company Supported In

Past Year

It helps the company to attract and retain employees

Employees develop team and communication skills

Employees have a better understanding of local communities

Employees develop new knowledge and skills

Employees report better job satisfaction

Positive outcomes for communities

Improved reputation of the company - internally or externally

Not sure

Other (please specify)

2nd

1st

Response

Average

1.67

2.11

2.06

1.63

1.91

1.67

1.50

1.86

3rd

Response

Count

38. Aspects Of Employee Involvement In Volunteering Most Valued By Companies

Paid volunteer leave

Trust between partners

Shared goals

Mutualbenet

Suitable volunteering opportunities

Assistance of volunteer matching services e.g. VRCs

Dedicated resources in the company

Supportprovidedtoemployeesbynot-for-protorganisation

Interest/commitment of employees to the volunteering work

Ongoinglearningandexibilityofpartners

Continual measurement and evaluation of program

Knowledgeaboutbestpracticeinemployeevolunteering

Support of company management

Other (please specify)

2nd

1st

Response

Average

1.75

2.00

1.33

1.30

1.63

2.50

1.38

1.00

2.00

1.60

1.50

1.75

2.15

3rd

Response

Count

39. Most Important Factors For The Success Of The Company’s Employee Volunteering Program

40. Companies Preferred Way Of Working With Not-For-Profit Organisation

Response

Count

Response

Percent

Long-term partnership with one NFP

Long-term partnership with more than one NFP

Work with a number of NFPs on short term projects

A combination of short and long-term partnerships with more than one NFP

Other (please specify)

22.2%

33.3%

0.0%

44.4%

41. State/Territory Of Company Respondents

Response

Count

Response

Percent

ACT

NSW

QLD

TAS

VIC

7.1%

35.7%

3.6%

5.4%

10.7%

1.8%

35.7%

0.0%

Sector

Arts/heritage

Aged and disability

Business/professional/union

Community/welfare - other

Education/training/youth development

Emergency services

Environmental/animal welfare

Foreign/International

Health

Law/justice/political

Parenting/children/youth

Religious

Sport/physical recreation

Other recreation/interest

Volunteering infrastructure e.g. VRC

NoYes Total

100

22.4

16.1

26.6

22.9

26.5

26.7

28.7

33.3

29.1

31.4

33.3

25.8

25.3

42.8

24.1

21.4

19.4

27.4

13.3

81.00

87.50

71.40

79.60

82.80

61.8

78.5

79.1

94.70

77.40

85.00

74.00

56.20

76.20

6.9

9.1

12.2

11.7

33.6

8.2

7.1

5.3

14.5

14.4

31.3

14.3

Not sure

12.1

3.4

28.6

8.2

5.5

4.5

14.8

14.2

5.8

11.6

12.5

9.5

195

120

193

121

134

105

Response

Count

Count %

%No.%No.%No.

245

145

312

153

181

244

144

307

150

175

22.4

29.9

28.6

13.5

27.1

26.7

21.67

21.4

19.3

8.3

14.5

25.1

33.3

42. Difficulty Accessing Training By Sector

Sector

Arts/heritage

Aged and disability

Business/professional/union

Community/welfare - other

Education/training/youth

development

Emergency services

Environmental/animal welfare

Foreign/International

Health

Law/justice/political

Parenting/children/youth

Religious

Sport/physical recreation

Other recreation/interest

Yes - in partYes - in full TotalNo - otherNo - I have not

incurred OPE

expenses

%No.

29.3

28.7

28.6

35.6

23.1

31.7

7.1

38.9

15.4

%No.%No.%No.

43. Reimbursement Of Out-Of-Pocket Expenses By Sector In Past 12 Months

Sector

Arts/heritage

Aged and disability

Business/professional/union

Community/welfare - other

Education/training/youth development

Emergency services

Environmental/animal welfare

Foreign/International

Health

Law/justice/political

Parenting/children/youth

Religious

Sport/physical recreation

Other recreation/interest

Volunteering infrastructure e.g. VRC

Local government - across sectors

Have more

volunteers than

required

Haveasufcient

number of volunteers

Require more

volunteers

Total

100

25.4

33.3

27.2

14.3

21.9

28.6

21.4

47.1

7.5

1.5

5.7

6.4

7.1

2.9

67.5

73.1

66.7

67.1

76.6

85.7

78.1

64.3

78.6

106

Response

Count

%%No.%No.%No.

130

158

44. Requirement For Volunteers By Sector

VOLUNTEERINGAUSTRALIA

Suite 2, Level 3

11QueensRoad,Melbourne

Victoria Australia 3004

Email: [email protected]

Phone: 03 9820 4100

Fax: 03 9820 1206

URL: www.volunteeringaustralia.org

ABN no: 062 806 464

ISBN: 978-1-921213-66-3

Published 2012