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Enhancing Volunteer Development for Community Resilience

The Red Cross aims to improve the lives of vulnerable individuals by mobilizing humanitarian efforts and building community resilience. This document outlines our strategic outlook on volunteer development, emphasizing best practices, strong infrastructure, and understanding demographic trends. With an aging population and increasing ethnic diversity, we recognize the changing landscape of volunteering and aim to connect with diverse groups through tailored approaches. Our commitment is to run volunteer development as a professional endeavor, ensuring effective management, training, and support for volunteers, while continuously improving our volunteer engagement strategies.

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Enhancing Volunteer Development for Community Resilience

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  1. www.redcross.org.nz Volunteer Development Project

  2. Our Mission To improve the lives of vulnerable people by mobilising the power humanity and enhancing community resilience www.redcross.org.nz

  3. www.redcross.org.nz Our Strategic Outlook • Develop best practise approach in the management and development of volunteers by; • Building a strong infrastructure • Positioning ourselves for the future • Understand our attraction factor (aged, youth, ethic groups) • Connection to Heads, Heart, Hands (engagement) • Fulfil our needs and the needs of our volunteers

  4. www.redcross.org.nz What we know – external market Volunteering is changing • Trends • Demographics are changing – Aging population; ethnic population growth; Life expectancy improving • Tough market/competition – 93,000 charities in NZ • Volunteer expectations – specific, focused activities within a set timeframe

  5. Prepared to embrace change Move outside comfort zone Volunteering outside the square www.redcross.org.nz

  6. Our current situation - internal www.redcross.org.nz Various information; different techniques/styles of attracting, motivating and retaining our volunteers Each region/area has developed their own tools A mixed approach to collecting data – names, skills, volunteering interests Many contact points - depends on the type of volunteering Information on volunteers is not shared, reporting difficult Different level of NZRC competent in managing volunteers Status barriers – staff vs volunteers and staff vs staff (mgmt of volunteers)

  7. www.redcross.org.nz Volunteer Development needs to be run as a professional business, with sound management disciplines

  8. www.redcross.org.nz Vision A temping agency with skilled Relationship Managers who: • Work with their clients in partnership • Provides training and support • Recognises and acknowledges their efforts • Keeps their client information up to date • Regularly interact/communicate – giving and receiving feedback • Always looks for the next opportunity for their client

  9. Provide Best Practise tools, templates, guidelines and resources to recruit, train and retain volunteers www.redcross.org.nz

  10. www.redcross.org.nz Our Focus – Plan • Take stock of what we already have • Research and learn from others within the volunteer sector • Establish a project advisory group • Identify our market attraction factor • Leverage our market attraction factor • Understand the types of volunteers we need • Identify resources and requirements • Build awareness of what we do and what we can offer • Broaden our catchment of skilled volunteers through targeted engagement • Utilise technology – become web-enabled

  11. www.redcross.org.nz Build a centralised database, regular reporting Develop a “volunteer” brand Development tools, templates and resources for volunteers and managers

  12. www.redcross.org.nz Board and staff committed and engaged A top priority – now and in the future

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