What Works? A Systematic Review of Research and Evaluation Literature on Encouragement and Support of Volunteering

Abstract

The Department of Internal Affairs commissioned this systematic literature review to assist the Lottery Grants Board and its distribution committees to make distribution decisions that are evidence-based, and to focus on the most effective interventions. This literature review summarises academic and practitioner research and evaluation from New Zealand and overseas – mostly Australia, the United Kingdom and the United States – on what works to encourage participation in volunteering and to support the management of volunteers. This literature review focuses on what works for managing formal volunteering carried out through the structure of an organization. This is a ‘workplace’ model for involving and managing volunteers, but it recognises that there is a diversity of volunteers and voluntary organisations. Over 1 million New Zealanders participate in volunteering and the government’s vision is that citizens will actively volunteer, be supported and valued. The term ‘volunteering’ is a European word and different cultures in New Zealand use other terms related to obligations and contributing to the common good which encapsulate similar actions (e.g. the Māori concept of mahi aroha). The review highlights research on volunteering in areas funded by the Lottery Grants Board, for example, community and social services, and environment and heritage.Gaskin’s Model of Volunteer Involvement has four stages: the doubter, starter, doer, and stayer. These stages – and the transitions between them – are used to structure the discussion of what works to encourage and support volunteering.The key success factors which research and evaluation tell us work for encouraging and supporting volunteers are: Seeing the involvement of volunteers as a series of stages – from non-volunteer to committed volunteer – helps organisations understand the process of managing volunteers.At a national level, understanding that the motivations and barriers to participation vary and that volunteering should be a fulfilling experience. Government and peak sector bodies should promote a positive image for volunteering. At an organisational level: adopting elements of good volunteer management practice, including: support and communication, insurance coverage, written policies and procedures, recruitment and screening, orientation and training for volunteers, risk management and recognition of volunteers. At the same time, recognising that each organisation will have specific needs in this respect; investing time and money into volunteering infrastructure, including a manager of volunteers; targeted recruitment, carefully matching volunteers to roles, respond to enquiries and maintain a positive organisational image and culture; investing in resources into orientation and relevant ongoing training that is accessible and ensure that staff and stakeholders are also trained in working with volunteers; and adopting practices to retain volunteers, but also to recognise that there are personal, organisational and contextual factors that contribute to volunteers staying as well as leaving the organisation.