Connection through support: What volunteers bring to Western Health
There are several layers of support when it comes to welcoming volunteers into your organisation. There’s the direct support given to volunteers by a manager, the cultivation of support on an organisation-wide level, and there’s also the support provided to volunteer managers from peers outside of the organisation.
Eve Repo is well versed in building support through connections on all of the above levels in the role of coordinator of volunteers at Footscray Hospital. We spoke with Eve to gain insight into how relationship-building is at the forefront of Western Health’s volunteering program.
What was your first experience with volunteering?
As a teenager, I assisted with the running of children’s programs at my church. It didn’t occur to me at the time but looking back I can see it had all the hallmarks of volunteering. Eventually I led the whole program, organising a team of about a dozen volunteers while studying at uni, working casually and generally being a 20 year old. I feel a bit horrified when I remember the camps and other activities we did without ever hearing the term “risk management”. The ‘90s were a different time…
How long have you been a volunteer manager? What skills did you need to learn?
In 2009, I began developing a social support program for young people at my local council. It involved recruiting, screening, training and supervising community members to mentor young people. Some of the skills I needed were establishing and maintaining boundaries, liaising with external funding bodies and working with families with complex needs. And yes, OH&S. It was a steep learning curve!
“Those small and meaningful moments of connection are what it’s all about.”
How did you get involved with Volunteer West’s programs?
Many volunteer managers work alone, coordinating every aspect of a program, even if they are placed within a wider organisational team. When I was new to the sector, the monthly meetings were an important way for me to connect with others, share experiences both positive and difficult, and laugh with like-minded people. Over the years I’ve benefitted from the professional development offered, the networking opportunities and have also appreciated that there is a place to refer potential volunteers to find a more suitable program fit. Volunteer West’s role as a central point of contact, resource and collaboration is invaluable.
What do you find to be the most important part when it comes to empowering volunteers?
Understanding what motivates a person to volunteer and what they hope to gain is vital. Altruism has its place but we need to recognise the role other personal drivers play such as social connection, a sense of purpose and belonging, industry experience or even Duke of Edinburgh program requirements. It gives me great pleasure knowing I’ve been able to play a part in supporting someone to achieve their goals.
What volunteer manager skills do you use with your organisation?
Advocating for volunteers, increasing the program profile and helping to educate paid staff about the role of volunteers in the organisation are some of the key skills. Volunteers add human warmth to a setting that is quite rightly clinical but can also be full of anxiety, fear and uncertainty. Volunteers are a crucial component of delivering Best Care to patients, families and the broader community.
What is your number one tip for potential volunteer managers?
Managing volunteers is a multi-faceted and rewarding role which involves supporting a diverse and varied workforce combined with a massive administrative load. There will always be one more thing on your to-do list but take time to build the relationships around you. Those small and meaningful moments of connection are what it’s all about.