Responses
to August 2003 hot topic
Breaking
through the 'grass ceiling' of volunteerism
Submitted
on August 8, 2003 by Kaye McCulloch, Team Leader,
Volunteer Link, NSW, Australia
Well
said Kerrie. Unfortunate news in NSW for those of
us paid under the SACS award is that Employers First
are objecting to a rollout of the State award increase,
leaving us even further behind. After the restructure
of the award last year, we had to forgo the Nov 2002
State award increase, EF are now arguing against it
again!! Maybe we should be targetting them in our
campaign for recognition of the value of the work
we do!
Submitted
on August 1, 2003 by Kerrie Spinks, Volunteer Resource
Centre Manager, Volunteering Central West, NSW, Australia
I
agree totally with the points that Andy makes and
actually think the situation is even more critical
if you have managed a Volunteer Resource Centre (VRC).
There is absolutely no where left to be promoted in
the VRC structure once you have managed a Centre.
I have been a VRC Manager for 5 years and within my
state network there is only one longer serving manager
and one person who has been in and out of the sector
who have more years of experience than me. There is
a constant influx of 'newbies' into the network which
is great but it is also sad to see experienced and
passionate people move out to other better paying
jobs which do have opportunities for promotion. The
reality is that most of us are paid under the Social
& Community Services (SACS) Award in this state
and if you have large financial obligations there
is a need to move on to a better paying position!
Those of us who have stayed are aware that we are
staying at the grass roots below the 'grass ceiling'.
I endorse the suggestions that Andy makes to wave
the flag re our achievements and professionalism etc
but know that whilst ever I am employed by a community
organisation I am going to be working under the SACS
Award. The recognition level within my organisation
and community is high - there is just no where else
to go. The only 'improvement' that I have been able
to make is that when a new team member was employed
recently she came in as joint manager with me. I proposed
this idea for a number of reasons - apart from the
fact that I was drowning in my current workload. A
major reason was 'succession planning', I am hoping
to avoid the possible void in the region if I do decide
to move on to another job (outside the sector).
I think another issue for consideration is that there
are even less opportunities in regional areas. I live
and work in a 'city' of 30,000 people. I like living
here, I have a great network of friends but the opportunities
for promotion of any description are limited. In effect
I have reached the 'top of the hill' in the community
sector as a whole in my community/region. My only
options if I want a more highly paid job would be
to join a government department and I am not sure
my personality would cope with the inherent bureaucracy.
The upside to our lack of "promotion opportunities
sector" is that we have significantly more 'control'
over the work activities we are involved in.
I didn't mean to write a book when I starter to respond
to the Hot Topic and in effect I am not offering any
solutions (other than the joint management role) but
do think it is a debate/discussion/movement that we
all need to be involved in.
It's
not too late --- let's hear what you think
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