Member spotlight
Play Matters Australia, a not-for-profit organisation with a 50-year history, has long relied on volunteers to support its purpose of enriching lives through the power of play and connection. However, as the organisation has evolved, so too has best practice in volunteer management. In a recent interview, Project Officer (Volunteer Strategy) Nicole Ashley shared her journey in reshaping Play Matters’ volunteer program, and the challenges and successes that have marked her path.
A new role rooted in volunteering
“My professional background is as a counsellor,” Nicole explained. “I’ve been with Play Matters for five years, previously working in the Supported Playgroups programs. When the role of Project Officer, Volunteer Strategy was created in 2023, it appealed to me because I’ve always been interested in volunteering.”
Nicole’s personal involvement in volunteering had given her a solid understanding of the volunteer experience. However, she was keen to explore this world from a new perspective—one that involves leading and supporting volunteers rather than being one herself.
Undertaking a comprehensive review
The project to improve their volunteer program aligned with one of Play Matters’ strategic objectives which is ‘to consistently attract, retain, engage, support, develop and promote our volunteers and paid workforce’. Nicole noted “We have a broad range of playgroups across Queensland and want to ensure they have strong foundations for volunteer involvement and are led by volunteer voices.”
Her first step involved conducting a 360-review of the organisation’s volunteer program. To guide this review, Nicole immersed herself in professional development and leveraged her line manager’s academic expertise to produce a robust, research-based report.
Through surveys, interviews, and a gap analysis aligned with the National Standards for Volunteer Involvement, Nicole gathered over 800 pieces of data. This data revealed key themes such as onboarding, recruitment, recognition, retention, resources, training and support. Based on these insights she developed 23 recommendations.
“Our CEO endorsed these recommendations,” Nicole said, “and these formed the basis of our new Volunteer Strategy.” The recommendations were broken down into 110 individual tasks which considered the comments and suggestions collected in the data, ensuring all feedback from volunteers and staff was embedded in the implementation phase.
Navigating the implementation phase
Implementing the new Strategy has been a significant shift from the research phase. “The three-year rollout began in January, and managing this phase involves balancing many stakeholders and competing priorities,” Nicole said.
The team prioritised recommendations addressing organisational risk, alongside a few quick wins. A project team will be established to oversee the rollout, keep teams connected and support cultural change. A steering group of volunteers and volunteer support staff will provide feedback and ensure quality, while additional survey questions will track progress.
Overcoming challenges
Transitioning into volunteer leadership presented its own set of challenges. “Volunteer leadership was new to me,” Nicole said. “I’ve had to learn a lot, and I’m currently doing the CPD Program [for Professional Leaders of Volunteers] and a project management course to help me stay on track.”
She emphasised the broad skill set required for the role, saying “Volunteer leaders really are a Jack-of-all-trades. You have to be across everything from policies, procedures and legal requirements, through to building relationships and designing training.”
Remote relationship-building across a statewide organisation has been another challenge. Initially the announcement of this project and its expected changes was met with concerns from staff that it would increase their already-full workloads. Clear, frequent communication, and active listening have been pivotal in building a workplace-wide adoption to changes in the volunteer space.
Celebrating early successes
Despite the challenges, Nicole and the team have already seen some notable successes. “We’ve made significant improvements in recruitment and onboarding,” she said. “Standardised advertising and strengthened screening processes have clarified volunteers’ roles and expectations.”
Recognition has also been a focus, with volunteers nominated for the Queensland Volunteering Awards and plans underway for International Volunteer Managers Day and International Volunteer Day. “We’re involving all stakeholders in refining ideas to drive the culture shift we’re aiming for”, Nicole shared.
Leveraging the National Standards for Volunteer Involvement
The National Standards for Volunteer Involvement have been pivotal in shaping the new strategy. “The timing was perfect as the National Strategy for Volunteering and refreshed National Standards were released around the same time I started,” Nicole noted.
These key documents have provided a helpful framework, with every recommendation cross referenced to the relevant section of the Standards and Strategy. These links have also provided support for proposed changes when seeking endorsement from Senior Leadership.
Advice for others
For those considering a similar overhaul of their volunteer program, Nicole offers this advice: “Understand your organisation’s values and get feedback from your team and volunteers to identify what works well and what doesn’t. Ask for their ideas and feedback. Your volunteers have their own unique experiences and insights, and if you lean into that, it’s such a resource.”
She stresses the importance of making everyone feel valued and involved. “Find common ground and ensure everyone involved has some ownership. If people feel like they’re part of the core rather than just on the periphery, the impact will be much stronger.”
As Play Matters continues to implement its new Strategy, the focus remains on creating a supportive, effective, and engaged volunteer environment. Nicole’s experience highlights the importance of combining research, stakeholder engagement, and continuous learning in driving meaningful change.
Operating for over 50 years, Play Matters Australia aims to provide children with the best start to life by empowering parents and carers with the skills and confidence to guide and support their children’s development through the fundamental act of play. All children have the right to play as stated in the United Nations Convention on the Rights of the Child, Article 31.
Play Matters Australia’s ethos of recognising parents and carers as a child’s first teacher is embedded in our organisation’s theory of change and underpins our programs, service design and delivery. We know that the first 1000 days are critical to a child’s development. A child’s successful attachment to parents and carers lays down the neurological foundations for lifelong learning.
Find out more about volunteering with Play Matters Australia here.