Background papers for the 1999 Manawatu Employment Summit

Desmond Tutu was the focus of hope during the dark years of struggle to end apartheid, while his friend and fellow campaigner Nelson Mandela was incarcerated. In 1991, speaking at a gathering in Tromso, north of the Arctic Circle in Norway, he said "at home in South Africa I sometimes say in big meetings where you have black and white together: 'Raise your hands!' Then I've said, 'Move your hands,' and I've said 'Look at your hands - different colours representing different people. You are the rainbow people...and the rainbow is the sign of peace...and of prosperity and justice and we can have it when all the people, the rainbow people, work together'." These people, he said, were people of courage, passion and dedication.

In New Zealand we too have our rainbow people. These are the diverse range of people who bring skills, experience, commitment and passion to their work in the community. Traditionally this has been through voluntary, unpaid work but now more are being remunerated for their efforts. The voluntary sector is burgeoning with employment opportunities created by the proliferation of community organisations.

This is one of the visible signs of the change in the nature of employment in New Zealand that is shown in two trends. The trends have been there for many years. They are merely accentuating.

The first trend is the increasing number of people who are no longer employed in the traditional sense and who are seeking meaningful employment in any form. This huge resource of experience, commitment and skill is lying largely unused.

Second, the policy of successive governments has been to devolve responsibility for the well being of the community back to the community. To meet this change there has arisen a raft of new organisations, keen to respond to varying social needs. These new agencies may complement or compete with older established agencies. All cry out for resources to fulfil the purpose for which they exist.

Three organisations highlight differing responses to these trends:

Each of us could add further examples. The point is that the new socio - economic climate creates opportunities for the employment of people on flexible, remuneration based contracts.

In the community sector a person is employed primarily for the compatibility of their values with those of the employing body. Often the positions are not advertised, appointments coming from within the network.

However, there are inherent dangers in this sector which make people wary of considering it as a long term viable employment option. Unclear expectations, no staff development opportunities and inadequate employment contracts can give rise to feelings of resentment. Personal grievances are becoming more common. Poor reporting processes, a lack of performance standards and limited management support from volunteer boards, lower morale.

The short-term nature of much of the funding reinforces the temporary nature of the work and fosters insecurity. A lack of coordination and the role egos play in some organisations exacerbates divisions between agencies of a similar nature so that work is duplicated and resources are not targeted effectively.
 

First the organisation needs to define specifically the potential benefits that may come from employing a person. What is the organisation wanting to achieve? How good is the organisation at taking risks? What expertise is available in the group to manage staff, write employment contracts, resolve conflict, monitor performance, and so on.

If the organisation decides that it is able to proceed, it will need to attract funds. It is helpful if the group can brainstorm both creative and traditional ways to do this. These ideas can then be assessed and the best scoped.

If the route includes applying for funding from trusts or businesses it is important to remember that to receive funding is to enter into a reciprocal relationship. What value can the community organisation add to the funding provider? The community organisation requires funds. The funding provider requires a compatible cause that is well managed and has the ability to attract publicity that enhances their business or trust.

The funding provider will have criteria that need to be met. Usually when funding applications fail it is because the applicant has not been thorough in researching about the provider. The applicant needs to know the funder's criteria, what really excites them, what their specific requirements are, what return they are wanting, how the applicant can add value to the provider, etc. Seldom should an application fail. No application should be made without strong research, and a knowledge that when the application is finally submitted it is already close to being short listed. Any transaction is a two way process that must be beneficial to both parties.

When initial funding has been established, then it is time to consider who is best suited to the position. Scope the position. What values, skills, experience and knowledge are required? What is expected of the person? How will the relationship be managed? What are the key results that should be delivered? What will each party's contractual obligations be? Only when the organisation has a grasp of these issues will it be ready to recruit.

At its best the employment of staff will expand the organisation's ability to deliver its purpose. With the introduction of a skilled employee to the organisation the effectiveness of that organisation is enhanced.

There is a valuable role for socially responsible businesses. At an initial level such businesses can share resources of funds, technology and personnel. In a contracted long-term relationship the agency can operate on longer-term proposals with greater certainty. This enhances employment. As a business aligns itself, the community's view of both the business and the agency changes. Both are strengthened.

What was once done in a person's disposable time can now have the status of paid employment. People can contribute directly to the well being of the community. Their values are affirmed.

This work, probably more than any other creates passion, loyalty and dedication. People are working for more than money - they work for the cause!

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[Table of Contents]   [Ian Ritchie]