Volunteer Mauritius passionately believes that our people can fulfil their potential through volunteering and that volunteering can change our world for the better
Volunteer Mauritius (also known as the National Young Volunteer Scheme) is a new organization under the aegis of the Ministry of Youth and Sports. Volunteer Mauritius promotes, celebrates and facilitates volunteering projects in the Republic of Mauritius.
Volunteering has been the backbone of both social and economic development in Mauritius. Seniors will remember the days where small clubs or other local associations bloomed in almost all villages and how each and every individual would spontaneously volunteer to help. This natural disposition to work together ensured solidarity and went a long way to build inclusive communities.
Today we are witnessing considerable change in our social and economic fabric. Volunteer Mauritius pledges to uphold our fundamental values, including empathy and solidarity. Volunteering will combat poverty, improve self-esteem and contribute towards “Nation Building”.
Technological advances have made connecting with people, communities and causes easier and raised expectations regarding the immediacy of impact. Technology will also allow better access to volunteering. Also, statistics on volunteering may be collated to inform research leading to more effectiveness, greater awareness of the value of volunteering. Volunteering projects may be easier to market.
Volunteer Mauritius welcomes the increased demand for transparency, accountability, legal obligations and best practice in the community and the voluntary sector. This could mean potentially stronger confidence and investment in the volunteering infrastructure.
Hosting key national volunteering events and building on the profile of Volunteer Mauritius as the national voice for volunteering will be crucial to ensuring the long-term stability of the organization, as well as increasing its potential funding base.
underpin the work ofVolunteer Mauritius
Accountability & transparency
Working collaboratively and in partnership
The instinct to give time to others is our most precious natural resource and a fundamental value to Mauritian society. Improving the awareness of its value should lead to renewed support and funding for volunteering projects.
- Set up a media plan with a website, Facebook and twitter account and adequate radio/TV coverage;
- Provide quality research on volunteering, volunteer trends and the impact of volunteering in Mauritius;
- Be a voice for volunteering through communicating the experiences of volunteers, volunteer infrastructure and volunteer-involving organizations;
- Engage with policy makers to put volunteering on the national agenda and ensure it stays there;
- Promote the role of volunteering in creating healthy communities, contributing to social capital, as an expression of active citizenship and central to participative democracy;
- Promote the diversity of volunteering and its worth (physically, psychologically, economically, culturally and socially) to our people;
- Host recognition events and co-ordinate awareness campaigns that celebrate, publicize and showcase voluntary effort;
- Involve personalities
- Increased public awareness of the breadth of volunteering.
- Increased public awareness, evidence-based, of the impact, value and worth of volunteering.
- Increased political awareness of the importance of volunteering and its relevance to policy.
- Increase the visibility of the banner Volunteer Mauritius as the national voice for volunteering in Mauritius
One of the barriers to volunteering is that you need to have the knowledge where and how to access volunteering opportunities. Facilitating and enhancing access should lead to a wider diversity of volunteering opportunities and experiences reflecting the changing landscape of volunteering in the 21st century.
- Facilitate access to volunteering for individuals, groups and companies through being a conduit to volunteering opportunities;
- Provide volunteer-involving organizations with facilities to promote their volunteering opportunities;
- Support and develop on a nation-wide basis the provision of locally delivered services that facilitate volunteering (strategic use of Youth Centers).
- Work strategically and collaboratively with stakeholders across all sectors to facilitate and support volunteering;
- Encourage and provide support to public, private and educational organizations and institutions to facilitate and enable volunteering;
- Highlight barriers that prevent people volunteering and advocate for change;
- Profile Volunteers and potential Volunteers and set un a data bank
- Encourage diversity in volunteering by targeting underrepresented groups.
- Increased levels of participation and greater diversity in volunteering;
- Reduce / eliminate barriers to volunteering including increase levels and type of access to volunteering.
- An increase in strengthened partnerships with other stakeholders contributing to a more enabling and cohesive environment for volunteering.
Because in improving the quality of volunteering, we increase the level of volunteering.
- Lead in the development, implementation, evaluation and promotion of best practice standards in volunteering relevant to the organization size and capacity;
- Lead the evaluation and promotion of best practice standards in volunteering infrastructure;
- Provide and seek to increase the provision of relevant training, development and support to voluntary organizations to develop their capacity to engage volunteers and ensure volunteering is a fulfilling and rewarding experience for organizations, groups and individuals;
- Increased number of organizations incorporating good practice standards in their work with volunteers while remaining mindful of their size and scale;
- Increased satisfaction of both volunteers and organizations regarding volunteering experience.
- Accredited training, quality standard frameworks and conferences/seminars aimed at volunteers, volunteer-involving organizations and volunteering infrastructure which serve to increase the knowledge base regarding volunteering and improve volunteering experience;
Because Volunteer Mauritius needs to have the organizational capacity internally to deliver on its objectives externally.
- Develop and implement an effective management system and culture, which utilizes resources – human and financial – in an accountable and transparent way;
- Provide effective leadership that seeks to mentor and develop staff and volunteers to achieve our goals;
- Establish and implement a strategy that generates additional diversified funding from corporate, services and foundations to ensure the financial stability thus reducing the dependency on state funding;
- Develop a quality system to monitor and evaluate our effectiveness on an ongoing basis;
- Implement best practice governance systems and procedures at all levels
- Develop strategic and mutually beneficial relationships with government, funders, volunteering infrastructure, international organizations and other stakeholders.
- Build and develop promotional material
- Staff, volunteers and all stakeholders take pride in being part of Volunteer Mauritius;
- Diversified and sustainable revenue streams;
- Best practices in relation to organizational processes and systems
- Stakeholders are familiar with the work and impact of Volunteer Mauritius and support us in achieving our vision.
Volunteer Mauritius needs to promote quality practices in volunteering organizations. We need to set in quality assurance programmes such as quality standards for involving volunteers. We may need to set in Quality Standards Award for Volunteer Centers. We need to be seen as a center of excellence for best practice in volunteer issues. This commitment to quality and best practices must continuously be improved and invested in to ensure the organization develops and maintains the highest standards.
Volunteers will need to be profiled and enlisted on a data bank such that they may be traced as and when required. Membership may also be offered to organisations, volunteer managers, and companies on the basis of a Memorandum of Understanding and/or on the basis of existing or acquired skills and competencies. This may mean that Volunteer Mauritius does not offer all of the programmes that we would like from the start, but that the programmes we do offer are of the highest standard. On the other hand, we must be aware the other organizations could step in and offer services that we should.
One of the most cost efficient way to increase visibility would be to increase our online presence. We need to invest in our online tools to attract more volunteers and organizations to interact via our website. Our major stakeholder – the network of more than 20 Volunteer Centers – is a major benefit to us as a national organization, giving us a national voice and a local reach.
High standards in training and quality standards will provide us with an opportunity to develop a reputation for excellence. We need to establish good informal relationships with other national bodies and institutions. These relationships should be formalized where appropriate.
Volunteer Mauritius will host several key events throughout the year including a National Volunteering Week, a Volunteer Award Ceremony and a National Conference for Volunteering. If these events are well run and well attended, they will become important tools to promote Volunteer Mauritius. This emphasis on promoting and increasing the awareness and positive impact of volunteering needs to be built upon over the next few years.
If these events are well covered in the media, volunteering will be seen as a good investment opportunity both in terms of human resources and finances. Volunteering is a fluid and movable concept, and our organization must stay ahead of the trends in volunteering in order to remain relevant and to have a voice on volunteering.
There is a need to invest time in developing and following policies and procedures to manage Volunteer Centers. There is an opportunity to co-opt more expertise from diverse sectors such as the commercial sector and potential funders on the Steering Committee