Engaging Young Homeless People
Lessons Learned in Recruiting Young Homeless Youth as Volunteers
Homeless people can be one of the hardest groups to motivate to volunteer. They may experience a host of challenges which may have an impact on their self esteem.
This report is the culmination of a one year v funded programme to provide volunteering opportunities to 52 homeless young people in London and Newcastle. As part of the funding conditions, Crisis was asked to produce a ‘good practice guide’ to help enable other organisations to follow a similar process. To view the Crisis Guide in its entirety please click on the following link:
Abstract: This section outlines a few essential points to consider when developing partnerships and establishing volunteer recruitment strategies with external organizations who work directly with young homeless people as potential volunteers. The series of top tips were provided in order to help other organisations and their volunteer managers to develop similar programmes.
Top Tips:
- Socially excluded people tend to be harder to recruit than ‘traditional volunteers’.
- It is important to be able to demonstrate the benefit to the individual concerned, but be careful not to over promise.
- One way to ‘find’ socially excluded volunteers is to form partnerships with organisations working with the target group.
- Developing trust between organizations takes time. However, time is not always available, particularly within short term funded projects
- Involving existing volunteers from a similar background to help out makes recruitment easier. They are also able to offer a positive example of what can be achieved from participating.
- Once a programme involving socially excluded volunteers is successfully underway, it is likely that word of mouth will encourage further participation. Achieving this snowball effect takes time and effort
- Some socially excluded people may be less likely to complete a volunteering opportunity. Around half of those who signed up to volunteer failed to attend their first session.
- Planning for a high drop out rate could involve recruiting extra volunteers to ensure the programme is successful.
- A careful screening approach aimed at ensuring that participants are aware of what they want to achieve and the effort they will need to commit to the project could reduce the drop-out rate.
- Induction events need to be interesting and relevant. Group inductions worked better than one to one sessions. Once people realize that they are able to make friends with people from similar backgrounds they will be keen to stay involved.
Lessons Learned in Supporting Young Homeless Youth as Volunteers
Abstract: Volunteers, like paid staff, have support needs. This section suggests tips concerning the impact of volunteers being socially excluded based upon specific needs, training and supervision, and appropriate support structures needed to engage volunteers from a socially excluded background.
Top Tips:
- Before involving socially excluded volunteers be aware of all their potential support needs, and ensure that you can meet them
- Some support needs can be provided through mentoring relationships with existing staff. If this is to be undertaken during work time there will be a cost to the organization
- Other support needs may be related to basic subsistence. If an organisation is expecting economically deprived people to volunteer for them, they should provide a hot meal and cover their expenses
- Many (but not all) young homeless people welcome the chance to gain a certificate to demonstrate their achievements. However, ensure that any accreditation offered is the most appropriate, and be aware of the extra demands on staff time.
- Consider budgeting for additional staff time/capacity focusing solely on the accreditation
- For some socially excluded people, becoming involved as a volunteer may represent the first time somebody has taken an interest in them. Be clear about boundaries, and the distinction between work and non-work time. This is difficult to do, but not doing so can end up causing pain and trouble (usually to the volunteer) in the long run
- Despite all the hard work, it is likely that around 60% of the volunteers will fail to complete a placement. Once the initial ‘buzz’ has worn off, people’s enthusiasm will begin to wane. This can be discouraging for organisers, so be prepared!
- Support the supporters: ensure that those who are responsible for supporting volunteers are in turn themselves well supported and (if necessary) trained
Lessons Learned in Delivering Volunteer Opportunities to Young Homeless Youth
Abstract: Volunteers, like paid staff, have support needs. This section suggests tips concerning what types of volunteering opportunities worked best when engaging young homeless youth as potential volunteers.
Top Tips:
- Developing new partnerships was essential for the success of projects like ours, but they take time and effort
- Where possible make use of, and build upon, existing partnerships or links you have with other organizations
- Alternatively make use of the contacts of colleagues working in your organisation.
- Partnerships also need to be built internally, between different departments or staff members. It helps if the whole organisation is aware of your programme, and the ethos behind it
- Having somebody at a senior level driving through the programme helps to ensure organisational buy-in
- Volunteering opportunities work best when people feel valued for their skills as well as their time
- Offering accreditation can be important for some people. However, be aware of the extra demands on staff time. Consider budgeting for additional staff time to focus solely on the accreditation
- Being able to see an end product is important in short term projects for volunteers
- It may be easier for young people if they can see somebody involved in the project who has experience of social exclusion and of being involved in a similar situation
Written by Simon Tisdale 2008
