JavaScript is required

What we need to succeed

Strengthening our volunteering community is something we have to do in partnership with volunteers, stakeholders, local communities and with critical resources like technology.

We have outlined the important relationships and resources we need to support the strategy’s rollout.

We will continue to consider these as we work to achieve our goals and vision. Some enablers are already in place. Others will need to be developed further to support the volunteering community to:

  • meet the challenges it has faced over recent years
  • evolve into a forward-looking volunteering community that maximises inclusion and meaningful participation for Victorians.

The priority actions across each strategic goal identifies ways these critical enablers can be enhanced.


Members of the volunteering community and people from the broader community are essential to the success of the strategy. Support and recognition of volunteering from the broader community is the starting point for growing and establishing a culture of inclusive volunteering.

Volunteers encourage and support volunteering and one another, as do those who lead and support volunteers in formal settings.

Leadership and governance

Sound governance ensures organisations and programs are effective and sustainable and risks are managed appropriately. Strong and capable leadership will play a critical enabler role that spans each of the strategy’s five strategic goals.

Collaborations and partnerships

Organisations create partnerships and coordinate with one another, share resources, support and information. This will maximise the impact and sustainability of volunteering. Strong partnerships both within and beyond the volunteer community will be essential as we set out to achieve our shared goals.


Organisations are supported to keep applying new technology and approaches to meet modern volunteer expectations. This will be critical in recruiting volunteers and in ensuring they have the right credentials. It will also support flexible and alternative approaches to volunteering.

Place-based, local approaches

Smaller VIOs are supported to deliver place-based programs that address community needs. These programs will also contribute to their long-term resilience and connectedness. VSOs will play a lead role in delivering support for place-based approaches to volunteering.

Learning and development

Volunteer management leaders and managers of volunteers can access quality professional development pathways. This enabler will be critical in ensuring our volunteers feel supported and empowered.


Volunteering programs are enabled and thrive with appropriate and sustainable resources and organisational support. Targeted funding will also be crucial to ensuring value is created by and for the volunteering community in a way that strengthens outcomes from volunteering in Victoria.

Specialist services

VIOs rely on specialist services including legal advice, finance advice and business and strategic planning. Skilled volunteers from the community or private sector may also provide these supports. These services help build strong and resilient volunteer organisations and strengthen the volunteering community more broadly.

Evidence and data

A strong evidence base and data analysis supports an advanced understanding of volunteering across communities, organisations and government. It will be important to understand participation in both formal and informal volunteering, and among diverse communities.