Meet Jessica, Volunteer Program Coordinator at Fitzroy Legal Service, whose leadership is defined by vision, innovation, and a commitment to creating meaningful pathways for volunteers. In this Share Your Story – Volunteer Managers Edition feature for International Volunteer Managers Day (IVMDay), Jessica reflects on how bold leadership means reimagining systems, building opportunities for growth, and creating long-term value for both volunteers and the communities they serve.
Why do you think bold leadership is important in volunteer management?
I believe bold leadership in volunteer management is essential when driving meaningful change. Volunteers are the backbone of any service, and creating systems that respect and support their needs requires the confidence to challenge existing processes.
When I joined Fitzroy Legal Service, one of my first bold decisions was to redesign our rostering system. Drawing on my own experience as a volunteer, I knew that volunteering only works when it can fit seamlessly around people’s personal and professional lives. If the system is too rigid, volunteering is often the first thing individuals give up.
I introduced a self-rostering model through Better Impact, where volunteers are initially allocated an ongoing shift to ensure balanced coverage across the service. Beyond that, they are free to sign up for additional shifts that suit their availability, and can adjust their commitments at any time with communication. This flexibility not only empowers volunteers to manage their schedules but also allows others to step in when someone needs to take a break, ensuring the service continues to run smoothly.
The impact has been significant: retention rates increased to the point where we shifted from recruiting on demand to recruiting only twice a year. Combined with the pathway programs we introduced, this created a more engaged and sustainable volunteer base. Our most recent recruitment round attracted 211 applicants for a variety of roles, reflecting the strength and reputation of the program.
To me, that’s what bold leadership in volunteer management is about—having the vision and courage to implement changes that not only improve organisational systems but also create long-term value for both volunteers and the community we serve.
Proudest achievement as a Volunteer Manager
My proudest achievement has been the development of the Paralegal Pathway Program at Fitzroy Legal Service in 2023. This initiative was designed in response to challenges with recruitment and retention, and it has since created a clear progression pathway for our volunteers.
The first tier of the program was introduced after recruitment data showed that many volunteer lawyers applying to our service had limited face-to-face client experience. Due to the pandemic, many junior lawyers missed out on gaining the skills needed for client work, which was also impacting their ability to secure paid employment. Recruiting them in the paralegal space and pairing them with our highly experienced volunteer lawyers gave them practical exposure, confidence, and mentoring in a supportive yet fast-paced legal environment.
The second tier of the program was shaped by my own experience as a former law student. I wanted to create a pathway that gave students meaningful and gradual exposure to legal practice. Law student volunteers now spend six months in administration roles—booking clients, filing paperwork, and engaging directly with clients—before transitioning into the paralegal space, where they continue supporting lawyers while beginning their own legal journey.
What makes this my proudest achievement is that it continues to grow and deliver results. Many volunteers who started with us as law students have progressed through the program, transitioned into paralegal roles, and later returned as admitted lawyers providing legal advice at our night service. Seeing that long-term impact on both our volunteers’ careers and our service delivery has been incredibly rewarding.
One piece of advice for fellow Volunteer Managers
My advice to fellow volunteer managers is to focus on retention over recruitment. Recruitment is important, but retention is what truly sustains a program. Volunteers don’t just give their time—they are looking for opportunities to learn, grow, and feel valued. If they don’t experience personal or professional development, they are far more likely to disengage.
Instead of constantly recruiting to replace people who leave, put your energy into supporting the volunteers you already have. Create pathways for growth, give them opportunities to expand their skills, and make sure their contributions are recognised. Recruitment comes with challenges—time-intensive inductions, training, and adjustment periods—so investing in your current volunteers is far more effective for building a stable and engaged base.
At Fitzroy Legal Service, this approach has been very successful. We rarely advertise for our administration or paralegal roles; instead, we fill these positions internally, giving existing volunteers the chance to step into new opportunities. Many of our volunteers also choose to take on multiple roles across both day and night services, which not only keeps them engaged but also strengthens our service delivery.
In short, prioritising volunteer growth and satisfaction ensures retention, which ultimately reduces the constant cycle of recruitment and creates a stronger, more committed volunteer community.
View the full collection of our Share Your Story series and be inspired by the many ways Volunteer Managers are leading with courage, care, and creativity.
