Good Practice Guide to Involving Volunteers

Vo l u n t a r y S e c t o r S u p p o r t

Good Practice Guide to Involving Volunteers

PROMOTING EXCELLENCE IN VOLUNTARY AND COMMUNITY SERVICES

www.communityimpactbucks.org.uk Community Impact Bucks is a registered charity no:1070267 company no: 3508718

Contents

Introduction 3

What Do Volunteer Centres Do? 4

What Is Volunteering? 6

Why Involve Volunteers? 7

Why Do People Volunteer? 9

What Do You Want Volunteers to Do? 11

Getting Volunteers On Board 14

Selection and Screening 16

Induction and Training 21

Volunteer Expenses 29

Recognition of your Volunteers 30

Keeping Volunteers Motivated 31

Dealing with Problems 32

Saying Goodbye 35

Further support 36


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These guidelines are intended to assistorganisations with the effectivemanagement of volunteers. Goodpractice does not require any specialistknowledge. It mostly involves commonsense and the imaginative ability to putyourself in the position of a volunteer.How would you like to be treated? Areyou made to feel welcome and useful?

The recruitment and management of

volunteers is not dissimilar to the

recruitment and management of staff, but

unlike paid staff, volunteers have no

reason to stay if they do not enjoy their

work, so it is important that they are

managed well. One bad experience can

put people off volunteering, sometimes

permanently.

Very few organisations can afford toemploy a dedicated volunteer manager.In most organisations, particularly smallones, the person responsible forvolunteers combines this with manyother roles. Some people who take onthis role are themselves volunteers.

Therefore, the aim of this Good Practice

Guide is to give you some simple

guidelines, and practical suggestions

which will help you to attract, involve and

support volunteers effectively, and have

an exit strategy when they move on.

If we can be of further assistance you can

contact us:-

Community Impact Bucks

• Helpline: 0845 389 0389

• Email:[email protected]

•Website:www.communityimpactbucks.org.uk

Introduction


Page 3


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What do Volunteer Centre’s do?Community Impact Bucks runsthe Volunteer Centre forBuckinghamshire and providessupport at a local level forindividual volunteers andvolunteer involvingorganisations.

To help your organisation weoffer:

1. BrokerageTo match both individuals and groupsinterested in volunteering withappropriate opportunities in the localcommunity. They hold information on acomprehensive range of opportunities,and offer potential volunteers support andadvice matching their motivation tovolunteer with appropriate volunteeringopportunities.

Community Impact Bucks have avolunteering brokerage coordinator whocan help you (see page 5 for contactdetails).

2. Marketing VolunteeringTo stimulate and encourage local interestin volunteering and community activity.

This may include promoting andmarketing volunteering through local,regional and national events andcampaigns. We do this through the do-itwebsite (www.do-it.org.uk) and regularcolumns in the local press.

3. Good PracticeDevelopmentTo promote good practice in workingwith volunteers to all volunteer-involvingorganisations, including training forpotential volunteers, existing volunteers,volunteer managers and the volunteeringinfrastructure.

4. Develop VolunteeringOpportunitiesTo work in close partnership withstatutory, voluntary and private sectoragencies as well as community groupsand faith groups to develop localvolunteering opportunities. Target specificgroups which face barriers tovolunteering. Volunteer Centres workcreatively to develop imaginative, formaland non-formal opportunities forpotential volunteers.

5. Policy Response and Campaigning

To identify proposals or legislation that may impact on volunteering; to lead and/or

participate in campaigns on issues that affect volunteers or volunteering; and to

campaign proactively for a more volunteer-literate and volunteer-friendly climate.

6. Strategic Development of Volunteering

We also offer volunteer services and projects such as:

• Expert Volunteers

• Employee Volunteering – Volunteer Workout

• Supported Volunteering- Opportunities For all

Further information on any of the above can be found on our web site:

www.communityimpactbucks.org.uk or by

e mail: [email protected] or telephone 0845 389 0389.


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What is volunteering?Volunteering is defined in theCompact Volunteering Code ofGood Practice as:

An activity that involves spendingtime, unpaid, doing somethingthat aims to benefit theenvironment or individuals orgroups other than (or in additionto) close relatives.

There are four principlesfundamental to volunteering:

Choice, Diversity, MutualBenefit and Recognition

Choice:

Volunteering must be a choice freelymade by each individual. Freedom tovolunteer implies freedom not to becomeinvolved.

Diversity:

Volunteering should be open to all, nomatter what their background, race,nationality, religion, ethnic or nationalorigins, age gender, marital status, sexualorientation or disability.

Mutual Benefit:

Volunteers offer their contribution

unwaged but should benefit in other ways

in return for their contribution. Giving

voluntary time and skills must be

recognised as establishing a reciprocal

relationship in which the volunteer also

benefits and feels that his or her

contribution is personally fulfilling.

Recognition:

Explicit recognition of the value of the

contribution of volunteers is fundamental

to a fair relationship between volunteers,

voluntary and community organisations

and government policy and practice. This

includes recognising the contribution to

the organisation and the community.


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Although volunteers are not paid for their

time, they are not just a free gift.

Involving volunteers takes resources such

as the time to recruit, manage and

support them; space and equipment; and

the cost of reimbursing out-of-pocket

expenses. A better way to think of

volunteers is that they are an investment –

although you do need to invest time and

resources, it will yield rewards in the long

term.

Good reasons to involvevolunteers might include:

• To enable your organisation to offer

more support or services to your

users;

• To widen participation or involve more

diverse groups of people, or allow

channels for more local input.

Volunteers can bring with them a

different perspective to an organisation

- one that reflects the views of the

community or client group;

• For their energy and enthusiasm;

• They have a different relationship with

your users, knowing they are there

because they want to be not just

because it is their job;

• Volunteers can bring a variety of

skills, experience and enthusiasm that

may otherwise be unavailable to

them;

• Volunteers can add credibility to an

organisation – giving their time free of

charge suggests that they are supportive

of the aims and services provided by

your organisation.

Not-so-good reasons towant volunteers mightinclude:

• Doing the things no-one else wants

to do.

• Volunteers are not a substitute for

paid staff positions.

Why involve volunteers?


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The answer to this

question should:

• Clarify your reason for wanting to

involve volunteers

• Determine the roles and responsibilities

that your organisation will create for

volunteers

• Enable you to explain to volunteers

how and why their involvement

contributes to the overall aims and

objectives of the organisation

• Enable your organisation to develop

a plan for evaluating how effective the

involvement of volunteers has been

Volunteering is mostlikely to work well if:

• The organisation has clear reasons for

involving volunteers that are in line

with its aims and goals and

acknowledges and recognises what

they contribute

• Trustees/managers, staff, volunteers and

users are all clear about why volunteers

are there, and committed to supporting

them

• The roles of volunteers are clearly

defined so that paid staff do not feel

undermined or threatened and

volunteers are clear about their tasks

and responsibilities

• There is an organisational culture which

values the involvement of volunteers

and makes sure it has the resources to

support them properly.


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Volunteering is a two way

relationship. Volunteers give

their time for free. While

altruistic motives are often

involved, individuals often also

have personal and professional

expectations of the experience.

Why should someonevolunteer with yourorganisation?

People who want to volunteer have a

wide range of opportunities to choose

from, and they will choose the one which

seems to offer the best ‘fit’ to their

personal combination of motivations. It is

best to be clear from the start about what

you can offer to volunteers – and what,

realistically, you cannot offer.

Focus on what is positive about

volunteering with your organisation. What

would make them choose you, rather than

another organisation? What is special or

distinctive about volunteering with your

organisation?

Think about:

What your organisationdoesWhy does your organisation exist? What isthe organisation working to achieve orchange? Who or what does it want tohelp, support or empower? This is astrong motivation for people who need tofeel strongly about a cause – and can bemore powerful than the ‘job satisfaction’of the actual task that a volunteer is beingasked to do. Think of all the volunteerswho stand in the street with a collectingtin! You might also want to consider:What is distinctive or unusual about howyour organisation works to achieve itsaims? What do you do that other, similarorganisations don’t?

The developmentopportunities you offerWhat is interesting, exciting orchallenging about the volunteer roles thatyou offer? Do you provide useful training?Some people are looking for somethingthat will challenge or stretch them, or theopportunity to take responsibility. Do youoffer the opportunity for direct contactwith your users or clients? – This isparticularly useful experience for peopleseeking to explore a new career, or whoneed to get work related experience.

Why do People volunteer


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Being part of yourorganisation People volunteer for a wide range ofreasons

- Some people want to develop newskills

- Some people want to meet new peopleand be part of a team

- Some people want to utilise existingskills

- Some people might be usingvolunteering to help them getsomewhere else

Below are three quotes from volunteersworking in Community Impact Bucks whoall have different reasons for giving uptheir time and volunteering


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“I made a speculative approach to an organisation in my village. They

suggested that I could be involved in the community Oil Buying scheme.The work uses my existing skills and experience, the people are nice and

there is lot’s to do.”

“I ‘m recently retired, I love coming into Community Impact Bucks once a

week to support the office admin team. It enables me to keep up to datewith modern technology and to use my office skills to the benefit of the

many services they offer. It is very enjoyable.”

“Working with Community Impact Bucks I have been able to offer my

services as a qualified accountant to voluntary groups who need helpwith their business planning, I am able to fit this into my busy schedule

which is brilliant and very rewarding.”

What do you want volunteers to do?


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It is good practice to have clearvolunteer role descriptions which setout what volunteers can expect to doand what you will provide to enablethem to do this. Start by listing all thetasks which volunteers could help with,and then group these into definedroles. This does not have to beinflexible; you may sometimes prefer towork in a way that responds to whatvolunteers can offer and creates a rolefor them. A role description is a usefulchecklist of things to consider so thatyou and the volunteer are both clearabout the role and expectations.

Volunteering opportunities that are boringor unsatisfactory may lead to recruitmentdifficulties and a high turnover ofvolunteers. It is worth being flexible andcreating volunteering opportunities thatare what people want; interesting,challenging and rewarding, as they attractvolunteers who will be enthusiastic andcommitted.

Role descriptionIt is helpful to give the role a title which

sums up what the volunteer will be doing

– for example ‘befriender’, ‘mentor’,

‘office assistant’

Overall Purpose of theroleDetail the purpose of the role and list all

the tasks and responsibilities that the

volunteer will be asked to undertake.

Location

Where will the volunteer usually be

based? If this is in the community, state

what the geographical limits of your

service are and whether volunteers can

choose to be placed close to home.

Responsible to

This should give name and role of the

person who will manage and support

them.

Hours/time commitmentGive an indication of how much time this

role will take up and how frequently. If

you need volunteers to be available on

specific days and times, say so. If the

hours are flexible, what are the limits of

this flexibility? E.g. ‘volunteers are asked

to commit for a regular shift of 2 hours

per week during our normal opening

times of 10-4, Monday to Thursday’. If

you are asking for long term

commitment, be specific about this, and

state the minimum you would expect. (Be

aware, though, that you cannot legally

bind volunteers to this). Do not include

unnecessary restrictions, as you may put

off potential volunteers unnecessarily – if

it is negotiable then say so.

Skills required

Recruiting volunteers tends to be inclusive

rather than competitively selective –

so only include skills/experience which is

really necessary for the role. Consider

whether you would really turn someone

down who did not have the particular skill

but who was enthusiastic. Could you train

them in some or all of the necessary skills?

You could separate this out into skills

which a volunteer must have, and skills

which would be useful (but which are not

necessary).

If you are looking for personal qualities

in your volunteer try to write it in a way

that links directly to the role. For

example, for work which involves

telling lots of people about your

organisations work you might say ‘able

to deal confidently with talking to a

wide range of people ‘rather than

‘bubbly and outgoing’.

If there are other restrictions on what

kinds of volunteers you will accept, this is

the place to say so. For example if the

project is women - or men - only,

wants volunteers who have personal

experience of the issue they will be dealing


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with, or if there are age restrictions. Youneed to explain these and to be sure thatthey are essential to the role, notdiscriminatory or based on stereotypes orprejudices about certain kinds of people,particularly if the anti-discriminationlegislation would prevent you from usingthem if you were advertising a paid job.For example ‘volunteers must be over 18as they need to be mature enough towork unsupervised’ – why 18? Would youturn down a sensible, mature 17 years oldand accept an unreliable, irresponsible 50year old?

Benefits to the volunteer

What specific benefits will this role offer?Think about what might motivate peopleto take on this role?

The role could be of value to studentslooking to enter a specific profession ortimes are flexible so you can fit this roundyour commitments

Training

What training and induction willvolunteers be offered and how does itrelate to their role? Is this required (they

have to do it before they start

volunteering) or is it optional? When and

how often does training take place, and

how long does it take? Is it formal,

informal or ‘on the job’? Is ongoing

training available if volunteers want to

increase their knowledge or develop their

role? Can volunteers access external

training courses?

Support and supervision

What support and supervision is offered to

volunteers and how will it be provided? Is

it formal or informal? You might want to

include opportunities for peer support

such as volunteer social events or support

sessions.

Expenses

It It is good practice to make sure that

volunteers are not out of pocket .Include

here information about what expenses are

reimbursed to volunteers.


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What happens when a potentialvolunteer gets in touch for thefirst time?

From the volunteer’s point of view, theyare offering you a gift – they are offeringto give you their time for nothing. So ifthe organisation is slow to respond,unenthusiastic, or unwelcoming, this canseem most ungrateful!

Bear in mind the difference betweenrecruiting volunteers and recruiting paidstaff. For job recruitment, the process isusually competitive for the applicants.There is a deadline, and there are severalcandidates and the role of the recruitmentand selection process is to choose themost suitable and reject the others.

For volunteer recruitment, this is notgenerally the case – usually the processaims to include as many people wantingto volunteer as possible, rather than toexclude all but one successful candidate.In fact the competition is often the otherway around. There are many otherorganisations wanting volunteers andmany other organisations for volunteersto go to. So they are selecting you! If theprocess feels too formal or too like making

a job application this can be off-putting tosome people.

This means that:

• You need to respond quickly to anyexpression of interest (or at the veryleast to explain and apologise for anydelay).

• The initial contact needs to be friendly,welcoming and enthusiastic. It need notbe the person who manages volunteersif someone else (e.g. the administrator)is more easily available – but whoever itis needs to be well-informed,approachable, able to answer questionsand tell the enquirer what will happennext.

• You need to give volunteers all theinformation they need to make aninformed decision about proceeding tothe next step. The aim should be toencourage volunteers to make the nextstep and commit themselves, if theywant to do so, and to say so withoutembarrassment if it is not right forthem. It may be best, initially to do thisverbally (in person or over thetelephone) rather than sending lots ofwritten

Getting volunteers on board


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information, giving them the opportunity

to ask questions. You can then send

written information to clarify what you

have said.

The information you need from the

volunteer should be relevant to the task

and asked for in a way that is not too off-

putting. For example, asking for details

when you meet the volunteer rather than

presenting them with a 10-page

‘application form’.

• Try not to make it feel too much like a

selection process (unless this really is the

case) – for example a ‘visit’ or ‘chat’

sounds less intimidating than an

‘interview’.

• If there is a screening procedure

(references or Criminal Record Bureau

checks) then take time to explain what

is involved, what information will be

needed and why you need to do them;

and also which offences would be likely

to be unacceptable to you as it is easy

for a volunteer to think that any offence

will bar them from volunteering. Let

them know how long this is likely to

take.

• Having made the offer of help,

volunteers need to know what happens

next and to have any delays explained

to them.


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Selecting volunteers is about finding agood match between the prospectivevolunteer and the opportunity on offer.It is an attempt to find a successfulblend where the person has the rightskills, experience and enthusiasm andthe opportunity satisfies the needs andinterests of the volunteer.

Every year thousands of people volunteer.Almost without exception thesevolunteers are keen to give up their timeand efforts for the benefit of otherswithout payment. Lack of care inaccepting volunteers can, unfortunately,lead to dissatisfaction and disappointmentfor both the individual and yourorganisation when a person is placed inan inappropriate opportunity, causing thevolunteer to stop working with you andany other organisation.

In a very small number of cases, lack ofcare in selection could lead to seriousdanger for the service user. Goodselection procedures recognise that thevast majority of volunteers deserve ourbest efforts to find suitableopportunities for them, whilst at thesame time setting up carefulacceptance procedures so that a verysmall minority will not be placed inpositions where vulnerable people maybe at risk.

Record keepingHowever informal or short-term thevolunteer opportunity, and even if youdon’t have a formal selection or screeningprocess, it is wise to ask for and keep arecord of:

• The volunteer’s name and address,with some proof of identity

• Contact details

• Details of their next-of-kin or anemergency contact

Information about any medical conditionsor allergies which their manager and/orcolleagues might need to know about

Application/Registrationform

You might want to ask a volunteer tocomplete a basic application form,although if this is too much like a formaljob application this can be off-putting,and some volunteers may need help tocomplete it. However it does give apotential volunteer an opportunity to tellyou something about themselves andtheir reasons for volunteering, andprovide you with a basic personnelrecord.

Selection & Screening


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Interviewing Volunteers

There are a number of reasons why

organisations find it beneficial to chat

in person to potential volunteers:

• It provides you with a chance to

explain more about the work of your

organisation and how volunteers fit

into its activities.

• It gives you the opportunity to assess

the suitability of the volunteer and

enables you to make sure they have

the skills and qualities that you need,

or to match their skills most effectively

to a suitable role.

• It also gives the volunteers a chance to

decide whether your organisation is

the right one for them, thus saving

everyone’s time.

• It helps to ensure that all volunteers

are given the same opportunity to find

out about the role and to demonstrate

their suitability.

• It enables you to be clear about

induction, probationary period and

anything else which volunteers need

to be clear about before they offer

time.

Plan your meeting carefully in advance.You need to get the right balancebetween professionalism and informality,so that the experience gives thevolunteer confidence that theorganisation is efficient and well-organised, but is not so intimidating thatit scares them away! A badly conductedinterview will put volunteers off. You mayalso want to address, before theinterview, any fears that a volunteer has;and to explain whether it will be a formalselection process or just an informal chat.

Planning an interview:• Make sure that all staff knows that a

potential volunteer is coming andensure that someone is available towelcome them.

• Have any background information tohand as the volunteer may ask youquestions.

• Have a confidential area where youwill not be interrupted and can speakin confidence

• Draw up a list of questions in advancebased on the volunteer roledescription. Remember the interview isyour main selection tool.

• Use open questions. As an intervieweryou should be doing more listeningthan talking (except when givinginformation). i.e. can you tell me whyyou are interested in this role? Canyou tell me about any experiences youhave had related to this one?


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• If you are interviewing severalvolunteers, you may need to takenotes. It is less intimidating if youexplain to the volunteer why you aremaking notes, just in case they thinkthey have said something wrong.

• If you are not going to make adecision during the interview, then tellthe volunteer when you will let themknow and whether they can getfeedback on their interview.

Remember the aim of the interview isto match the right person with the role.It is useful to try and find out whatmotivates each volunteer and thenmatch this to a suitable opportunity. Agood interviewer will give thevolunteer an opportunity to ‘self-select’, i.e. to reject the role if they feelit is not right for them.

References

No organisation should be satisfiedwith only the information provided bythe prospective volunteer. Some formof independent verification is essentialgood practice, although not legallyrequired.

Some organisations ask for all referencesin writing; others prefer telephonereferences. It is sensible, both for practicaland equal opportunities reasons, to make

a checklist of questions to ask and to keepa written record of points raised intelephone references, especially if thereference is unsatisfactory.

The questions asked, whether verballyor in writing, should verify how longthe person has known the volunteer,and for how long, and should askspecific questions which relate to therole description and required skills forthe role the volunteer will beperforming. You might also want to askwhether the referee would have anyconcerns or doubts about offering theperson this role. When asked specificquestions, it is much harder for areferee to conceal any doubts orconcerns than it would be in a bland,general ‘character reference’.

It is not sensible to accept, without furtherinvestigation, written references producedby a prospective volunteer, since theprovision of such references is frequentlya term of settlement for a contesteddismissal from paid employment. Suchreferences are also open to forgery.

You will need some guidelines on whoyou will accept as a referee, and howlong they must have known the person.You can always send the roledescription to the referee so they havean idea what that person will bedoing.Remember that some volunteers,especially if they have been ill or outof paid work for a while, or if they have


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recently come to the UK, may find it

difficult to suggest a referee,

particularly if they assume you expect

an employment reference. You might

have to suggest alternatives such as a

teacher, tutor, social worker, health

professional, volunteer manager or

neighbour; or be prepared to arrange

for translation of a reference from

overseas.

It is worth remembering that a high

proportion of people have a criminal

conviction of some kind. Few of them will

have any ulterior motives for wanting to

volunteer, and there is no evidence to

suggest that a volunteer with a criminal

record is any more likely to offend than a

volunteer who has not. Outright rejection

of ALL ex-offenders hugely narrows the

available volunteer base and the human

potential on offer to an organisation. You

should therefore have in place policies or

procedures which avoid excluding or

discouraging people who have committed

minor or irrelevant offences, or whose

offences were many years ago. It is good

practice to indicate that a conviction does

not necessarily disbar a volunteer from

consideration and to give an indication

of what types of conviction would disbar

a person from a particular role.

You should also remember that CRB

checks do not, in themselves, guarantee

the safety of your users – they only

identify people who have been caught

in the past. They should only be used as

one tool in a Safety Culture which takes

steps to minimise risk and risky

situations, and which gives staff,

volunteers and users the confidence to

raise concerns, knowing that they will

be taken seriously and dealt with

swiftly and effectively. But judge each

case on its merits. If someone

committed an assault ten years ago,

you have to decide whether that is

material to you now. It is your duty of

care.

Screening should not be used as a

substitute for good selection procedures.

Adequate support, training and

supervision are necessary wherever

volunteers are working with any

vulnerable group of people.

Details of CRB checks can be found via

the attached link:

www.crb.homeoffice.gov.uk


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Other Checks andBalances

It is important to develop the bestpossible procedures to ensure that yourorganisation protects its clients. Thefollowing are useful:

• Policies or statements on safeguardingthe welfare of clients, access to moneyand property and other matters whereabuse, handling confidentialinformation, fraud or breach of trustmay occur. The work of the organisationshould be planned in a way thatminimises risks.

• All clients or service users should beclear about how to complain to anindependent person if they areunhappy about the actions of aworker or volunteer. If clients areunable to make their own complaints,additional safeguards may be neededto monitor workers and volunteers.

• Agreed procedures for protectingpeople, property and the reputation ofthe organisation should be applied toall; and all workers/volunteers shouldunderstand what their work involvesand the limits of their activities.

Turning a VolunteerDown

You do not have to involve any andevery volunteer. Sometimes you will notbe able to accept someone’s offer tovolunteer. For example if you do nothave space for someone in this role atthe moment, or if there is a goodreason why you think they would notbe suitable. It is tempting just to avoidthe issue and hope that they will loseinterest, but this gives a very bad imageof your organisation and ofvolunteering in general and can causepoor moral in staff and in othervolunteers.

The best way to handle this is to let themknow quickly and explain why. Let themknow that you appreciate their offer andbe as honest as you can. It’s important tohandle this sensitively – think howupsetting it is to be rejected after a jobinterview, and how much more so whenthe person is offering to work for nothing.If possible, suggest another organisationwhich might be more suitable, or referthem to the local Volunteer Centre toexplore other options.


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Induction and training


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Training is the process of equippingvolunteers with the essential skillsneeded to perform the tasks associatedwith their volunteering. It should beproportionate to the responsibilitiesthat a volunteer will have. Some roles(for example giving advice, or workingwith vulnerable people) may requireextensive training. Other roles mayneed only a brief orientation orinduction.

In the same way, some volunteers findtraining an incentive, or feel that itdemonstrates that their role is valuedwhilst others just want to get on with thejob they came to do. You might want todistinguish between offering theopportunity for training, and making itobligatory.

Obligatory induction or training willcover the things that volunteers reallyneed to know (for example, the aimsand ethos of the organisation, what theirrole involves, the policies and practicesthey will be expected to abide by).

Optional training should offer thechance for volunteers to learn more ordevelop their role (for example, more

about the work of the organisation andthe issues that it is dealing with, theopportunity to learn a new role or take onmore responsibility) – if they want to.Remember that some volunteersappreciate the structure and security ofvolunteering – and may not want any tochange or to develop their role.

You can provide the information andlearning experiences that volunteers needin a variety of ways, and you may want toprovide some information more thanonce or at different times:

Informal/face to faceOne to one induction, coaching,supervision or support sessions, volunteermeetings, peer support or social events

Written informationGuidelines, information pack, policydocuments, volunteer handbook, websites

Formal/structuredtrainingCourses, workshops, talks and lectures,distance learning packs

Bear in mind that some volunteers will

have had limited or adverse experiences

of training and education in the past. You

might want to deal in advance with any

fears or preconceptions that volunteers

might have about attending training

courses or workshops.

Basic inductionguidelines

All volunteers will need an induction

or orientation into your organisation -

it gives you the ability to explain how,

why and where you operate, where

they fit in, and what will be expected of

them. It should provide them with

enough background and practical

knowledge of your organisation to

allow them to understand their

contribution; and to show a new

volunteer that they are a welcome

addition to the team.

You should aim to answer4 basic questions:1.Why should I be volunteering here?

2.How will I be volunteering here?

3.How do I fit in with everyone else?

4.How I will be valued? (Support,supervision, reward)

We now go on to explain on pages22-28 what needs to be covered toanswer these four basic questions.

1. Clearly explain thepurpose of your group

• Your mission statement and thevalues of your organisation (i.e.the purpose of the organisationor project and what it is trying toachieve)

• Information about yourusers/clients/beneficiaries

• A brief history of the organisation• An overview of current services,

projects or activities• Any future plans for the

organisation’s development

The aim of this discussion is for thevolunteer to understand and committhemselves to the basic purpose of theorganisation.


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2. Clarify how volunteers fitinto this.

• An explanation of where volunteers fitinto the structure of the organisation,and how they help it to achieve itsobjectives

• The policies and procedures they will beexpected to abide by, and theboundaries of their role.

• A introduction to any facilities, premisesand equipment they will be using

• A description of the expectations thatthe organisation has of a volunteer, andwhat they can expect from theorganisation

The purpose of this is to allow thevolunteer to understand where they fitinto the bigger picture, and to help themfind their way around.

3. Set out the social contextin which the volunteer will beworking.

Included in this section is:

• An introduction to the leadership andstructure of the organisation

• A welcoming by staff and currentvolunteers

• A personal introduction to key staff and

other volunteers, particularly those who

will be working with or managing them

• A description of the values and ethos of

the organisation.This might be the place

to cover in more details policies such as

equal opportunities and confidentiality,

and to clarify how volunteers will be

expected to behave towards users and

colleagues, as a representative of the

organisation

This allows volunteers to make personal

connections that will help to sustain

involvement, and to feel comfortable

and confident in their interactions with

other people.


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Good support and supervision is aboutfinding an effective balance between theneeds of the volunteer and the needs ofthe organisation. Each volunteer needs tohave a named supervisor or manager whois their primary person for support andsupervision. Because volunteersare not paid, they will stay only if they feelenthusiastic and motivated. Theorganisation needs to make surevolunteers’ energy and enthusiasm isharnessed effectively to benefit theorganisation.

SUPPORT is largely aboutencouragement andreassurance to the person:

• To focus on the volunteer as a person.

• To listen, and create an environmentwhere a volunteer is able to expresshim/her self.

• To reassure where necessary.

• To make sure the volunteer feels thattheir work is valued

• To be alert to possible changes orpersonal issues affecting the volunteer

• To give (and receive) feedback, bothpositive and negative – support doesnot exclude constructive criticism

• To pick up on any concerns orproblems the volunteer has with theirwork and deal with them before theybecome more serious

• To assess training needs and facilitate

personal development

SUPERVISION is largely concerned with

the tasks being done by the volunteer,

and encouraging the person to be most

effective in their volunteering role:

• To evaluate progress, set objectives

and agree future action plans

• To give guidance in work based tasks

• To address any problems early and

deal with them in a constructive way

• To make sure the organisation is

accountable for the work being done

• To provide a forum for discussion,

clarifying priorities, enabling decision

making and agreeing on change

The balance between support or

supervision, the level of supervision,

and how closely you manage any

particular volunteer, will depend on

many factors, such as:


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4. Support and Supervision

• How experienced the volunteer is andhow long they have been with you

• The role of the volunteer and the levelof responsibility they have

• The potential for things to go wrong(and how serious the problems couldbe)

• Whether they are doing work thatneeds to be monitored or which has tomeet organisational targets

• The personal circumstances of thevolunteer

• How often you are in contact with thevolunteer and whether this contact isin person or by telephone, e-mail orpost

• What type of work they do and where(on-site, at a distance or in thecommunity)

• How a volunteer currently feels abouttheir role, other volunteers and staff,and whether there are any issues ofconcern

• The methods you use to supervise staffdoing similar work

It may vary from person to person(some volunteers will come with moreconfidence or experience than othersand some may need moreencouragement or reassurance) andmay change over time (e.g. asvolunteers become more experienced,

take on new roles, or if their personal

circumstances change)

Volunteers are more likely to feel valued,

accepted and satisfied with their roles if

your agency provides adequate support.

In its various forms, support helps to

provide an opportunity to offload

problems, gain feedback and learn from

the experience of other volunteers and

paid staff.

Well supported volunteers will find it

easier to cope with their task and provide

a better service, with the added benefits

for your agency and possible clients.

Which support?

Methods of support for volunteers vary

from one agency to the next. However,

some of the most frequently used are:

• open door - where the volunteer co-

coordinator is always available to

volunteers

• regular telephone calls or e-mails

volunteers - especially for volunteers

who work away from the agency

• Specific session times when the

co-coordinator is available to

volunteers


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• Regular, one-to-one supervision

sessions

• Meetings of staff and volunteers

• Meetings solely for volunteers

• A volunteer newsletter or notice

board

• Regular social or training events

Each of these methods has their ownmerits and pitfalls. For example:

� An open door policy is very convenient

for the volunteer, but makes it difficult

for the co-coordinator to time-manage

effectively, and may mean that a few

vocal volunteers dominate your time.

Other volunteers may be concerned not

to ‘bother’ you, and you may not

become aware of problems until it is

too late

� Specific session times allow more

structured control of the co-

coordinators time and may help you to

focus on the task rather than trying to

juggle volunteer support with other

priorities. However the times may need

to vary to fit in with volunteers’

schedules. Problems can arise if several

volunteers arrive at the same time.

� Group meetings allow volunteers to

share ideas and opinions, but can be

dominated by a minority and not be

appropriate for volunteers who have

individual or personal issues to raise, or

who do not feel confident to speak up

in public.

� Regular, one-to-one supervision is the

best way of making sure all volunteers

are supported properly, but can take up

a lot of time, and you may need to

make sure volunteers do not find the

idea daunting and are put at their ease.

With these pros and cons in mind,

a support programme that involves

two or three of the above is

advisable to cater for all needs.

Clearly defined and well advertised forms

of support are necessary. Volunteers will

not respond to vague offers of support

unless there is an identifiable means by

which they can obtain it. If you expect

volunteers to attend support sessions and

it is a requirement of their volunteering

then it should be made clear when a

volunteer first offers their time.


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Balancing the needs ofthe organisation and theneeds of volunteers

As a matter of principle, it is important

that all volunteers have equal access to

a basic level of support, although you

may want to commit some extra

support to those volunteers who may

otherwise not consider volunteering, or

who are experiencing a difficult time.

People who manage volunteers also need

to be aware that the support demanded

by some volunteers may be out of the

boundaries of the agency. It is important

to discuss support with volunteers, and to

be realistic if you do not believe your

agency has the necessary resources of

time or staff. Good support and

supervision is about finding an effective

balance between the needs of the

volunteer and the needs of the

organisation.

It is important that the person

managing volunteers is clear about

their own boundaries. Volunteers will

inevitably want to share their problems

with someone they know and trust, but

spending too much time on individual

support means that less time is

available to other volunteers.

Volunteer SupervisionSupervision or feedback sessions are thevolunteer finding out how they are fittingin with your agency, its aims and goals. Itis normally done on a one-to-one basiswith the volunteer. Volunteers should beencouraged to bring their own agenda toa supervision session and see it as a timewhere they can freely and confidentiallyexpress their thoughts, opinions anddoubts. For the member of staff it is anoccasion to be informed about workundertaken, planned or forgotten about.It is an opportunity to assess progress,identify problems and plan for the future.This is also the time to raise specific issuesthat you are concerned about. Theseshould be dealt with at the time ratherthan allowing them to build up andbecome a major issue. It is an opportunityto assess progress, identify problems andplan for the future. This is also the time toraise specific issues that you are concernedabout. These should be dealt with at thetime rather than allowing them to buildup and become a major issue .Werecommend you do this once a year.

Points to be raised insupervision or feedbacksession• Always put the volunteer at their

ease and select the venue carefully(a confidential space where you willnot be interrupted)

• What is going well?

• What could be improved?

• How are relations with staff,volunteers, clients and management?


Page 27

• Are there practical problemsemerging (e.g. expenses, health &safety)? Are there any policy issuesover which the volunteer orsupervisor has concerns?

• Would the volunteer benefit fromany extra training?

• Does the volunteer have anypersonal matters that maybeimpacting their volunteering.

• This is also the time for you to givefeedback and positiveencouragement and to say thankyou to your volunteer

• Are there any skills or roles that thevolunteer would like to develop inthe future?

Consideration should be given to therecording of supervision sessions. It isa matter for each agency to decidewhether they will keep records ofsupervision sessions, where any recordswill be kept and who will have access tothese records.


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Expenses which organisations canlegitimately offer to volunteers include:

• Travel expenses from home to andfrom the place of volunteering

• Travel expenses in the course ofvolunteering

• (Either a mileage rate for volunteerswho use their own car, or the actualcost of bus, rail or taxi fares)

• Meals or refreshments provided byyou, or reimbursement of the actualcost of meals or refreshments takenwhile volunteering.

• The cost of specialist clothing,materials etc. required to volunteer

• Childcare costs, or the care of adultdependants, while the carer isvolunteering

Ideally, volunteers should always bereimbursed the actual cost of theirexpenses, with documentary evidenceto back this up (e.g. a receipt, busticket or mileage record).

You need to be aware that if you offer ‘flatrate’ expenses (however small theamount), or if you pay them more thanthe actual cost (e.g. if you ‘round up’ theamount you give them) or if you explicitlyoffer volunteers perks with a monetaryvalue in exchange for a certain number of

hours work, you may inadvertently becreating a contract of employment. It canalso create problems for volunteers onwelfare benefits. Contact your localVolunteer Centre for guidance if you thinkyou might be doing this.

You need to make sure that there is anorganisational culture whichencourages volunteers to claimexpenses, without feeling guilty oruncomfortable, and a clear process fordoing so. If volunteers don’t wantexpenses, encourage them to claimthem and donate them back to theorganisation (if they are tax payers andsign a Gift Aid declaration, charities canthen claim back the tax) – but thereshould be no pressure for volunteers todo so.

Some organisations, particularly smallvoluntary organisations or communitygroups, may not have the resources topay expenses. Some volunteers will leaveor choose another organisation as a result– so you might want to make acommitment to paying expenses infuture, and to include volunteer expensesas a budget item in future fundingapplications.


Page 29

Volunteer ExpensesOne practical way of making sure that volunteers feel supported and valued is tomake sure that they are not left out of pocket. Not every volunteer will want orneed to claim expenses, but for people who are unemployed or on a fixed or lowincome such as benefits or a pension, this can be a real issue. Even quite smallexpenses such as a bus fare can make volunteering too expensive for some people.

Recognition of your Volunteers


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� By everyone in organisation!Trustees, managers and staff - notjust the volunteer coordinator.

� Volunteers should have a voice – useMeetings/suggestion/supportmeetings/supervision or review notesto allow volunteers to express viewson the organisation and how theymight suggestimprovements/changes.

� Be open to feedback – e.g. GetFeedback on Policies and Procedures– Volunteer reps on Managementcommittee, consultation documents,Newsletter (formal or informal)

� Help development - regularsupervision review meetings, trainingprogrammes (keep records), movinginto other voluntary roles on offer

� Recognise achievements - certificates,thank you cards, when leaving youmay well be asked to give references

� Recognise your volunteers publically –at AGMs, in Newsletters, otherevents.

� Learn from your volunteers – be opento volunteers helping the organisationto develop, they may bring manyskills from other parts of their lives

� Say thanks - many volunteersappreciate a simple, sincere thankyou. Especially if can be made specific– e.g. thank you for the way that youhandled that situation, phone call etc.

� Some organisations give Christmascards or birthday cards – but if you dothis be sure not to leave anyone out.

Here are some other ways to recognise yourvolunteers:

Recognition is an important way of

showing your volunteers that they are

really valued and an important part of

the team. It does not need to involve

major appreciation events and can

include a number of aspects to ensure

that appreciation is a central part ofyour organisation’s ethos.

Of course, a social event/celebration isusually appreciated and even though noteveryone will come – volunteers like to beasked!

� Feel appreciated and recognised bythe organisation

� Are used effectively and can see thattheir work is needed

� Feel that they are doing somethingworthwhile and that they do make adifference

� There is the flexibility for them to beable to change or develop their roleor commitment if they want to

� Are provided with an opportunity forlearning, skills development andpersonal growth

� Feel confident that they can handlethe tasks they are asked to do

� Are adequately supported andsupervised

� Have a sense of belonging and beingpart of a team, and are givenopportunities to socialise with others.

� Are consulted about their work andhave the opportunity to contribute topolicy and decision making if theywant to

� Are accepted and supported by othervolunteers and paid staff

� Feel that their personal needs andmotivations are being met

Volunteers are more likely to STAY if they:

� Feel unappreciated or taken forgranted

� Have too many demands made onthem or on their time

� Are asked to do things they don’t feelequipped to cope wit

� Are given too much involvement andresponsibility – or too little

� Have unrealistic or unclear

expectations of their role

� End up out of pocket

� Don’t enjoy what they do or feel thatit’s not valuable

� Feel that their time is being wasted ortheir work badly organised

� Feel isolated

Volunteers are likely to LEAVE if they

Keeping Volunteers Motivated


Page 31

Dealing with Problems


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If volunteers know what is expected of them, and are properly trained andsupervised, it is less likely that things will go wrong, and that any problems that doarise are dealt with quickly and effectively.

However it is a good idea to consider:• What a volunteer can do if they have a complaint about the organisation, a

member of staff or another volunteer

• What you will do if you are unhappy with the behavior of a volunteer

Complaints made by volunteersVolunteers need to know who they go to if they have a complaint about the organisation,a member of staff or another volunteer, and to be confident that their complaint will betaken seriously and handled sensitively.

Making a complaint – a sample policy for volunteers

__________________ (name of organisation) is concerned about the welfare of itsvolunteers and takes any complaints seriously. If you have a complaint about theorganisation, a member of staff or another volunteer, the following procedure should beused to make the organisation aware of the problem.

STAGE 1:

You should first of all raise the matter informally with your supervisor.

STAGE 2:

If this does not improve matters, or if the complaint is against your supervisor, you shouldrequest a meeting with __________________ (a senior manager or trustee) and put yourcomplaint to them. The person you are complaining about will have the opportunity torespond, and to take steps to improve the situation if necessary.

STAGE 3:

If after ___ days there is still reason for complaint, then you should put the complaint inwriting to __________________ (a senior person such as the chief executive or chair of thetrustees). They will investigate the problem and let you know the outcome, and anyfurther steps that will be taken, in writing within ___ days of receiving your complaint.


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Complaints about Volunteers

It is good practice to have a clear and transparent procedure for making sure thatcomplaints are handled fairly, and to make sure volunteers are aware of this andhave access to a written copy of the procedure.

The first step is always to try to resolve the issue informally, by talking to the volunteer.They may be unaware that there is a problem, or they may be bored with or unsuited tothe role. Further training or a change of role may resolve the problem.

An example of a policy for dealing with complaints aboutvolunteers

_________________ (name of the organisation) is committed to treating volunteers fairlyand to making sure that any complaints about volunteers’ behavior are dealt with in a fairand transparent way, giving volunteers the opportunity to put their case.

If a complaint is made about a volunteer’s behavior, the following procedure willtake place.

Step 1:

In the first instance, the volunteer’s immediate supervisor will discuss the matterinformally with the volunteer to try and resolve the problem.

Step 2:

If this does not solve the problem, the volunteer’s supervisor will arrange a formalmeeting with the volunteer to discuss the problem, giving the volunteer the chanceto respond to the complaint. An informal warning may be made and steps agreedto change the volunteer’s behavior.

Step 3:

If there are further grounds for complaint, a formal meeting will be arrangedbetween the volunteer, volunteer supervisor and ____________________(a senior person within the organisation, for example the manager or a trustee).A formal warning may be issued, and the volunteer made aware that if thevolunteer repeats the behavior they will be asked to leave.


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Step 4:

If the offending behavior is repeated, the volunteer will beasked to leave.

In the case of serious misconduct (for example violence or theft) the volunteer may be

suspended immediately while an investigation takes place. The investigation will be

carried out by the volunteer’s supervisor and _______________________ (a senior person

in the organisation) A decision will be made within ____ days and the volunteer informed

of the decision (state how they will be informed). If the complaint is upheld, the

volunteer will be asked to leave.

Volunteers will have the right:

• To be accompanied at meetings at any stage by a friend, volunteer or staff memberof their choice.

• To appeal against any decision made. The appeal should be made in writing to_____________________________ (a senior person such as the chief executive orchair) and the volunteer will have the opportunity to put their case in person tothem. A decision will be made within ___ days and this decision will be final.

Volunteers leave for many reasons – because of changes in their personalcircumstances, caring responsibilities, to take a paid job, because they move houseor leave the area, or just because they want to pursue other interests or priorities.Of course, others may leave because they are bored or de-motivated or unhappywith their experience.

Do you know why volunteers leave your organisation?

It’s a good idea to have an ‘exit strategy’ for volunteers, both those who have justdropped out and those who have given you notice that they will be leaving.

This helps the volunteer to:

• Feel able to move on without feeling guilty

• Be thanked in some way for the contribution they have made

• Know that they will be made welcome if they want to return later on

• Have the opportunity to tell you why they are leaving and give any comments orsuggestions

You could do this with a phone call, or by having an exit interview, or by sending a letterand feedback form.

Volunteer’s reasons for leaving – and suggestions that they make – should berecorded somewhere, and evaluated at regular intervals, so that you can note anyrecurring themes and make sure they feed in to future plans or developments.

Saying Goodbye


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Further Volunteer Support and website links

www.volunteering.org.ukwww.investinginvolunteers.org.ukwww.ivr.org.ukwww.ncvo-vol.org.uk

All the above website have useful guides and information that can be easilydownloaded.

Further Support

Community Impact Bucks has produced a number of guides on all aspectsof running a voluntary or community organisation.

Guides available include:

Guide to Project PlanningGuide to FundingGuide to Business PlanningGood Practice Guide to Involving VolunteersGuide to Sustainable Funding and Financing Options.

All these guides can be downloaded from the Community Impact Buckswebsitewww.communityimpactbucks.org.uk

For further information about any issues raised in this guide please contact:

Community Impact Bucks, Unit B, The Firs, Bierton, Aylesbury HP22 5DX

Tel: 0845 389 0389, Fax: 01296 331464Email: [email protected]: www.communityimpactbucks.org.uk

Registered Charity No. 1070267

Community Impact BucksTel: 0845 389 0389 Fax: 01296 331464 www.communityimpactbucks.org.uk

PROMOTING EXCELLENCE IN VOLUNTARY AND COMMUNITY SERVICES

Documents

Good Practice Guide to Involving Volunteers