National Volunteering Forum: Engaging volunteers and paid staff
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Slides from NCVO's National Volunteering Forum held on 8 December 2020
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National Volunteering Forum: Engaging volunteers and paid staff
- 1. NATIONAL VOLUNTEERING FORUM: ENGAGING VOLUNTEERS AND PAID STAFF 8 December 9.30am-1.30pm @NCVOvolunteers @AVMtweets #VolForum
- 3. Time Item 10.10 • A view from the sector. Karl Wilding, Chief Executive, NCVO • Trades Union Congress. Kamaljeet Gill, Policy Officer, Organisation Services and Skills • Developing shared principles. Catherine Goodall, Senior Policy Officer, NCVO • NHS Volunteer Responders. Rebecca Kennelly, Director of Volunteering, Royal Voluntary Service 10.55 • Break (10 mins) 11.05 • Journey Makers. Lisa Laidlaw, Delivery Leader, VCSEP Programme • Northumberland National Park. Dave Richardson, Volunteer and Apprenticeships Development Officer • Redbridge Local Authority. Edith Galliers, Head of Policy, Equalities and Communities, Policy, Performance and Equalities Team • Zoological Society of London. Rhiannon Green, Volunteer Manager 11.50 • Breakout discussion groups and feedback 12.40 • Future plans from afar. Rob Jackson, Rob Jackson Consulting • The role of volunteer leaders. Shaun Delaney, Director, AVM • Summary and next steps. Sarah Vibert, Director of Public Policy and Volunteering, NCVO
- 4. NATIONAL VOLUNTEERING FORUM Understanding our context • Karl Wilding - A view from the sector • Kamaljeet Gill – Trades Union Congress • Catherine Goodall – Developing shared principles • Rebecca Kennelly – NHS Volunteer Responders SESSION 1
- 5. KARL WILDING CHIEF EXECUTIVE NATIONAL COUNCIL FOR VOLUNTARY ORGANISATIONS @NCVOvolunteers @AVMtweets #VolForum
- 6. KAMALJEET GILL POLICY OFFICER, ORGANISATION SERVICES AND SKILLS TRADES UNION CONGRESS @NCVOvolunteers @AVMtweets #VolForum
- 7. CATHERINE GOODALL SENIOR POLICY OFFICER NCVO @NCVOvolunteers @AVMtweets #VolForum
- 8. INTRODUCTION AND BACKGROUND • Background and history to this work • The original charter, and why we want to update it • The aims and aspirations for this work • The key challenges we face • Our next steps and future plans
- 10. THE 2009 CHARTER The Charter: • set out a shared understanding of the roles of volunteers and paid staff • recognised that on the whole volunteers and paid staff have good relationships • set out 10 principles to support organisations to build and maintain relationships
- 11. KEY CHANGES SINCE CHARTER: • Context – changes to the sector since 2009. Our world looks quite different now, but underlying principles remain relevant • Volunteering – our knowledge and evidence of good volunteering experiences has continue to develop • Framing – we want to reflect the variety and diversity in our sector.
- 12. UPDATED PRINCIPLES • Aims – develop high level principles on building and maintaining relationships between volunteers and paid staff • Audience: • leaders of organisations involving volunteers • volunteer managers • union representatives • community or service user representatives • Timescale – working towards publishing principles early 2021.
- 13. UPDATED PRINCIPLES - Built upon wealth of knowledge, experience and good practice within NCVO and TUC, our memberships and networks - Aligned with and in support of existing good practice, guidance and local/regional/national agreements - Not a set of commandments – these should be principles organisations value and want to use
- 14. KEY CHALLENGES
- 15. KEY CHALLENGES • How organisations make decisions over paid and volunteer roles • How organisations support paid staff and volunteers to operate well together • Creating and maintaining good volunteer and employee experiences • Ensuring citizens, communities and people who use services are engaged and represented
- 16. COMMON ISSUES ACROSS THE SECTOR These principles need to address common issues: • The characteristics of roles, the similarities and differences • The history, context and activities of an organisation • Ensuring volunteering is a free choice and avoiding obligation • The impact of covid
- 17. NEXT STEPS • We will continue to work closely withTUC in developing, refining and testing the principles. • We are aiming to agree and publish a set of principles in early 2021. • The communication and dissemination of these principles will be crucial.
- 19. NEXT STEPS • Let us know if you have examples or experiences which can inform this work. • A huge thank you to all of the individuals and organisations who have already given their time, expertise and insight to us so far.
- 20. Do get in touch – Catherine.goodall@ncvo.org.uk
- 21. REBECCA KENNELLY, DIRECTOR OF VOLUNTEERING FOR ROYAL VOLUNTARY SERVICE LEARNING FROM ROYAL VOLUNTARY SERVICE
- 22. “As a nation we require voluntary service today as much as we have ever done in the past. It is a proud expression of individual duty.” Lady Reading, Founder of Women’s Voluntary Services Royal Voluntary Service History – supporting the nation since 1938 Royal Voluntary Service was formed in 1938 by Stella, Lady Reading as Women’s Voluntary Services, to help communities prepare for the hardships of war. Since then the charity has inspired more than three million ordinary women and men to give their time to help address whatever needs were most apparent in their communities. Today, we remain one of the largest volunteering charities in Britain giving support to the people that need it in our hospitals and communities. WRVSA&HC/WRVS/HQ/P/IWM/HU767 © Unknown
- 23. Staff who are leading with underpinning volunteer support Commissioned Contracts Retail Shops, Cafe Volunteers leading who are supported and enabled by Staff. Volunteer Led Retail Trollies and Tea bars Staff and Volunteers – Decisions about paid roles and volunteer roles Establishes staff roles and structures Established Delivery model The Reasonable test
- 24. Our belief that everyone has a talent to share and our focus on the benefits of volunteering We trust our volunteers Engaging people of all ages from a diverse range of backgrounds Normalising a culture of volunteering and getting positive messages about volunteering to people – on and off line MAKING IT EASIER FOR PEOPLE TO GET INVOLVED
- 26. How it works
- 27. Support our volunteers and staff with good training Our unique philosophy of voluntary service which every staff member is trained in Clear boundaries Clear volunteer and staff agreement Clear problem solving procedure Normalising a culture of volunteering for staff Volunteers in all teams Staff encouraged to volunteer Positive relations between staff and volunteers
- 28. Any questions?
- 31. NATIONAL VOLUNTEERING FORUM Case studies • Lisa Laidlaw – Journey Makers • Dave Richardson – Northumberland National Park • Edith Galliers – Redbridge Local Authority • Rhiannon Green – Zoological Society of London SESSION 2
- 32. Department for Transport The successes of Journey Makers
- 33. Jasmine had experienced mental health difficulties and homelessness. She began volunteering in September in Surbiton. Despite a 5am start, Jasmine has given 70 hours over 5 weeks. Jasmine is very popular with commuters, and has used her life experience to excel.
- 34. “The volunteers’ roles are so important in these strange times. Their help is key and really important for the passengers…” Station Manager “I’m loving it. It is making me feel really valuable and I’m enjoying the interaction with the public, who have been great!...” Journey Maker The Lord Mayor visited the station to thank volunteers personally.
- 35. Ray is a Journey Maker in Hull. He has helped commuters in reminding them to wear masks. Ray has given out masks too, including to some local people who are housing insecure. Ray highly recommends Journey Makers, and will go on to volunteer elsewhere.
- 36. DAVE RICHARDSON VOLUNTEER AND APPRENTICESHIPS DEVELOPMENT OFFICER NORTHUMBERLAND NATIONAL PARK @NCVOvolunteers @AVMtweets #VolForum
- 37. EDITH GALLIERS HEAD OF POLICY, EQUALITIES AND COMMUNITIES REDBRIDGE LOCAL AUTHORITY @NCVOvolunteers @AVMtweets #VolForum
- 38. ZSL VOLUNTEERING – SHIFTING SANDS AND OPERATING MODELS ZSL VOLUNTEER MANAGER – RHIANNON GREEN
- 39. VOLUNTEER MANAGEMENT AT ZSL “Volunteering” at ZSL in existence since late 1970’s 1982- 85 formal volunteering recognised at the Zoos 2018 - ZSL volunteering review identified “a lack of strategic thinking over the use of volunteers within ZSL as a whole” 2019 - first ZSL Volunteer Manager position created unifying formal volunteer management resource within HR 2020 - line management of visitor facing volunteering devolved to operational teams Head of HR, OD and Volunteering Volunteer Coordinator (London sites) London sites Volunteer Supervisors Volunteer Coordinator (Whipsnade Zoo) WZ Volunteer Supervisors Volunteering Manager
- 40. PAID VS. VOLUNTARY ROLES Principle of choice and mutuality central to ZSL’s definition of volunteering: Volunteers give their time to ZSL because they want to and are not under an obligation to work, as they would be if they were an employee. Volunteering is about mutual agreement rather than contractual obligation to work. Is the definition of “core” tasks still useful to distinguish between paid and voluntary roles? Nuanced consideration to resourcing tasks: Level of responsibility Business criticality Level of specialism Timeframe All set within organisational context, precedent and appetite/need for change
- 41. EXAMPLE 1: CARNABY POP-UP RESOURCING
- 42. EXAMPLE 2: INVOLVING VOLUNTEERS IN THE GREAT WHIPSNADE RAILWAY OPERATIONS
- 43. WE DON’T MAKE THESE DECISIONS LIGHTLY • Methodical, considered approach • Benchmarking and sector insights invaluable • Consult relevant teams and individuals • Decisions made alongside wider HR to understand full picture, who in turn work with our recognised trade unions • Review and reflection
- 44. THANK YOU FOR LISTENING... Find out more about ZSL: www.zsl.org @OfficialZSL Contact me: rhiannon.green@zsl.or g
- 46. BREAKOUT DISCUSSIONS 1) How do you make decisions around paid roles and volunteer roles? 2) Describe a recent challenge you faced and what are you doing about it/what did you do about it?
- 48. NATIONAL VOLUNTEERING FORUM Future thoughts • Rob Jackson - Recognise, Reconnect, Reimagine • Shaun Delaney - Volunteer leadership • Sarah Vibert – Reflections and summary • Jarina Choudhury – Next steps, thank you, close SESSION 3
- 49. ROB JACKSON ROB JACKSON CONSULTING @NCVOvolunteers @AVMtweets #VolForum
- 50. SHAUN DELANEY DIRECTOR ASSOCIATION OF VOLUNTEER MANAGERS @NCVOvolunteers @AVMtweets #VolForum
- 51. SARAH VIBERT DIRECTOR OF PUBLIC POLICY AND VOLUNTEERING NCVO @NCVOvolunteers @AVMtweets #VolForum
- 54. NCVO champions the voluntary sector and volunteer movement to create a better society. We connect, represent and support over 15,000 voluntary sector member organisations, from the smallest community groups to the largest charities. This helps our members and their millions of volunteers make the biggest difference to the causes they believe in. • Search for NCVO membership • Visit www.ncvo.org.uk/join • Email membership@ncvo.org.uk 54
Notas del editor
- Hello everyone, it’s great to join you today, I am really excited for the rest of the event this morning, and really glad that TUC and the rest of our brilliant set of speakers are able to talk to you today about this important piece of work. I will be briefly talking about our work to develop principles to strengthen relationships between paid staff and volunteers.
- I am very briefly going to run us through. You will have access to the slides after the event: some background and history to this work – adding to what Kam has already talked about. The original charter, and why we think this needs updating The rough aims and aspirations for the principles The key challenges at the heart of this work Our next steps and future plans
- I imagine most of you are familiar with this image, which is the start of the 2009 Charter, available on the TUC website and in the chat box now NOTE – SHARE URL AND MAKE A NOTE TO INCLUDE THIS IN THE CHAT BOX AT THE APPROPRIATE TIME NCVO and TUC are working together to create an updated set of principles, to build on and refresh this 2009 charter.
- I imagine most of you are familiar with the 2009 Charter. DESCRIBE THE CHARTER BRIEFLY – We won’t go into a lot of detail now about this, and I recommend looking this up online if you either haven’t seen the charter before, or it’s been a long time since you used it. Key points the charter was between TUC and Volunteering England, which has since merged with NCVO
- The charter has been a very useful tool for a lot of individuals and organisations. Context – 2009 was a very different time. The sector looked very different, Volunteering England merged with NCVO, our relationship with unions has developed. The ways we talk about engaging paid staff and volunteers have developed and changed over time Knowledge and understanding around volunteering - through our work with you, with other key organisations and in dialogue with our members, we have developed and built on our knowledge of what good volunteering looks like Framing – we want to create something ambitious and stretching – not focusing on what organisations can’t do. This will not be a list of dos and don’ts, even though we know that lots of organisations would like a clear list of rules to follow.
- We will not be going in to detail on the principles themselves today, as we are still developing these and refining them together. We are working closely with TUC to develop a set of high level principles on building and maintaining relationships between volunteers and paid staff. Briefly describe aims and ambitions for this work. These audiences are not an exhaustive list, and we think the principles will have widespread relevance and applicability, but they will primarily be designed for.
- Built upon wealth of knowledge, experience and good practice within NCVO, our networks and previous work with unions Aligned with and in support of existing good practice, guidance and local/regional/national agreements Not a set of commandments – these should be principles organisations value and want to use
- I am now briefly going to touch on some of the core challenges for us as we develop this work, and for the sector as a whole.
- There are a range of core challenges for this work, and for the sector as a whole. We want you to be thinking about these challenges when you are hearing from our speakers today. Consider their contexts, their experiences, and the challenges they are facing. The principles we develop need to be able to account for these differences, be proportionate, relevant and useful.
- There are some common issues we know are experienced by volunteers, paid staff and organisations across the sector, at different times and in differing contexts. Our aim is to ensure the principles provide direction, information and guidance, to support organisations to account for these issues, in building effective and high quality roles. The variety and differences between organisations, roles, activities and the individuals who might engage with them are what makes our sector so varied, diverse and effective. But it also poses a significant challenge in developing guidance which will work for all types of organisations. The history, context and activities of an organisation will have the strongest impact on the types of roles they have and the processes they use to make decisions. The principles will need to account for this, supporting organisations to make appropriate decisions for their setting and goals. The principles are intended to support organisations to develop meaningful and effective roles. We know from research like our Time Well Spent series, that there are characteristics that volunteers expect or want in their roles. For example, for volunteers in public sector settings, we know that levels of satisfaction drop when roles feel too much like paid work. The impact of covid on the sector as a whole, on organisations and on individuals is unprecedented. Whilst we won’t be focusing on covid specifically in the principles themselves as we want this to be a forward looking piece, we need to ensure that the principles work for the current context and the decisions which organisations are currently facing.
- As I mentioned earlier, we are aiming to produce a set of principles in early 2021, but it is important that these are appropriate, proportionate, relevant and fit for purpose. We are very keen to make sure we develop these principles with you and our wider networks. It’s so important that we get these right and capture the range and variety of volunteering experiences out there. We welcome any feedback and will keep you up to date on next steps We want to give this work the time and attention it needs. We are also very conscious that the communication around this work, and their wide dissemination will be crucial, to support organisations to understand them and to make good use of them.
- This is a somewhat cheesy plea for your help and engagement. As I mentioned, many of you have already been involved in this work for a long time, and lots of you have been involved in conversations with us to help us refine and test the draft principles so far. We will continue to engage you and other stakeholders in conversations about this work. When we launch these principles, we really hope that they will be useful across the sector, and we will need you to use these principles, and to champion them in your work.
- Finally - thank everyone for their engagement so far, these principles are based on their experience, expertise and knowledge, and we are keen to keep testing and refining these.
- We are very keen to keep an open dialogue on this (within the limits of our limited capacity!), so please do get in touch if you have any specific questions or feedback. I will hand back to Jarina now, to move onto our next speaker.
- Hive Portsmouth is a charity working to improve wellbeing. They are commissioned by Volunteering Matters to engage volunteers as Journey Makers.
- After Q&A jarina do Jamboard demo