A Code of Good Practice: Making the Redbridge Compact Work. Part 5. Guidelines for Supporting Volunteering

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1 A Code of Good Practice: Making the Redbridge Compact Work Part 5. Guidelines for Supporting Volunteering The purpose of this section is to provide a framework for how the statutory sector and the voluntary and community sector (VCS) can promote and support volunteering in the Borough. Redbridge Compact Public Sector Organisations and voluntary and community sector agree that it is very important to recognize both the value of the work done by volunteers and also the need to resource the hidden costs of volunteering, which include the support, supervision, management, induction, training and ongoing overhead costs associated with volunteering. Volunteering is considered to be: a vital part of active citizenship. The Government itself recognises it as an important expression of citizenship and essential to democracy. It is the commitment of time and energy for the benefit of society and the community, and can take many forms. It is undertaken freely and by choice, without concern for financial gain. 5.1 The Importance of Volunteering Volunteers contribute to every facet of human life. If an activity is felt to be worthwhile, people will get involved and offer their time without financial gain. It is also accepted practice, if not encouraged, for job seekers to develop transferable skills and gain experience through volunteering, where paid employment is not immediately available or accessible. Hints and Tips Volunteer time can be used to offset match funding projects The following principles have been identified as fundamental to volunteering. Choice Volunteering must be a choice freely made by each individual and not as a result of coercion or compulsion. Valuing Diversity Volunteering should be open to all regardless of background. Inclusiveness can build bridges, helping a diversity of people to feel usefully involved. Social exclusion barriers can be overcome by the skills, experience, confidence and contacts gained while helping others. Policy-makers and practitioners in all sectors can learn much from working with 29% of the adult population (approx. 12 million people) volunteer at least once a month. 84% of volunteers are involved with VCS organisations 2005 Citizenship Survey - communities topic report volunteers from different ethnic communities, age groups and other demographic sectors who may bring considerable relevant experience from their cultural and other backgrounds. Equal opportunities principles are fundamental to supporting diversity. Page 1 of 6

2 Reciprocity Volunteers offer their contribution unwaged but should benefit in other ways in return for their contribution. Benefits that volunteers can expect to gain include a sense of worthwhile achievement, useful skills, experience and contacts, sociability and fun and inclusion in the life of the organisation or community. Volunteers should be reimbursed out-of-pocket expenses. Recognition Explicit recognition of the value volunteers contribute to the organisation, community, social economy and to wider social objectives is key to developing a fair relationship between volunteers, organisations and Redbridge Compact Public Sector Organisations policy and practice. 5.2 Volunteering in Redbridge Voluntary and community organisations carry out a number of roles in relation to volunteering: Community organisations are those entirely or almost entirely made up of volunteers. Voluntary organisations, including faith groups, may involve and manage volunteers, and may provide infrastructure support or funding to volunteers and volunteering groups. Both can develop, promote and celebrate volunteering and community activity. Redbridge Public Sector Organisations own policy priorities include encouraging community and volunteering activity as a means of increasing the well-being of the community. The Council and Redbridge Council for Voluntary Services are committed to ensuring that a Volunteer Centre is established in the borough and both bodies are developing such a service in Redbridge. Redbridge Volunteer Centre opened in May 2007 and it is hoped that the Centre will be delivering a full range of service by Developments at the Centre include: accredited training for organisations on good practice issues, such as recruitment, selection, health and safety, support and retention of volunteers accredited training for volunteers promotion of volunteering and information for potential volunteers of what they can offer and gain from it co-ordination of responses on policy issues affecting volunteers and volunteering; Support to organisations in managing volunteers and development of supporting policy and procedure. Hints and Tips Contact the Volunteer Centre at Redbridge Council for Voluntary Services (see Appendix D) to discuss volunteers; recruitment; policy and forms etc. contact Volunteer Centre Coordinator on or lizwalker@redbridgecvs.net Page 2 of 6

3 5.3 Priorities for action Guidelines for Supporting Volunteering Redbridge Compact Public Sector Organisations will work the voluntary and community sector to: promote volunteering in Redbridge, recognising firstly the importance of high standards and effective management of volunteers, and secondly that fulfilling this responsibility requires allocation of organisational resources; ensure that training and support is provided to staff who recruit, induct and manage volunteers, and that this work is written into their job descriptions or work plans; take action to promote volunteering by young people, including those in schools, colleges and universities; increase staff awareness of volunteer contributions to local strategic objectives, including how they fit with Active Citizenship, Community Cohesion, Lifelong Learning, Work-Life- Balance and other relevant social policy objectives; encourage and enable accreditation of skills acquired through volunteering for recognised qualifications, in partnership with relevant accreditation bodies, and ensure that volunteers are involved in consultations on policy development and service provision. Redbridge Compact Public Sector Organisations will: review policies with a view to increasing both volunteering opportunities in their organisations and the contribution staff can make to the life of the voluntary and community sector in Redbridge; follow the standards that are required of the voluntary and community sector where it manages volunteers directly; and assess how voluntary and community activity contributes to achieving the vision for Redbridge and corporate objectives, including the achievement of quality of life indicators reported on by the Council. This should take account of: - the kind of volunteer and community activities that support Council and regional objectives, including London 2012; - the numbers of people involved in volunteering, the types of activity and details of the diversity of people involved; - the extent of support for voluntary and community activity provided by the Council, and the forms it takes; - any barriers preventing involvement by specific groups of people especially socially excluded groups. The Voluntary and Community Sector will: apply relevant management controls and record keeping when involving volunteers; ensure that volunteers receive fair treatment, training and support from the organisation with which they are involved and in accordance with their needs; identify a senior manager to be responsible for volunteer involvement, including monitoring and reporting on this activity; identify a board-level champion for volunteering; ensure that volunteers are not used to replace paid employment posts; adopt appropriate volunteer policies, in accordance with best practice; and ensure proper records are kept of the number of volunteers involved with local organisations, how funding supports volunteering and the value this produces. Page 3 of 6

4 CHECKLIST: GOOD PRACTICE FOR MANAGING VOLUNTEERS This Good Practice Checklist is designed for use by both Redbridge Compact Public Sector Organisations and voluntary organisations or groups where paid members of staff manage volunteers. Recruiting volunteers Be clear about why volunteers are wanted/needed. They should not be recruited to fill the place of paid staff, as this could be perceived as exploitation of the volunteer and deprival of someone s livelihood. Ensure that the work and contribution of the volunteer adds quality and value to the organisation s aims and objectives. Approach seldom involved groups to find out what would make volunteering more appealing to them. Ask volunteers what they want out of their placement and share with them what you want. Any placement should be by mutual consent. Provide volunteers with: - a clear role/task description identifying anticipated requirement/s of the organisation; - the organisation s policies and procedures; - an initial induction and training programme; - appropriate line management; - appropriate task area and equipment. Encourage volunteers to participate in the organisation s wider decision-making process. 2. Offer incentives Offer volunteers appropriate opportunities (relevant to their skills, experience and aspirations). Offer to reimburse out-of-pocket expenses such as travel and lunch. Offer opportunities for personal development, including training to achieve personal and career goals. Offer support, supervision, feedback and review. Provide opportunities for volunteers to acquire or develop new or existing skills. Help volunteers to gain accreditation towards recognised qualifications if they want to do this. Recognise volunteers as valued team members, adding them to organisation charts with opportunities to participate in the organisation s wider decision-making process as well as decisions which affect them. Give appropriate forms of recognition for their effort and contribution made. 3. Policy and practice Make sure that Health and Safety standards are in place and applied equally to all employees (including volunteers). Insurance policies should be extended to cover volunteers. Page 4 of 6

5 Make sure that Equal Opportunities and/or diversity policies are in place and applied equally to volunteers. Examine the organisation s ways of working for anything that may pose a barrier for some members. Encourage and promote a diverse range of employees at all levels. This will help volunteers of different ethnic groups, ages, disabilities, etc, to feel welcome. Monitor and acknowledge the contribution that volunteers make to the organisation, to the wider public, to funders and to other volunteers. Page 5 of 6

6 5.5 Background Information and Further Reading and resources Guidelines for Supporting Volunteering HOME OFFICE, Volunteering: A Code of Good Practice. Available from VOLUNTEERING ACT, Code Of Practice For Employing Volunteers. Available at OFFICE OF THE THIRD SECTOR - Volunteering for All programme. RUSSELL COMMISSION A National Framework For Youth Action And Engagement DEPARTMENT FOR COMMUNITIES & LOCAL GOVERNMENT 2005 Citizenship Survey June 2006 Active Communities topic report. COMPACT COMMISSION Volunteering Code VOLUNTEERING ENGLAND - the integrated national volunteer development organisation for England produces a range of good practice guidance: Particularly useful VE publications include Getting it Right from the Start, Volunteers and the Law, Restall, M, 2005, London Volunteering England. The Good Practice Guide for everyone who works with volunteers, Bowgett, K, Dickie, K and Restall, M 2002, London, Volunteering England. THE INSTITUTE FOR VOLUNTEERING RESEARCH - aims to develop knowledge and understanding of volunteering in a way that is relevant to practitioners and policy makers. Volunteering for All? Exploring the link between volunteering and social exclusion, Institute for Volunteering Research. Volunteering Impact Assessment Toolkit, 2004, London Institute for Volunteering Research. do-it.org.uk - launched in 2001 national database of volunteering opportunities in the UK. LONDON 2012 Volunteering THE VOLUNTEERING AND ASYLUM PROJECT: It works to promote good practice in volunteering, and to encourage volunteering initiatives that involve refugees, asylum seekers and others. Phone , or volunteering@tandem-uk.com Supervising volunteers: An action guide for making your job easier. Lee J.P. and Catagnus J.M, 1999, Philadelphia, Energize Inc Page 6 of 6