Volunteer Management Training Edinburgh 8th November 2017

Trainer with Talk Action Welcome! Helen Garforth Trainer with Talk Action @TalkActionOrg

What’s on today’s agenda? You will come away with… Practical ideas for recruiting, inducting, engaging with and supporting volunteers better Activities that you can use as part of your volunteer management strategy Examples of tools, and a signpost for where to go for more information Experience and explore an engaging co-production approach A group of peers tackling similar issues The beginnings of an action plan for improving or embarking on volunteer management

Gifts and Hooks What do you bring? Experience, skills… What will hook you in? What do you need or want from today?

What does a Volunteer look like? Trustee Magistrate Sports coach Games Maker Community advice Counsellor Fundraiser Hacker/Cyber Special Mentor Gardener Lifeboat crew Mountain rescue crew Bingo caller Speaker Driver Hospital support Carer Befriender Community journalist Blogger Community Activist Campaigner Resident group member parkrun marshal Website designer Advocate Lawyer Special Constable

And what about…. Intern Carer Work experience student Activist

What is volunteering? …any activity that involves spending time, unpaid, doing something that aims to benefit the environment or someone (individuals or groups) other than, or in addition to, close relatives. …volunteering must be a choice freely made by each individual. This can include formal activity undertaken through public, private and voluntary organisations as well as informal community participation. NCVO www.ncvo.org.uk

Motivation Matters

What motivates someone to volunteer? What do they want out of it? What can an organisation offer a volunteer? What can a volunteer bring to your organisation?

Motivations Body Heart Mind

Volunteer motivations Experience – add to CV Passionate about a cause Keeping active or getting fit Qualifications or training Meeting people – social connection Supporting a charity with a personal link Getting back in to work Making a difference, making decisions

Volunteer motivations Find fulfilment outside ‘work’ Corporate volunteering commitment Feeling useful Having fun Giving something back post-retirement Taking positive action Recommended by health professional

What organisations can offer Springboard into employment Training, support and personal development Feeling valued - being part of a team Physical activity Fun and social Experience in a new field A tailored, positive experience Travel (and reimbursement of expenses)

What volunteers can bring Specific skills, knowledge and experience Energy and enthusiasm Connection to client group/community Different perspectives Flexibility Diversity Extra capacity New networks Funding Challenge – more of that later…

Mixed motivations Understand motivations to: match volunteers with relevant roles – get a good fit play to strengths – use those gifts! identify opportunities Hook in and keep switched on Motivations are: Individual and complex Altruistic and self-interested Motivations may change over time If in doubt – ask!

The Volunteer Journey

Volunteer experience – the good, the bad and the ugly… Pick two images: volunteering when all is working well, satisfying for the volunteer and productive for the organisation volunteering when it is not working out for either party…

Building a positive volunteer experience Rewarding – i.e. responsive to individual motivations ‘A good match’ with motivations Making a difference – productive and recognised Balance between management and ‘getting on with it’ Being part of a team

Volunteer Management Cycle…

Volunteer Management Cycle Strategic decision to involve volunteers Recruitment – plan and do Welcome and induct volunteers Support, manage and celebrate volunteers Review, reflect, change Volunteer Management Cycle

Volunteer Management Cycle: Strategic decisions and planning Commitment and buy-in from staff and trustees Why do you want to involve volunteers? What capacity do you need? What do you expect to be the outcomes? Identify roles – involve team Identify training or other staff needs

Volunteer Management Cycle: Recruitment Think about the audience, method of communication and message you want to use to reach potential volunteers Be clear and friendly Write specific role descriptions and use appropriate and attractive images Use language people understand and bring roles alive Advertise - get the word out…. Respond in a timely fashion!

Volunteer Management Cycle: Get the word out…. Use your networks and publicity – website and social media Local volunteering infrastructure – Volunteer Centres Do – it, Gum Tree, Reach and other portals Local press and National media – sector/ interest specific University websites and events Word of mouth – existing volunteers Key movers and shakers in the community Community radio Stalls at local shows and events…….

Volunteer Management Cycle Welcome, assign and induct volunteers Use induction checklist Buddy system with existing volunteers Get to know volunteers Support and manage volunteers Regular supervision ‘Open communication’ – two way with volunteers Create opportunities to reflect on, review and make changes to the way you involve volunteers.

Key documents and tools Volunteer policy Template role description Induction pack Checklist for volunteer supervision Frameworks for quality/accreditation – e.g. http://iiv.investinginvolunteers.org.uk/ Opportunities to recognise/celebrate volunteers - http://volunteersweek.org/ See handout for templates and examples, and further links and resources

A chance to explore further… Select one aspect of VM out of: Young people as volunteers Induction Recruitment Volunteer roles and agreements Volunteer policy Managing and supporting volunteers Volunteer-staff relations Spend 10 mins looking at some examples/ advice, before sharing three key learning points back

Volunteers and the law

True or false? It’s important to have a volunteer contract You can volunteer and claim Job Seekers’ Allowance Volunteers have the same rights as staff Volunteers replace or undermine paid staff Volunteers should only be given limited responsibility You can volunteer if you’ve got a criminal record All volunteers must be PVG checked Volunteers shouldn’t be trusted with confidential information Volunteers can only be paid expenses against receipts You must be over 16 to volunteer The more volunteers you have the better, right?

Staying legal… Pay only expenses Don’t create a contract PVG check only if appropriate Insurance See handout for further links and resources

And beyond! Benefits Agreements Risk responsibility Health and safety Building positive volunteer and staff relations / managing difficult situations Measuring the impact of volunteering To the volunteer To the organisation and community ‘Wellbeing’ and health benefits

Lunch time! During which you can… Flick through the folder of examples, templates, checklists and resources for ideas and specific info – and let me know if there’s anything you need that’s not there Mine each other’s wealth of experience for more ideas Relax!

Volunteers bring… challenges! In your groups select a scenario – or make up your own Read it through and discuss – is this something you have encountered? Share stories. Explore different ideas for tackling the situation If feeling brave, develop a short scene to illustrate your approach or Describe what outcome you want, and how you might work towards achieving it. What are the key messages to someone facing this situation?

Dealing with challenging situations (or volunteers) Top tips…. Dealing with challenging situations (or volunteers) Remember why you have volunteers Don’t ignore the problem – but do identify what it is! Meet face to face, and agree notes/ record if appropriate ‘Affirmation sandwich’ Develop a policy for managing volunteer exits Introduce ‘Letting Volunteers Go policy’ at induction Consider fixed term roles Network of allies and partner organisations Get support – online, colleagues

Solution Surgery: Think of one challenge you need to overcome….

Action planning What do you want to change? What do you want to do to make that change? What are the potential risks? And the risk of not taking action? What needs to happen and when? What resources do you need? Who needs to be involved? What’s your very first step?

Thank you! TALK ACTION 0207 324 4774 jelliott@talkaction.org