"Networking is not about just connecting people. It's about connecting people with people, people with ideas, and people with opportunities."
AVM members often tell us that networking with other volunteer managers is one of the reasons they join and re-join AVM each year. But we also hear many of you say you find it a challenge to find the time to expand your networks.
AVM has been looking at how we can help members expand their networks and increase connections. This month (January 2020) we are launching Randomised Coffee Trials (RCTs), which we hope will help members expand their networks. If successful, we hope to run these again.
What’s a Randomised Coffee Trial?
Developed by Nesta, we first heard about RCTs through NHS Horizons School for Change (read more about them), but they are happening in organisations around the world.
So what are they? They are a simple but powerful way of randomly connecting you with another AVM member to have a conversation. Conversations are a great way to connect and learn from other people. And the great thing about a Randomise Coffee Trial is that you can do these virtually, and the conversation topic isn’t prescribed: you can talk about whatever you want.
"Networking that matters is helping people achieve their goals."
How can you get involved?
If you are interested in pairing up for a RCT, you need to be an AVM member (find out more). All you need to do is complete this simple form by 31 January 2020. In early February we will randomly match you with a partner, and introduce you to each other by email. (If you want to meet someone who is near you, please select your location and we will try to make that match.)
It’s then over to you to arrange a phone call, a Skype/ Zoom call, a face-to-face meeting: whatever works best for you both. There’s no obligation on you beyond the conversation: it can be a one-off conversation, or the start of something more (we hope it will be the latter).
What should you talk about?
These conversations aren’t prescriptive, you can talk about whatever you want. You can them to find out about one another, your respective job roles, what you are working on now, your challenges or successes: whatever you want!
The most important thing is to be curious, and approach these conversations as a chance to learn more.
Will they happen again?
In March we’ll ask participants for feedback, to find out what benefits people gained from their conversations. If successful, we’ll aim to run them for AVM members again.
I have now finished my second month as an Alumni Volunteer Manager at UCL (University College London). However, I have been working with volunteers for the best part of 4 years in different shapes and forms. Most of my experience has been stewarding groups of volunteers, and in the last year it has taken a more strategic turn.
The most exciting thing about starting at UCL is joining their campaign ‘It’s All Academic’, and being able to contribute to achieving 250,000 alumni volunteer hours. No small feat; so when I was asked if I would like to go to the AVM conference I jumped at the opportunity!
The morning of the conference was a busy one. Having not attended an AVM conference I wasn’t sure what to expect, despite knowing a few friendly faces from the volunteering world. While stuck in tube delays Twitter soon diminished any doubts I had, I saw lots of tweets from other volunteer managers who were sharing gifs about their journeys and needing coffee. On arrival I enjoyed maybe a few too many pastries, and had a look around the various stalls. One of my first observations was just how many people from different organisations who were all here for volunteers!
All the main stage presentations and panel talks where excellent; however my particular favourite was ‘Be More Pirate’. Alex Barker told us about the golden age of pirates, which was absolutely fascinating, and not just because I am a history nerd! Alex discussed how volunteers can play a pivotal role in challenging and reshaping systems. She drew comparisons between people who are considered do-it-yourselfers, side hustlers, and the Golden Age Pirates. As a new starter in a brand new role this was certainly food for thought!
I also thoroughly enjoyed Amira Tharani’s impact and evaluation workshop. Amira’s workshop gave me great insight on where to start when evaluating a project area or programme in such an interactive way. I came out of the workshop armed with new ideas and resources to make those ideas a reality.
Going forward, I am excited to get further involved in AVM and learn everything I can from the fantastic network!
Hannah Kinghorn is Alumni Volunteer Manager at UCL (University College London)
Having worked with volunteers for the past four years, I was long overdue attending an AVM event! Although I have been to various other volunteer manager meetings, I was very excited to attend the AVM Back to School event in September.
I had been in my new role at NCT for just three weeks, so it seemed like the perfect opportunity to learn, feel inspired, and come away with plenty of new ideas. It was also quite an intimidating prospect; but my fears were quickly assuaged by the group of friendly people that I met on arriving at the London School of Economics meeting space.
One of the main reasons I love working with volunteers is personal relationships. This is something emphasised by Mariana Rocha and David Coles (Volunteering & Civic Engagement Manager at the University of West London and Volunteer Centre Manager at LSE respectively). They spoke about how the key to volunteer motivation and retention is spending time on the ground with volunteers, recognition of their achievement, and personalising communication – talking to volunteers about themselves and their interests, not just their volunteering! As someone who loves a natter over a cup of tea and biscuits, general chit-chat is something I often try to incorporate into my communications with volunteers.
Our next speaker, Lauren Hogan, Volunteering Projects Officer at Turn2us, gave me lots of food for thought about using the wealth of ‘lived experience’ that our volunteers at NCT have. Celebrating lived experience and knowledge means you are able to offer consumers a more authentic and relatable service, which is invaluable!
Next up was Sarah Latto, Volunteer Development Manager at Shelter Scotland. I found her talk absolutely inspiring. The way Shelter involves volunteers in their decision making is such an incredible demonstration of inclusivity and valuing volunteer input. A really interesting idea that I took away for the day was removing as many barriers as possible to volunteering with your organisation. Are reference checks essential? Do volunteers have to complete an application form, or could a phone call do the job? Making small changes could open up your volunteering opportunities to a whole new community that you weren’t previously able to reach.
At NCT, we meet a similar challenge to many other organisations, which is building up these personal relationships when you’re working with a team of thousands of volunteers! Melanie Merrill, Volunteering Programme Manager for Quality at Macmillan Cancer Support, stressed the importance of creating a high quality volunteering experience, which comes from having meaningful interaction and support from the organisation. I felt inspired to continue making sure that every interaction I have with a volunteer has a personal touch, and doesn’t feel like a corporate or formal interaction. Knowing that you’ve helped a volunteer to feel supported or to carry out their role more confidently makes it all worthwhile!
One final thing I took away that I’d like to share is this quote – “feeling connected lies at the core of the volunteer journey”, ‘Time Well Spent’, NCVO, 2019
Emily Poulter is Volunteer Support Officer at National Childbirth Trust, working in Bristol to support the large team of volunteers at NCT, who support parents across the UK.
Previous to her role with NCT, Emily supervised the Visitor Experience Volunteers at the SS Great Britain, as well as helping to oversee the volunteering programme.
Like many volunteer managers, Emily stumbled upon a job which involved working with volunteers, whilst searching for jobs within the heritage sector following her History degree. She soon realised that volunteer management was where she wanted to be.
AVM is pleased to announce Alex Barker, Right Hand Pirate to Pirate Captain Sam Conniff Allende, author of the book ‘Be More Pirate‘, as our keynote speaker for this year’s conference!
Alex will be launching our conference with an interactive session, to get us thinking about how we, as leaders of volunteering, can take on the world – or at the very least, our organisations – and win! Alex will also be staying the whole day, as she will be joining the panel for the afternoon surgery session, so get thinking about what you want to ask Alex on the day.
We will also have Karl Wilding, early into his tenure as the new Chief Executive of NCVO, in conversation with AVM Chair, Ruth Leonard, in the afternoon. Ruth will be asking Karl about his thoughts on volunteering, volunteer management and the place of civil society within the changing world.
To join Alex, all our brilliant speakers, and over 200 of your peers, book your ticket to THE premier event for volunteer managers, leaders and heads of volunteering today.
If you can’t wait to hear from Alex, join us 19 September, from 7:30pm, for our Twitter bookclub #LoVolsBookClub, where we’ll be discussing ‘Be More Pirate’.
We might be biased, but the AVM conference is always a – if not THE – highlight of our year. So we’re really pleased to let you know that you can get your early-bird tickets for #AVM2019 now!
We’re really excited to tell you that this year we will have a conversation with Karl Wilding, the new Chief Executive of NCVO. AVM Chair, Ruth Leonard will be asking Karl about his thoughts on volunteering, volunteer management and the place of civil society within the changing world. Karl will start his new role mid-September, and we’re so pleased that he has committed to speaking at our annual conference so soon into his new role.
Our members tell us that AVM conference is the premier event for volunteer managers, leaders and heads of volunteering. Each year conference creates the kind of buzz that will only get with 250 people who are passionate and proactive about volunteer management in the same place.
Each year we select a varied range of speakers, who are at the forefront of volunteer management and thought leadership, to offer you a mix of inspiring keynote speakers, workshops on a variety of themes, and, for the second year running, the Volunteer Managers’ Advice Surgery.
Not to mention, there will be loads of opportunities for you to network and chat to other leaders of volunteering from across a variety of sectors and organisations, and make new connections throughout the day.
Early-bird prices are available for the first 50 members booking, so don’t delay, book your ticket today!
You can see the full agenda, venue details, and book your ticket to #AVM2019 on our website.
When I first saw the email advertising the ‘Risk Factor’ event, the subject line, ‘⚠ Can you manage risk and flexible volunteering at the same time? ⚠’, asked a question that I had been grappling with for months. I didn’t hesitate in booking, despite the minor consideration of an 800 mile round trip!
We’re not alone in this balancing act
Like many organisations, we are investigating how best to respond to volunteers’ increasing demand for more flexible or episodic volunteering. I suspect Shelter Scotland are not alone in finding it difficult to balance our formalised risk and safeguarding procedures with more informal volunteering. We’re reviewing our flexible role to make it more inclusive and volunteer led, but it’s proving difficult to ensure that such a flexible commitment is sustainable when we need to invest so much time in recruitment and training. It’s a bit of a catch 22!
As such, I was really looking forward to the event on the 21st May. I didn’t flinch when my alarm went off at 5.45am for my 7.30 train from Edinburgh to London, and even the 1.5 hour delay to my train didn’t dampen my spirits!
A sustainable flow of volunteers
I rushed in the door with two minutes to spare, having gulped down a bag of roasted peanuts and an apple for my lunch, and immediately got into the networking with other lovely volunteer managers. The event started soon afterwards, and we were introduced to Helen Johnston from the Thames Discovery Programme. Her presentation was really interesting, and definitely gave me lots of food for thought. She has about 750 volunteers who support archaeological exploration on the banks of the Thames in a really flexible model for participation.
I was interested to hear how they are able to keep the model sustainable given that it is such a skilled role with no minimum commitment required. This is likely, in part, because they charge for training, but also because they have a very pragmatic approach to risk. Indeed, she told the story of her volunteers who successfully dealt with finding an unexploded World War II bomb, without the need for her involvement.
As well as providing in depth training, they have developed a culture of safety by holding briefings at the start of each session and placing a lot of trust in their volunteers to make sensible judgements about risks they encounter. I think this emphasis on trust in volunteers is perhaps something that all of us large national organisations could learn from.
Risk versus objective reward
Secondly, Daniel Ingram from AVM led a discussion about risk appetite. My key takeaway point from this was that risk should not be assessed in isolation, but rather in line with the impact they would make in helping us achieve our objectives. If the activity is likely to be of significant benefit, perhaps it is worth the risk?
Next up, Catherine Bartlett from NCT told us about a volunteer led project with significant risks but also significant positive impact. Yet again, we were hearing about the balance between potential risk and actual benefits. Catherine, as a former barrister, highlighted the need to really take time to evaluate and understand your risks. Building detailed evidence to support your assessments will help to instil trust with colleagues and reassure the most risk averse!
Because you’re worth it
My trip to London for the AVM Risk Factor event was definitely worth the risk! It gave me lots of food for thought regarding our approach to risk in Shelter Scotland, and highlighted to me the value of two quite different approaches. I also had a far less eventful journey home too – Netflix, Pinot Grigio, chocolate raisins and six pages of notes to ponder!
Sarah Latto is the Volunteer Development Manager for Shelter Scotland and Co-Chair of the Scottish Volunteering Forum
Learn more. Our upcoming events can help your professional development and boost your volunteer management career 📈
It’s really important to me that the value of volunteers is recognised across The Brain Tumour Charity, and that both volunteers and the staff who support them have a great experience.
Within my relatively short time in post, I’ve learnt that positive change often requires support for volunteer engagement across teams and at all levels. So when I spotted an email about an upcoming AVM event focusing on ‘successfully influencing change’, it got my attention.
At the event we heard from Charlotte Witteridge, Head of Volunteering at The Myton Hospices and Clare Burgess, CEO of Surrey Coalition of Disabled People. Both shared the way they had wielded influence in order to embed volunteering more deeply in the culture of their organisations.
For them, building a case for support and thinking strategically about the changes that were needed was really important. But even more crucial was their ability to bring people along on that journey. Below I’ve parceled their advice on doing just that into three top tips:
Be reliable and interested
Focus on the things you can change
Know your allies
1. Be reliable and interested
1Doing what you say you’ll do (which includes saying no), and making a point to learn something new outside of your work remit each day, will engender trust among key stakeholders. By building your personal brand, people are more likely to believe in your ideas and in your ability to make those ideas a success.
2. Focus on the things you can change
Don’t spend time focusing on your ‘circle of concern’ – the things which challenge you but you can’t do anything about. Instead, think proactively about your ‘circle of influence’. If you do this you’ll become more effective at making change and increase what you’re able to influence.
3. Know your allies
Work out who it is you need to influence, and how you can get on their radar. This isn’t always about targeting those who hold important job titles. By building strong connections across and outside of your organisation you may identify people who can break down a barrier for you.
To get decision-makers on side, think about how each person needs information delivered to them. Some people are most interested in facts, some finances and some in stories.
I came away from the event with lots to think about, some action points and overall feeling more confident about influencing within my organisation. But having had a bit of time to reflect, my main learning from the day was perhaps a more surprising one.
I didn’t expect to learn this
I know that I’m not alone in finding conferences and events like these a daunting prospect. Part of the reason, I think, is that many of us feel that we have little of value to share. Day-to-day, we’re not doing anything radical or out of the ordinary.
We (volunteer managers) are quick to be self-critical and to focus on the areas that aren’t going right, but I learnt something valuable from everyone I spoke to at the event. During group discussions, people shared lessons learnt through experience – lessons that will undoubtedly save others time and heartache in the future.
My key takeaway
By sharing what your organisation is doing well at events like these, it encourages others to take small steps to improve their practice, which will in turn improve the experience for volunteers in their organisation. And our willingness to speak about these positive things, with colleagues, with other volunteer managers, or with potential volunteers, will make us better influencers too.
Most of the positive, proactive changes that you’ll make during your time as a volunteer manager will not be brand new concepts, but that doesn’t make them uninteresting, or less valid. What you see as your bread and butter, the areas where your organisation is succeeding, are probably the very same areas that others are struggling to crack.
We should shout about these positive things more. I know I certainly will.
Amie is the Volunteer Development Manager for The Brain Tumour Charity.
Learn more. Our upcoming events can help your professional development and boost your volunteer management career 📈
At AVM’s Risk factor event Helen Johnston will be sharing how she established a flexible volunteering model while successfully managing the risks that archaeological fieldwork can dig up.
It’s Crimbo Limbo, the gap between Christmas and New Year, I’m on the sofa under a blanket, contemplating another rummage through the Quality Street tin to see if there’s any of the good ones left, idly scrolling through Facebook. And then, there it is, one of my worst-case scenarios: a photo of one of our volunteers flanked by two police officers (all smiling thankfully!), and the next one, a close-up of what looks like a rusty bit of scaffolding pole. I know immediately what it is and why the police are involved; it’s unexploded ordnance, left over from one of the World War bombing campaigns. Chocolate forgotten, I shake off my sofa-haze to find out what’s happened and make sure everyone’s safe.
At Thames Discovery Programme, we run a flexible volunteering programme to monitor and record vulnerable archaeology on the Thames’ foreshore, the area which is revealed at low tide. As well as running fieldwork coordinated centrally, we have groups of volunteers who organise themselves to regularly monitor particular sites on the river. But the foreshore is not a safe environment, and there are many risks that need to be considered when working there.
On that lazy Saturday afternoon, a couple of our volunteers decides to make a last-minute visit to Fulham, the site of an ancient river crossing, to check on the interesting prehistoric archaeology there which is under threat from erosion. It’s matchday, and fans are streaming through the nearby park for a Fulham Palace home game. As the tide begins to come in, the volunteers are making their way back to the steps when they notice something that, thanks to their training, they immediately recognise as potentially an unexploded bomb.
Unexploded ordnance is not an uncommon find on the Thames; London was heavily bombed in World War 1 and World War 2, and the river wall was deliberately targeted to try to flood the city. At Thames Discovery Programme we come across possible ordnance every year or two, and so our volunteer training includes what to do if you find a bomb.
In this case our volunteers do all the right things, they leave it where they found it, call the Police and move away from the area. When the Police arrive, there’s a bit of discussion about whether it’s a rusty aerosol can before they make the decision to call in the bomb squad. The river is cordoned off, the last of the football fans are kept out of the area, and the device, which is identified as a WW1 incendiary bomb, is safely removed to be disposed of somewhere a long way away. By the time I find out about the incident on Facebook that evening, it’s all over, and everyone involved is back home. I check in with the volunteers over email to make sure they’re all ok, finding things like this can be unnerving. They were fine and they’d already sent us a full account of what happened, including pictures!
Even if your risk assessment doesn’t need to consider possible explosions, managing volunteers remotely and flexibly is not without risks. On 21 May in London, I’m going to discuss how we’ve developed our flexible volunteering model at Thames Discovery Programme when there’s a risk we’ll dig up bombs. Join me at AVM’s Risk factor: flexible volunteering and risk management event and join the discussion at #AVMRisk.
Charlotte Witteridge will be sharing the lessons she’s learnt on influencing change at AVM’sIn volunteers we trust event on 3 May. She leads The Myton Hospices’ volunteering programme with Ruth Freeman as her CEO.
The Myton Hospices are committed to the delivery of high quality palliative care and enabling those with life limiting illnesses to live well until the end of their life. Supporting us with this is a team of over 1,000 volunteers who work within all areas of Myton, from direct patient contact roles and those that help to support the smooth day-to-day running of our hospices, to roles based within retail and fundraising.
We have recently secured significant investment from our Board of Trustees to develop our volunteering team. This recognises the potential to expand our volunteer team to help strengthen and enhance the work that we do and enable us to reach out to and support more patients and families across Coventry and Warwickshire. This hasn’t always been the case within Myton, however, and this is my story of how I have worked with our new Chief Executive to secure this additional funding to develop our volunteering team.
23rd December 2011… My first visit to the Warwick site of The Myton Hospices… I had been to visit Myton to discuss the Volunteering Development Officer job that I had seen advertised. Being shown around the hospice and having conversations about what this new role would involve, I instantly realised that the full potential of volunteering at Myton was yet to be realised. I drove home full of excitement knowing that I had to work my hardest and do everything possible to secure this role.
After submitting an application and going through the recruitment process, thankfully I was successful in securing the role.
I joined Myton in February 2012 and was full of enthusiasm about my new position, only to realise very quickly that I was responsible for all things “volunteering”, with no administration support, no database and no basic infrastructure to underpin the engagement of approximately 1,000 volunteers.
I love a challenge, and was able to realise the impact that my new role could have on Myton’s volunteering. Slowly, over time, I began to build up our volunteer programme and the policies and processes to underpin volunteering throughout our organisation.
Although I did initially make progress, it was incredibly slow. Slightly more resource had been allocated to the team in the form of part time administration hours – this was making a difference, but we still weren’t in a position to move volunteering forward and still struggled to keep up with the day-to-day tasks. My role had also changed in title to Volunteering Development Manager, but I still didn’t have the authority to make organisation wide changes.
The lack of resources within the team was highlighted following a complaint directly to our Chief Executive Ruth Freeman; I had been so overwhelmed with work (and hadn’t asked for help), that I failed to respond in a timely manner to a gentleman who had enquired about giving his time as a volunteer. Being a conscientious individual, I was mortified at the mistake I had made and worried about the reputational repercussions that this may have (especially when a large part of my role is about protecting our reputation in the way in which I engage with our volunteers!).
Now, I’m not advocating making a mistake or letting things get to the stage that I did, far from it (my biggest learning is that I should have asked for help sooner…) but this did open up an opportunity for me, because Ruth recognised that help was needed and we worked together to carry out a review of our volunteering function. The outcome was the realisation that the volunteer department was severely under resourced. Ruth and I then embarked on building a case for investment in volunteering…
A word from Ruth:
”Charlotte is a great advocate for volunteering within our organisation but for a long time she was a lone voice. In working closely with her it became clear that she was quite understandably frustrated with the fact that Volunteering was the only cross–organisational function at Myton that didn’t have a voice at senior level. This meant that top-line decisions were made without consideration for the value that volunteers could add to every area of our work”.
Building a Business Case for Volunteering
Step 1: Identify how volunteering supports your organisation to meet its strategy
Myton’s vision is to ‘provide high quality, specialist care to people whose condition no longer responds to curative treatment, from diagnosis to death. We aim to meet their physical, psychological, spiritual and social needs and ensure their families are supported both through and after this difficult time. We are also committed to training, supporting and encouraging other care providers to practice good palliative care’.
When developing our business case for investment into the volunteering team, we were clearly able to demonstrate how volunteering supports our organisation to meet its strategic aims and fulfil our mission – this is a clear influencer when getting the Board of Trustees and Senior Leadership Team to buy into your business case. Some examples of this linked to areas of our strategy are as follows:
We want to touch the lives of more people who need us – we will be able to reach out and support more patients and families by recruiting more volunteers for the right roles that enable us to deliver our services to more people…
Strengthening our marketing and communications – volunteers are ambassadors for our organisation, and they have the potential to build awareness of what we do within their local communities. This support of Myton will help to support our fundraising efforts and market our organisation externally to reinforce our brand and to educate people about hospice care. This all contributes towards ensuring that we are a sustainable organisation for the future (another key area of our strategy).
Step 2: Demonstrate the future potential of volunteering within your organisation
For us, this included…
Identifying areas of our organisation where volunteers can really add value to the service that we provide to patients and families. This involved coming up with ideas about how we can make the best use of our current volunteer resource, but also committing to work with areas of our organisation who do not currently involve volunteers.
Understanding our current volunteer profile (e.g. age, gender, ethnicity, length of service) and the correlation between this and the changing external volunteering environment (e.g. providing flexibility in how people can give their time, potential changes in volunteering motivations and an ageing population). Having the data on our current volunteers helped us to identify future areas of opportunity but also areas of concern that we will need to address to ensure that we remain relevant and sustainable in the future.
Step 3: Consider and challenge your own views of volunteering
In some organisations, volunteers can be quite protected… “Betty is giving her time to Myton, she is already giving us so much, and we couldn’t possibly ask her to fundraise for us too…” This is an attitude that I have come across during my career – we don’t want to ask volunteers to do more for fear of upsetting them.
When building our business case we flipped our thinking on this to consider the future potential of viewing our volunteers as ‘engaged supporters’ of our organisation. We focused on ensuring that volunteers are well managed, supported and have a great volunteering experience with us. By investing in our volunteering infrastructure, the longer term outcome of this will be that we are able to work with our volunteers to extend their support of our organisation (e.g. getting involved in different volunteering opportunities, being participants in our fundraising events, supporting our shops etc.).
A word from Ruth:
“Whilst volunteers don’t have the same contractual obligations as paid members of staff there are many examples where we have seen the commitment being no less than that of paid staff (and in some cases more). We should be looking for volunteer roles in most departments. We should be looking for specialists and be attracting volunteers to specific roles because of their skills and experience and ensuring they have the scope to use them.”
“Senior Leaders within the organisation need to take a serious approach to encouraging and rewarding their teams for achieving successful outcomes relating to working with volunteers. Each success should be celebrated and communicated across the organisation and training & support for managers and those designated to work with volunteers should be on-going.”
Step 4: Demonstrate the return on investment
With any business proposal, it is important that you are able to demonstrate the return on investment. In order to show this for our volunteering function, we used the Volunteer Investment to Value Audit (VIVA) tool which gave us a calculation of the value that volunteers add to our organisation, and the return on our investment into volunteering. For us, the figures were staggering… using this tool, the estimated total value added by volunteers to Myton is over £1.5million, and for every £1 that we invest in volunteering, there is a return of £10.
A word from Ruth:
“In presenting to the Board it was important to focus on the true added value of volunteers and volunteering. Just like many other charities, Myton waxed lyrical about the difference volunteers make to our work without really understanding what the true difference is or what the potential might be. There was (and still is) a reticence from managers to let unpaid staff undertake those specialist tasks traditionally saved for those that are paid. In the proposal we pointed out that this thinking must be challenged because significant opportunities were being lost. We also pointed out that a culture which treats volunteers as ‘nice to have’ must change, but that this could only be achieved with a great deal of hard work across the organisation supported by a team of volunteer development professionals.”
Ruth presented our business case to the Board of Trustees and was successful in securing the investment – we doubled the paid resource within our Volunteering Development Team, including the addition of a significantly more senior role!
Head of Volunteering post – this was a newly created role (that replaced the previous Volunteering Development Manager post within our establishment) that we felt was vital for us to establish volunteering as a strategic priority to support the sustainability of our organisation moving forward. Volunteering now has representation. around the decision making table, which is a huge step forward for us
Volunteering Development Officers (two new posts) – these roles will focus on ensuring that all departments across the organisation have support with developing their volunteering.
Other Top Tips
To help with the development of our business case and to secure support from the wider Senior Leadership Team, we found the following things useful:
Develop an action plan for volunteering
This was the starting point for building our business case, as it provided a clear plan of work that needing carrying out and the potential resourcing implications that delivering on this action plan would have. This action plan has also helped other members of the Senior Leadership Team to understand the volunteering function in more detail.
Get your Board of Trustees and Senior Leadership Team (SLT) involved with volunteering
Don’t forget that your Board of Trustees are volunteers themselves. We have found it really useful to ensure that members of our Board and SLT are present at all of our volunteering events. This has helped to demonstrate the importance of volunteering and the impact that volunteers have across the whole organisation.
Listening to feedback from volunteers
Volunteers come to us from a variety of different backgrounds and with many different skills and experiences. Once you have worked your way through some of the grumbles, there can be some really useful and ideas and feedback brought to you by volunteers.
A word from Ruth:
“My top tip would be to focus on opportunity, potential and the significant return on any investment in volunteering, which can range from cost savings to significantly increased organisational resilience and sustainability.”
Our new Volunteering Development Department structure was implemented in June 2018, timed perfectly to coincide with the start of Volunteers’ Week, and we are still in the process of building our team. I think it is fair to say that we are at the start of our new journey in relation to volunteering, but the investment that we have made into volunteering will help to support the future sustainability of our hospice and to ensure that we are able to respond to the external influences that will affect volunteering in the future.
My Story Continued…
On the 18th May 2018 I was delighted to have been successful in securing the Head of Volunteering role within our new structure. It has taken me years to get to this point, however, I would encourage you to continue to have belief in your vision for volunteering. These things can take time, patience and tenacity. You have control over the way in which you present information to influence others to demonstrate the true value that volunteering can add to your organisation. Working with Ruth gave me the opportunity to demonstrate my leadership skills, and in doing so, my passion for volunteering shone through.
A word from Ruth:
“Charlotte is totally committed to her vision about raising the profile of volunteering at Myton, she is testament to the saying ‘never give up’ because she never did and that tenacity has paid off for her and our organisation.”
I was recently discussing with a friend the complex demands we volunteering professionals find ourselves under, I am sure you will be familiar with some or all of these.
Juggling the various aspects of our day to day roles whilst trying to keep abreast of changing trends
Attempting to meet the many and diverse needs of the volunteers that we support
Finding new, creative and collaborative ways to engage people in our mission
Trying to secure support and/or funding for our work
Like many people outside the profession she was surprised by these insights and genuinely interested to know how I managed to make time for myself, my family, and look after my own wellbeing in the midst of all of this. I confessed that the latter had somewhat lapsed towards the end of last year and that I was aiming to get back on track. I also admitted it is an ongoing challenge for me and many people I know in our area of work.
She smiled knowingly and said what you need to remember is ‘Love thy neighbour’.
No, not the rather cringe worthy 70s sitcom but the second commandment* ‘Thou shalt love thy neighbour as thyself’. I was rather puzzled as to the relevance of her comment so I asked her to explain how this would help. She said very simply, if I am supposed to love my neighbour the same way I love myself, then I need to do a good job of loving me. I need to take good care of myself – eat well, sleep well, exercise, and rest and recharge my batteries when needed. For me, whether you’re religious or not this makes a whole lot of sense.
If I do a rubbish job of loving myself how I can possibly do a good job of loving and looking after others?
We hear a lot in the media about volunteering being a positive force for mental health and wellbeing but less about the challenges for people supporting and leading volunteers in an increasingly complex environment.
There are some enlightened companies that are now enabling their employees to stay healthy and supporting them to move through challenges when they occur. New initiatives include mental health first aiders, adjustments for women experiencing the menopause and more equitable sharing of parental duties, to name but a few.
So whilst we know that volunteer management has an additional layer of emotional complexity, thanks to the University of Leicester researchers and the National Trust, it still feels like the voluntary sector is lagging behind. We may have great awareness and good intentions but it’s the small simple actions on the ground, which can make a huge difference that seem to be missing.
Are we genuinely encouraging a culture where we talk about not just the practical but the emotional demands of the work we do?
Do we talk with colleagues about good self care, maintaining our resilience and making time for this to happen?
Is it ok to admit you are feeling a bit overwhelmed and ask for support, and if you do what response will you get?
Good self-care starts with the individual but if we are consistently working in an environment where eating on the move, skipping breaks, staying late and where going above and beyond is the norm then the underlying message is that self-care isn’t a priority no matter what the policy statement says.
I don’t profess to have all the answers, but I do want to open up the conversation……
What are you doing this year to take care of yourself? – (I‘m learning to Zentangle)
How are you and your team looking out for each other?
What one small thing could your organisation do to support and empower you to love yourself just a little bit more?