Ways to feel at your best so you can do your best

Sue Jones, Co-founder at 3B: Wellness, Coaching, Mind Matters, will be sharing a range of resources at AVM’s Ways to wellbeing and productivity for volunteer managers on 21 February to help you feel at your best.

In a role that is predominately about supporting others, it’s easy to forget about your own needs.

Managing volunteers can be extremely rewarding, yet it is a complex role with many challenging aspects. Whether you are brand new to it or have years of experience to draw from, there will be times when your resolve is tested and your capacity to deal with people and respond positively to situations becomes depleted. Our workplaces are potentially one of our main sources of stress, as doing more with less becomes the rule rather than the exception.

Leading and managing volunteers is a role that requires energy, vision and commitment and a sense of determination as you are continuously influencing, organising, creating, delivering and problem solving. When it works well -it’s brilliant.

However, this is the kind of work that tends to be more than just a job. It can be something you care deeply about and become emotionally invested in. For some it is a vocation, a profession or a calling; and while this can build you up, it can also make you vulnerable.

You can’t do your best work if you don’t feel at your best

So, how can you manage an increasing workload and still feel at your best? How do we work through uncertainty and continuous change, and manage the constant demands of others? What we need is to explore ways we can become more resourceful, more resilient and more responsive to what’s happening within and around us. Focusing on our wellbeing can help with this.

One definition describes wellbeing as “the condition of being contented, happy or successful”. This is quite a broad explanation and open to interpretation in terms of individual and personal meaning. But maybe that’s the point? These words need further exploration before we can make use of them and apply them to ourselves, and to our individual needs and circumstances.

We would suggest it’s also about giving consideration to how we feel, how we are thinking and how we evaluate what’s happening for us at any time, and what we choose to do about that. There is no ‘one size fits all’ approach to this.

At 3B we support people to become more resourceful with their wellbeing and to help them find what works for them. We provide tools and strategies for managing ourselves, focusing on reducing and preventing stress and the feeling of overwhelm, rather than waiting until we are almost at breaking point before taking action. What we see happening in workplaces, and what we hear from our clients, is that there is an increased awareness of the importance of wellbeing, both within their personal and their work lives. However, because there is a challenge in defining it, as a result there is a difficulty in prioritising it, making it hard to build it into our every day routine. What we tend to do is hold on until we are feeling completely frazzled and burnt out before addressing our wellbeing needs, meaning that we are frequently on the back-foot and trying to catch up with replenishing our resources.

You owe it to yourself to feel at your best so you can do your best work

The good news is that there are lots of things you can do to help with this.

In order for you to become more resourceful, more resilient and more responsive to your own wellbeing, you need to understand more about you! To reflect on what makes you tick – what motivates you and what drains you. To discover where and how to replenish your energy and identify what you need. To learn about your pressure points and your negative triggers and how to pick yourself up after a set back. To identify strategies for keeping things going for others while making sure you get what you need at the same time. To learn about yourself so you know exactly what resources you need to draw on, and where and how you can get them.

Historically, we have focused more on health and fitness for our bodies, hoping that this will also impact positively on our minds. And while it definitely can, it’s not always guaranteed to have a long lasting effect, and it may not directly address what’s happening for us emotionally and mentally, which in turn can impact upon us physically. Our mind and bodies are interlinked and it’s just as important to focus on our mental wellbeing as it is to work on our physical health.

Make 2019 the year of your wellbeing

Starting a new calendar year can spur us on to address how we approach our wellbeing. Traditionally, it’s a time for setting goals, trying out new routines or making changes within our lives. The tendency however is to aim too big, often resulting in short-lived changes or non-starts, leaving us feeling demotivated and forcing us back into our default settings.

The reason? Usually, it’s because we are placing our focus in the wrong place – outside of ourselves rather than inside.

So, rather than setting big goals for 2019, why not make it a year for simply focusing on your wellbeing and understanding what that means for you? AVM’s Ways to wellbeing and productivity for volunteer managers event on February 21st is dedicated to this theme and can support you to take some important steps towards your own wellbeing.

Take some time out to reconnect with yourself, enabling you to reconnect with your role and your sense of purpose about your work. Get to know yourself better, so you can do more of what feels right for you.

We’ll be there sharing some tools and techniques from our 3B resource bank, along with other fantastic speakers, and we hope you can join us. Book your place now and prioritise your wellbeing this new year at Ways to wellbeing and productivity for volunteer managers.

Sue Jones – Co-founder at 3B: Wellness, Coaching, Mind Matters

Sue has worked with individuals and organisations locally, regionally and nationally in the UK and overseas, specialising in volunteer management, coaching and facilitation. Together with 3B Co-founder Claire Ross, she delivers workshops, events and 1-1 coaching focusing on wellbeing and resourcefulness – supporting people to expand their possibilities and transform their thinking, enabling more of those lightbulb moments.

AVM responds to #bethehelpforce

AVM welcomes the recent announcement of #bethehelpforce, a partnership between Helpforce and the Daily Mail, encouraging more people to volunteer their time in the NHS in 2019. AVM believes in the power of volunteering to make a difference, not only to patients, but also to volunteers themselves, and every day we hear their incredible stories.

However, AVM is clear that volunteering should not be a replacement for fully funded public services. Staff and volunteers offer different support to the NHS due to a different working relationship. Every day volunteers of all ages and backgrounds make a huge contribution by giving their time, skills and experience to support the NHS. The real value of these volunteers is the extra value they bring on top of the care and support provided by hard working nurses, doctors and other NHS staff. Volunteers have the time to provide companionship to patients that clinical staff do not have.

While AVM welcomes this initiative, we want to stress that volunteering is not free, and that resources need to be in place to support increased volunteering. This includes volunteer managers who can provide the training and support to volunteers, rather than adding these responsibilities to already stretched clinical staff.

Presentations from the AVM Conference 2018

Futurology: The UK trends that may impact Volunteering by 2030

Tiger de Souza, Director (Volunteering, Participation & Inclusion), National Trust

Getting past Groundhog Day: Why our leadership needs to change the conversations we’re having about volunteering

Helen Timbrell, People and Organisational Development Consultant

Putting Volunteering at Our Heart: England Athletics Strategy

Chris Jones, CEO, England Athletics

Organisational Values and Volunteering

Anne-Marie Zaritsky, Head of Volunteering, Mencap & Sara Sheard, Deputy People Director, Mencap

Organisational values and volunteers – to be lived, not laminated

Mencap has gone through an organisational wide cultural change in the last few years, including the development of a new set of values. We will share how we have translated these values and new ways of working to both employees and volunteers, discussing our success and challenges along the way, and the impact this has had.

We will share some of the tools we’ve developed, and how values can play a key part in the volunteer journey, from recruitment through to recoginition.

Particpants will then have the opportunity to reflect on their own organisational values; are they relevant to volunteers? Do your volunteers know what they are and why you have them? How do values translate into behaviours? How can working towards a shared set of values impact on culture and strategy? What is the role of the volunteer manager in this?

So you think you want a volunteer management system?

Wendy Halley, (previously Programme Manager – Volunteering Systems & Processes, Save the Children)

What you need to know if you’re thinking of getting a new volunteer database. A non-tech overview of what to consider and prepare before taking your first step.

Spreadsheets and Access databases just don’t cut it anymore. The volunteers of tomorrow, and many of today’s too, want to interact online. The benefits of a good volunteer management system are mind-blowing. How’s seven minutes to get back a reference without doing any work at all?! But there’s a lot more to it than just buying a system. In this workshop we’ll look at the steps you’ll need to go through, the questions you need to ask and the ones you’ll need to answer.

From the initial idea, to the business case and making the arguments internally (often the biggest hurdle), we’ll consider the less obvious issues that you could come up against throughout the entire process from proposal to implementation.

We’ll not be looking at all the solutions on the market but you’ll get information and guidance, from the experience of two implementations, to be more prepared if you choose to go down this exciting route.

Building confidence for volunteers with support needs

Fleur Donnelly-Jackson, Volunteers Manager, and Walney Virgilio, Volunteers Coordinator, Tate Britain & Tate Modern

Develop an understanding of the Social Model of Disability and learn from Tate’s experiences of supporting volunteers with learning difficulties, to become more confident in their volunteering and interacting with the public. Explore how you can make your volunteer opportunities accessible and inclusive, develop a support offer, and make appropriate adaptions. This will be an opportunity to hear about and share good practice/ experiences, and learn about how your organisation could improve opportunities for volunteers with learning disabilities. We will also try out some theatre games, drawn from the theories of Augusto Boal!

Research partnerships- volunteering and academia working together

Geoff Nichols, University of Sheffield and Sports Volunteering Research Network (SVRN) (workshop)

How Volunteer Organisations link with Academic Institutions to achieve Research

The workshop will describe ways in which managers and academics can work together on research. Practical examples will be provided including: student dissertations, student group projects; university funded research; contracted research and guest speakers on courses. The examples illustrate the practical details of setting this up and meeting the needs of the stakeholders: managers, students and academics. The examples will be followed by participants identifying their own research projects and ways they might be delivered. The session will include details of organisations through which academics can be contacted.

Mindfulness and Resilience

Sherie Olmstead, Managing Director, Unicorn Consulting Solutions Ltd (workshop)

Wake Up! The Surprising Truth about What Drives Stress and How We All Can Build Resilience Incorporating one of many techniques: Mindfulness

We will explore a new proven approach for dealing with stress. There is a new approach to dealing with stress and building resilience that a few wise people have known about for a long time; it’s time more people did. You will be introduced to the research of Dr. Derek Roger, one of the world’s leading researchers on stress and resilience. The goal of the session is to convince you that there is no such thing as a stressful job or stressful situation. You will learn “the key” to enduring resilience and learn to do something you probably haven’t fully done for a long time – wake up. We will explore mindfulness as a highly effective technique to helping you stay awake and defining for yourselves a stress-free life.

How to have difficult conversations

Mandy Rutter, Psychologist and Organisational Consultant (workshop)

Difficult conversations are a significant part of managing employees, volunteers and strategies. We often want to avoid such conversations for fear of conflict, but we know that our credibility and performance will be effected if we don’t take our full responsibility. However, we rarely receive training on what to say and how to manage the inevitable emotional fall-out. Whether its challenging time-keeping, safety procedures, prejudice or inappropriate behaviour, this workshop will provide practical guidance on how to manage the conversation. We will explore the psychological processes involved in conflict and offer a model of communication that helps managers to maintain flow and focus during emotionally challenging conversations.

Leadership with impact

Sherie Olmstead, Managing Director, Unicorn Consulting Solutions Ltd (workshop)

Making Leadership Happen

In our fast-changing and interconnected world, organisations feel the need for leadership more than ever. As a result, managers get a lot of advice on how to be more effective leaders. We will explore the challenges leaders face, define what effective leadership is, explore how leaders can improve and look at a targeted approach to lead with impact.

Rethinking the Data We Collect, GDPR and beyond

Tony Goodrow, CEO, Better Impact

The GDPR has forced us to look at data collection in a whole new way. And although it has caused us all a significant amount of new work in our busy lives, I think that in the end, everyone, including Leaders of Volunteers, will be better off for it. This workshop is divided into three segments. The first is taking a look at what the DGPR means in layman’s terms and seeks to demystify it.

The second segment looks a specific examples of how data collection and holding practices called for under GRPR influence overall better practices in volunteer management. These practices will have an effect on workflow efficiencies and an improvement in the volunteer experience.

The third segment is interactive look at what the workshop participants think of various pieces of data collection very common in the volunteer sector. Small groups will discuss how they think specific information should be handled in light of the first and second segments of the workshop and we’ll wrap up each example with a short full group discussion.

How can we get more young people volunteering?

Eddy Hogg, Lecturer at the University of Kent’s Centre for Philanthropy, will be speaking about how organisations can best attract young volunteers from a wide range of social backgrounds at AVM’s Volunteering’s impact on the community on 28 November. 

I write this during #iWillWeek. A week which celebrates young people and the impact they have on the communities and causes they care about. But do all young people have the same opportunities to volunteer? To make a difference to things that matter to them?

Young volunteering approaches

We know that there is a relationship between social class and volunteering. What we don’t know is at what age and why the engagement gap emerges. We need to.

Government policies and the activities of volunteer managers on the ground often seek to encourage young people to volunteer. Policy is focused on widening participation to include under-represented groups. In recent years, National Citizen Service, which includes a ‘social action project’, has come to dominate central government’s youth work spending.

Getting policy and practice right is important. Investing resources effectively in encouraging young people to volunteer is likely to have an impact long beyond youth and young adulthood. If we want people from all backgrounds – not just more advantaged groups – to be able to access the benefits of volunteering, we need to understand how best to do this. For volunteer managers, knowing where best to focus their efforts to harness both short- and long-term volunteering commitment is invaluable.

Our research findings

Research by me and Rob de Vries finds a clear relationship between socio-economic advantage and volunteering by young people, but one that is far from straightforward. During Key Stage 3, when the role of school as a route into volunteering is strong for all socio-economic groups, we find little difference in engagement between young people from different backgrounds.

The role that schools play in encouraging children to volunteer gets smaller in Key Stages 4 and 5, as exam and other pressures loom larger. At this stage community groups and organisations become more significant as a pathway to engagement and socio-economic differences reappear. This matters. The patterns established at this time persist throughout adulthood.

The role of schools

This makes the role of schools – and the organisations who work with schools – vital. They are the most egalitarian way for volunteer managers and volunteer involving organisations to access a range of young people and encourage them to take part in volunteering opportunities. When this is left to community groups and organisations, we see clear class differences in who engages. This is regardless of the best intentions of volunteer managers.

We therefore argue those who seek to get more young people volunteering should focus their energies on working with schools to access and attract young people. The encouragement and support which eliminates significant socio-economic differences in Key Stage 3 should continue throughout young people’s school careers through to age 18.

Post-18

Schools, and the volunteer managers and voluntary organisations who work with them, should also think about how they can encourage and support young people to continue volunteering post-18. This may mean community groups and organisations working in partnership with schools and each other to ensure that young people from all backgrounds – not just the most advantaged socio-economic groups – are aware of and feel comfortable in the kinds of organisations that can support a longer-term commitment to volunteering.

I’m delighted to be sharing my expertise at AVM’s November event, where I’ll be discussing how these recommendations can be put into practice. I hope to see you there, 


Does your success hinge on engaging young people or other communities?

Eddy will be joining AVM on 28 November for Volunteering’s impact on the community. Learn new approaches and be inspired by the positive social impact our five speakers have achieved.

Book now, there’s limited tickets available: https://volunteermanagers.org.uk/event/volunteer-organisations-impact-on-the-community/

Time for Change: International Volunteer Managers Day 2018

Daniel Ingram, AVM Director, shares his thoughts on what this year’s International Volunteer Managers Day theme means for AVM, and leaders and managers of volunteers.

Pledges shared by delegates at our annual conference in October

Time for change – what does that mean for you? We’re keen to hear about the change you think it is time for, so please take a few minutes to complete our short survey.

This year’s International Volunteer Managers Day call to action has me reflecting on the changes I’ve experienced as a volunteer manager, how AVM is changing, and which changes we need make to develop the profession we love.

AVM’s IVM Day 17 pledge: to be the voice to empower, enable and amplify the voice of all managers of volunteers across the UK

I’ve been involved in volunteer engagement for over 10 years and a member of AVM for five of them. AVM was there when I took my first steps into strategic volunteer management, and it has been there through the ups and downs ever since.

This year change has been challenging. My role was made redundant in February and throughout this period of upheaval AVM members have been the rock I’ve clung on to. Whether that’s sharing their own redundancy story with me, putting me in touch with new opportunities, or just listening. You know who you are, thank you.

AVM pledges to connect leaders of volunteering to make change happen together

This year has also been a time of renewal for AVM. Did you spot our Chair’s blog – ‘Connecting leaders of volunteering to make change happen together’ – about the journey we’ve been on? It’s been an honour to have played a part in developing our new vision and mission with the Board, non-members and members.

They will guide our path, but can we all agree on what comes next? What changes are needed in our great profession?

One thing without doubt is that we can only answer questions like this with true authority by coming together to speak with one very loud persuasive voice!

It’s time for change. Connect with other leaders of volunteers and volunteering and let us know the changes we need to make happen together: complete our short survey now.

Connecting leaders of volunteering to make change happen together

Ruth Leonard, Chair of AVM, explain’s AVM’s new vision and strategy.

Empowering people to make a difference in their local communities and bring about change using their skills and assets – this is why I have always been passionate about volunteer management. To effectively facilitate and support initiatives and enable people to contribute effectively we must develop and provide the right structure. This includes well-trained and well-supported volunteer managers .

We are all familiar with the well-deserved accolade of volunteers to our organisation and the wider sector. We know that volunteers can only offer the greatest value and to ensure equity is offered to everyone who wants to give time to us when volunteer managers are working most effectively. Volunteer Managers matter as well. This sums up the ultimate aim of AVM.

Your board has prioritised developing AVM’s new strategy. I was immensely proud to launch it at our recent Annual General Meeting.

Our work began in October 2017 with an away day facilitated by Martin Farrell. Together we explored AVM’s beginnings, the experience of board members and the history of volunteer management as a profession. This demonstrated both the breadth of experience in the room and the powerful recognition that as a board we needed to do more for our members.

We identified three key themes requiring our concentration and focus:

1. Offer
  • Holding events outside London. This echoed our International Volunteer Managers Day 2017 survey. We achieved this in 2018, holding events in Bristol, Manchester and Stirling
  • Mentoring – this scheme is due to be launched early 2019, and will fulfil a very longstanding ambition of AVM
  • Extending our online outreach. Our L&D events are filmed and available to members on our website. We want to further extend our online presence
2. Members:
  • Our members must feel that AVM is their association. We are therefore developing opportunities to allow members to shape AVM
  • We need to better understand what our members require from us. The International Volunteer Managers Day 2017 was just the start of this feedback exercise. The 2018 survey will build on this.
  • We also need to know why some volunteer managers have not become members and address any gaps or barriers.
3. External
  • We will develop partnerships and networks across the sectors so that members are better supported and we can ensure the voice of volunteering is heard.

Our next step was introspective. We examined the context we were operating in. We reviewed our business model, our governance and organisational structure. We considered our achievements and the products and services we offer.

We recognised the need to create sub committees to support the operational elements of AVM. We already had successful conference and events committees but needed more. We’ve created a Business Development Committee and task and finish groups for specific projects including the mentoring scheme.

Our thoughts then turned to the future. We needed to articulate AVM’s core elements and ensure we continued to be relevant for our members over the coming years.

We spent time describing our vision of where AVM should be in 5 and 10 years. This was deliberately aspirational. Responses were both concrete and tangible, and also anarchic and controversial. The picture illustrates one board member’s wish that volunteer management had been something offered as a career when she was at school – and our desire that one day it will be.

We created several options describing our desired future which we then asked our membership to comment on and shape. The 120 responses received clearly demonstrated the interest people had in this conversation – and showed us gaps in the general understanding of AVM’s purpose.

A further and crucial project was to agree the activities necessary for AVM to achieve its vision. We created a MOSCoW grid – activities we Must, Should, Could and Wouldn’t be doing. This has proven invaluable in prioritising our work plan and provided a focus for our energy. I have been laughed at for whipping it out at every opportunity– but am incredibly proud of what we have created together!

The vision launched at our 2018 conference is: Connecting leaders of volunteering to make change happen together

And our accompanying mission statement:
Our mission is to inspire and empower leaders of volunteering.
We are a recognised community of leaders of volunteers, sharing expertise and support. 
We build this through the provision of engagement, resources and advocacy.

The key goals to achieve AVM’s vision and mission are:

  • Developing and growing our offer
  • Building participation and increased relevance to members
  • Developing as a profession
  • Representation and advocacy

It was also important to us that we identified the strategic enablers to complement our goals,

Communicating – We shall develop an effective 2 way communication mechanism for our members including updating our website and digital platforms

Partnerships – We recognise that AVM doesn’t exist in a vacuum and are keen to develop collaborative partnerships and networks across the sectors

Supporting decision making – Developing influencing up tools as advocacy support for volunteer managers advancing their cause in their workplaces

Collaborating with our members – Ensure increased opportunities to become further involved and also volunteer

Evidence based – Develop measurement tools and key performance indicators including for management information purposes

Future-focussed – Develop thought leadership around the future of volunteer management in order to future proof the profession

AVM is developing into a dynamic organisation with its members at its heart. I’d like to take this opportunity to encourage you to become more involved.

Volunteer managers, which for us means anyone who works with volunteers, need to develop their skills and confidence; and AVM exists to support this . We owe it to our volunteers – giving their time, energy and experience – to make this gift as effective as possible. Volunteer management is the platform that enables people giving their time to be engaged, supported and motivated. Ensuring that volunteer management is recognised as a skill and a valued profession is essential for volunteers to continue to flourish and indeed volunteering.

Ruth Leonard is Chair of AVM, and Head of Volunteering Development at Macmillan Cancer Support.

Networking tips for AVM events

Networking… you might love it, you may hate it, or you might fall somewhere in between these two extremes. But however you feel about it, it can be really useful for your professional development. And with conference only a week away, I wanted to share some tips on preparing to make the most of the networking time at conference. I’ve crowd sourced some of these ideas through Twitter, which I highly recommend as a great way to start networking.

Do your research

Is there someone you’ve wanted to meet for a while? There are a couple of ways you can find out who is going, ahead of conference.

Eventbrite shares first name and organisation of participants, so you can check out in advance if they are going, and look out for them on the day. 

If you’re on Twitter and not already following @AVMTweets (why not?) do so. People are already starting to chat about conference. You can always ask who is going to start a conversation. Or maybe someone you chat to regularly on Twitter is going to be there? Every year I get to meet people I’ve met on Twitter at conference.

This year’s hashtag is #AVM2018 so do include this in any tweets about the conference.

Try: Hi, I see that you work at Organisation X. I’ve been interested in – something you’re interested in learning more about. Could you tell me more about that?

Prepare

This year I’ve been working with my mentor on a number of areas of professional and personal development. One of which has been to be more effective at networking, as I am really not very comfortable with small talk. 

Part of my mentoring ‘homework’ has included preparing ahead of events like conference, or other AVM events. Things I’ve planned include something I’ve read that’s relevant to the event, or a key project I’m working on, and this has meant I’ve found I’m now less anxious before events.

I’ve also been thinking about questions to ask others at events. Is there something tricky I’m working on at the moment? I can ask someone if they’ve had to do something similar and how they handled it.
I’ve also been working on building my courage to talk to speakers at events, or someone whose work I admire. I still find it rather daunting to talk to the ‘experts’ from the stage, but I’m getting there! I just have to remind myself they’re a person like me.

Try: Hi, I see that you work at Organisation X. I’ve been interested in – something you’re interested in learning more about. Could you tell me more about that?

A simple greeting

Starting a conversation can feel really daunting, particularly if you’re not particularly comfortable with small talk. If you’re not very confident approaching people you’ve not met before, look for someone you know – or at least have met before, even if it was earlier in the event – who is talking to someone you don’t. This can often feel less daunting.

But what if you’ve come on your own and not met anyone yet? Never fear, the weather is bound to be unexpected for the season, someone’s travel to conference was probably eventful, and if all else fails, my old failsafe is “food/ coffee/ biscuits* look good/ bad/ awful*” (*delete as applicable), something I ALWAYS have an informed opinion about (don’t worry, the refreshments have always been great at conference!).

But once you’ve got past that first chat about food, and suddenly realise you’ve not actually introduced yourself, you can learn a simple networking greeting by remembering Inigo Montoya. Inigo’s most famous greeting can be broken down into four simple steps:

  1. Polite greeting: “Hello.”
  2. Name: “My name is Inigo Montoya.”
  3. Relevant personal link: “You killed my father.”
  4. Manage expectations: “Prepare to die.”

And there you have it, a simple networking greeting: “Hello. My name is Inigo Montoya. You killed my father. Prepare to die.”

And don’t worry: nobody at conference is expecting an elevator pitch from you. Where you’re from and what your role is is a great relevant personal link.

Try: Hi, I’m Jo and I’m a Volunteer Manager at Organisation X. Is this your first time at an AVM conference?

Thanks to Annabel Smith for sourcing the image.

A comfortable exit

When we’re at events we often want to meet more people, but sometimes our nerves can mean we find it hard to exit a conversation, either resulting in feeling we’ve overstayed our welcome, or rude when we leave. Don’t worry: most people won’t think you’re rude if you leave the conversation. And you don’t need to use comfort break as an uncomfortable exit excuse. A polite thank you and goodbye will be sufficient. 

Try: Steve, it was really a pleasure speaking with you. I’m going to take a look at some of the other exhibits here, but if I don’t run into you later, I hope to see you at another event soon.

Following up with contacts

Strengthening your networks is a great advantage of AVM events. If you think that you’d find it useful to follow up with someone, ask for their business card, or let them know you’ll plan to connect with them on LinkedIn.

Try: I had a great time talking with you about X and I’d love to follow up with you later? Do you have a business card, or can I connect with you on LinkedIn, as it would be great to keep in touch?

Facilitating your networking

We know striking up a conversation with someone you’ve not met before doesn’t come easy to everyone, including volunteer managers. So this year we’ve again planned ways to help facilitate your networking experience. We’ll have discussion prompts on the walls, networking tables over lunch to discuss a variety of topics, and plenty of breaks for a cuppa and a chat.

We’ve also booked a space after conference so that those who are able to stay on can have a drink, and carry on some of the great discussions that were started during the day.

Hope to see you at conference!

Find out more

Could you be our new Business Development Manager?

The Association of Volunteer Managers (AVM) is an independent membership body that aims to support, represent and champion people in volunteer management in the UK regardless of field, discipline or sector. It has been set up by and for people who manage volunteers.

We’re at an exciting point in our development and are preparing for a period of sustained growth. To be effective, we’re seeking a part time Business Development Manager for a fixed term of 6 months.

The post holder will be expected to lead on and implement AVM’s interim business plan, improve our infrastructure, work alongside the Board to strengthen partnerships and support the development of a five year strategy.

For more information please contact Ruth Leonard (Chair) or Karen Ramnauth.  

How to apply

Send a cover letter and CV to [email protected]

The deadline is midday, Friday 28th September 2018 and interviews will take place on Wednesday 3rd October 2018 in central London. We are looking for a candidate who can start as soon as possible.  

Conference tickets are selling out fast!

Have you got your ticket for the volunteer management event of the year? If not, don’t delay as tickets are selling out fast, and some of the seminars are fully booked.

If you’re still wondering if it’s for you, here are a few reasons why we think you should come to conference!

We have three fantastic keynote speakers:

  • Tiger de Souza, Director (Volunteering, Participation & Inclusion), National Trust. Tiger will be gazing into his volunteer management crystal ball to talk about Futurology: The UK trends that may impact Volunteering by 2030
  • Helen Timbrell, People and Organisational Development Consultant. Helen will be discussing how we can get past Groundhog Day, and why our leadership needs to change the conversations we’re having about volunteering.
  • Chris Jones, CEO, England Athletics. Chris will share how England Athletics have put volunteering at their heart.

We have wide choice of workshops and seminars from sector experts, to suit a wide variety of interests:

  • Mindfulness and Resilience
  • Organisational Values and Volunteering
  • Research partnerships- volunteering and academia working together
  • Rethinking the Data We Collect
  • Leadership Competencies
  • How to have difficult conversations
  • So you think you want a volunteer management system?
  • Building confidence for volunteers with support needs

Your peers recommend conference as a great way to learn, develop and build your networks.

Delegates who attended last year’s conference said:

  • “Really great keynote speakers, individually and good variety across them. Great to have peers in the sector sharing learning in workshops. Always good to hear what others are up to and have a chance to discuss challenges candidly and support each other”
  • “Workshop sessions where we could share ideas and experiences. Friendliness of organisers. Interesting final keynote speaker”
  • “Networking was great, standard of speakers was high, I felt stretched by the discussions”
  • “Networking, exchanging ideas, free range to think outside the box – not always possible in a work context!”

AVM’s annual conference is the industry leading event, bringing together Heads of Volunteering, Directors of Volunteering and Volunteer Managers from the broadest spectrum of volunteer organisations.

View the full conference details and book your tickets.

The end of the committee? Volunteering structures in a changing world

Sarah Merrington is Senior Development Manager for CIPD (the professional body for HR), recruiting HR professionals as volunteers to support job seekers and those who want to develop in their careers, and an AVM Volunteer.

conference table and chairs with three large question marks on the table

Even though I have worked in volunteer management for some time, and for several organisations, there is always one thing that has both challenged and impressed me. Local groups of volunteers running community activities for local people. It warms my heart and fills me with hope, to see people giving back to others by running activities that their friends, family, colleagues and community can get involved in.

As someone who has always sung in local choirs or played sport I have definitely benefitted from these great local ‘group’ volunteers – the ones who love the activity or the cause so much they organise things so others can feel the same.

I’ve been there, as a treasurer and an events lead for local groups near me. But now as a volunteering professional it is certainly an area which I struggle to get my head round.

Community volunteers in leadership roles for their local group are a key area of volunteering for many charities and organisations. But how people want to volunteer is changing. Modern-day lifestyles can be challenging for people to find time to get more involved. People tend to move in and out of volunteering rather than wanting to volunteer consistently for an extended period.

So it is increasingly difficult to recruit into traditional committee-based volunteering roles, which can be perceived as too time-consuming, dry or old fashioned. It seems as though many people want to be out there “doing the doing” rather than planning the organisation and undertaking governance to make the “doing” possible. 

In my experience, the main difficulties appear to be finding people to make the commitment, finding younger people and attracting diverse volunteers who better represent the community. In particular, by being unable to recruit younger members, committees remain heavily reliant on an ageing army of volunteers, hugely committed but with little opportunity for fresh ideas or succession planning.

Of course, I am generalising and there also many young, diverse and committed volunteers out there running activities for their community. But they are not attracted to the roles or organisations that I have been working for. And we need to change ourselves and our structures to encourage them to do so.

I have also found that there are issues relating to group structures where volunteers have been engaged for a long time and doing things in a certain way for often many years. There are challenges with encouraging innovation and change and driving different ways of working such as implementing new processes and systems.

How we do keep them engaged, keep them on message and remain compliant with up to date processes and procedures? How do we do this whilst also ensuring their organisational roles are interesting, simple, rewarding and empowering?

Having battled with this for a while and consistently meeting volunteering colleagues in other organisations who feel the same, it was time to do something about it. 

On 2 October, AVM supported by Sport England, will be running a workshop for anyone battling with this topic or with practical ideas and ways of solving some of these issues. This is a new networking session, but it won’t provide you with all the answers. It aims to bring us all together to share ideas, solutions and work out how, as volunteering professionals, we can move forward this common, rewarding but challenging topic.

The end of the committee? Volunteering structures in a changing world‘ is an intentionally worded title. Not because we definitely think it is the end, but because we want to prompt a debate and find people who do things differently who we can learn from.

I am excited about the speakers who bring with them a wealth of knowledge in volunteer governance, new ideas on ways local groups can run themselves and good practice in consulting, managing and communicating with local group volunteers.

But primarily it is a chance to network and share experiences with others in similar positions and help move forward conversation in this area together, rather than tackling it individually.

Please join us to engage in this debate, wearing your optimistic, solution-focused shoes!

Find out more or book your place for our event ‘The end of the committee? Volunteering structures in a changing world‘, 2 October 2018, 11:00 am – 4:00 pm, at Sport England office, London.

Sarah has over 18 years experience in project, event and volunteer management with her main area of expertise is in managing and delivering projects that promote and engage people in positive health and environmental behaviours. The majority of these have been established to increase communities’ physical activity levels and to improve nutritional habits. She has developed programmes across a range of different settings and population groups within local communities, schools and youth groups, workplaces, general practice and higher education. Volunteers have always been at the heart of her programmes, whether student representatives running sports clubs in universities, community volunteers and activists driving forward local change or members of an organisation looking to give back to their sector. Over the last year she supported Cycling UK to write their new 5-year volunteering strategy and ensure that volunteers were central to their organisation. She is now Senior Development Manager leading on mentoring for CIPD (the professional body for HR), recruiting HR professionals as volunteers to support job seekers and those who want to develop in their careers.