Are you having the same conversation over and over again about volunteer management, but don’t feel you are getting anywhere? Do you feel like you’re dealing with the same issues year on year, and job to job?
In this online masterclass, you’ll learn to unlearn your assumptions and explore techniques to help you get unstuck, so you can move forward positively.
We’re really pleased to have Lucy Gower, an innovation pioneer from the world of fundraising, leading this event. Lucy will be sharing general techniques to help us unlearn what we think we should do in the first part of this masterclass.
In the second half, you will work in small groups on a particular challenge where you’re currently feeling stuck, applying the techniques you’ve learnt to your own volunteering challenges.
Book today for this online, Zoom masterclass, Thursday 30th July, 10am – 12pm.
AVM members are eligible for a discount on tickets – as well as other benefits, such as our newly launched book club – so why not join AVM today?
About Lucy Gower
Lucy Gower is founder and director at Lucidity. She is a coach, trainer and facilitator specialising in giving people the confidence and tools to think creatively, develop ideas and make their innovations happen. She is bestselling author of The Innovation Workout and a global speaker on innovation. Lucy is passionate about helping people get unstuck, unlock their creativity and get the important work done. She enjoys working on projects with the potential to make a positive impact on the world.
Lucy was the first Innovation Manager at the NSPCC, where she helped teams to think creatively and support them to turn their good ideas into action.
Lucy is also founder of the Lucidity Network, which she set up to help leaders, teams and organisations have the confidence to think clearly and get powerful results.
Lucy lives in Devon, and is PA to Gary Gower, a Wire Fox Terrier.
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.
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?
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
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.
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.
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.
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!
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.
We know that volunteering is beneficial both mentally and physically, but how can we measure the extent of that benefit? Can we quantify the benefits -‘put a number’ on the improvement in wellbeing? Is it possible to showcase the societal advantages of a particular programme?
This event brings together a range of organisations that have a particular interest in measuring wellbeing. We will hear from organisations that work with particular groups of volunteers, such as family groups, young people or disadvantaged communities, and why they targeted wellbeing and/or health as areas of particular interest. We will consider different approaches to measuring impact and how the resulting data can be utilised in various ways to translate the evidence into action.
We will also hear from organisations with a broader interest in measuring volunteer behaviour and wellbeing, how they bring together information from diverse sources to build up an overall picture of volunteer activity in the wider community, and how this can then be used to better understand more localised situations.
The day will include presentations from: Ceris Anderson and Steve Welsher of StreetGames; Ruth Townsley of Happy City; Ingrid Abreu Scherer of What Works Centres for Wellbeing; Lee Ashworth of the “If: Volunteering for wellbeing” project and Dr. Ricky Lawton of Jump Projects.
With a combination of practitioners and researchers, this important issue will be addressed from a range of perspectives, and we welcome audience participation and involvement. There will be networking opportunities and round-table discussions to allow attendees to share and consider their own experiences.