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Hello everyone, it’s great to join you today, I am really excited for the rest of the event this morning, and really glad that TUC and the rest of our brilliant set of speakers are able to talk to you today about this important piece of work. I will be briefly talking about our work to develop principles to strengthen relationships between paid staff and volunteers.
I am very briefly going to run us through. You will have access to the slides after the event: some background and history to this work – adding to what Kam has already talked about. The original charter, and why we think this needs updating The rough aims and aspirations for the principles The key challenges at the heart of this work Our next steps and future plans
I imagine most of you are familiar with this image, which is the start of the 2009 Charter, available on the TUC website and in the chat box now NOTE – SHARE URL AND MAKE A NOTE TO INCLUDE THIS IN THE CHAT BOX AT THE APPROPRIATE TIME
NCVO and TUC are working together to create an updated set of principles, to build on and refresh this 2009 charter.
I imagine most of you are familiar with the 2009 Charter. DESCRIBE THE CHARTER BRIEFLY – We won’t go into a lot of detail now about this, and I recommend looking this up online if you either haven’t seen the charter before, or it’s been a long time since you used it.
Key points the charter was between TUC and Volunteering England, which has since merged with NCVO
The charter has been a very useful tool for a lot of individuals and organisations.
Context – 2009 was a very different time. The sector looked very different, Volunteering England merged with NCVO, our relationship with unions has developed. The ways we talk about engaging paid staff and volunteers have developed and changed over time Knowledge and understanding around volunteering - through our work with you, with other key organisations and in dialogue with our members, we have developed and built on our knowledge of what good volunteering looks like
Framing – we want to create something ambitious and stretching – not focusing on what organisations can’t do. This will not be a list of dos and don’ts, even though we know that lots of organisations would like a clear list of rules to follow.
We will not be going in to detail on the principles themselves today, as we are still developing these and refining them together.
We are working closely with TUC to develop a set of high level principles on building and maintaining relationships between volunteers and paid staff.
Briefly describe aims and ambitions for this work. These audiences are not an exhaustive list, and we think the principles will have widespread relevance and applicability, but they will primarily be designed for.
Built upon wealth of knowledge, experience and good practice within NCVO, our networks and previous work with unions Aligned with and in support of existing good practice, guidance and local/regional/national agreements Not a set of commandments – these should be principles organisations value and want to use
I am now briefly going to touch on some of the core challenges for us as we develop this work, and for the sector as a whole.
There are a range of core challenges for this work, and for the sector as a whole. We want you to be thinking about these challenges when you are hearing from our speakers today. Consider their contexts, their experiences, and the challenges they are facing. The principles we develop need to be able to account for these differences, be proportionate, relevant and useful.
There are some common issues we know are experienced by volunteers, paid staff and organisations across the sector, at different times and in differing contexts.
Our aim is to ensure the principles provide direction, information and guidance, to support organisations to account for these issues, in building effective and high quality roles.
The variety and differences between organisations, roles, activities and the individuals who might engage with them are what makes our sector so varied, diverse and effective. But it also poses a significant challenge in developing guidance which will work for all types of organisations. The history, context and activities of an organisation will have the strongest impact on the types of roles they have and the processes they use to make decisions. The principles will need to account for this, supporting organisations to make appropriate decisions for their setting and goals. The principles are intended to support organisations to develop meaningful and effective roles. We know from research like our Time Well Spent series, that there are characteristics that volunteers expect or want in their roles. For example, for volunteers in public sector settings, we know that levels of satisfaction drop when roles feel too much like paid work. The impact of covid on the sector as a whole, on organisations and on individuals is unprecedented. Whilst we won’t be focusing on covid specifically in the principles themselves as we want this to be a forward looking piece, we need to ensure that the principles work for the current context and the decisions which organisations are currently facing.
As I mentioned earlier, we are aiming to produce a set of principles in early 2021, but it is important that these are appropriate, proportionate, relevant and fit for purpose.
We are very keen to make sure we develop these principles with you and our wider networks. It’s so important that we get these right and capture the range and variety of volunteering experiences out there. We welcome any feedback and will keep you up to date on next steps
We want to give this work the time and attention it needs. We are also very conscious that the communication around this work, and their wide dissemination will be crucial, to support organisations to understand them and to make good use of them.
This is a somewhat cheesy plea for your help and engagement. As I mentioned, many of you have already been involved in this work for a long time, and lots of you have been involved in conversations with us to help us refine and test the draft principles so far. We will continue to engage you and other stakeholders in conversations about this work. When we launch these principles, we really hope that they will be useful across the sector, and we will need you to use these principles, and to champion them in your work.
Finally - thank everyone for their engagement so far, these principles are based on their experience, expertise and knowledge, and we are keen to keep testing and refining these.
We are very keen to keep an open dialogue on this (within the limits of our limited capacity!), so please do get in touch if you have any specific questions or feedback.
I will hand back to Jarina now, to move onto our next speaker.
Hive Portsmouth is a charity working to improve wellbeing. They are commissioned by Volunteering Matters to engage volunteers as Journey Makers.
After Q&A jarina do Jamboard demo
National Volunteering Forum: Engaging volunteers and paid staff
NATIONAL VOLUNTEERING FORUM:
ENGAGING VOLUNTEERS AND PAID
10.10 • A view from the sector. Karl Wilding, Chief Executive, NCVO
• Trades Union Congress. Kamaljeet Gill, Policy Officer, Organisation Services and Skills
• Developing shared principles. Catherine Goodall, Senior Policy Officer, NCVO
• NHS Volunteer Responders. Rebecca Kennelly, Director of Volunteering, Royal
10.55 • Break (10 mins)
11.05 • Journey Makers. Lisa Laidlaw, Delivery Leader, VCSEP Programme
• Northumberland National Park. Dave Richardson, Volunteer and Apprenticeships
• Redbridge Local Authority. Edith Galliers, Head of Policy, Equalities and Communities,
Policy, Performance and Equalities Team
• Zoological Society of London. Rhiannon Green, Volunteer Manager
11.50 • Breakout discussion groups and feedback
12.40 • Future plans from afar. Rob Jackson, Rob Jackson Consulting
• The role of volunteer leaders. Shaun Delaney, Director, AVM
• Summary and next steps. Sarah Vibert, Director of Public Policy and Volunteering,
NATIONAL VOLUNTEERING FORUM
Understanding our context
• Karl Wilding - A view from the sector
• Kamaljeet Gill – Trades Union Congress
• Catherine Goodall – Developing shared principles
• Rebecca Kennelly – NHS Volunteer Responders
NATIONAL COUNCIL FOR
POLICY OFFICER, ORGANISATION
SERVICES AND SKILLS
TRADES UNION CONGRESS
INTRODUCTION AND BACKGROUND
• Background and history to this work
• The original charter, and why we want
to update it
• The aims and aspirations for this work
• The key challenges we face
• Our next steps and future plans
THE 2009 CHARTER
• set out a shared understanding of the roles of
volunteers and paid staff
• recognised that on the whole volunteers and paid
staff have good relationships
• set out 10 principles to support organisations to
build and maintain relationships
KEY CHANGES SINCE CHARTER:
• Context – changes to the sector since 2009. Our world
looks quite different now, but underlying principles
• Volunteering – our knowledge and evidence of good
volunteering experiences has continue to develop
• Framing – we want to reflect the variety and diversity
in our sector.
• Aims – develop high level principles on building and
maintaining relationships between volunteers and paid staff
• leaders of organisations involving volunteers
• volunteer managers
• union representatives
• community or service user representatives
• Timescale – working towards publishing principles early
- Built upon wealth of knowledge, experience and good
practice within NCVO and TUC, our memberships and
- Aligned with and in support of existing good practice,
guidance and local/regional/national agreements
- Not a set of commandments – these should be
principles organisations value and want to use
• How organisations make decisions over paid and
• How organisations support paid staff and volunteers to
operate well together
• Creating and maintaining good volunteer and employee
• Ensuring citizens, communities and people who use
services are engaged and represented
COMMON ISSUES ACROSS THE SECTOR
These principles need to address common issues:
• The characteristics of roles, the similarities and
• The history, context and activities of an
• Ensuring volunteering is a free choice and avoiding
• The impact of covid
• We will continue to work closely withTUC in
developing, refining and testing the principles.
• We are aiming to agree and publish a set of
principles in early 2021.
• The communication and dissemination of
these principles will be crucial.
• Let us know if you have examples or
experiences which can inform this work.
• A huge thank you to all of the individuals
and organisations who have already given
their time, expertise and insight to us so
Do get in touch –
REBECCA KENNELLY, DIRECTOR OF VOLUNTEERING
FOR ROYAL VOLUNTARY SERVICE
ROYAL VOLUNTARY SERVICE
Staff who are leading with
Retail Shops, Cafe
Volunteers leading who are
supported and enabled by
Retail Trollies and Tea bars
Staff and Volunteers – Decisions about paid roles and volunteer roles
Establishes staff roles and
Established Delivery model
The Reasonable test
Our belief that everyone has a
talent to share and our focus
on the benefits of volunteering
We trust our volunteers
Engaging people of all ages
from a diverse range of
Normalising a culture of
volunteering and getting
positive messages about
volunteering to people – on
and off line
MAKING IT EASIER FOR PEOPLE TO GET INVOLVED
Support our volunteers and staff
with good training
Our unique philosophy of
voluntary service which every
staff member is trained in
Clear volunteer and staff
Clear problem solving procedure
Normalising a culture of
volunteering for staff
Volunteers in all teams
Staff encouraged to volunteer
Positive relations between staff and volunteers
NATIONAL VOLUNTEERING FORUM
• Lisa Laidlaw – Journey Makers
• Dave Richardson – Northumberland National Park
• Edith Galliers – Redbridge Local Authority
• Rhiannon Green – Zoological Society of London
Department for Transport
The successes of Journey Makers
Jasmine had experienced
mental health difficulties and
She began volunteering in
September in Surbiton.
Despite a 5am start, Jasmine
has given 70 hours over 5
Jasmine is very popular with
commuters, and has used her
life experience to excel.
“The volunteers’ roles are so
important in these strange
times. Their help is key and
really important for the
“I’m loving it. It is making me
feel really valuable and I’m
enjoying the interaction with the
public, who have been great!...”
The Lord Mayor visited the station to
thank volunteers personally.
Ray is a Journey Maker in Hull.
He has helped commuters in
reminding them to wear masks.
Ray has given out masks too,
including to some local people
who are housing insecure.
Ray highly recommends Journey
Makers, and will go on to
VOLUNTEER AND APPRENTICESHIPS
HEAD OF POLICY, EQUALITIES AND
REDBRIDGE LOCAL AUTHORITY
ZSL VOLUNTEERING – SHIFTING SANDS
AND OPERATING MODELS
ZSL VOLUNTEER MANAGER – RHIANNON GREEN
VOLUNTEER MANAGEMENT AT ZSL
“Volunteering” at ZSL in existence since late 1970’s
1982- 85 formal volunteering recognised at the Zoos
2018 - ZSL volunteering review identified “a lack of strategic thinking over the use of volunteers within ZSL as a
2019 - first ZSL Volunteer Manager position created unifying formal volunteer management resource within
2020 - line management of visitor facing volunteering devolved to operational teams Head of HR, OD
PAID VS. VOLUNTARY ROLES
Principle of choice and mutuality central to ZSL’s definition of volunteering:
Volunteers give their time to ZSL because they want to and are not under an obligation to
work, as they would be if they were an employee. Volunteering is about mutual agreement
rather than contractual obligation to work.
Is the definition of “core” tasks still useful to distinguish between paid and voluntary roles?
Nuanced consideration to resourcing tasks:
Level of responsibility
Level of specialism
All set within organisational context, precedent and appetite/need for change
EXAMPLE 2: INVOLVING VOLUNTEERS IN THE GREAT WHIPSNADE
WE DON’T MAKE THESE DECISIONS LIGHTLY
• Methodical, considered approach
• Benchmarking and sector insights invaluable
• Consult relevant teams and individuals
• Decisions made alongside wider HR to
understand full picture, who in turn work
with our recognised trade unions
• Review and reflection
THANK YOU FOR LISTENING...
Find out more about
1) How do you make decisions around
paid roles and volunteer roles?
2) Describe a recent challenge you
faced and what are you doing about
it/what did you do about it?
NATIONAL VOLUNTEERING FORUM
• Rob Jackson - Recognise, Reconnect, Reimagine
• Shaun Delaney - Volunteer leadership
• Sarah Vibert – Reflections and summary
• Jarina Choudhury – Next steps, thank you, close
ROB JACKSON CONSULTING
ASSOCIATION OF VOLUNTEER
DIRECTOR OF PUBLIC POLICY AND
NCVO champions the voluntary sector and volunteer
movement to create a better society.
We connect, represent and support over 15,000
voluntary sector member organisations, from the
smallest community groups to the largest charities.
This helps our members and their millions of volunteers
make the biggest difference to the causes they believe
• Search for NCVO membership
• Visit www.ncvo.org.uk/join
• Email email@example.com