Trafford Volunteer Management Toolkit has been developed by Thrive Trafford to assist third sector organisations better manage their volunteers. It is also intended to help provide a consistent approach to volunteer management across the borough. The Toolkit has been designed to be light touch, including a number of practical tools and resources that can be easily adapted for use within your own organisation. Adopting these within your own third sector organisation will help achieve: Clarity for the organisation about the purpose and involvement of the volunteer Clarity for the volunteer in terms of what they are to do, how to do it, and what is expected Increases in attracting the right volunteers to add value to your organisation Increased ability to hold on to volunteers and benefit from their lasting involvement A standardised approach to dealing with volunteers Treatment of volunteers fairly and equally Who is the Toolkit For? The Volunteer Management Toolkit is aimed at those individuals with responsibility for recruiting and managing volunteers, specifically those with limited knowledge of this role or those that are new to the responsibility. What is by a Volunteer? Trafford Council defines a volunteer as someone who donates their time and effort to the work of an organisation in a specific volunteering activity and does not receive financial compensation beyond reimbursement of expenses. There is no enforceable obligation, contractual or otherwise on volunteers to undertake voluntary opportunities. Volunteers will not be regarded as unpaid employees and will not be expected to replace the work of paid staff. The Strategic Context for Volunteering There is a growing political and strategic momentum supporting volunteering at a national level, and this has been actively embedded within Trafford Council. The Localism Act 2011 put in practice some of the aims of the government’s vision for localism, to power away from central government and ensure that decision making and the running of services is provided at a local level including through individuals, communities and councils. Volunteering is a key focus in the delivery of localism, to promote the voice of volunteers to make a difference in their local community. Trafford Council is committed to the principles of localism, and this includes promoting and expanding volunteering opportunities to ensure that all residents of Trafford are given the opportunity to contribute to their society. The Local Context for Volunteering Trafford Council believes that volunteering should be accessible to all citizens and seek to achieve this in the local community. To
It is generally good practice to have as a minimum the following in a formal and written-down version: Volunteer Application Form, which would be used to gain initial information for a prospective volunteer to understand a little more about them, their motivations, and if they may be suitable for your organisation. Volunteering Policy, which sets out your intent for volunteering, what volunteers can expect, and standard approaches to engaging with volunteers Task Description, is similar to a Job Description for paid staff, setting out key roles and responsibilities. Volunteer Agreement, which sets out what a volunteer agrees to and what you as the organisation will commit to Volunteer Confidentiality Agreement, which outlines issues regarding the information or knowledge the volunteer may come into contact with Personal Information Form, which is useful in case an emergency situation arises or for gaining personal information such as bank details for expenses payments Volunteer Expenses Form, which sets out the approach to the payment of expenses and how claims should be made Volunteer Exit Interview, which sets out a simple approach when it is time for a volunteer to move on A sample or template of each of is included in the annexes to this Toolkit. Motivating Volunteers In terms of the personality side of management, as a volunteer manager it will be important for you to understand what motivates someone to volunteer. This will help from the outset to identify whether you can meet their expectations, and whether they are right for your organisation. This can be a careful balancing act to ensure that both sets of are met. It should also be recognised that a volunteer’s original motivation for joining is not always the same as their reason for staying, so it’s important to keep a check on what motivates volunteers to stay with you; possibly through regular meetings or update sessions. Relations Between Volunteers and Staff As a volunteer manager, you will need to convey across the organisation clarity about each role and how they relate to each other. This will include where there may be overlaps, and more importantly where key differences or boundaries exist. Establishing this clarity will avoid confusion and misunderstanding, whilst creating an organisational culture that produces a more rewarding volunteer experience for all. the relationship is specific to the organisation, key principles often include: The relationship is championed from the highest levels of the organisation Volunteers are not substitutes for paid staff Structures are in place to promote team work, understanding and respect The roles of volunteers and staff complement one another Where possible, services include a strong mix of both volunteers and staff Ongoing Support