Aiming for the wrong target

FeaturedAiming for the wrong target

Back In July, Third Sector magazine ran an article with the title, “Turning Covid-19 volunteers in to long-term volunteers” (the article sits behind a paywall so may not be available to all). When I read that headline for the first time, I sighed heavily and put my head in my hands, summoning up the will to read on.

I passionately believe that the premise of the headline is the wrong approach to be taking.

Rather than seeking to bend these people to our will — our desire for regular, long-term volunteers, either because we genuinely need them or we just can’t our won’t change the volunteer model we’re comfortable with — shouldn’t our initial response be to learn from what has happened during the pandemic and consider what changes we might need to make as a result?

‘Covid-19 volunteers’ are people across the UK who helped out their friends, neighbourhoods, and communities as the economic drivers that dictate how we live our lives were stripped away through furlough, lockdown, and social distancing. With no employment and commuting to do, they stepped up to help when the world turned upside down because it was the right and responsible thing to do. They did so in a highly flexible, often informal ways, encountering little bureaucracy — no forms, risk assessments and ad nauseam paperwork. That’s a million miles away from what most people would think of when they hear the word ‘volunteer’. In fact, I’d bet that many of these ‘Covid-19 volunteers’ would never even see themselves as volunteers.

If we believe the narrative, many of these ‘Covid-19 volunteers’ hadn’t volunteered before. Which begs the question: if they didn’t want to engage with the stereotypical, formal concept of volunteering before Covid-19, why would they suddenly have a change of heart when their experience since March 2020 has been so radically different from what many Volunteer Involving Organisations offer?

If all many of these ‘Covid-19 volunteers’ had to do to get involved was respond to a social media post or WhatsApp message, why would they choose to engage with the endless bureaucracy many Volunteer Involving Organisations require?

To me, it’s misguided to assume that because people have volunteered during the pandemic they will be automatically interested in doing so in future, especially on our terms and not theirs. Because the truth is, if we want to engage these people as volunteers in future, we have to change and in significant ways.

Thankfully, the leaders of volunteer engagement interviewed for the Third Sector article didn’t engage with the premise of the question either and focused on some of those changes that are needed.

Marie McNeil, head of volunteering at The Charity for Civil Servants, nailed it when Third Sector quoted her as saying, “Remember to keep the volunteer voice at the heart of your strategy.” If any organisation is entertaining the idea of embracing volunteering post-pandemic, then they need to start not with themselves, but with the people they seek to engage. Forget our desire for long-term volunteers — how do people want to serve our cause, what works for them, and how can we incorporate that into our plans for the future?

I’m sure Third Sector meant well with their headline, and some may think I am over-reacting to eight words at the top of their article. But, as I have written many times before, language is important. What language coveys matters. And there will be people — probably some board members and senior leadership colleagues — who saw that headline and are even now going to their Volunteer Managers and demanding something be done to convert ‘Covid-19 volunteers’ into long-term, regular givers of time, in total ignorance of the futility of such an approach.

The challenges of the last eighteen months have been immense. More are sure to come. But the opportunities we face in volunteer engagement are equally exciting and significant. If we are to seize them, organisations need to start from the right place, with a sound understanding of reality and a real desire to change, not as naive belief that the volunteers of 2020 are just waiting to do our bidding in future.

Perhaps a better headline would have been “Turning organisations into something Covid-19 volunteers want to get involved with”?


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Three reasons why I’ve gone to a four day week

Three reasons why I’ve gone to a four day week

The four day working week. It seems to the discussion topic of the moment for many organisations as they grapple with what working life will be as we learn to live with Covid-19. And Rob Jackson Consulting Ltd is no exception. I’ve been experimenting with a four day week from the start of September 2021 and I want to share three reasons why with you.

Reason one

It’s easy for me to do.

When it boils down to it, Rob Jackson Consulting Ltd is just me, Rob (hello!). I own and run the business and am it’s sole employee. I can work when I want to work, that’s the upside of being my own boss.

Until last summer I worked a five day week, with weekends protected as much as possible for family. Of course sometimes weekend working is necessary, and when I used to do long overseas work trips, every day ended up being a work day to some extent, sometimes for up to nine weeks straight!

In August 2020 I faced four months of intensive work with no time for a break until Christmas. So I switched to having one working day off every two weeks. That worked well and kept me refreshed and energised so I continued doing it into 2021. In light of that, making a move to a four day work week is not a huge shift in the number of days I already sit at my desk.

Reason two

I’ve gone to a four day week because it matches my workload.

I use an app called Tyme to record the hours I work. It doesn’t capture everything but all client work goes in there as well as most of the effort that goes into running, marketing and maintaining a small business. By analysing the data from Tyme on how many hours I work against the maximum number of hours I set myself to work each week, I can look back over the data for last five years and see that my average productivity is around 80%.

How did I work this out? Well, I set my work week to be five days of seven hours each, so a total of 35 hours a week. Over the last five years since I started using Tyme I have on average worked 28 hours a week. This accounts for some weeks which are much longer (for example when I was travelling overseas) and some where I had less client work booked in or was on holiday (vacation time can now be recorded in Tyme but this feature was only introduced last year).

What does this mean? Simply put, for every five day week I am — on average — getting enough work done to fill four working days. This explains why dropping one work day every ten hasn’t affected the business over the last year or had any negative impact on the quality of my work. (I can provide quotes from numerous happy clients to back that assertion up. If you’d like some, just ask me).

So, I’m going to experiment with dropping every week to a four day working week, matching my productivity with my working hours, and see how it goes.

Reason three

Life is about more than work. As the Four Day Week Campaign puts it on their website:

“We invented the weekend a century ago and it’s time for an update. Since the 1980s working hours have barely reduced at all, despite rising automation and new technology. We’re long overdue a four-day working week which would benefit our society, our economy, our environment and our democracy.”

My mum died in 2019 and I want to spend more time with my Dad. An extra day not at my desk each week can help me do that.

I don’t get the personal and professional development time I might have in a ‘normal job’ because my focus on delivering for clients takes priority. An extra day not at my desk each week can help me do that.

I want to make the most of those things we’ve been deprived of for the last eighteen months during the pandemic, going places and seeing people I love. An extra day not at my desk each week can help me do that.

I want reduce my carbon footprint. One less day a week of business travelling (when that starts to happen again), one less day a week with my computer on, one less day a week doing video calls, all of this will add up to a big change (I hope). An extra day not at my desk each week can help me do that.

I’d quite like more time to do some volunteering. An extra day not at my desk each week can help me do that.

Over to you

So there you have it, three reasons why I have moved to a four day working week. I’m not doing compressed hours but a proper four day week. It’ll be interesting to see how it pans out.

Have you moved to a four day week? What benefits did it bring?

Is a four day week a topic of conversation in your organisation? Why?

I’d love to hear your thoughts. Please leave a comment below.


You can find out more about the campaign for a four day week here.

These two articles may also be of interest:


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What didn’t work will make us stronger

What didn’t work will make us stronger

Volunteers have been essential to our society during the global pandemic that hit the UK in the spring of 2020. Without volunteering — whether organised informally through mutual aid groups and social media, or formally through Volunteer Involving Organisations and national schemes — the country’s death toll would be higher and our communities immeasurably poorer and weaker. And the benefits haven’t just been for those whom volunteers have helped.

Recent research from the London School of Economics and Political Science (LSE) found that levels of wellbeing increased significantly for individuals who participated in the NHS Volunteer Responders (NHSVR) programme, with effects lasting months after the volunteering period had ended.

This is great news and one of many achievements for the NHSVR programme, set up and run by the Royal Voluntary Service. It’s easy to forget that within twenty-four hours of launching, the scheme had recruited 250,000 volunteers. Three days later that number stood at 750,000. That still astounds me — it is perhaps the largest peacetime mobilisation of volunteers in the UK’s history and a massive achievement.

Not long after that launch, however, problems started to occur. In early May 2020 The Guardian reported that the “Vast majority of [the] 750,000 people who signed up to help are yet to be called into action”. The problem lay in delays referring people in need to the scheme, meaning opportunities for people to do something lagged way behind the number of volunteers recruited to be available to help.

In time the situation improved and in May 2021, it was announced that 436,000 NHSVR volunteers had completed two million tasks. This is fantastic news and everyone involved should be congratulated and celebrated for their achievement.

There is, however, an important point to make in light of those figures. 750,000 volunteers were recruited and 436,000 volunteers have been active as of May 2021. That means 314,000 volunteers who were recruited in March last year to make a difference during the pandemic have had nothing to do for over a year.

As anyone who has ever worked with volunteers will tell you, the first rule of volunteer recruitment is to have work ready for them. People do not take kindly to being asked to help and then having nothing to actually do. This is especially true when the call to action is framed as being urgent. People prefer not to sit around twiddling their thumbs, they want to get stuck in and do something to help.

As Gethyn Williams put it recently in his blog post, ‘Three ways to build on Volunteers’ Week’:

” Generating fresh energy for volunteering without providing adequate pathways into meaningful roles is just leading people on, and an excess supply of disappointed volunteers feeling ghosted by potential suitors will soon turn toxic.”

Now, as I said, the NHSVR programme should be wholeheartedly congratulated for their work during the pandemic. Nothing should be taken away from that. And it’s great to see that RVS, along with the Scouts, will be co-chairing a new “Shaping The Future of Volunteering” group of eighteen Chief Executives from significant Volunteer Involving Organisations with the aim of capitalising on the ‘revolution’ that has taken place in volunteering during the Covid-19 pandemic.

But (you knew that was coming didn’t you?), until we are prepared to look hard at how and why NHSVR left 314,000 volunteers idle we will not make the progress we need to. I don’t say that to point a finger at NHSVR or to detract from their successes. I say it because we have never had the opportunity before to learn so much from so many volunteers who were let down by the programme that recruited them.

NHSVR know who these people are. They have their contact details. They could be contacting every one of them to learn what went wrong, what that meant to the individuals concerned, what could have been done differently, what impact not being given anything to do has on people’s expectations and experiences of volunteering etc.

Have we turned over 300,000 people off volunteering for life? Or did these hundreds of thousands help in other ways when NHSVR didn’t come through for them? How can we engage them in future?

A rich seam of learning is there waiting to be explored yet, as far as I am aware, NHSVR haven’t done that research and don’t seem inclined to do it. Why?

Perhaps, like many in our sector and wider society, failure is seen as a bad thing, something to be avoided and hidden. I understand that. No individual or organisation wants the scrutiny when they get it wrong. Furthermore, with a government and media often hostile to charities, it’s natural to want to minimise the attention given to what doesn’t go as well as hoped. I am sure some of the newspapers would love to knock charity for their pandemic ‘failings’ rather than hold the government to account for theirs.

Yet failure is how we learn. It’s how we gain those insights in life that help us move on. As Matthew Syed puts it in his brilliant book, ‘Black Box Thinking: Why Most People Never Learn from Their Mistakes — But Some Do’:

“For organisations beyond aviation, it is not about creating a literal black box; rather, it is about the willingness and tenacity to investigate the lessons that often exist when we fail, but which we rarely exploit. It is about creating systems and cultures that enable organisations to learn from errors, rather than being threatened by them. Failure is rich in learning opportunities for a simple reason: in many of its guises, it represents a violation of expectation. It is showing us that the world is in some sense different from the way we imagined it to be. Failure is thus a signpost. It reveals a feature of our world we hadn’t grasped fully and offers vital clues about how to update our models, strategies, and behaviours.”

And:

” Only by redefining failure will we unleash progress, creativity, and resilience.”

And:

” A progressive attitude to failure turns out to be a cornerstone of success for any institution.”

Sarah Vibert, Interim Chief Executive of NCVO recently said:

“To secure the incredible legacy of volunteering during the pandemic, we must learn the lessons and realise the opportunities it has presented.”

That means learning from our failures, not just our successes.

So, I implore the new Shaping The Future of Volunteering group to work with the NHSVR programme to learn all we can from the 314,000 volunteers who were recruited but have sat idle for over a year. We owe it to them, to our communities and to our country to be better prepared in future.

Not learning those lessons would be the biggest failure of all.


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We need leadership that values more than money

We need leadership that values more than money

Five years ago, I read an article about a report from the fundraising think tank, Rogare. The headline finding of the report was that fundraisers should be rewarded not for performance against short-term metrics (such as income targets) but longer-term measures (such as donor satisfaction).

As the report put it:

“If you can focus on donor satisfaction, the money will surely follow.”

The Rogare report also found that the majority of the fundraisers surveyed have “problematic relationships with senior colleagues” which often manifested as a short-term approach that demanded immediate returns on investment.

The message was clear – fundraisers don’t have the support, buy-in, or understanding of their colleagues and superiors: from trustees, chief executives and finance directors; and from the likes of communications staff and campaigners at a peer level to be able to implement practical relationship fundraising.

This will sound very familiar to many leaders of volunteer engagement. Their performance is often measured against the wrong metrics like how many volunteers they have, how many they recruit and how many hours they give. They know that if you give volunteers a great experience (volunteer satisfaction) they will probably want to give more time, and maybe even money, in future. They certainly experience very little buy-in or understanding from colleagues and superiors, the very same people highlighted by Rogare in regard to fundraisers.

This similarity suggests to me that some of those who hold key senior roles in nonprofit organisations don’t really understand the factors that make fundraising and people raising successful. Why else would fundraisers and volunteer managers have such similar experiences?

Of course this isn’t true of every CEO, senior management team or board. There are many out there who ‘get it’. But there still seems to be a significant number who don’t, and I wonder what steps are being taken to rectify this? Volunteering is still undervalued and hidden in many organisations.

This quote sums up part of the problem:

“Too much of the money available to address social needs is used to maintain the status quo, because it is given to organizations that are wedded to their current solutions, delivery models, and recipients.”
– Professor Clayton Christensen. Harvard Business School

As we look to a post-pandemic world where we will have to see new models of doing things, we also need to be looking at new models of for-impact leadership that value people over cash. Leadership that will nurture and sustain relationships, rather than finding ways to maximise the value of the next transaction with a person.

Until such leadership emerges in those places where it is currently absent I fear we will fail to live up to our potential to change our society for the better, at the time we are perhaps most needed.


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Photo by cottonbro from Pexels

One year on – five reflections on volunteer engagement during the global pandemic

One year on – five reflections on volunteer engagement during the global pandemic

On the 23rd March it will be one year since the UK entered its first lockdown in response to the Covid-19 pandemic. It’s been a year of huge change for us all. Here are five reflections from me, looking at volunteer engagement both over the last year and into the future.

1 – Does the data help us?

It’s hard to tell if we have had any significant and lasting uplift in volunteering over the last year. Data from different sources is collected differently and often hard to compare. Informal volunteering – which many suspect has boomed – is always hard to track, not least because few people doing it see it as volunteering.

Some studies suggest a drop in volunteering during the second and third lockdowns in England. Some suggest an unsurprising drop in volunteering by older people and a recovery to pre-pandemic levels of volunteering by 16-24 year olds after an initial spike last spring.

To me, debates about the changes in the number of volunteers aren’t that helpful. As usual we’re reducing volunteering to a numbers game. Far more important is whether those who have given time in the last year had a good experience doing so.

  • Did they find it fulfilling and rewarding? Why?
  • Was it easy to get involved and make a difference quickly? Why?
  • What can we learn to make volunteering a more accessible and rewarding experience in future?

The answers to those questions (and others like them) will help us truly learn from the last year and change our approach for the better in the future.

2 – A better balance when it comes to risk

Pre-pandemic we had become an increasingly risk-averse society, sector and profession. We’d check and screen volunteers, often beyond what’s actually required, for fear that they might do something wrong. We seemed to place less trust in our ability to attract and place the right people into the right roles than we do in the reams of paperwork we generate.

That all changed in March 2020. Yes, much volunteering was put on hold to minimise the risk of exposure to the virus amongst volunteers. But we also know that volunteering happened without the bureaucratic trappings we have all become so used to. Why? Because the benefits to society of stripping all that back outweighed the risk of doing nothing.

I have often spoken about how I applied and was approved as an NHS Volunteer Responder in less than thirty-six hours. Five minutes on a smartphone was all it took for me to be green-lit for the kind of role that a month previously I’d have had to be checked and screened intensively for.

700,000 people had a similar experience. To my knowledge, there has been no significant safeguarding issue amongst the 300,000 who subsequently went on to be given something to do.

It is my sincere hope that we learn from this and strive to get a better balance between our safeguarding obligations and the bureaucratic trappings we previously created for volunteers.

Volunteer Involving Organisations need to place greater trust in the competence of well selected and trained volunteers and the competence of those who lead them, rather than simply returning to a liability screen made of paper, forms and disclaimers. As Seth Godin put it recently, we need appropriate caution, not an abundance of caution.

Volunteer engagement needs to be safe and more frictionless. =

3 – The importance of infrastructure

Whilst the aforementioned NHS Volunteer Responder scheme has played a vital role during the pandemic, it also highlighted the problems of a national, top-down solution to meeting community need. I was one of the 400,000 initial applicants who frustratingly received nothing to do as the supply of tasks lagged behind the supply of volunteers, in some places by many months.

The conventional narrative is that local action had more impact. Many mutual-aid groups have been rightly heralded for their responsiveness and efficacy. Yet we also know that this has been enhanced when those groups have connected with local infrastructure organisations who can help co-ordinate and direct support for maximum efficiency and effectiveness.

But for me national, local, top-down, bottom-up: such debate misses the point. We need an effective infrastructure supporting civil society and local action. What we have is immeasurably weaker thanks to a decade of austerity and funding cuts. That has to be reversed.

We also need to recognise that infrastructure isn’t physical asset like a building, it’s people. People who know their community, who build relationships and trust. Who strengthen bonding and bridging social capital. It’s going to take time to rebuild what we’ve lost since 2010 and hopefully the pandemic is the impetus to start rebuilding now.

4 – A vital role for leaders of volunteer engagement

Back in my first blog post of this year I wrote:

“I look back in pride at our profession. At leaders of volunteer engagement who overnight faced and embraced many of changes we thought we weren’t going to have to deal with for a few more years: seismic demographic shifts; rapid adoption of technology; a switch to remote and flexible volunteering; the list goes on. ”

The Covid-19 pandemic has shown what leaders of volunteer engagement can do when we have to. As the imperative we’ve lived with for a year dwindles when this (hopefully) last national lockdown starts to ease, we must not take our collective feet off the gas. We must re-double our efforts to capitalise on the opportunities to influence and shape our organisations – and wider sector – for the future.

Our sector and Volunteer Involving Organisations can’t return to life as it was in the first two months of 2020. New thinking and new models are needed. Leaders of volunteer engagement have a vital role to play in that re-imagining and it’s up to each and every one of us to make sure our voices are heard.

5 – An uncertain future

Will we forever live in a world of virtual meetings?

What will events, conferences and public gatherings be like when we can finally mix freely again?

Will volunteering re-bound or be slow to recover, as seems to be the case in Australia?

In a challenging economic context, is fundraising our way out of trouble a realistic option or will donated time become the most valuable resource at our disposal?

Will the post-pandemic office and work environment be geared solely around paid staff or will volunteers factor in future workplace planning?

These and many more questions will need thinking through and answering in the coming weeks and months. Are we making the space to do this and are we sat at the right tables to contribute to the discussions?


What do you think?


What would you add to my list of five reflections?

What questions do you think we need to consider in our uncertain future?

Leave a comment to share your thoughts.


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Photo by Edwin Hooper on Unsplash

Is this the biggest issue holding back the volunteer engagement profession?

Is this the biggest issue holding back the volunteer engagement profession?

In the autumn of 1998 I travelled to the North London campus of the University of Westminster to attend an event that changed my professional life.

CSV (now Volunteering Matters) had organised the first ever Institute for Advanced Volunteer Management (IAVM). A small group of Volunteer Managers (no more than fifty I think) met for three days to learn from international leaders in our field. Susan J Ellis, Steve McCurley, Rick Lynch, Arlene Schindler were the faculty I can clearly remember being there for this revolutionary learning opportunity.

I can recall the first day’s schedule clearly. A three hour workshop with Arlene Schindler on ‘The Philosophy of Volunteering’, then six hours (!) with Steve McCurley and Rick Lynch on advanced volunteer recruitment. Just think about that – nine hours of in-depth learning in small groups. Not your typical conference schedule – no keynotes, no one-hour sessions where you barely learn anything or get a chance to reflect with others on the application of what’s been shared to your work.

CSV went on to run many more IAVM events over the next few years. Eventually the format resembled that of a typical conference with more attendees and shorter sessions, I suspect because of the economics involved. The cost of bringing together an international faculty of respected trainers and providing a decent venue was unlikely to be met from the fees of a deliberately limited number of attendees.

Then, one year, IAVM didn’t happen. It’s never happened again since.

Other countries tried the concept. I was privileged to be on the faculty of two IAVM’s in Battle Creek, Michigan, USA in 2000 and 2001. Both great events put on by the local Volunteer Centre, but they never happened again.

Perhaps the most success that anyone had outside of IAVM was Australian colleagues Andy Fryar and Martin Cowling. They ran a number of advanced volunteer management retreats in Australia and New Zealand, one of which I was fortunate to be on the faculty for in 2009. Keeping close to the original concept, the retreats limited the number of participants, with people having to apply to attend as demand outstripped the places available. Eventually these retreats stopped too, in part due to the limiting economics.

As far as I am aware there has been no dedicated event aimed at advanced level of volunteer engagement professionals anywhere in the western world since 2013. This doesn’t mean what is still on offer for our profession isn’t good – I attend many events and conferences (well, I used to before Covid-19) and there are some wonderful learning and network opportunities available. But are we being held back as a profession because of the lack of focused, advanced learning opportunities?

I think we are. I may have been in this wonderful world of volunteer engagement for over 26 years but that doesn’t mean I don’t have anything left to learn. I’m unlikely to find that learning at a conference or event geared towards people just starting out though. And I’m not alone.

The 2021 Volunteer Management Progress Report found that 29% of respondents had more than twenty years experience in volunteer engagement.

Whilst length of service is only one way to determine if someone is advanced in our field (a discussion worthy of an article in it’s own right perhaps?) this data gives a clear indication that there is a population of Volunteer Engagement Professionals who might not be being best served by current learning and development opportunities for our field.

Without such advanced learning opportunities, isn’t there a risk that practice stagnates and innovation opportunities are missed? Might we also be running a risk that some of our more experienced colleagues get bored with our profession, taking their insights and knowledge elsewhere? In short, is the lack of advanced learning opportunities holding the wider profession back?

As I say, I think so.

What, then, can we do about it?

As I suggested earlier, putting on an IAVM style conference or retreat is difficult financially in the best of times. With the restrictions on life from Covid-19 and the associated difficult economic climate, it may be almost impossible.

Might an online solution be a way forward? There would still be a cost but, without venue, catering and accommodation considerations it might be more viable. We’d need, however, to ensure the learning environment works online compared to intense, small group face-to-face learning of the kind IAVM provided.

Even with this option, would organisations fund their Volunteer Managers to engage in advanced learning? As budgets shrink, spending on training and development will likely be an early victim. Sadly, Volunteer Engagement Professionals rarely seem willing to invest personally in their own development, so without organisational funds even an online, reasonable cost option may not work out.

Where does this leave us? Well it’s not exactly a positive outlook is it? But that doesn’t diminish the importance of the issue. We need advanced learning opportunities for our field.

So I’m going to commit to finding a solution that will work and I want to hear from you in the hope that you’ll join me.

If you’re a trainer or consultant who wants to be involved then please get in touch.

If you’re somebody who would want to attend and participate please get in touch.

If you’re an infrastructure body who wants to be a part fo this then please get in touch.

Let’s make this happen together.


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Where next for volunteer rights?

Where next for volunteer rights?

Ten years ago I was working as a Director at Volunteering England and one of my responsibilities was to provide the secretariat for the Volunteer Rights Inquiry (VRI). It’s hard to believe that so much time has passed since this important and groundbreaking piece of work was done and I can’t help but wonder if much has actually changed in ten years?

I suspect not. Otherwise, why would the the UK government have felt it necessary last year to consult on changes to the Equality Act, putting volunteers on an equal footing with employees when it comes to sexual harassment? NCVO provided a briefing on the changes and engaged with the sector before producing their consultation response.

As was clear from the NCVO documents, volunteer rights remains an emotive issue and one that seemingly won’t go away. We may not have the high profile cases we had ten or so years ago, but I’m sure the problems still exist, whether it’s from poor management, serious abuse and harassment, or a whole range of other experiences in between.

Disappointingly the 3R Promise that resulted from the work of the VRI (see details below) seems to have been largely forgotten. The list of signatories is still there on the NCVO website but the momentum has been lost, as has the Call to Action progress group who were tasked with keeping this issue live.

The 3R Promise was an opportunity for Volunteer Involving Organisations to get their houses in order. The Inquiry was clear that in the majority of cases it wasn’t Volunteer Managers who were to blame for poor treatment of volunteers. It was other paid staff (often in management and senior leadership positions) and trustees (volunteers themselves!) who were at fault. Poor treatment of volunteers isn’t an issue to simply be fixed by better volunteer management practice or increased take up of Investing In Volunteers.

I never tire of saying it – effective volunteer engagement is an issue everyone needs to take responsibility for in a Volunteer Involving Organisation, not just the Volunteer Manager.

There were plenty of voices during the VRI process calling for an independent complaints body or ombudsman to take responsibility for the issue. That path wasn’t taken. Instead VIOs were given a chance to take responsibility and improve their practice against the principles of the 3R promise:

Ten years on, how does your organisation measure up? Do you do all of these things consistently? Was your organisation a signatory to the promise back in the day? If it was then it made a public commitment to do all these things, so feel free to use that leverage to get it back on the agenda with senior management!

Given the UK government’s stated approach to the Equality Act as a means of securing protection for volunteers against sexual discrimination, perhaps the 3R Promise, self-policing approach has had it’s day? But does that mean we go straight to legislation, establishing protection explicitly for volunteers within primary legislation? I’m not so sure.

First of all, legislation doesn’t solve the problem. Legislation means that when problems occur there is a route to resolution that is available to volunteers. We’ve had anti-discrimination for employees in the UK for many years but that hasn’t stopped employers discriminating. Why then, do we believe that legislation will stop the poor treatment of volunteers?

Second, legislation would require parliamentary time to introduce. With everything the UK government has on right now, would this time be found?

Thirdly, I believe legislation could be counter-productive. Legislative requirements will only make volunteer engagement more bureaucratic and employment-like. This is at odds with a more frictionless approach to volunteering during the pandemic and risks driving people away from volunteering.

Legislation would also increase risks and costs for Volunteer Involving Organisations as they have to comply with any new legal requirements – do we really want to be placing more of a burden on these organisations given the Covid-19 driven challenges the face today?

So, what is the way forward?

There is no simple answer. The resource isn’t there for a new statutory body to stand up for volunteers when they are treated badly. The resource is also lacking for a self-regulatory body, as is the will for such an approach – self-regulation of fundraising only came about because government threatened statutory regulation if fundraisers didn’t get their house in order.

The Charity Commission might seem a natural place to turn, except they have seen considerable cuts to their budget in the last few years. Furthermore, a significant number of volunteers don’t ‘work’ in organisations that come under the Commission’s regulatory remit. Finally, in my experience, the Commission’s knowledge of volunteering is pretty woeful.

How about NCVO (and its sister bodies across the UK), the Association of Volunteer Managers, or some other sector infrastructure body? Most sector infrastructure bodies represent organisations not volunteers, which puts them in a potentially difficult position: would they side with individual volunteers against their member organisations, effectively ending up policing and potentially ‘punishing’ their own members for poor practice? And, as noted with the Charity Commission, what about all the Volunteer Involving Organisations who aren’t in the voluntary sector, who polices their practice?

Do we need another Volunteer Rights Inquiry? Updating the report might give it some more contemporary clout but the core of the original Inquiry’s work is probably still valid. The priority must instead be what we do about the issues it raised, not rehashing the same old issues, especially given that the resulting 3R Promise has been largely forgotten.

A few years ago I wrote that what we need is somebody to step up and start a debate about how to proceed. Somebody who can ensure the discussions don’t become a talking shop but a forum for change and action, a platform from which we can try to eradicate poor treatment of volunteers rather than reply on a legislative sticking plaster imposed on us by others for when things go wrong. I don’t see a body with the will and credibility to provide such leadership today. Maybe I’m wrong – I hope so.

Whatever gets done and whoever does it something must happen. Allowing poor treatment of volunteers, however isolated, is something we must never be comfortable with.


What do you think is the way forward? Please share your thoughts on what should happen next and who might take the lead on this issue.


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Hospice volunteering during the COVID-19 pandemic

Hospice volunteering during the COVID-19 pandemic

This article is a guest contribution from Rhiannon Wheeler, Voluntary Services Development Manager at St Wilfrid’s Hospice in Eastbourne, England. I found Rhiannon’s account of managing volunteers during the global pandemic insightful and inspiring – I hope you do too.


‘We couldn’t do it without you’ is a phrase you hear frequently in the third sector. At St Wilfrid’s Hospice Eastbourne, the past few months have proved more than ever that we really couldn’t have served our patients and community as we have done without our volunteers.

Looking back over the time between March and today, volunteers have played a key role in the COVID-19 response and I feel both proud and grateful to work for an organisation that has included them in our efforts every step of the way, and all for the better.

When the pandemic started

Back in the early days of the pandemic, a planning group was set up at St Wilfrid’s. Led by the Chief Executive and involving the leadership team and hospice managers, the Pandemic Planning Group (PPG) met daily at 9.30am to assess new guidance, review our provision and make fast decisions on next steps. Representatives from each department were involved to ensure clear communication of onward plans and that all risks and resources were considered. My inclusion in the PPG meant that I was able to contribute to decisions made about volunteering and work with key colleagues to action these quickly.

As the pandemic began to take hold, many volunteer roles were stood down as the hospice focussed on its core services. When volunteers over the age of seventy and those whose roles, at least temporarily, ceased to operate were sent home, there was a scene that I am sure feels familiar to many volunteer involving organisations: a mix of upset, some protest, and a degree of relief from those happy to have had the decision made for them.

Where possible, services were adapted so that volunteers could provide support over the telephone or video link. Albeit with depleted numbers, three volunteer roles continued to operate on the Inpatient Unit (IPU) in the hospice building: Hosts, Ward Clerks and Young Clinical Volunteers (YCVs). The question that was revisited in the PPG several times was: should we send these volunteers home?

Why we continued to work with volunteers in the hospice

Along with everybody else in the world, we were learning about a new disease and how it spreads. We were supporting very vulnerable patients, some with a positive COVID diagnosis and working tirelessly to ensure there was adequate personal protective equipment (PPE) in place.

On the one hand, there was and remains to be, a potential risk associated with any face-to-face contact with others. Hosts provide meals, refreshments and companionship to patients on the IPU and welcome visitors. YCVs carry out all sorts of clinical support tasks where close contact with patients is part-and-parcel of the role. We knew that despite all our best efforts to protect people, we were exposing volunteers in both roles to risk (and the guidance wasn’t yet clear about whether volunteers in this context were considered key workers).

On the other hand, volunteers were telling us very clearly that they wanted to be there. They were aware of the risks and well informed about what had been put in place to protect and support people. Any volunteer that chose to step back from their role was supported to do so.

Standing down all volunteers would have had a knock-on effect on the IPU. The Nurses and Healthcare Assistants, already stretched, would have had to pick up the additional tasks that the volunteers usually do, and this would have impacted on the support provided to patients.

Ultimately, it felt right for us to continue to involve volunteers in the front-line pandemic response effort.

What we did

Careful language: It was important that we were inviting volunteers to make a decision that was right for them and not because they felt guilty or that they should be volunteering. All communication reiterated this.

Clear communication: The Chief Executive (CEO) sent weekly email and video updates to all volunteers throughout the pandemic period. One email very gently explained that if volunteers who had previously stepped back due to age or other factors wished to return, we would be willing to open a conversation with them about this. Voluntary Services hosted a virtual forum over Zoom so that volunteers could ask any questions they had about life at the hospice and what to expect.

Provide volunteers with all the facts: A thorough risk assessment for the hospice building was emailed to all employees and volunteers along with a Volunteering During Covid-19 information pack with FAQs.

Welcoming back the over 70s: We knew that many volunteers aged over seventy were itching to return once this was possible. We understood the additional risk factors but it felt overly paternalistic to have a blanket ban. Towards the end of May 2020 we began to discuss whether and how we could invite them to return and after a joint decision at the PPG, we quickly put a process in place to make this possible.

Create space for an open conversation about how people feel about volunteering: Acknowledging that each person’s risk factors are unique, an individual risk assessment checklist was devised. All new or returning volunteers are now required to complete an individual risk assessment over the phone with someone from Voluntary Services or their manager. Broad and honest conversations uncover how people feel about volunteering during this time based on their own context and balanced against current facts. The conversation also offers volunteers the opportunity to ask questions or share any concerns or anxieties they may have before reaching a decision about whether and how they will volunteer.

Continue to check in and support decisions to step back: All new or returning volunteers are met by their manager on their first shift and provided with an induction including training on PPE and infection control. Volunteers are always offered the chance to opt in or out of tasks and understand that they can step away at any point.

Working with COVID- 19 positive patients: Initially, only employed team members worked in the isolated rooms. However, the Hosts soon noticed that the Nurses and Healthcare Assistants were exhausted and wanted to help. Some suggested that they could support patients in isolated rooms and following conversations with the clinical director and at the PPG, this was agreed.

Host volunteer Gill was asked if it worries her working with patients in isolation:

“Not at all, it feels completely safe. Doing what we do is nothing like being a Nurse. As Hosts we work together in pairs, which helps as we are able to look after one another as well. There’s no time pressure; we have plenty of time to put PPE on and take it off without rushing and also have time with the patients when needed.”

Why it worked

Well established roles pre-pandemic: we have had volunteers operating on the IPU for many years now and embedded routines that were easy to adapt. The Hosts and YCVs were confident in their roles and well supported and valued by the clinical teams. It wouldn’t have worked if it hadn’t been working well already.

One team, one uniform: At the start of the pandemic, all employees and volunteers who entered the building were provided with scrubs and appropriate PPE. Volunteers and employees adapted to this together and feedback has been positive about the sense of comradery that this brought about.

Continuous review: Risk assessments and processes were continuously reviewed against the latest Government guidance and any changes communicated. We routinely questioned whether to introduce blanket polices about who can volunteer and how, but each time have returned to taking a flexible and personalised approach to this. Volunteering at its core, is about people choosing to contribute after all.

Strong leadership and communication: The PPG ensured that decisions were made as a team and different views about risk, process and policy were explored and discussed. From the top down, everybody was included in decisions and nothing was hidden from anyone.

I had a place at the table: All decisions had to be agreed and actioned quickly. As the Voluntary Services Development Manager, I was able to bring my knowledge and perspective to the discussion and I knew what was needed to progress plans.

Everybody had their eyes open: Our processes have been guided by the information available and what individual volunteers feel comfortable with for themselves and their situation. Clear, open and honest communication from the outset has helped to establish trust in the decisions made.

Making ourselves available: Volunteer managers and the Voluntary Services team are in regular contact with volunteers and invite open conversations at any point.

New models that can be replicated for different roles: Since introducing these processes for IPU volunteers, we have adapted the same process for inducting volunteers back into other roles and activities. Retail volunteers returned the same day shops in the UK were allowed to open and we have begun to re-initiate some volunteer community befriending visits as well as some other volunteer involving support functions.

Learning points

On the 18th June I received the phone call I had been dreading. Three volunteers who had been active in the hospice had tested positive for COVID-19; two hosts and one YCV.

Despite wearing appropriate PPE and following correct protocol, all three had spent some time with a patient who had a false-negative test result. A few days later, another volunteer who had been working in isolation rooms with patients who had a positive COVID diagnosis received a positive test result.

We couldn’t know for sure whether the volunteers caught the virus from the hospice or from elsewhere (two of them had returned to work around the same time) but of course we reported the incidents through the appropriate channels and reviewed our processes accordingly.

We knew that our processes were strong and for the three months up to this point we had managed to contain the spread. Until this point, no patient, volunteer or employee had caught the virus from the COVID-positive patients we had cared for.

This all happened in a very small window of time and coincided with the time that lockdown began easing and people started to go back to normal life. It led to a tightening up of visiting restrictions and some further work to cement a culture of strong adherence to physical distancing and infection control.

Regular contact was kept with the volunteers while they were recovering and all four wanted to return to their roles once they were well enough and had finished their period of self isolation.

On their return, there was a knock to confidence for these volunteers and some anxiety that they had done something wrong. Extra support and ongoing reassurance, regular breaks and shorter shifts soon got them back into the swing of things.

Dancing with doctors

Despite some ups and downs (I believe it’s called a corona-coaster!) and a mountain of work to keep things going, the whole experience of how we engaged with volunteers has been worthwhile and their contribution has been invaluable.

Feedback from the volunteers has been overwhelmingly positive. Managers helped to create a calm and supportive atmosphere and the small things made a big difference. The radio was always on and there was lots of singing and some occasional dancing with passing doctors. A previous feeling of ‘them and us’ has been replaced with a mutual respect for each other’s roles in one big team.

While acknowledging the insurmountable awfulness of the COVID-19 pandemic, volunteers have told us they look back on the past few months as a really positive time and feel that they were part of a unique and meaningful experience. The challenge now is to make sure we keep it going as we progress through this ‘new normal’.


Rhiannon Wheeler works as the Voluntary Services Development Manager at St Wilfrid’s Hospice in Eastbourne. Previously working in education and youth work, Rhiannon has been involved in volunteering for over 20 years, either as a volunteer herself or in roles where she has supported others into volunteering or social action. You can contact Rhiannon via email.

St Wilfrid’s Hospice serves a population of 235,000 people covering an area of around 300 square miles. Expert teams help people to live well until the end of their lives and provide support to their family and friends. Care is provided both in the hospice and increasingly in people’s own homes.

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Technology and the changing role of volunteers

Technology and the changing role of volunteers

Last year I wrote the articles “Technology & its impact on volunteer management to date” and “Technology and its impact on volunteer management in the future”. Since then we’ve had a global pandemic which has got us all embracing new ways of using technology, both personally and professionally. But has technology transformed the act of volunteering during 2020?

In some ways, the answer is yes. More attention has been given to virtual volunteering than at any time since this way of giving time first developed some thirty five years ago. Perhaps more people have used an online platform to facilitate their in-person volunteering, for example signing up as one of the UK’s NHS Volunteer Responders using the GoodSam app? And I’m certain more volunteers than ever have done some form of video calling via a platform like Zoom, either to do their volunteering and / or to attend support meetings, volunteer social events etc..

I’d argue, however, that whilst these tech driven changes to volunteering are important, they are not really reflective of the scale of change that could happen. Take, for example, the decision by Microsoft earlier this year to replace human journalists with AI content curation. That’s a pretty fundamental shift in the role of paid staff, way beyond those people communicating remotely whilst working from home or applying for their job online.

It’s also a shift that could be coming to volunteering. Yes, that’s right, technology replacing volunteers! This is something I touched on last year when I discussed autonomous vehicles and volunteer drivers, but since then other examples have appeared.

Consider the announcement in February 2020 that the Massachusetts Institute of Technology has developed an ‘text generating system’ that can accurately and effectively update content on Wikipedia. The AI even ensures the grammar and style of the text it adds matches what was there before. It’s not a stretch to think that before long thousands of volunteer Wikipedia editors will no longer being needed.

It’s also worth reflecting on the UK government’s investment in technology to transform the care system. Reporting on this in 2019, CNBC stated:

“The scheme, backed by funding of £33.9 million across five years, could result in the development of sophisticated “care robots” which would be deployed to assist the elderly. Actions that could potentially be taken by such robots include helping people up after a fall, making sure medication is taken, and delivering meals.” – CNBC, October 2019

In a world more aware than ever of the risks of disease transmission from human contact and where people in care have been hard hit by the Covid-19 pandemic, it’s not difficult to see volunteers in the care system being replaced by so called ‘care robots’.

If all that seems a little far fetched, just think about the growing use of drones for household deliveries. This could be used right now to replace the work of volunteers who delivered food and medicine to vulnerable people during the pandemic lockdown earlier in the year.

“The drone company Manna Aero, which began fulfilling takeout orders in Dublin at the end of March, also got permission from Ireland’s aviation authorities for a trial to deliver prescription medications to elderly and immunocompromised people in early April” – Slate.com, April 2020

Given how important and high profile such volunteer roles have been this year, the introduction of current drone technology could be transformative in the development of post-pandemic volunteering.

You may now be thinking something like, “OK, I get it, but our organisations need volunteers, they are fundamental to our work, we can’t just replace them with technology”. I agree, but consider:

  1. Organisations generally don’t exist to give people an opportunity to volunteer. They exist to fulfil a mission. If they can do that in a different and potentially more effective (and cheaper?) way then why not embrace technology?
  2. During lockdown, some organisations that previously proclaimed they couldn’t do their work without volunteers stopped all volunteering. That’s right, volunteers were so integral to the work that they could all stop whilst the organisation kept on going! In that context why wouldn’t a different way of doing things be considered?

Put it all together and I have to ask, if we faced another global pandemic in ten years time, would volunteers be as needed as they were in 2020, or would technology have replaced them? Will it even be ten years and need a global crisis – is technology coming for our volunteers sooner than we think?

The changing role of Volunteer Engagement Professionals

Back in January (which feels like at least a year ago now!) my Canadian friend and colleague Erin Spink published “Top 20 Ideas in Volunteer Engagement for 2020”. This free eBook featured short essays from a global mix of Volunteer Engagement Professionals (VEPs) and thought-leaders (myself included). Contributors explore trends, the evolution of our practice and the need to reframe our role and I highly recommend reading the eBook, if you haven’t already.

For me, one of the recurring themes is a questioning of the role of VEPs. Specifically, a need to move from the comfort of doing the day-to-day, process driven, ‘cat-herding’ of volunteer management administration, to a more strategic and aspirational leadership role.

Here are two examples from the book to illustrate this:

”For years I’ve been asking volunteer leaders to define what they understand their core role to be – and without doubt, the same set of responses follow; recruitment, selection, screening, training, retention and a few essential management functions. I’ve constantly argued that this both over simplifies and limits the role of volunteer management, and while this viewpoint may have once been an accurate reflection of volunteer leadership, the undertaking of these tasks does nothing more than keep the Volunteer Manager incredibly busy and nowhere near as productive as they might otherwise be…In short, I believe that the ‘core’ role of the volunteer leader has changed forever and it’s time to re-define our core function and understand our roles in a different light!” (Andy Fryar, page 6).

“We all know that volunteer engagement professionals wear many hats, yet that doesn’t mean we alone should be responsible for volunteer engagement. If volunteer engagement is truly to be embraced as an essential strategy for mission-fulfillment, then the multifaceted responsibilities of engaging and supporting volunteers cannot live with the engagement professional alone. When organizations commit to engaging volunteers as a strategy critical to achieving mission, volunteer engagement professionals do not personally recruit, screen, train, support, recognize, and manage the volunteers. Instead, they lead by equipping colleagues in other departments to engage and manage volunteers in their own areas – much as Human Resources departments equip others to be effective managers.” (Beth Steinhorn, page 21)

This shift to a more strategic approach by VEPs is something that’s been talked about for a few years now, so it is encouraging to see that focus being sharpened in Erin’s eBook. It’s a theme that has particular resonance in our Covid-19 affected world, something none of Erin’s contributing authors could have foreseen when they were writing their essays in late 2019.

As I recently argued on this very blog, organisations are going to need VEPs like never before in the world after the pandemic. Setting aside the clarity of hindsight, there are lessons to learnt as to why we weren’t as ready as we could have been when Covid-19 struck. Looking forward, the situation is unclear – the post-pandemic context will be for volunteering and VEPs is still being revealed.

There will be administrative issues to tackle. Thousands of people who quickly mobilised as volunteers with few bureaucratic obstacles in their path will not thrill to our reams of recruitment and selection paperwork. Online systems and quick, seamless communications tools will be expected where before we may have gotten away with offline systems that were slower and clunkier. We will need to re-frame our risk management systems to accommodate new concerns about the virus, ensuring volunteers are kept safe and able to supply robust contact tracing information where required.

There are, however, more significant changes that will be needed to underpin all this. As the quote from Beth Steinhorn stated earlier said, “the multifaceted responsibilities of engaging and supporting volunteers cannot live with the engagement professional alone”.

According to the 2020 Volunteer Management Progress Report, before the pandemic, only 25% of VEPs were 100% focused on volunteer management. Those roles need protecting from job and budget cuts so organisations have the skills, knowledge and resources at their disposal to help everyone adapt – VEP’s influencing skills may be called on as never before!

The other 75% of Volunteer Managers who were unable, pre-pandemic, to dedicate so much of their time to effective volunteer engagement, will need supporting and resourcing to dedicate put more into their VEP duties. Making this case to organisations as budgets shrink and fundraising effort struggle will be a challenge we need to rise to.

All VEPs will need to give significant attention to supporting colleagues across their organisations to embrace working with volunteers, delegating the nuts-and-bolts workload required to get people recruited and deployed effectively. VEPs will also need to analyse and adapt to the shifting organisational requirements of post-pandemic society, reflecting on how those match or conflict with shifts in how, when and why people may want to volunteer. This strategic juggling act will be a key priority for VEPs if organisations are to truly harness the potential of volunteering.

In recent months I have found myself repeatedly quoting Albert Einstein who said, “The significant problems we face cannot be solved at the same level of thinking we were at when we created them”. Just as these words effectively summarised for me the themes of Erin’s eBook before I’d ever heard of Covid-19, so they clarify the even greater challenge now facing volunteer engagement professionals in our brave new world.

I know we are up for that challenge and I look forward to seeing how we will, together, rise to meet and overcome it.