The pros and cons of passporting

The pros and cons of passporting

Late last year, The Daily Mail joined with Helpforce to launch a fresh call for people to volunteer within the NHS. Shortly afterwards Matt Hancock MP, the UK government’s Health Secretary, called for the introduction of a volunteer passport. He said:

“I want to make it easier to volunteer in the NHS. I want to introduce a volunteer passport so that the checks that it’s important people undergo can be done once and then somebody is approved and trained to work as a volunteer in any setting. At the moment if you have a background check it’s for a particular role. It should be based on the need for a particular person and then that could be taken across the NHS.”

What then, are some of the pros and cons of such a passporting scheme?

Potential benefits

The obvious one is that a volunteer passport could help to reduce bureaucracy and make it quicker and easier for people to start volunteering. Instead of it taking three-to-six months from submitting an application to a volunteer starting in their role, the aspiration is to get this down to one month.

I have written before about the risk avoidance culture in many Volunteer Involving Organisations, a culture that creates barriers for people because paid staff view volunteers simply as well-meaning but incompetent simply because they are unpaid. Arguably, this culture is just as – if not more – prevalent in the NHS than the voluntary sector.

If this passport scheme tackles the excessive barriers many volunteers face, then it will be a very valuable tool in public sector volunteer engagement.

There is also the potential for such a passport to make it easier for volunteers to move between different volunteer roles more seamlessly. Instead of re-checking someone when they switch their volunteering to another department, the passport would credential the volunteer, enabling them to get started straight away.

Equally, if someone is doing a volunteer role in the NHS at one end of the country but moves house to the opposite end of the country, they should be able to move straight into a similar role near their new home without new checks and assessments being conducted. In fact, if this passport could be extended beyond the NHS it may well revolutionise the bureaucracy involved in all volunteer recruitment!

Potential challenges

First, who will conduct and pay for the initial volunteer screening and how will the quality of that process be assessed? Somebody has to do the first set of checks on a volunteer and conduct any induction training that the passport will cover. This work needs to be done to a standard that all NHS bodies and regulators will agree to if the passport is going to fulfil its purpose. There will be a cost to this that will need to be covered – volunteering is freely given but not cost-free after all – and the money for this will need to found from already over-stretched NHS budgets.

Second, will everyone who volunteers in the NHS be screened to the same level, regardless of role? If so, then I would suspect that level will be the highest one possible. But do we really need someone staffing the tea bar to have a full-suite of criminal record checks conducted when they will never get near a patient on an unsupervised one-to-one basis? And wouldn’t this contradict the rules bodies like the Disclosure and Barring Service have in place about not conducting volunteer checks on people who don’t need them? Similarly, might this not cut across the Rehabilitation of Offenders Act which protects some people from having to disclose spent convictions when applying for some paid and volunteer roles?

Third, will a passport scheme on its own really address the ingrained cultural issues that regard volunteers as risky because they are unpaid? Might we not end up with well screened and trained volunteers working in the NHS who paid staff still look down upon and treat badly simply because they are volunteers? Tackling the operational barriers to volunteering such a culture creates is one thing, actually changing the culture in order to deliver a better volunteer experience is a whole other can of worms.

Fourth, technology has never been a strong point of the NHS. However good a passport scheme is, it needs to be built on sustainable, secure and reliable IT infrastructure, something the NHS isn’t known for. This is the institution that is only just phasing out fax machines and who still use outdated and un-secure versions of Microsoft Windows!

Finally, will there be any flexibility to allow for the importance of the human element of good volunteer management and screening? As one colleague from Australia commented when I shared this article on the Rob Jackson Consulting Ltd Facebook page:

“Volunteer Managers should still be allowed to make the reference check each time (if the role requires it). That chat to a previous Volunteer Manager can be vital to ensuring that the volunteer is in the right role for them and the organisation.”

Let me conclude by saying that I believe the Helpforce volunteer passport is a good idea and something worth supporting. It has real potential to make it easier for people to volunteer in and across the NHS. In fact, if it works, it may even set a model for a passport that could apply across other sectors as well.

It is worth the effort to try and overcome the challenges of these kinds of schemes so the benefits can be realised and I look forward to seeing how the plans develop over the coming months.

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Gaining buy-in for your volunteering programme by working with your CEO – The Myton Hospice story

Happy new year! To get us started for 2019 we have a guest post, the story of how a Volunteer Manager successfully influenced for more resource and support to be dedicated to volunteer engagement in their organisation. I hope this story encourages and inspires you as the new year commences and we look to how we can strengthen volunteering in our organisations over the coming months. Enjoy!


Charlotte Witteridge, Head of Volunteering Development & Ruth Freeman, 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 & 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.

My Story…

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.

The Reality

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.”

Our Outcomes

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.”

The Future

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.”

Having been through this journey, it is an honour to have been appointed to lead our volunteering team and I can’t wait to make our plans for volunteering a reality!

Three reasons why do I do this every day

Three reasons why do I do this every day

“Why do I do this every day?” It’s a question I haven’t properly asked myself since the early days of Rob Jackson Consulting Ltd back in spring 2011. It’s a good question to ask ourselves every now and again. Our friends at Realized Worth celebrated their tenth anniversary earlier this year by asking and answering that question. Inspired by their example, and as a way of reflecting as 2018 draws to a close, this post is my attempt to answer that question afresh.

But first, let’s address the potential elephant in the room.

An elephant. In a room.
An elephant. In a room.

I don’t do what I do for the money. Well, that’s not strictly true: I do need to pay the bills just like anyone else. But some people think that consultants are out to make a quick buck from non-profits, that we are laughing all the way to the bank to top up our already healthy account balances.

David Dickinson holding money with the caption, "Quids In!".
David Dickinson holding money with the caption, “Quids In!”.

Let me assure you this isn’t true, not for me anyway. My take home income as a consultant is about a third of what it was in my last proper job and, thanks to combined VAT, Corporation Tax & income tax, my annual taxes are a much higher proportion of my income than they ever were when I was in full-time employment.

I love what I do, but I’m not in it for the money anymore than I suspect that anyone works in volunteer management or non-profits world is. None of us are buying a super yacht and mooring it in Monaco harbour!

A super yacht at sea
A super yacht at sea

So, if it isn’t for the riches, why do I do it? Here are three main reasons:

1. I have a passion for volunteering
2018 marked three decades since I started volunteering. It was at school and at 14 years old that I got the bug. I’ve volunteered ever since.

Volunteering has helped me in so many ways. I’ve made friends, gained new skills and done things I’d probably never have done otherwise.

I want volunteering to be such a transformational experience for everyone.

No matter who you are, there should be an opportunity for you to do more than you have to, because you want to, for a cause you consider good (credit to the late Ivan Scheier for my favourite definition of volunteering). You should have as much chance as anyone else of being exposed to experiences that will change your life as you change the life of others.

When I wake up in the morning that’s what drives me out from under the warm cosy duvet and gets me in front of the computer, or standing in front of a training group, or working with a consulting client. That belief that today I can help make it easier for someone to volunteer and make a difference for themselves, their community and the world.

A neon sign saying passion
A neon sign saying passion

2. It’s a lifestyle choice
I used to commute to London every day from Lincolnshire. When the trains worked it was a three hour round trip every day. When the trains didn’t work, I was stuck 100 miles from home with no alternative route back. For a third of the year I didn’t see my house in daylight. I did that for six years. I’d rather not do it again.

Of course I still travel. Recently I was training in North Wales. The ten hour round trip on the railway (with the associated stress of missed connections) and night away from my family was worth it to spend time with twenty-two brilliant people doing amazing work.

This time last year I had just finished a work trip to Australia and New Zealand. That’s a 20,000 mile commute, taking over two and a half days just to get there and back again. It was nine weeks away from home and family, eating alone and spending more time than is sensible in hotel rooms and airports.

But this morning my commute took me from my bedroom to my office at the foot of the stairs. This afternoon I get to take 45 mins away from my desk to walk the dog with nobody questioning my absence.

Being your own boss isn’t for everyone. The worry about where the money is coming from, being your own IT, marketing, communications, HR and finance department (to name just a few) comes with it’s challenges. But they are far outweighed by the flexibility, fun and enjoyment of doing what you love whilst still having time for the people you love.

My dog, a two year old cockapoo called Ruby
My dog, a two year old cockapoo called Ruby

3. I want to engage and inspire people to bring about change
2018 also marks twenty-four years since I started paid work in the volunteering movement.

Volunteer management is my vocation and my career. Through my work I’ve formed friendships that have lasted longer than any others in my life. I’ve travelled to countries I never dreamt I’d go to and I’ve worked with and for some of the most inspiring people I’ve ever met.

Volunteer management has seen some changes over those twenty-four years, some good and some not so good. But too little progress has been made. Many of the issues that concerned volunteer managers in 1998 still concern them today – risk, criminal record checks, whether we’re a profession, how to deal with problem behaviour, influencing senior management, whether we are the same as HR…the list goes on and on.

When I set up Rob Jackson Consulting Ltd 2011 I didn’t just want to do the basic volunteer management work: how to recruit a volunteer, how to deal with problem behaviour. I also wanted to get stuck into bigger issues. I wanted the work of people-raising to be regarded as as important as fundraising. I wanted volunteering to be a strategic priority for organisations, not just a casual afterthought. I wanted to expand people’s horizons beyond the accepted wisdom of our field, challenging assumptions, tilting at windmills and encouraging new thinking.

I’ve made some progress but there is only so much one independent consultant trainer and writer can do. That’s why the one sentence description of what I do is ‘Engaging and inspiring people to bring about change’.

I want to help everyone in volunteer management step up to the plate and advocate for volunteering and our profession.

I want to inspire, enthuse and equip people to feel confident in speaking up for volunteering, not just for the sake of it but because of a shared passion for the power of people doing great things in the world.

The word 'change' spelt out in jigsaw pieces
The word ‘change’ spelt out in jigsaw pieces

Why do you do what you do every day?

What gives you your get up and go?

Share your thoughts and reflections in the comments below or on social media with the hashtag #WDIDTED.


If you’d like to know more about Rob Jackson Consulting Ltd, what we do, our values and how we can help you then please check out our website.

We’d love to hear from you.

Why we’ve got it all wrong when it comes to volunteers and employment contracts

Why we’ve got it all wrong when it comes to volunteers and employment contracts

One of the enduring issues in volunteer management (at least in the UK) is the avoidance of volunteers working under a contract of employment. In fear of this, many organisations follow restrictive practices, increased bureaucracy, reduced scope for providing attractive benefits to potential volunteers, and allow wrong-headed thinking on the issue to predominate. In my view, it is time for this to stop.

Someone signing a contract
Someone signing a contract

Most conferences on volunteer management will feature a lawyer or other legal expert speaking on the issue. Whilst there are some good ones out there, most use the platform they are given to scare volunteer managers into submission. Whether ensuring nobody gets any possible benefit from giving time, or pontificating on what volunteers can and can’t do, Volunteer Managers are encouraged to put legal considerations before all else, rather than take a more considered and common sense approach, a situation not helped when boards and senior managers listen more to legal advisers than their own volunteer management experts.

A bit of background

The issue of whether a volunteer has a contract or not gained attention in the 1990s with a small number of high profile cases where volunteers successfully claimed they actually worked under a contract of employment. This entitled them to the same rights as any employee, enabling them to bring discrimination cases against the volunteer involving organisation.

Understanding this context is important because the creation of a contract of employment with volunteers is actually a risk issue. To my knowledge, in those 1990s cases, the volunteers who claimed employment rights were actually discriminated against by the organisations they volunteered for. Having no means of addressing this via their volunteer status, the individuals concerned had to claim under employment law as the legislation doesn’t cover volunteers. Yet if the organisations had treated these volunteers properly in the first place the contractual status of the volunteers would never have been an issue.

It’s all about risk

Rather than fixating on whether there is a possibility our volunteers might be entitled to contractual status as an employee, perhaps we should be focusing first on managing the risk that a volunteer feels so aggrieved with us that they want to claim employee status in the first place? In short, perhaps we need to practice risk management not risk avoidance!

Risk management involves four simple steps:

  1. What is the likelihood that this risk will occur?
  2. How severe would it be if that risk did occur?
  3. What could we do to minimise the risk occurring?
  4. What is the retained risk we are left with?

Risk avoidance takes the more nuclear option of not doing something just because a bad thing may happen (by the way, not all risk is bad). It is as naive as it is misguided – risk is an inherent part of life. If we wanted to avoid all risk we’d just shut up shop and stay in bed all day.

Someone lying in bed
Someone lying in bed

How then would risk management look when it comes to the issue of volunteers and employment contracts? Let’s consider those four steps again:

  1. What is the likelihood that this risk will occur?
    Twenty-three million people volunteer every year. There have been perhaps half a dozen cases of volunteers successfully claiming employment rights in the last thirty years. The implication therefore is that the risk is very low. So low it isn’t really worth considering.However, if your organisation; fails to invest properly in volunteer management; allows volunteers to be treated poorly by paid staff and other volunteers (including trustees); doesn’t have sensible policies in place around volunteer engagement; actively discriminates against volunteers etc.; then your risk is higher. But a volunteer still has to feel so aggrieved they want to seek legal recourse rather than just walk away.Either way you look at it the risk is still pretty low. Sadly, few organisations seem to look at this step in the risk management process, jumping first to the next step…
  2. How severe would it be if that risk did occur?
    The worst case scenario is that a volunteer takes you to an employment tribunal claiming employment rights, wins, then returns to tribunal with a discrimination case, and wins again. Aside from the resulting fines and sanctions possible under employment law, there is the potential for reputational risk and associated impacts on fundraising, future volunteer recruitment and negative media coverage. This is why many people rightly think the risk is pretty severe.Unfortunately, this is where the risk management process not only starts but also stops for many people. The risk is severe so they do everything they can to avoid it. But that fails to acknowledge the next step…
  3. What could we do to minimise the risk occurring?
    Considering the statistics alone, there is very little we can do to reduce the risk. Assuming six successful claims for employment rights happened in one year (and 23 million people volunteered that year) the percentage chance of you facing such a successful claim would be 0.00000026%! The only way to reduce that risk further would be to stop volunteer involvement altogether, a drastic solution to a minuscule problem.Instead, let’s focus on the other issues we raised in step one.Your organisation can minimise the risk of a volunteer claiming employment rights by; investing properly in volunteer management, perhaps employing someone who takes a sensible approach to these issues and has experience in the field; not allowing volunteers to be poorly treated, disciplining staff who do, and educating everyone about how to work well with volunteers; establish clear and well thought through policies around volunteer engagement that are regularly reviewed and consistently implemented; never discriminate against a volunteer.

    With the exception of the last point there will be a cost associated with all of these actions. That cost is an investment to manage risk, enabling volunteers to make a transformative difference to your work whilst reducing the potential of the serious liability identified at step two.

  4. What is the retained risk we are left with?
    The formula for working this out is pretty simple: we know the worst case scenario is bad; we also know the likelihood of the risk happening is very low; and we’ve identified sensible and implementable steps to reduce that likelihood further. I’d see the retained risk as low to medium as a result, although you may view it a bit differently depending on your circumstances and your personal and organisational attitude to risk.So we have a low to medium retained risk. With that in mind, how sensible does it seem to avoid involving volunteers in some roles (or altogether)? Or limiting access to things that might help with volunteer recruitment (such as access to training and skills development not directly related to their role) just because there is a vague chance it might cause a problem down the road? Pretty silly really isn’t it?

In summary

If I had to sum all of this up in one sentence it’d be this: Instead of focusing first on contracts and what creates them, let’s concentrate on treating volunteers well in the first place. Do that and the contract issues become less of a priority, not something to be ignored but certainly not something to be obsessed about. The result? Our work will be more enjoyable, and we will create a more impactful and fulfilling experience for our volunteers.

Useful resources

For some useful resources on risk management for leaders and managers of volunteers, take a look at a recent issue of Energize Inc’s Book Buzz newsletter.


Please note that I and Rob Jackson Consulting Ltd are not legal experts. We are sharing our experience of over twenty-four years in volunteer management and, as usual, challenging accepted wisdom. Please do take legal advice if you are in anyway unsure about the legal position in your organisation.

Make volunteer management great

Make volunteer management great

In June this year I was lucky enough to visit Australia to attend their National Volunteering Conference. As anyone who has made the journey ‘down under’ will know, the flight is the epitome of long haul.

Exhausted, having cleared immigration and customs, I relaxed into my taxi – the first comfortable seat I’d sat in for almost 24 hours – but rather than having a snooze I was shocked to see this giant billboard which loomed into view as we left the airport.

Clive Palmer political post - Make Australia Great
Clive Palmer political post – Make Australia Great

The poster – featuring Clive Palmer, leader of the nationalistic United Australia party – also included some wording my jet lag addled brain has since forgotten. Something along the lines of, “Keep Australia for Australians”. It was all clearly positioned so every international visitor to Sydney would see it as they left the airport. Welcome to Australia!

Of course, such nationalism is growing around the world and it’s not hard to see where the inspiration for the Australian poster came from.

Trump campiagn slogan from the 2016 US presidentisl election - Make America Great Again
Trump campiagn slogan from the 2016 US presidentisl election – Make America Great Again

The problem with both these slogans is that they imply Australia and America aren’t great and need to be made so. I’ve been to both countries on many occasions and, in my view, both are already great. I’ve always been impressed, amazed and inspired by the people I’ve met, the landscapes I’ve seen, and the cultures created by bring diverse people together as both countries have.

What has all this got to do with volunteer engagement leadership?

Well, as I reflected on the Make Australia Great billboard over the following days I started thinking about our quest for volunteer management to be a profession. It’s a topic that comes up at conferences, trainings and events around the world – when will volunteer management truly become a profession? When will Volunteer Managers be professionals just like our fundraising, Human Resources, Programme Management and other non-profit colleagues.?

Back in 2014 I wrote an article called, “Is our destination clear?” which suggested that we may not be entirely sure about what we mean when we talk about volunteer management being a profession. I stand by the points I made in that article (please do give it a read) but the Australian poster got me wondering if our mindset doesn’t play a big role in the professional standing of our field.

Australia doesn’t need to be made great, it already is.

America doesn’t need to be made great again, it already is.

Volunteer management doesn’t need to be made into a profession, it already is. Why? Because volunteer managers are professionals.

If we go around indicating we aren’t a profession then by extension aren’t we also going around implying we aren’t professionals? If that’s the case then no wonder our job equity with other non-profit professions suffers.

How can we take a more confident attitude towards our status as a profession? How we can advocate for the professional status of our field and for us individually?

Well International Volunteer Managers Day (IVMDay) is a little over a week away (5th November) and provides a perfect opportunity. This year’s theme is Time For Change. Perhaps one the big changes we can all make is to stop being so nice. I don’t mean we all become mean, rude and grumpy, but that we should use IVMDay to take a stand for our work as volunteer engagement professionals. We should commit to asserting our professional status every day, rather than unintentionally undermining it by asking when we will be seen as a profession. That way we will become the change we want to see.

Wouldn’t that be great?

Five questions about the new Starbucks ‘volunteering’ initiative

Five questions about the new Starbucks ‘volunteering’ initiative

Just a few weeks ago my attention was drawn to a headline in The Guardian newspaper, ”Paying employees to volunteer could be key to keeping millennial staff”.

The article reported on Starbucks who, in the USA, have partnered with the Points of Light Foundation to create an initiative designed to attract millennials to work at the coffee chain. As The Guardian reports:

“18-34 years old are quickly becoming the largest group of employees in the workplace. Business owners, both big and small, are trying to come up with innovative benefits to attract the best and the brightest people of this generation to their company as well as keeping existing employees happy and motivated.”

In response to such challenges, Starbucks is running a six-month pilot program where thirty-six employees in thirteen US cities will continue to get full pay while working at selected non-profit organisations for half the work week. These so called ‘service fellows’ will put in twenty hours at their Starbucks store and then another twenty hours at a local Points of Light affiliate. This non-profit will be doing work that aligns with Starbucks’ social impact priorities. According to The Guardian, the stated goal of the pilot is to accumulate a total of 17,000 hours work before the end of February 2019.

Having pondered this scheme for a few weeks, here are five questions I have about it.

Millenials sat round a table looking at their mobile devices
Millenials sat round a table looking at their mobile devices

1 – Is this really volunteering?

There are some people who do not consider any time given by any employee during the normal working day to be volunteering. The argument is that they are being paid by their employer and, as financial benefit is excluded from the definition of volunteering, such activity can’t be volunteering.

It’s not a viewpoint I agree with. If you are an employee, then your employer pays you for the time you take as holiday (it is sometimes explicitly called paid leave) but you wouldn’t consider yourself to be at work on the beach with a drink in your hand. Why should volunteering been seen differently?

But I digress slight. Getting back to the Starbucks pilot, it is interesting to note that the money being used to pay for the time spent working at non-profits will come from the Starbucks Foundation rather than direct from the company. Does this make a difference?

Similarly, when it comes to defining what they do as volunteering, if the millennial Starbucks employees participate of their own free will (and perhaps even choose the non-profit they will work with), does this exercise of free will help classify what they do as volunteering?

Will participating non-profits make a meaningful distinction between this scheme and, for example, a business releasing employees for a couple of hours a week to perhaps help kids who are struggling to read? Or will they just gratefully grab 20 hours a week of someone’s time that they don’t have to pay a salary for?

Definitions of volunteering are notoriously unhelpful and vague. So is this volunteering or not, and does it matter?

2 – Who is creating and funding the 20 hour a week roles for these millennial Starbucks staff?

My second question is for those Points of Light affiliated non-profits who take part in this scheme. You are getting 20 hours a week of time from a (hopefully) enthusiastic young person. You’re not having to pay for that time. But how are you funding the creation of the roles these people will do?

Who is paying for the time your staff will have to spend identifying the work, creating the role, providing equipment like a desk, computer etc. and of course providing day-to-day management of the ‘service fellow’?

Where is that time and money coming from?

What mission-focused work might not get done because your colleagues are focused instead on giving Starbucks some good PR?

3 – What are the implications for volunteer management in the host organisations?

As I just mentioned, the Starbucks ‘service fellows’ are going to need management support. I can’t see many HR departments falling over themselves to step up to that job. Nor can I imagine most current managers are going to thrill to the idea of having another person to line-manage, especially a millennial part-timer. Inevitably, whether we think this scheme is volunteering or not, it’s the Volunteer Managers who are going to be asked to step in.

If Volunteer Managers get involved in this work, do they have the time and resources to take on this extra responsibility? Remember, most people who lead volunteering are not employed full-time in that role. Most are lucky if they get a few hours a week to focus on volunteering because their main job responsibilities come first. What will not get done if they now manage Starbucks ‘service fellows’? Will support for other volunteers suffer?

Finally, whether it is the Volunteer Manager or someone else who ends up managing the ‘service fellows’, will Points of Light be vetting the participating affiliates to make sure they have good volunteer management practices, especially for engaging millennials? After all, we don’t want to put people off volunteering by giving them a bad experience!

Scissors cutting a piece of paper with the word jobs on it
Scissors cutting a piece of paper with the word jobs on it

4 – What are the implications for volunteering and paid jobs in non-profits if initiatives like this supply volunteers who work 20 hours a week?

Let’s say this scheme is a success. Starbucks are happy, their employees are happy and the non-profits they work with are happy. The scheme is extended. Great! But would it be?

I can see many non-profits stampeding to avail themselves of 20 hours a week of ‘free labour’. They would prefer these ‘service fellows’ to those annoying regular volunteers who: sometimes don’t turn up; gripe if their expenses don’t get paid; moan when nobody thanks them for coming; and are a huge risk because they don’t get paid and so can’t be trusted or relied upon.

Would non-profits start to think differently about their paid workforce too? After all, if they can have people work there for twenty hours a week for six months (or maybe more in future) and someone else pays their salary, doesn’t that mean more money for the mission rather than those blasted admin costs and overheads that the media and public always complain about?

Whether employee or volunteer, if I was at the participating non-profits I’d be worried.

5 – It’s all about Starbucks, isn’t it?

Isn’t the emphasis and implied benefit here all about Starbucks and their ability to attract and retain millennials? As my other questions suggest, the impact on non-profits might actually be harmful – job losses, increased costs, volunteer turnover etc..

Remember, the goal by which the pilot’s success will be measured is whether seventeen thousand hours of time is spent by ‘service fellows’ in partner non-profits. Nothing is said about the impact those millennials will have on the missions of those organisations. Sigh.

So, what do you think?

Have you got an opinion on any of these questions?

Have you got additional questions you’d like to ask?

Engage in the debate by leaving a comment on this article or the your social media network you found this story on, using the hashtag #questionsforstarbucks