Review of Voluntary Sector Organisations
(Community Learning and Development)
Volunteer Development Scotland
10 July 2012
Contents
Page
1. Introduction
1
2. Context and background
1
3. Key strengths
2
4. How well did Volunteer Development Scotland meet the needs
of its stakeholders?
2
5. How effective was Volunteer Development Scotland in key
aspects of management?
3
6. How effective was the leadership of Volunteer Development
Scotland?
4
7. What is Volunteer Development Scotland’s capacity to
improve?
5
8. Main points for action
5
9. What happens next?
5
Appendix 1: Quality indicators used to evaluate Volunteer
Development Scotland
6
1.
Introduction
In March 2012, the Scottish Government (SG) commissioned HM Inspectors
(Education Scotland) to undertake a review of Volunteer Development Scotland
(VDS). HM Inspectors and SG agreed the quality and performance indicators to be
used in the review from the framework of indicators within the HMIE publication How
Good Is Our Community Learning and Development?2 (HGIOCLD?2).
The scoping for the review took place in April 2012 and the fieldwork for the review
was in May 2012. Visits to stakeholder organisations were undertaken in Stirling,
Glasgow and Paisley. Interviews were conducted with stakeholders, members of
staff, the Executive Management Team and Members of the Board. Telephone
interviews were also carried out. Questionnaires were distributed to key
stakeholders across Scotland. VDS provided a detailed self-evaluation in advance of
the review, together with comprehensive supporting documentation.
2.
Context and background
VDS is a registered charity and company limited by guarantee. It receives funding
from SG and generates income through the delivery of projects and services, for
example; learning/training services, bespoke projects, web-based services and
consultancies. Based in Stirling, VDS is the national resource centre for volunteer
development in Scotland. It also includes the Central Registered Body in Scotland
(CRBS) with responsibility for processing Disclosure checks. VDS was established
in 1984. Its mission is to be dedicated to the volunteer person and their enjoyment of
volunteering. It has a vision to mobilise the power of people in volunteer action
across Scotland. The Chief Executive is managed by a board of 13 directors,
seven of which are elected with the remainder representing the membership. The
board employs 48 staff including the Chief Executive and two other senior managers
along with a range of development officers, CRBS staff and administrative staff.
In recent years VDS has faced a number of major challenges including adapting to a
one-third reduction in the organisation’s staffing levels. In 2009, as a result of public
policy changes, the policy emphasis of the organisation’s work moved from working
with local volunteer centres to engaging emerging Third Sector Interfaces. In
2010-2011, the organisation faced a possible merger in a process with another key
national organisation. Whilst this merger did not take place, it did have a disruptive
impact on VDS’s future planning.
At the time of review, VDS was engaged in taking forward a transformational change
agenda. A revised organisational structure was introduced in April 2012 with a view
to improving organisational efficiency and effectiveness.
1
3.
Key strengths
•
Commitment and morale of staff and board in a period of considerable change.
•
Effective senior management who effectively lead the organisation with clarity and
vision.
•
Effective and well managed financial and risk management processes that
contribute strongly to the organisation’s performance.
•
Systematic and well developed approaches to planning and appraisal at all levels
in the organisation.
4.
How well did Volunteer Development Scotland meet the needs of its
stakeholders?
VDS has increased and improved its ability to influence and develop policy for
volunteer management over the last three years. VDS has also expanded the range
of training opportunities that it offers. It has now developed a number of training
programmes to support the management and development of volunteers in large
national agencies across Scotland such as the National Health Service and
sportscotland. It has significantly developed its capacity to deliver research on
voluntary organisations and the volunteers who work with them. VDS has also
successfully brought international perspectives to the Scottish voluntary sector
through well attended conferences and master classes. VDS makes effective use of
its networks to publicise this area of its work. It has also successfully managed a
new programme to explore and expand the different ways to engage volunteers
through its work as part of the Cultural Olympiad programme. The organisation has
successfully increased the amount of external funding secured from a range of
Scottish and UK sources. It has recovered from a difficult funding and trading period
in the last three years and has successfully diversified its funding streams. VDS is
presently exploring how it uses the Internet and new media to communicate with
stakeholders and offer different services and packages of support. While numbers of
learners on learning activities show a positive trend, there is a need to develop a
stronger link between learner engagement, accreditation of learning and the impact
of learning programmes on learners. VDS has accurately evaluated the impact of
projects and programmes but the impacts of learning activities on volunteers and
recipients of volunteering activity is not fully recorded at present. While the
organisation has strong and effective financial monitoring and reporting systems,
there is a need for greater high quality management information including trends over
time. This would help the organisation to develop a clear understanding of the
impact of their organisational development and improvement that would include using
baselines, benchmarks and comparator data.
VDS has built effective networks with a broad range of organisations at both strategic
and operational level. They have built the capacity of organisations to understand
their responsibilities in recruiting, supporting and developing volunteers.
Collaboration with Stirling Council has resulted in radical changes to the Council’s
approach to volunteering. It has also informed the development of a Participation
2
and Engagement Policy. In addition, the partnership agreement between VDS and
sportscotland has produced a national volunteering framework for sport. VDS has
actively raised the profile of volunteering. The Adult Learning service in Stirling
report that around half of their volunteers are identified through the VDS website.
Accreditation of learning and training is generally welcomed by partners in that it
provides nationally recognised qualifications, levelled against Scottish Credit and
Qualifications Framework. Keeping partner organisations up to date on the policy
context for volunteering was valued by partners as an ongoing contribution to their
forward planning. The lack of a robust reporting process has resulted in limited
information on the sustained impact that the work of VDS has on volunteers.
Understanding the value of a clear outcome-focused and evidence-based approach
in the development of capacity building interventions is not yet apparent. The
positive contribution of partnership networks is evident, however, greater emphasis
should be given to promoting the role and specific services available through VDS.
How well did Volunteer Development Scotland impact on its staff?
VDS demonstrates a strong commitment to meeting the needs of its workforce.
Despite recent restructuring challenges staff are highly motivated, they feel valued
and morale is good. Levels of staff turnover and absence are consistently low. Staff
are clear about their specific roles and responsibilities. Staff benefit from regular,
high quality training linked to their role. They are creative in their use of a personal
learning account which allows them to access individualised learning programmes.
The organisation ensures that new staff receive effective induction support. Sickness
absence is effectively managed and staff enjoy access to a wide range of employee
benefits. An effective competence-based performance appraisal system operates
and personal development plans effectively assist both the individual and
organisation to achieve agreed future performance objectives. Individual volunteers
with VDS are very well supported in their work with regular support and supervision
and a clear plan of work.
5.
How effective was Volunteer Development Scotland in key aspects of
management?
Inclusion, equality and fairness
VDS is committed to ensuring inclusion, equality and fairness. Up to date Dignity at
Work and Equalities policies, organisational values and working practices reflect the
organisation’s strong commitment to inclusion. The needs of participants requiring
additional support to take part in training are carefully considered. Possible barriers
to participation are identified and addressed. Confidential discussions with learners
identify additional support needs such as dyslexia, and hearing impairment. Effective
support arrangements, including accessible parking and lift access, support learner
participation. Programmes such as V Skills for Employability and Working Links
support harder to reach and the unemployed to successfully gain basic qualifications
in employability through volunteering. Recruitment practices are inclusive and staff
regularly receive information and training on a range of inclusion topics. However,
VDS has not yet carried out appropriate Equalities Impact Assessments.
3
Participation of service users and other stakeholders
VDS regularly effectively involves its partners in the development and design of
programmes. This helps them to tailor their learning programmes to successfully fit
with the learning needs of their partners. VDS regularly involves its member
organisations in the running of the organisation. Member organisations make up
more than half of the VDS board. Board members are actively engaged in decision
making and VDS makes effective use of board members’ and other staff’s specific
expertise to contribute effectively and actively to the organisation and this good
practice should be continued. VDS uses its Annual General Meeting and other
events to engage effectively with its stakeholders and members. Work to develop
better use of technology in its interaction with stakeholders through the internet and
social media is still in development. VDS should continue and extend this work to
give members and other organisations the opportunity to increase their involvement
in the strategic direction of the organisation. In addition, VDS should improve the
input of volunteers in the strategic direction of the organisation.
Operational planning
VDS develops and implements its plans very effectively at all levels of operations. All
staff work to clear and well-prepared project and team plans. Operational plans
relate clearly to the new strategic plans of the organisation, although this work is still
in development. There is a strong focus on monitoring and scrutiny throughout the
organisation. All staff and partners regularly discuss and review project plans. There
are very effective approaches to audit and scrutiny throughout. VDS uses a
consistent organisation-wide approach to monitor and implement plans using an
effective system that enables staff to clearly highlight progress across a number of
indicators and milestones. Given the recent history of the organisation, there is an
appropriately strong and successful focus on organisational sustainability and on
effective financial planning. This has enabled the organisation to develop new
income streams and build an asset base.
6.
How effective was the leadership of Volunteer Development Scotland?
The Chief Executive and his executive team provide strong and clear leadership.
They are visible and accessible to all staff and act on suggestions made for
improvements. As a result, a positive working environment is in place. Leadership
responsibilities are effectively shared across the staff team. Staff accountability is
increasing and staff demonstrate an increased shared understanding of development
priorities and associated targets. The recently appointed chairperson offers strong
and effective leadership to the board, bringing relevant business skills to this role.
He has a clear vision in developing effective governance, building on staff and board
members’ strengths. Board meetings are well attended and there is a strong
commitment to improve business decision making. A set of standards of practice for
directors is assisting directors to be more effective in their role. Audit and Scrutiny
activity is well developed and established. Good progress has been made on
increasing the number of income streams of the organisation. Proposed delegation
of board members to lead responsibilities are not yet fully implemented.
4
Board interaction with staff is limited and could be further developed. Whilst the
board has been supportive during a time of change, there remains scope to involve
more staff engagement in strategic discussions and decision making processes.
7.
What is Volunteer Development Scotland’s capacity to improve?
VDS has a strong capacity to improve. There is a strong focus on monitoring and
scrutiny throughout the organisation. This focus provides a clear overview of the
challenges and opportunities ahead. The board are committed to improving business
decision making and risks are appropriately identified. Despite recent reductions in
staffing, morale and commitment remain high. The organisation should continue to
develop its approaches in ways that put the volunteer at the centre of its activities.
8.
Main points for action
VDS should take action to address the following main areas.
•
Extend successful approaches across the organisation to better record impact on
volunteers and volunteering.
•
Communicate more effectively with stakeholders about what VDS can offer.
•
Increase involvement of wider stakeholders in undertaking evaluations of the
impact of volunteering in their organisations.
9.
What happens next?
Education Scotland will take no further action in relation to this positive report.
Stewart Maxwell
HM Inspector
Education Scotland
5
Appendix 1:
Quality indicators used to evaluate Volunteer Development
Scotland
HM Inspectors use performance measures and quality indicators when making
judgements in their reviews of national voluntary organisations. The quality
indicators used were selected from those published in June 2006 in the publication
HGIOCLD?2. This publication is available on the website
www.educationscotland.gov.uk.
Improvements in performance
Impact on the community
Impact on paid and voluntary staff
Inclusion, equality and fairness
Participation of service users and stakeholders
Operational planning
Leadership and direction
6
good
very good
very good
very good
good
very good
good
This report uses the following word scale to make clear judgements made by
inspectors.
excellent
very good
good
satisfactory
weak
unsatisfactory
outstanding, sector leading
major strengths
important strengths with some areas for improvement
strengths just outweigh weaknesses
important weaknesses
major weaknesses
If you would like to find out more about our reviews or get an electronic copy of this
report, please go to www.educationscotland.gov.uk.
Please contact us if you want to know how to get the report in a different format, for
example, in a translation, or if you wish to comment about any aspect of our reviews.
You can contact us at enquiries@educationscotland.gsi.gov.uk or write to us at
BMCT, Education Scotland, Denholm House, Almondvale Business Park,
Almondvale Way, Livingston EH54 6GA.
Text phone users can contact us on 01506 600 236. This is a service for deaf users.
Please do not use this number for voice calls as the line will not connect you to a
member of staff.
You can find our complaints procedure on our website
www.educationscotland.gov.uk or alternatively you can contact our Complaints
Manager, at the address above or by telephoning 01506 600259.
Crown Copyright 2012
Education Scotland