WWV
Strategic Plan
2014 - 2017
February 2014
Final – approved by Board 4/3/14
Contents
Executive Summary ........................................................................................................................................... 1
Background ........................................................................................................................................................ 1
Vision, Mission and Values ................................................................................................................................ 2
Programme Objectives and Theory of Change .................................................................................................. 3
Distinct Competence ......................................................................................................................................... 4
Programme Approaches .................................................................................................................................... 5
Success Measures .............................................................................................................................................. 5
Interdependencies............................................................................................................................................. 5
Funding .............................................................................................................................................................. 6
Appendix 1: WWV Theory of Change .............................................................................................................. 7
Executive Summary
WWV believes in the power of voluntary work as a catalyst for change – in individuals,
organisations and society as a whole. We aim to support people of all ages and backgrounds to
volunteer, enabling some of the most disadvantaged people in the UK to find meaningful
voluntary work which builds skills, confidence, self-esteem and most importantly, enables people
to re-connect and engage in and with their local communities and the wider world.
This strategy outlines WWV’s key aims and direction for the next 3 years, specialising in the use of
tailored volunteering opportunities to enable people at risk of being marginalised to take control
of their lives and expand their horizons, and building on our successful legacy in schools to
promote and increase volunteering and social action across the UK. We believe that our
programme model is unique in the UK, and that WWV has a niche role to play and an opportunity
to establish ourselves as the leading organisation in the UK using volunteering as a vehicle for
change with people in need of intensive support.
Over the life of this strategy we aim to expand the reach and coverage of our programmes, further
improving our cost effectiveness and footprint. We seek to increase national recognition of our
programme model – highlighting how the right volunteering placement can be a key component
of holistic support provided to those in need of support to reconnect and re-engage with society.
To deliver this strategy effectively, WWV needs to expand and diversify our funding base,
increasing the profile of the work that we do, and building the solid evidence base to demonstrate
the impact, outcomes and effectiveness of our programmes, all of which are crucial to attract new
donors and project partners, and to keep our existing donors interested and engaged.
Background
WWV operates from a small Head Office in Somerset, providing support to clients through a team
of dedicated staff based across the UK. There are no geographic limitations to where we will work
– the main limiting factor only being the funds required to operate.
WWV was created in 1994 to promote the positive impact of volunteering on individuals,
organisations and society as a whole. Much of our early work in schools focussed on informing,
encouraging and inspiring young people to engage in voluntary work - helping them to expand
horizons, break down barriers, and develop a sense of belonging in the community, in addition to
bringing benefits to personal well-being and employment prospects.
Since 2008, in response to identified need and gap in provision, WWV’s work has shifted to cover a
range of disadvantaged people, using volunteering to increase integration into communities and
improve well-being and employment prospects. Our programmes have focussed on ex-offenders;
disadvantaged young people and their families, including those leaving care, young care-givers,
those struggling with drug and alcohol misuse, and those with disabilities; and wounded, injured
and sick service personnel and veterans. Although the backgrounds and situations of these people
can be very different, many of the challenges they face are similar. These can include low selfconfidence, self-esteem and resilience; low education/life skills; lack of support mechanisms and
social networks; lack of motivation; poor communication skills; lack of career path and
understanding of options available; mental health problems, anxiety and depression; experience
of offending and substance misuse; and disengagement from community and society. Working
with established referral organisations in each sector, we target people for whom volunteering
could provide a route out of their current situation and produce real, sustainable, life change.
Over the past few years we have had a number of successes. Through our schools programme we
have worked with over 1,000 schools across the UK, introducing volunteering to over 200,000
young people directly, and inspiring them to get involved. Our volunteering database, launched in
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1994, has grown to over 3000 organisations with access to 1.9m opportunities per year for people
of all ages and backgrounds. The rapid growth of our programmes working with specialist groups
has established WWV as a leading organisation in the use of volunteering as a catalyst for change.
From 2008 to 2012 we successfully managed the Vodafone World of Difference programme,
enabling 1,227 unique charities over the four years to increase their impact through increased
staff and volunteer capacity. Whilst funding is always a challenge, WWV has managed to maintain
a solid base of committed trusts and individuals who have provided sufficient financial resources
to build and expand our programmes.
Vision, Mission and Values
This strategy outlines WWV’s key aims and direction for the next 3 years, specialising in the use of
volunteering to enable people at risk of being marginalised to take control of their lives and
expand their horizons, and building on our successful legacy in schools to continue to promote and
increase volunteering and social action across the UK.
Our Vision
Our vision is a UK where everyone who wants to be, is engaged in their community, and is
inspired and supported in realising their potential.
Our Mission
Our mission is to enable people of all ages and backgrounds to take positive action to change
their lives and the lives of others through volunteering.
Our Values
Our Values – Inspiring, Empowering, Valuing, and Integrity, Quality and Passion – have been
the basis for WWV’s success. These are the behaviours we will hold ourselves accountable to,
and against which we wish to be judged as we deliver our Mission: W
Our values – what we
are like
Inspiring: We are
innovative and
forward looking,
striving to be dynamic
and an inspiration to
others
Empowering: We
focus on peoples’
strengths and
potential, and
encourage autonomy
and responsibility
WWV Strategic Plan 2014 - 2017
Our behaviour – examples of what our values mean in practice
 We seek to infuse our clients with a sense of what they can do to make a
positive difference to their lives and to their communities.
 We show the reality of how volunteering really can change people’s lives
and make a positive contribution to society.
 We match people to projects which meet their interests and which inspire
them.
 We are alert to changes in need, and are prepared to challenge ourselves
and the way we do things, adapting as necessary to ensure we achieve our
objectives.
 We will pilot innovative projects, and be passionate about communicating
and celebrating successes so they can be taken further by others.
 We seek to provide our clients with the ability, strength and confidence to
move their lives forward in a positive way.
 We promote a positive working environment, encouraging and supporting
our staff to operate with autonomy and take responsibility for their work,
enabling them to work effectively and efficiently.
 We treat all our clients as individuals, tailoring support to meet their
needs not ours or those of our funders.
 We treat staff, beneficiaries and programme partners transparently and
with fairness and respect.
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Valuing: We value our
staff and our clients,
and promote diversity
in our workplace and
in our thinking
Integrity: We act with
integrity, being open
and honest in
everything we do
Quality: We are
committed to ensuring
quality in everything
we do
Passion: We are
passionate and
dedicated to ensuring
the positive impact of
our work
 We aim to nurture a culture of mutual respect and a solid commitment to
the belief that everyone has talent which should be nurtured.
 We value the contribution others can make, and we take time to consult
and listen to their views.
 We promote diversity and equality of opportunity for our staff and
beneficiaries alike in an open and fair way. We do not discriminate or
judge anybody regardless of what their circumstances might be.
 We are consistent in our approach, and we will identify and attempt to
overcome barriers to equality whenever they appear.
 Our relationships with our clients and partners is based on honesty,
openness and mutual trust.
 We are realistic about what is achievable, working with clients to set
realistic goals and targets.
 We always consider the impact of our work on the community around us.
 We set high standards for ourselves in terms of service delivery.
 We make the best use of the resources available to achieve our goals in a
cost-effective manner.
 We prioritise the quality of our work over quantity.
 We strive for excellence in everything we do – reflecting on what we have
done and learning in order to improve
 We take pride in our work, we value our organisation and each other.
 We are dedicated and put maximum effort and care into all our
relationships with clients.
 We are able to adapt to the needs of the clients we work with, allowing us
to provide the most appropriate support,
 We all take responsibility for our own actions, share ideas and complete
actions which are set without relying on other people.
Programme Objectives and Theory of Change
WWV’s theory of change is attached in Appendix 11. The theory of change articulates the longterm outcomes which we are seeking for our beneficiaries, and the activities and intermediate
outcomes of our programmes. The long-term outcomes are reflected in our programme
objectives, which are to:
 Support disadvantaged and vulnerable people to re-connect and engage
in and with their local communities through volunteering
 Improve mental and physical well-being and resilience of disadvantaged
and vulnerable people through volunteering

 Support the transition to employment or education for disadvantaged
and vulnerable people through volunteering
 Promote the benefits of volunteering and enable active participation in
the community for people of all ages and backgrounds
1 The
theory of change in Appendix 1 encompasses all of WWV’s work. However, more detailed theories of change are also available
for each of our individual programmes, focussing on specific beneficiary groups
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The majority of the theory of change is focussed on the impact on each of the individuals with
whom we work – our beneficiaries. Although we have not placed a focus on the outcomes at the
community or wider society level in the theory of change, WWV also believes that our work has a
wider impact on society in three main ways:

Volunteering is a crucial part of today’s society, providing large economic and social benefits.
Although a high percentage of people in the UK volunteer2, there are still a significant number
of people who are excluded from most volunteer programmes – by working with those who
are hard-to-reach, we are increasing the overall number of people volunteering, and hence
increasing the economic and social benefits to local communities and society as a whole;

Whilst young people increasingly recognise participation in volunteering as an opportunity to
stand out and develop valuable skills needed for employment, and volunteering itself has
been shown to significantly increase well-being and life satisfaction3, volunteering also helps
people to understand themselves and their role as a member of a wider community. We
believe that engagement in volunteering instils a sense of responsibility which can last a
lifetime, and helps to break down barriers and differences between people, with huge
benefits for society as a whole.

By reducing the number of people who are, or who feel, excluded from society, we are
contributing significantly – both economically and socially. For each offender who re-offends,
for each disadvantaged young person who cannot enter the workforce, for each person who
needs support for mental health problems, the cost to the taxpayer is substantial. Using
volunteering as a way to bring people into mainstream society, to reduce anti-social
behaviour, or to increase employability, brings significant benefits to all.
Distinct Competence
WWV’s approach is to work with clients for as long as they want us. In working with some of the
hardest-to-reach members of society, it is vital to take time to build a relationship of trust, and
place the emphasis on the quality and intensity of the 1-1 support we provide, rather than in
chasing quantitative targets. Our 1-1 support includes a real focus on exploring the individual’s
needs, aspirations, abilities and, fundamentally, choice, to ensure that we are matching people
with opportunities which are going to challenge and stretch them whilst enabling them to grow
and flourish. The personal relationship between the VPM, the individuals that we are supporting
and the opportunity providers is a huge factor in the success of our interventions. No other
organization working with our clients embraces such a relationship in their operating procedures.
WWV works through a team of Volunteering Project Managers, who have the expertise in working
with the specific client groups, but who are also rooted in the local communities – maintaining
networks of local charities and organisations who can engage volunteers in meaningful projects,
and who can provide the necessary support to vulnerable clients
Building on our legacy in schools, we also have a huge amount of expertise in inspiring,
encouraging and motivating people to volunteer – helping them to understand not just the
benefits to the organisations and communities they work with, but also the benefits to themselves
– how they can learn and develop, as well as demonstrate a work ethic, reliability and teamworking to prospective employers. To help people to research their own volunteering
opportunities, we also maintain an online database with access to more than 1.9 million
volunteering opportunities in the UK and worldwide.
2 In
3
2012-13, 72% of the population of the UK volunteered at least once
Source: Cabinet Office analysis of Community Life Survey, August 2012-April 2013
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Programme Approaches
During the life of this strategy, WWV will increase our focus on monitoring and evaluation of our
programmes, to ensure that we can show robust evidence of impact and outcomes for our
beneficiaries. This will include ensuring that we have systems in place to listen to the voices of our
beneficiaries and feeding in to programme development. It will also include commissioning of
external evaluations where possible, to ensure we are getting objective feedback from outside of
WWV.
We will also increase our efforts to integrate our programmes, and explore opportunities for
programmes to add value to each other – for example using clients from our military personnel
rehabilitation programme to support work with disadvantaged young people or ex-offenders. We
will also increase efforts to expand the number of active volunteers who support programme
delivery, and explore how volunteers can be used to extend the scope and reach of our
programmes.
Success Measures
Key objectives and milestones for WWV over the next year are defined in Appendix 4. However,
we have also defined a set of broad success measures for WWV over the course of this strategy:
Strategy: Relevant and ambitious plan in place which defines WWV’s place and added
value in the volunteering sector, and responds to the needs of our beneficiaries
Our Work
Outcomes: Clear outcomes and impact are delivered through our programme portfolio
Delivery: Programmes are delivered against plan and in line with budget
Monitoring & Evaluation: Clear evidence of change for beneficiaries is documented and
attributable to WWV activities
Profile: WWV is well-known and respected in the volunteering sector in the UK
Finance: Effective and efficient management of finances
Our
Organisation
Funding: Programmes are fully funded through a mix of restricted and unrestricted funds
Cost effectiveness: Resources deployed efficiently and effectively to maximize outputs
Staff: Performance and satisfaction maximized through efficient support and management
Legal: WWV is fully compliant with legal obligations and has appropriate policies in place
Risk: WWV has taken appropriate steps to identify and manage relevant risks
Interdependencies
WWV cannot work in isolation. Volunteering is now acknowledged as a stepping stone to
rehabilitation and forms part of a holistic service; this frequently includes housing, drug and
alcohol assistance, mental health, education, job seeking etc. It is therefore crucial that WWV
works alongside other service providers to ensure our efforts are joined up with the work of
others, to maximize the chances beneficiaries have of making lasting changes to their lives. Close
partnerships in all sectors are also crucial for stimulating appropriate referrals of clients who will
benefit from our services.
Key partners for programme delivery throughout the life of this strategy will include prison and
probation services, local councils, key charities such as Help for Heroes and Action for Children,
and Government agencies such as the Ministry of Defence, and the Department for Education.
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In addition, WWV could not exist, of course, without our portfolio of loyal and generous donors. It
will remain of the highest importance for WWV to communicate effectively with our supporters,
to understand their needs and requirements, and to help them to understand the impact and
effectiveness of our programme model.
Funding
To deliver this strategy effectively, WWV needs to continue to raise funds, and expand and
diversify our funding base. Over the past few years we have developed an extensive donor base of
trusts, foundations and individuals whose support has enabled us to deliver, develop and adapt
our programmes to meet the needs of our beneficiaries. It is crucial that we are able to keep our
donors interested and engaged, and an increased focus on demonstrating the impact and
outcomes of our programmes is critical to doing this.
Diversification of income is also important – over the course of this strategy WWV will endeavour
to increase engagement with and funding from the corporate sector, explore opportunities for
developing business models which bring in earned income, and increase our funding from
statutory sources. We believe that the volunteering database that we have worked hard to build
up over the past 20 years is a key asset and a fundraising tool, and we will be exploring ways to
use the data within it to bring in income for our programmes, through sponsorship, advertising,
white labelling and partnerships.
In addition, we need to increase the profile of the work that we do – to build on the inspiring case
studies we have built up, and demonstrate to others the power that volunteering can have in
helping people to turn their lives around. An increased focus on marketing and communications
during the life of this strategy will be extremely important to help us position ourselves as the
leading organisation in this field, which in turn will help us to bring in new sources of funds.
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Appendix 1: WWV Theory of Change
Long-term
Beneficiary
Outcomes:
Better integration
into communities
Improved mental and
physical well-being
Long-term
Societal
Increased transition to
education/employment
Outcome:
Intermediate
Beneficiary
Outcomes:
WWV
Activities:







Grit and determination
Family & social relationships
Body language
Social and pro social networks
Attendance & time-keeping
Levels of empathy
Levels of anxiety & depression
ATTITUDES
More positive attitude,
more confidence, and
greater sense of
responsibility as a member
of community






Improved personal appearance
Confidence, self-esteem
Autonomy and control
Willingness to engage with others
Attitude and motivation to work
Aspirations
LIFE SKILLS
Improved ability to take
ownership of decisions
and practical steps to
access services to
enhance lives






Use of IT / information resources
Engagement with services
Interview skills
Competence in form-filling
Ability to access services
Community involvement
EMPLOYABILITY
Improved ability to move
into paid employment or
education







Team-working/cooperation skills
IT and technical skills
Problem-solving skills
Self-management skills
Work experience
Job / training search skills
Presentation to employers
Support in volunteer placement and mentoring to progress to education or employment
Support to
find
volunteering
opportunities
Support to apply for a regular voluntary placement
Individual support including guidance, coaching, communication and social skills
Tailored matching, advice and support to identify appropriate community volunteering opportunities
Support to
develop
social action
projects
Promotion of volunteering
Inform, encourage and inspire clients to explore the potential of volunteering
Beneficiary
Groups:
Wounded, Injured and Sick
Ex-Servicemen and Women
Disadvantaged Young
People & their families
Ex-Offenders
Other Vulnerable
People
Young People in
Education
Increased recognition of the value of volunteering to individuals, to
organisations, to communities and to society as a whole
Example
Indicators:
PERSONAL SKILLS
Improved self-awareness,
emotional intelligence and
resilience, and ability to
communicate effectively
with others
Increased
community
engagement
and social
action
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