How do organisations benefit from Investing in Volunteers?
Achieving any Quality Standard, such as Investing in Volunteers (IiV), takes a lot of
time and commitment. It involves discussions with volunteers and colleagues to elicit
views and clarify procedures; reviewing paperwork and compiling evidence.
Feedback from organisations who achieved Investing in Volunteers in Wales*
suggests that most found it no more difficult than expected (although no one said it
was ‘easy’!).
Is its achievable?
A major concern of organisations embarking on IiV is having the time and capacity to
undertake the process. At the end of the process this was indeed recognised as the
major challenge - although generally felt to be worth it.
‘The IiV is a prodigious mark and should not be handed out to just anyone but,
at the same time be realistically achievable – which I think it was. The
workload was spot on’
Some take it in their stride:
‘The process has been fairly smooth for us, in that we already had a lot of
good practice embedded, which just needed to be formalised’
The workload is inevitably less for those undertaking a renewal of their award:
‘I found the renewal far easier than the original assessment – equally as
thorough… but I had knowledge of what to expect. It was so reassuring to see
the continued dedication and commitment of our volunteers and once again it
reinforced what a pleasure it is to be able to support them’.
The support of the IiV team is appreciated:
‘IiV staff were knowledgeable and helpful and appeared very interested in our
volunteer programme’.
‘the quality and experience of our assessors made a big difference. They were
well trained and quickly understood our organisation and its values and
process..’
One described the experience as ‘necessarily tough but ultimately rewarding’.
So what are the rewards?
i)
A chance to review and improve
Organisations valued the opportunity to review, update and enhance their
volunteering programme, noting also that ‘it provides direction for new staff and an
understanding of what good practice for volunteers is really about’.
‘Investing in Volunteers has allowed us to take some time to ensure that we
are providing our volunteers with the managerial support that they deserve’.
Some achieved specific improvements of which they are proud, such as expanding
the number of volunteer roles, changing the perception of senior staff towards
volunteering and improving volunteer management structures.
‘…Opportunity and incentive to restructure and enhance the programme to
include the provision of additional volunteering opportunities as well as
production of better quality publicity material’
ii)
A badge of confidence
In line with expectations at the start of the IiV process, many see the Investing in
Volunteers logo enhancing the organisation’s reputation with partners, clients,
referrer and funders. Also, it gives a message of confidence to existing and potential
volunteers:
‘we have demonstrated to our volunteers (and to future volunteers) that we are
committed to providing a quality volunteering experience, and have now
reviewed and considered all aspects of their role within the organisation’
iii)
A ‘boost’ to the organisation
It also gives a ‘boost’ to volunteers and staff alike, giving formal recognition to the
contribution made by volunteers.
‘has acted as a reward for our volunteers and staff who manage the service – a
positive experience for all involved’
Top tips
Respondants were asked what practical tips they would give to another organisation
working towards IiV. Here are some of them, reflecting the most common themes. It
is a fairly long list, but many good points were made that are worth passing on:
i)
Allow sufficient time and resources:
Don’t rush. Plan well ahead. Budget enough time and resources for the process.
Build in costings into funding bids.
ii)
Make the most of the process:
Take time to understand what the standards mean. Treat the assessment process as
an opportunity to evaluate and improve rather than a task that has to be undertaken.
Think of the process in a positive way, a way of improving standards. Be honest, the
process isn’t trying to ‘catch you out’ – just provide a true picture of ‘where you are’.
Create an achievable development plan and ensure that you regularly review
progress. Evidence each indicator. Do not assume!
iii)
Involve the whole organisation:
Ensure the whole organisation is involved and ‘on board’, including trustees. Use
their skills and experience to help. Send communication about IiV process to
volunteers and staff at all levels early on, to ensure they are ‘on board’. Make the
process inclusive – take on board comments and suggestions from your volunteers.
Keep it on the agenda of team meetings.
iv)
Get help from others:
Communicate with you assessor and work with them. Ask other people who have
been through the process for advice is you get stuck!
If this makes you feel that Investing in Volunteers might offer something positive for
your volunteer programme, why not contact Fiona Liddell fliddell@wcva.org.uk (029
2043 1730) to find out more.
* Feedback questionnaires were received from 10 IiV achieving organisations
between August 2011 and December 2012.