Enfield Voluntary Action is known as EVA. We help people & groups access knowledge, skills & resources to make a difference in our Borough.
Volunteers add value to organisations, bringing local knowledge and experience, specialist skills, a desire to contribute to their local community, and much more.
If volunteers are to enjoy their experience and stay to make a longer term contribution to your organisation it is important to have a robust policy reflecting best practice in managing volunteers.
Management styles need to be appropriate
for the context in which volunteering will take place,
for the varied motivations of volunteers,
to maximise the contribution made by volunteers to the organisation's aims, and
to ensure the volunteer feels valued and that they are benefiting from their volunteering experience.
If you embed good volunteer management principles & practice at the beginning, your volunteer involvement and management is more likely to be smooth and effective.
Some local services are delivered entirely by volunteers; others employ paid staff as well as involving volunteers in service delivery and / or support roles. Organisations which involve volunteers are all known as Volunteer Involving Organisations (VIOs) but the way volunteers are managed and the roles they play may vary.
This page provides a summary of Volunteer Centre Enfield (VCE) 's guidance booklet
Good Volunteer Management Practice - Guidance Overview & Checklist | 20 page .pdf, last updated March 2017.
Links above will open the relevant page as a .pdf from the guidance booklet.
EVA / VCE's low-cost training courses and EVON, Enfield Volunteer Organisers' Network, the FREE quarterly network meeting for volunteer managers / organisers, offer opportunities to learn and share experience / good volunteer management practice models with other Volunteer Involving Organisations.
Good Practice needs to be understood and implemented at Trustee / Board level, by senior managers, and by those responsible for the day-to-day running of the volunteer programme.
VCE can provide templates and / or guidance for most of the policies and procedures outlined in the Good Practice Guide.
Managing volunteers can be very challenging as, although some volunteers stay for a long time, many come and go according to their own personal objectives. This leaves the manager / organiser with the challenge of filling volunteering roles on a regular basis. The National Occupational Standard (NOS) for Managing Volunteers contains a useful framework table to help you identify the skills and experience required.
The Disclosure & Barring Service (DBS) aims to prevent unsuitable people from working with vulnerable groups, including children.
DBS checks are an important part of safe recruitment and should be carried out for all eligible roles. If the role includes regulated activity then a DBS check is a legal requirement. More information on DBS checks.
The Experts in Volunteering Charter, developed by Greater London Volunteering (GLV) in collaboration with London’s Volunteer Centres is a statement of volunteer management principles that contribute to excellent volunteering experiences and covers the essentials that need to be in place. The Charter is built around 10 key principles of volunteering.
Investing in Volunteers is a quality standard awarded by the Institute for Volunteering Research. An organisation wishing to achieve the quality mark must provide evidence it can meet the 9 quality indicators.
Having meaningful work is the primary requirement for any volunteer involvement. People volunteer to do something useful for others and to meet their own needs. You must give serious thought to what you will ask volunteers to do.
Use VCE's short strategic planner (one A4 page), based on a series of questions about the past experiences of your organisation and its future plans. Each question is designed to help you develop ideas about how volunteers might be involved.