ironbridge gorge-museum-trust-volunteer-toolkit

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The IRONBRIDGE GORGE MUSEUM TRUST Limited www.ironbridge.org.uk A toolkit for developing a new volunteer initiative Be a part of your

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Page 1: Ironbridge gorge-museum-trust-volunteer-toolkit

The IRONBRIDGE GORGE MUSEUM TRUST Limited www.ironbridge.org.uk

A toolkit for developing anew volunteer initiative

Be a part of your

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ContentsIntroduction 4

Why do people want to volunteer? 5

Why should your organisation involve volunteers? 7

Who to consult about your new volunteer initiative 10

Policy 12

Volunteer policy model 13

Developing volunteer opportunities 20

Volunteer role description template 22

Attracting volunteers 23

Marketing 23

Where to advertise 25

The application process 25

Application form template 26

Reference request template 28

The interview process 29

Interview checklist 30

The induction process 31

Volunteer Agreement 34

Engaging and maintaining your volunteers 35

Supervising and monitoring your volunteers 36

Rewards and recognition 36

Dealing with problems 37

Volunteer complaints 41

Troubleshooting 42

For more information or extra guidance concerning volunteering inmuseums, or this guide, please contact the Volunteer Coordinator atIronbridge Gorge Museum Trust Ltd on 01952 601044 or 01952 435900

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Introduction

It is important however, to remember theneeds of people wishing to volunteer theirtime. Although volunteers will enhanceyour organisation, there are lots of thingsto think about in relation to them. Theyneed to be correctly managed, supervised,equipped and trained. This documentshould help in putting you on the righttrack, however every organisation isdifferent and has specific needs, pleasetreat this document only a starting point.

To get your Volunteer Initiative started,first you should consider the whys andhows of building a volunteer base:

� Think about your reasons for involvingvolunteers - are they legitimate?

� Try to understand why people want tovolunteer - not just at yourorganisation but in general

� Consider who you need to consultabout your plans, who will be affected?

� Develop role descriptions which willbenefit both your organisation and thevolunteer.

� Understand how to recruit volunteers,and how to select and engage them.

� Creating a useful induction process.

� Consider how you will maintain andsupervise volunteers. How will they besupported and recognised?

If your organisation involves volunteers, or you are thinking ofinvolving them, there are many points to consider before embarkingon a new initiative. Volunteers are an extremely useful and valuableresource. By managing them correctly your organisation can tap intoskills, knowledge and support otherwise out of reach.

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Why do peoplewant to volunteer?

The classic stereotype of avolunteer is someone who haslots of time to spare and islooking for something to do.Although this may have beentrue in the past, there are nowmany other reasons why peopleof all ages and backgroundsdecide to volunteer.

Understanding why people want tovolunteer makes it easier for yourorganisation to find new and moresuitable volunteers. It also makes it easierto provide them with roles, ensure they arefulfilled and to recognise theircontribution. Not everyone is motivatedby the same factors; people volunteer for awide range of reasons.

Some of these are:

� Help the community and others. Helping others usually comes to mindfirst when people think of volunteers,however many people volunteer to helpout their local area, to make it better foreveryone and improve community spirit.

� To increase self-esteem. Volunteeringmakes people feel better aboutthemselves. Giving a few hours a week,or even a month, to an organisation gives people a good sense of wellbeing.

� To gain skills and experience, orqualifications if available.

� Help out friends. Friends are often thefirst people we turn to when we needhelp. Volunteering also can create a greatway to get together with friends on aregular basis, however people oftenvolunteer to work with a particulargroup or sort of person.

� Escapism. To get a break from work,or forget about life problems. To getout of the house, to fill time or tochange routine.

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� Team building. Local companies often use volunteering as a team buildingexercise. This gives ‘something back’ totheir local community and also givesstaff a chance to get the benefits fromvolunteering.

� Make new friends. Volunteering isusually a social activity and people oftenuse this opportunity to meet new peoplewho share their interests and values.

� Unemployed or considering a different career. People considering a job out of their comfort zone or totally different from their current role often findvolunteering a good way to have a go and see if it suits them.

� Improve the look of their CV. Adding volunteer experience to a CVshows a commitment to helping othersor experience in working in aparticular field.

� Use skills which are redundantotherwise, or to keep skills up to date.

� To keep active.

� To be part of a group.

� Just to try something new.

� Enjoy something they love. Manyvolunteer jobs come with intrinsicbenefits for their participants. A volunteersees behind the scenes at a museum wherethe public cannot go, they may be able tohandle objects, try out a completely newhobby, or get a break from their day job.They may just love the area or venue andwant to be involved.

Keep this list in mind, and you'll realisethat you don't have to focus yourrecruitment efforts exclusively on retiredpeople or others who have a lot of leisuretime. If you can provide an environmentin which volunteers can bring theirfriends, meet others who share theirinterests, and learn new skills, you canencourage even the busiest people intohelping. Remember that you have noreason to be apologetic about asking forhelp: Volunteering benefits those peoplewho step forward to assist you.

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Why should yourorganisation involvevolunteers?

There are many reasons why anorganisation should involvevolunteers. As well as bringingfresh ideas, skills and broadeningknowledge base, engagingvolunteers gives a link to the localcommunity, allowing them to bedirectly involved with yourorganisation.

Volunteers can also provide additionalservices, support your staff and allow thepublic a greater degree of access to yourorganisation simply by being available tohelp. However, volunteers do bring withthem resource implications. Volunteerstake a lot of supervision, staff must receivetraining in order to manage themcorrectly, and the volunteers in turn needto be trained, supervised, insured, givenequipment and monitored. Volunteers arenot a tool to replace paid staff members,and the decision to include them cannotbe taken lightly.

The benefits of having volunteers in yourorganisation are plentiful, and althoughthere is a great deal to think about whenorganising and managing them, the proswill by far outweigh the cons.

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Reasons to involve volunteers:

� To bring fresh ideas and skills into yourorganisation

– Bringing fresh outlooks from outsideof an organisation is always extremelybeneficial. When an organisation hasa small workforce, ideas can becomestale and people uninspired; newthoughts can often reignitepossibilities and enthusiasm.

� To provide an outlet for specific orspecialist skills

– Volunteers offer different skills to thatof a paid workforce. They are offeringthese because they want to, notbecause they have to, or to get financialgain. Therefore a volunteer may have apersonal interest in your organisationand be willing to give their timebecause of this. Some volunteers mayhave a skill which they used as a childor at a different point in their lifewhich is now outdated or obsolete intheir professional or personal capacity,and which they do not wish to lose.

� To diversify your workforce

– Volunteering offers a chance for peoplefrom all walks of life to join in withyour organisation. Attracting people ofall ages and ethnicities, volunteeringgets people involved where they maynot normally feel they belong.

� To allow more access to your service

� To allow access to additional services, where resources are nototherwise available

� To give a more personal approach tocustomers

– Volunteers can allow more access bygiving personalised tours, guiding orfilling in the background of exhibitswhich may otherwise be missed.

– Volunteers could provide an outreachservice, a mobile museum or a presencein a local town or shopping centre.

� To give the community ownership andinvolvement with your organisation.

� To build links with local groups,schools and the wider community

– By engaging your local communitythrough volunteering, outreach orschool visits you can encourage themto visit your organisation, or act ascommunity ambassadors. Local peopleare least likely to visit a museum orcultural experience on their doorstep.By involving them in other ways, suchas projects, giving local history talks orthrough special events, you will keepyour organisation at the forefront oftheir minds.

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� To build a focus group, or panel, togain advice from the community

– A focus group, run by volunteers, cangive your organisation an insight as tohow the community and public viewyou. It could also allow you to findout how different age groups react toyour services and if anything ismissing - giving them a voice

� To become more cost effective

� To support your paid staff, giving themmore flexibility

– By giving their time and skills for nomonetary cost to your organisation,volunteers can help you to run moresmoothly, and with a greater level ofservice.

� To allow an organisation to performspecial projects - such as engagingdifferent types of people.

– Volunteers give an organisationfreedom to work outside their usualremit, perhaps by running a specialproject to engage older people, peoplefrom BME communities, or youngpeople, without the need for a hugefunding injection.

In order to make your volunteeringinitiative more streamlined, you shouldthink which of these and any other reasonswhich apply to you. This will enable you topinpoint the most suitable volunteers.

Once you have decided why you wantvolunteers, think about what they will do.This is one of the most important parts ofyour initiative as it will ensure that you areprepared for new volunteers, can trainthem sufficiently, and can engage paidstaff with your ideas.

More information about this on page 26.

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Having the full cooperation andsupport of everyone connected toyour organisation will ensure thatany new volunteers feelaccepted, valued and useful. Itwill also put paid members ofstaff and any existing volunteersat ease in the knowledge thatthey are not being replaced, andany new team members - such asthe volunteers, are there tosupport them.

Who should you consult about yournew volunteer initiative?

Before going any further with yourorganisation’s volunteering strategy,consider having a group forum to listen toexisting staff and volunteer’s views. Beingclear and open from the start will makepeople feel included in the process andmore adaptable to change.

Have your forum as an open event, in arelaxed setting-more of a chat than aformal meeting.

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Things to think about:

� Start by introducing the idea ofvolunteers - you could invite a localvolunteer ambassador or someone whoalready volunteers on a regular basiswithin your organisation to give a brieftalk about why they volunteer, whatthey gain from the experience and whythey enjoy it.

� Invite staff members to ask questionsand truly understand why someonevolunteers.

� Give examples of how volunteers areused in similar organisations to yours.

� Ask the group to think of how avolunteer may be able to help themout, or how service could be improvedwith extra help.

� Ask the group to think about issuessurrounding a new volunteer, such as:– Supervision– Training– Monitoring– Equipment

� Discuss how these issues could beresolved and encourage people to offersolutions, not be negative.

� Discuss the need for new policies andthe possibility of special projects whichcould be performed with the use ofvolunteers, and to raise the profile ofthe organisation.

Once the forum has taken place, continueto be open about what is going on, involvestaff and current volunteers in every partof the process to ensure that they remainenergised and positive.

When your volunteer initiative begins,keep up this level of involvement.Introduce new volunteers to everyone andthink about involving existing members ofyour team in the induction process.

More about the induction process appears onpage 37.

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Policies which applyto volunteering

Your organisation, no matter howsmall, has a responsibility toensure that the rights of staff,volunteers and customers areprotected. Having a policyframework which involvesvolunteers, and is regularlyupdated, means that everyoneinvolved can refer to it, and knowwhere they stand.

None of these documents need to be verycomplicated, and your local VolunteerCentre may be able to help you writethem if they are not already in place.

Policies which you may like toconsider having are:

� Volunteer Policy

� Equality and Diversity Policy

� Health and Safety Policy

� Child Protection Policy

� Confidentiality Policy

� Data Protection Policy

As an organisation, you may have some ofthese policies already in place, or theymay not apply to you. Policies such asHealth and Safety are very site specific,and Child Protection, Confidentiality and

Data Protection legislation is easilylocated through libraries or on theinternet. These policies are again veryspecific to your organisation. Thefollowing websites may be of interest:

Health and Safety Policy:http://www.hse.gov.uk/business/policy.htm

Child Protection Policy:http://www.everychild.org.uk/media/documents/Child_Protection_Policy.pdf

Confidentiality Policy:http://live.adviceuk.netxtra.net/filegrab/documents/181513acec592e4c6687c026b92b9fd9/4-confidentiality.pdf

Data Protection Policy:http://www.ico.gov.uk/for_organisations/data_protection_guide.aspx

Equality and Diversity Policy:The legislation for Equality and Diversityis constantly changing, so careful researchmust be done to ensure that your policy isup to date. However a good place to startis looking at the legislation itself, thefollowing explains it well:http://www.smarta.com/advice/legal

However, in order to start your volunteeringinitiative, it is vital that you have in place atminimum a Volunteer Policy. Again, thiscan be researched through the usualchannels, and will need to be altered to fit inwith your organisation. A template for aVolunteer Policy to get you started, alongwith some supporting information, is shownon the following pages.

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Volunteer policymodel

Developing a Volunteer PolicyIf an organisation decides to involvevolunteers, it should produce a writtenrecord of all aspects of the roles volunteerswill play. By having a volunteer policy, anorganisation gives clear guidelines to staff,management committees and the volunteerthemselves as to what is expected and whatthey can expect in return from theorganisation.

A volunteer policy is a working document.Volunteers and staff should consult it inorder to answer questions and pointswhich volunteering raises. The documentshould be easy to read and understand,with clear points and concise information.

Why have a volunteer policy?Having a Volunteer Policy shows that yourorganisation is committed to volunteersand promoting volunteering in general. It shows that you value volunteers and thecontributions which they make, and thatyour organisation takes volunteers seriously.A policy clarifies the role of volunteers, andgives clear outlines as to their roles andresponsibilities.

A clear and professional document raisesthe credibility of organisations, and is veryattractive to potential funders, communitygroups, volunteering organisations andalso insurers.

A policy shows that you respect andappreciate the value which volunteers addto your organisation, and that you have aprofessional approach to ‘best practice’.

How to write your policy, andthings to considerIn preparing to write a Volunteer Policy youmust bear in mind who your audience is.The document will be read by volunteers,staff and anyone considering becoming avolunteer. It needs to be easy to read andconcise. The information it contains shouldbe useful to the reader, helping them tounderstand the organisations views onvolunteering, and what they can expect.

Your organisation needs to considercarefully the information you give in yourpolicy, to ensure that it best reflects yourown aims and objectives. However thisdocument should give the writer an outlineof what your new policy needs to contain.

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1. IntroductionThis section should introduce the policy,give your reasons for having one, and giveinformation about your organisation ingeneral e.g.:

This document states the NAME OFORGANISATION policy on involvingvolunteers in its work across alldepartments. It also defines how theNAME OF ORGANISATION will recruitand manage volunteers, who are definedas people who spend unpaid timeworking on defined activities for thebenefit of NAME OF ORGANISATION.The purpose of developing a policy is toenable the NAME OF ORGANISATIONto think about the value of its volunteers,and to achieve clear, workable principleswithin which volunteers and theirsupervisors can operate.

The policy also recognises the value whichvolunteers add to the NAME OFORGANISATION, and the commitmentthey give to IT. The policy aims to supportvolunteers to achieve their full potential,and work towards building a good andsuccessful relationship between volunteersand the people who engage with them.

– This policy provides a basis for theexpansion, if required, of volunteerinvolvement.

– It sees volunteer involvement not as areplacement or alternative to paidstaff, but as a way of extending ourservice as a [museum/gallery/charitable organisation] and thevoluntary sector in general.

– This policy gives a framework forrecruiting and supporting volunteers.

2. A backgroundHere give brief details about yourorganisation such as how long you havebeen running, if you are a charity and thecore aims of your organisation.

� Highlight and acknowledge the valueof volunteers within your organisationand what they add.

� If any of your core aims are aimed at,or inclusive of volunteers, explain thesefurther.

� Give a clear outline for the reasonsbehind wanting to include volunteersin the running of your organisation.

� Be extremely positive about the rolesand responsibilities that volunteers canundertake as part of your organisation -this is a positive document aimed atvolunteers; inspire them with yourwording.

� Give examples of existing volunteerroles to acknowledge the current areasof volunteer involvement.

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3. Application process For this section, describe the applicationprocess a prospective volunteer will gothrough. You should have an applicationform, and the reason for necessity. It is to:

� Gain personal information about theapplicant such as address and contactdetails

� Ensure emergency contact details areup to date

� Find out when they are available, andwhat their skills are.

Outline what the procedure involves afterthe application has commenced - do yougive an interview? Are roles specific and sowill many volunteers be interviewed for thesame role, before being selected, or will eachvolunteer be placed separately depending ontheir skills? Is the interview process formalor informal? Answer as many questions aspossible, leaving potential applicants withfew or no grey areas.

Also, state that e.g.:

– In involving volunteers, we will be guided by the Volunteering Code of Practice.

– NAME OF ORGANISATION Equal Opportunities policy will be adhered to when recruiting volunteers.

– People who wish to volunteer with NAME OF ORGANISATION will be dealt with as quickly as possible from moment of first contact.

– Volunteers will be required to fill in a volunteer application or registration form.

– References will be requested wherethis is necessary, at the discretion ofNAME OF ORGANISATION.Where a reference is deemednecessary, two references may beobtained for each applicant before apost commences. This can be reducedto one referee in certaincircumstances, for example someonewho has just left school, or has beenretired for a long time. The refereesshould not be related to theapplicant, and will be followed upbefore any post can commence.

State where volunteer requests or roles willbe advertised.

Requests for volunteers will be advertised in avariety of places, such as:

– Press and news outlets

– NAME OF ORGANISATIONwebsite [if applicable]

– Local volunteer centres and councils.Volunteer postings and contactinformation can also be obtainedthrough various volunteerorganisations.

– Volunteer roles will be written as‘Role Descriptions’ and will definetime commitment, necessary skills,supervisor and skills required.

– Once placed, volunteers will beexpected to comply with existingpolicies and procedures.

If your organisation has a trial period (e.g. one month’s trial) before a volunteerbecomes permanent also state this here.

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4. The volunteer’s roleThe volunteer’s role must always beseparate to that of a paid staff member.Where a paid member of staff has a ‘JobDescription’ a volunteer works from a‘Role Description’. This is vital and mustnot be confused. It is also important tospecify in this section that e.g.:

Volunteering opportunities will complement,rather than replace, the work of paid staff at theNAME OF ORGANISATION.

See page 26.

5. ExpectationsWhat sort of commitment do you ask ofyour volunteers? Do they need to attendweekly, monthly, or at certain times? Statehere what you expect from them. Rememberhowever, that a volunteer is giving their timefor free. It is unacceptable to be toodemanding, and being more open mindedabout attendance is a huge bonus for aprospective volunteer. You cannot expect avolunteer to do anything, however you canask that they respect their position within theorganisation, and take it seriously. e.g.:

Volunteers can give as much or as littletime as they feel is appropriate for them.Whatever commitment the volunteercan give is a great asset for NAME OFORGANISATION. However we wouldask that Volunteers do consider this as ‘acommitment’ and if unable to attend forone reason or another, a supervisor, orthe Volunteer Coordinator should beinformed. In the same way, NAME OFORGANISATION considers themanagement of volunteers to have equalimportance to that of managing paidstaff. Therefore this will be carried outwith the same level of professionalism.You can expect to be treated fairly,professionally and above all, as an equalto members of paid staff workingalongside you.

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6. Supervision and supportWho will be supervising the volunteer? If you are a voluntary organisation, is theresomeone who organises the rota, or assignsroles? If you have a volunteer coordinatoror manager, how does the volunteercontact them? eg:

The Volunteer Coordinator, supervisorand other volunteers will offer support tothe volunteer, and will conduct regularmeetings with the volunteer to discusstheir role, and regular supervisorysessions will take place to provide a highlevel of support.

If a volunteer feels they are not beingadequately supervised, there is an issuewith their post, or if the volunteer has anyproblems, they are encouraged to discussthis with their supervisor in the firstinstance or with the Volunteer Coordinatorwhere this is not possible. Privatemeeting facilities are available at all times,and volunteers can bring a friend if theyfeel they would like extra support.

7. Rights and responsibilitiesof volunteers

Being clear about the rights andresponsibilities, and what you expect fromyour volunteers from the outset isimportant in attracting the right sort ofvolunteer. Similarly, a volunteer shouldknow what to expect in return from theirrole. The best way of giving thisinformation is in clear bullet points.

Not all of the points outlined below willapply to your organisation and there arecertainly more to add, however someexamples of the sort of thing which shouldbe included are:

Your rights– To know what is expected and to be

given clear information andinstruction

– To have clearly specified lines ofsupervision

– To receive a level of supportappropriate to the role

– To receive appropriate induction andtraining

– To be shown appreciation

– To know what to do if things go wrong

– To be a part of NAME OFORGANISATION

– To have safe working conditions

– To be free of discrimination

– To have the right to say no, and to beable to withdraw from voluntary work

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Your responsibilities– To fill in an application form

providing your details, and to letORGANISATION NAME know ofany changes

– To give two referees where applicable

– To give a reasonable and sustainablelevel of commitment

– To be reliable and safe

– To be honest if there are problems

– To comply with existing policies andprocedures (these available to viewupon request)

– To take responsibility for your ownHealth and Safety

Organisation responsibilities– Enquiries and volunteering offers will

be dealt with quickly and efficiently,and volunteer placements will matchthe volunteer’s skills and interests

– Each volunteer will have a VolunteerAgreement and receive a VolunteerApplication Pack

– Full training will be provided forevery task allocated

– Volunteers will be treated in line withthe NAME OF ORGANISATIONEqual Opportunities Policy

– Each volunteer will be managed by anominated member of staff within thedepartment where they will be working

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8. ExpensesGive details of any expenses which yourorganisation will pay. These could be fortravel, out of pocket, or meal costs. Be clearand keep it simple. Be aware that ifvolunteers are paid more than their actualout of pocket expenses (such as a sessionalpayment or a lump sum) volunteers benefitpayments can be affected if applicable.

9. InsuranceYour organisation must ensure thatvolunteers are covered under theirinsurance. Here, just assure the volunteer ofthis, e.g: NAME OF ORGANISATIONwill insure volunteers to complete theirtasks within the organisation.

10. MonitoringHow will your volunteer be monitored?Will they have an annual review, or arethere rewards in place for long service orgreat effort? Encourage volunteers to beinvolved in the monitoring process, andthat they should raise any concerns withtheir supervisor.

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DevelopingVolunteerOpportunitiesWhen developing volunteeropportunities it is important toconsider:

a. How volunteers could benefityour organisation, and

b. Why people want to volunteer.

Meeting both of these criteria will ensurethat everyone is kept happy, and that yourorganisation benefits from volunteerinvolvement. Having exciting andinteresting opportunities will also ensurethat you have a wide range of peopleapplying to work with you.

Start by discussing with any current staffand volunteers any roles which immediatelycome to mind. Also think about yourorganisation’s aim and objectives, orstrategy. Consider how volunteers couldimprove your service, or add depth toexhibitions. Think about visitors to yourorganisation - how could their experiencebe improved with the help of volunteers?

Once you have identified some roleswhich you may like to develop, ask abouteach one:

� Would I like to do this role, what couldattract me to it?

� What would I get out of it if I were thevolunteer?

� What training would I need?

� What sort of person/sort of skillswould be needed to fill this role?

� How could I measure success?

Once you have considered these pointsand can answer each one, construct a RoleDescription for each prospective post. A detailed volunteer role description isparticularly useful if you are recruitingvolunteers through a volunteerdevelopment agency or other third party.

N.B. It is extremely important at this point tomention the use of language when dealingwith volunteers. A volunteer role description(also known as a volunteer task description) isa document which details the specific activitiesa particular volunteer is involved in. It israther like a job description, although usingseparate terminology is recommended to avoidimplying a contract of employment forvolunteers. Volunteers do not and should nothave a contract of employment and so don'thave the rights of an ordinary employee orworker. These include the right to a minimumwage, holiday and sick pay, and otherstatutory rights. However if you use words like‘Job Description’ and ‘staff ’ in describingvolunteers or their roles you may leave yourselfopen to employment tribunals in the future.

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Case StudyName: JustynaAge: 21

Justyna is from Poland, she has been in theUK for three years, and has been grantedpermanent residency. Justyna came to theUK for a better life for her and any childrenshe may have in the future. Justyna felt thatin Poland, the only work she could expectwas in a factory at low pay, and withunsociable hours. This was not what shewanted in life, so came in search of a bettercareer here.

After arriving, Justyna studied hard forseveral qualifications in businessmanagement, maths and IT to further herjob prospects, and registered with agenciesto find her work. However with limitedEnglish language skills, and no experienceshe found that it proved very difficult togain employment which she wanted - officebased. She found herself right back in thefactories which she left Poland to escape.

Justyna got in touch though VInvolved - agovernment funded body who helpsvolunteers aged 16-25 find placements.Since starting as a volunteer in an adminpost, Justyna has been able to practice thethings she learnt at college - such as her ITskills and maths, plus improve her Englishand be part of a busy office - seeing what itis really like. Justyna had very little interestin history, so would not have usuallyapplied for a museum role; however thiswas an admin post so it fitted her criteria.As it happens, Justyna has adored learning

about the history and visiting the museums- a great result all round!

Justyna is now working towards ahundred and fifty hours of voluntarywork, and hopes that this experience -along with an excellent reference fromIronbridge - will see her gain the work shewants. As well as this, she has been anexcellent addition to the office, creatingspreadsheets, recording information,answering phones and generally pitchingin - a huge help for our Museum!

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Writing a volunteer roledescriptionBelow is a simple role description template. The description should beclear, to the point and informative. It does not need to be long; it isjust there to give a brief outline of the volunteer’s role andresponsibilities. See below:

Volunteer role descriptionTitle: Volunteer [role title]

Accountability: [who will be supervising the role on a day to day basis]

Hours: [what hours is your organisation open, does the role have specifichours, or is this negotiable?]

Location: [Give address of where the position is based]

Purpose of role:[Give description of why the volunteer is needed, a brief description of the role and anyspecial requirements/skills needed. Be friendly, and give the volunteer information abouthow their role will benefit your organisation - sell it to them!]

Role and responsibilities:[list day to day tasks, training which must be taken etc]

1.

2.

3.

4.

5. To report any concern to the Volunteer Coordinator, or supervisor.

6. To take part in any relevant training.

7. To adhere to the Volunteer agreement, and Volunteer Policy.

8. To comply with, and implement, the Equal Opportunities Policy and procedure, togetherwith all other agreed policies and procedures of the NAME OF ORGANISATION.

[your name]

[Date]

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Attractingvolunteers MarketingMarketing your volunteeringopportunities will be mostly a local affair,however there are a number of factors toconsider when devising methods ofpublicising your volunteer needs.

If your opportunities could appeal to awide range of people, you could try printadvertisements in the form of flyers,posters, local press and internet. Post thesein community centres, libraries, localschool and college newsletters. If there arelocal groups who may be interested get intouch with their leaders and giveinformation too.

Obviously your search can be streamlinedif you are appealing to a certain group. Ifan opportunity is quite specific, you could

target groups who have similar interest.This could be college courses offeringsimilar activities or in certain sections ofyour local library.

Consider the words and terminologywhich you use carefully. Advertisementswhich simply say “Volunteers Wanted”will probably not catch the eye of someonewho has never volunteered before. In orderto draw someone in who is new tovolunteering, emphasise the benefits ofvolunteering to the individual. Highlighthow interesting, exciting and important tothe organisation and the local communitythe opportunity could be. Give details ofany benefits a volunteer will receive suchas free/discounted entry for friends andfamily, reimbursement of any expenses orspecific training which will be given. Youneed to try and sell the opportunity, andencourage them to get in touch with you,be enthusiastic.

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Word of mouth will also be very importantto your recruitment strategy. Many of yourvolunteers will be attracted to yourorganisation depending on someone else’sexperience, whether it be as a visitor or avolunteer. Having a professionalapplication process will help with this. Ifsomeone has a good experience they aremuch more likely to pass on the idea ofvolunteering to friends and colleagues.Think about giving a presentation to yourcurrent staff and volunteers explainingwhat roles are available, and discussing the

benefits, they are very likely to knowsomeone who may be interested. You couldalso think about holding an open day toallow local people to pop in and have achat about volunteering.

A wonderful way of showing the thingswhich volunteers can do within yourorganisation is to take photographs ofcurrent volunteers and your organisation.This gives a personalised touch, and allowspeople to put a face to the opportunities.

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Where to advertiseYou may wish to consider the following:

� Local press – print and radio

� www.do-it.org.uk through your localVolunteering Centre - for this you mustfirst register with the centre, howeverthey will then support you innumerous ways.

� Community notice boards (library,community centres, local shops) andnewsletters (parish magazines, localschools).

� Local schools with a sixth form areoften very keen due to the inclusion ofVolunteering aspects involved in certainawards that students are often trying toobtains such as the CoPe award andThe Duke of Edinburgh award.

� Specialist volunteering organisationssuch as Vinvolved who are aimed atencouraging young people aged 16-25to volunteer. Some of these are linked todoit.org, but have many local andregional offices. Depending on yourorganisation’s emphasis BTCV may alsoapply - see what is around your area.

� Organisation’s run by specific socialgroups that are generous with theirtime for example The Rotary Club,The Lions, Probus, The Cadet Force,W.I., Youth Organisation etc

� Hold an open day.

� Through your local Job Centre - backto work schemes or work experiencefor example.

� Your organisation’s website, if you haveone. The internet is generally a usefultool for sourcing volunteers or at leastgetting your information out.

� Re-enactment organisations both localand national will often be pleased tolend their expertise.

Application processA basic application form is a necessity for anumber of reasons other than just gainingthe volunteer’s contact information. ForHealth and Safety and insurance purposes,all volunteers will need to provideemergency contact information shouldthere be any problems. With anapplication form the information will beeasily accessible in an emergency. Thereference form could also be included.

This is merely an example of anapplication form. You will most likelyneed to adapt and modify to suit yourvolunteer needs. However this will giveyou an idea of what to include.

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Volunteer Application FormPlease complete all sections of this form to help us with your applicationto become a volunteer at NAME OF ORGANISATION. All information willbe held by NAME OF ORGANISATION and will remain confidential.

to

Name of Contact and Organisation Address

Date: ___/___/_____

Your Details:

Title

Surname

First name/names

Home address

Postcode:

Home telephone number

Mobile telephone number

Email address

Do you consider yourself Yes: No: (please tick)to have a disability?

If yes, please give details. Details:

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Emergency Contact Details

Relationship to you

Name

Home address

Postcode:

Home telephone number

Mobile telephone number

Email address

Volunteer Opportunities

Type of role which interests you

Please give details if you have seen a role advertised and where you saw the advertisement.

Availability

Are you currently: Full-time Student Part-time Student Employed

Unemployed Retired (please tick)

When would you like to volunteer? (if you aren’t sure, leave this section blank)

Monday Tuesday Wednesday Thursday Friday Saturday Sunday

AM

PM

Thank you for your time.

If you have any questions regarding this form, or would like help filling it in, pleasecontact NAME of CONTACT, TELEPHONE, EMAIL.

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RefereesAt the NAME OF ORGANISATION we want to provide volunteers, staff and thepublic with a safe, reliable and fun experience. The purpose of asking volunteers for areference is just to make sure we know what to expect, and in the same way as referencesare asked for with staff, that people are genuine in their search for a role. Please providedetails of two referees to support your application, bearing in mind that we will contactthem soon after your application is received.

Please don’t put relatives as your referees, as we cannot accept them, however, peoplesuch as ex-employers, people you may have volunteered for in the past, a social workeror anyone you have a professional relationship with are fine. One of your referees can bea friend, someone you have worked with, or a fellow volunteer. If you have anyreservations about giving referees, please get in touch with NAME OFCONTACT/ORGANISATION, we are here to help, and will do in any way we can.

REFEREE 1

Name

Relationship to you

Address

Postcode:

Telephone

Email address

REFEREE 2

Name

Relationship to you

Address

Postcode:

Telephone

Email address

Thank you, please return with your completed application form

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Selecting and engaging volunteersInterviewIt may seem that an interview isunnecessarily formal for your organisation,or you may not find yourself in a positionto select and reject potential volunteers,but organising an informal meeting beforeappointment can be highly beneficial forboth parties. This gives both you and theprospective volunteer a chance to askquestions, see if the role is suitable and togenerally get to know each other. Howeverinformal you wish the meeting to be, itcan be beneficial to use traditionalinterview formalities to create a structure.

You may wish to consider coveringconventional points, depending on whatinformation you need to give yourpotential volunteer and what informationyou need to collect. Also, having a checklistwill ensure that you do not miss outanything important, and you can relax.

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Interview checklist� Confirm applicant’s personal details

� Information provided to volunteer

– Role Description

– Personal Specification (what sort of person is needed, special skills etc)

– Organisation information

� Completed Application forms

� Volunteer Policy/Handbook explained

� Expectation of Volunteer

– Time Commitment/availability

– Training and support

� Applicant’s aims and what they wish to gain or impart

– Relevant skills, experience and training

� Volunteer skills and location identified

– Your organisation may be responsible for more than one property and the site ofinterest must also be identified.

� Volunteer be made aware of reasons for selection/rejection (if applicable at this stage)

� Equal Opportunities Policy observed

� What will happen next

– Volunteer and Organisation sign the Volunteer agreement regarding the conditionsof their role

– Start date agreed and induction/training in place

If you can identify a role for the potential volunteer it is advised to have the following inplace before they start their position:

� References obtained and reviewed

� Necessary checks such as CBR and Vetting and Barring. This applies specifically ifthe volunteer is working with vulnerable adults and/or children.

� For more information: www.isa-gov.org and www.crb.homeoffice.gov.uk

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The inductionprocessThe way in which you welcomeany new volunteer is your firststep to a happy and sustainablevolunteer base.

Once a volunteer has been recruited it is veryimportant to give them a sense of belonging,make them feel welcome and valued, and toorientate them into your organisation.Before they start ensure that everyone knowsthey are coming and are prepared for whatimplications it has for them.

For example, if someone will need to taketime out of their schedule to show themthe fire exits, or will be sitting next to thenew volunteer, just show courtesy and letthem know in advance.

A thorough induction will ensure that avolunteer understands their role and howit will benefit the organisation. It shouldalso enable the volunteer to carry out theirwork safely and effectively.

The induction should include a variety ofinformation to bring the volunteer up todate with policies and procedures at yourorganisation as well as to give theminformation about activities which takeplace within the organisation, and mostimportantly, where they fit in.

To make your induction efficient andhelpful for the volunteer, include:

� The structure of your organisation

� Details about the history of yourorganisation

� Important policies such as ChildProtection and Health and Safety, andyour Volunteer Policy

� Introductions to their supervisor andcolleagues or other volunteers

� What to do in the event of anemergency

� How to deal with problems

� A breakdown of their daily tasks

� A training schedule

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The induction is your time to make surethat every new volunteer has a namedperson who they can ask if they are unsureabout anything, make sure that they knowwhere to find things, how to work them ifnecessary, and what their role will entail.

It is a good idea to walk new volunteersaround the site of your organisation to helpthem get their bearings. This could beperformed by the volunteer coordinator,and member of staff, or another volunteer.It might also be extremely helpful for themto have a ‘buddy’ within the organisationwho is at their side for their first fewsessions or until they are settled in. Thiswill make sure they feel welcomed, andthat they have someone to turn to if theyare unsure about anything. You don’t wantyour new volunteer to feel like they havebeen thrown in at the deep-end!

Before you set your new volunteer free,check they have appropriate skills,qualifications and experience. Also checkthat they have a clear and accurateunderstanding of their role and anyresponsibilities which they will be taking on.

Don’t assume that a new volunteer willknow things about your organisation -they may be too shy to ask lots ofquestions so giving as much relevantinformation as possible will be a bonus.

Once inducted, take time early on to givenew volunteers feedback on how they aredoing. People like to know how they are

getting on, if they are doing well and tobe given the opportunity to improve.Think about having a month long trialperiod, where at the end you cancomment about how they have got on andiron out any problems. If the placement isnot working, signpost them to otherorganisations who may be better suited totheir needs and skills.

You may find a Volunteer InductionChecklist useful when introducing a newvolunteer to ensure that all aspects arecovered. This can be used to make surethat you are fully aware of where your newvolunteer is with their induction, and tomake sure that nothing is missed out.

For new volunteers, you could alsoconsider producing a simple informationpack that includes:

� A copy of their role description -outline of what is expected of them.

� Their points of contact (such assupervisor, who to go to in emergency,first aiders, etc.)

� Contact numbers, e-mail and postaladdresses of key people.

� Details of what expenses can beclaimed and how to do it.

� An overview of the organisation’shistory, its management structure andhow they will fit into it.

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Case StudyName: RebeccaAge: 24

Rebecca had just finished studying for anMA in the hope of becoming an Archivist.Despite being very highly qualified,Rebecca was finding it very difficult to get ajob. She hoped to volunteer as an archivistin order to gain experience.

Ironbridge does not use volunteerarchivists, as we have paid staff to help withthis, however we did feel that we couldoffer different experiences to Rebecca,which could further her career and give hera taste of the museums world.

Rebecca started volunteering as a Guideon a weekly basis, and soon took onseveral more posts due to enjoying the roleso much. Rebecca now volunteers two orthree times a week, helping out withguiding visitors and writing supportinginformation. She also volunteers withBlists Hill Victorian Town’s curator,helping out with accessioning and on thelarge site in general.

Rebecca therefore gets to do some of thethings she initially wanted to do, is gettinggreat experience and is volunteering in theenvironment where she hopes to work atsome point. From the Museums’ side, wehave a wonderful guide, who is alsoextremely useful and knowledgeable aboutother things around the museum, and agreat asset to us.

Volunteer Agreement

When your volunteer starts, you may wishto discuss a Volunteer Agreement withthem. Volunteer Agreements can be usedto set out both an organisation'scommitment to its volunteers, and what ithopes for from them. The agreement mayact as a reference point for the volunteers,and a reminder to the organisation that itshould meet the standards of good practicethat it has set itself. The document is notin any way a contract, and is not legallybinding; it is just to help bothorganisation and volunteer to understandwhat is expected. For this reason, thedocument is not signed by either party.

A sample Volunteer Agreement is below,however every organisation is verydifferent, and you can find a lot of exampleagreements on Volunteering England’swebsite (www.volunteering.org.uk) andalso from your local Volunteering Councilsor Centre.

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Volunteer AgreementWe, [NAME OF ORGANISATION] will do our best:

– To provide a thorough induction designed to introduce you to the work of the[NAME OF ORGANISATION], your volunteering role and the induction and/ortraining you need to meet the responsibilities of this role.

– To provide regular meetings with the Volunteer Coordinator [if applicable], so thatyou can tell us if you are happy with how your tasks are organised and so that wecan provide you with feedback. Your manager’s/supervisor’s name is _______________________________

– To respect your skills, dignity and individual wishes and to do our best to meetthem.

– To reimburse your meal costs up to our current maximum.

– To consult with you and keep you informed of possible changes.

– To insure you against any injury you may suffer or you may cause due to negligence.

– To provide a safe workplace.

– To apply our Equal Opportunities Policy.

– To apply our complaints procedure if there is any problem.

I, ______________________ agree to do my best:

– To work reliably to the best of my ability, and to give as much warning as possiblewhenever I cannot work when expected.

– To provide referees as agreed who may be contacted.

– To follow rules and procedures of [NAME OF ORGANISATION] includingHealth and Safety, Equal Opportunities and Confidentiality.

More details on these issues are provided in the volunteer pack, and in the variouscorresponding policies, which you are advised to read.

This agreement is in honour only and is not intended to be a legally binding contractof employment.

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Engaging andmaintainingyour volunteersAfter induction, it may becomforting to your volunteer andto yourself to devise a TrainingSchedule. The schedule couldinclude the following:

� Health and Safety information

� Expectations of volunteer and of thespecific role

� Job Specific Training for example

– Specific computer software training ifrelevant

– Historical and/or Organisationspecific training

– Technical training should they berequired to use any kind ofmachinery (within Insurance and H& S regulations)

– Shown clearly how to do any tasksthat are part of their role

Training will always be an on-going part ofany role. Make it clear to the volunteerthat if they believe they should havespecific training, this should behighlighted to their supervisor. Theorganisation should also take responsibilityfor specific training they identify for theirvolunteers. The most common andeconomical method of training that youwill provide will be on-the-job training,

however there are many organisations thatcan offer free training for volunteers.

� Contact the Local Authority website,they offer support, training andseminars for volunteers andorganisations

� Contact your local VolunteeringCentre, they often offer trainingthemselves at a nominal sum

� Volunteering websites andorganisations have large amounts ofinformation on training

– www.traintogain.gov.ukwww.learndirect.co.uk

Training your volunteers in phases maywork better for your organisation. If youhave a fairly high volume of new startersyou may want to cover the more generalissues as a group and then provide specificrole training on their commencement.

You may wish to consider asking anexisting and ‘well-versed’ volunteer toassist in the training process. They couldoffer volunteer-specific information tohelp the new volunteer assimilate intothe organisation.

Creating some hand-outs and reminderinstructions for new volunteers will helpthem settle into their role. It will helpthem to feel more self-sufficient and avoidthem feeling awkward if they need to askquestions that may have been covered atsome stage.

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Supervisingand monitoringProviding a solid support systemfor your volunteers is a positivestep in keeping your volunteersfeeling useful and valued plusmaximising their impact on yourorganisation.

They should know who their supervisor isat all times they are volunteering or intheir absence whom to approach shouldthey need assistance.

You may wish to have regular meetings withyour volunteers to find out how they aregetting on. As they are new they may havesome ideas for increasing and improvingcurrent systems. This could also be anopportunity to discuss training needs.

Rewards and recognitionThere are many simple ways in which youcould acknowledge the contribution ofyour volunteers, such as:

� Letters and emails of thanks afterparticularly busy periods, events andother times when the volunteer has putin more than they originally agreed.

� Christmas and Birthday Cards

� Coffee and Cake mornings wherevolunteers can socialise and discusstheir experiences. Some volunteers maynever actually cross paths except atsocial events

� Group outing in the off season (if youhave one) or on a day when closed.

� Investigate helping a volunteer to attainsome form of accreditation for theirwork. Volunteering England havemasses of information regarding alltypes of volunteering:http://www.volunteering.org.uk/NR/rdonlyres/E36207C6-982A-4D0E-9A3F-11A787850B29/0/ISAccreditationofVolunteering_VE09_.pdf

� Regional and national awards: Thereare many Philanthropic andOrganisation awards held every yearthat honour the work of volunteers.

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Dealing withissues orcomplaintsComplaints about volunteersSerious issues with volunteers are generallyvery rare. However every so often you mayfind that an issue arises which needs a muchmore proactive approach. With an influx ofnew people joining your organisation, nomatter how well prepared you are there maybe some issues along the way. It is thereforevery important to have a clear system inplace which your organisation can follow ifsuch a problem arises.

In terms of problems, grievances so oftenarise from misunderstandings and lack ofcommunication. You will usually find thattalking them through with everyoneinvolved in an informal manner is certainlythe best course of action and this shouldalways be your first option wherevolunteers are concerned. However shoulda more serious, or regularly occurring issuecome to your attention, you must have aprocedure in place to follow.

Problems which may need your attention:

� Misuse of facilities, or taking advantageof position

� Regular lateness

� Offensive or inappropriate language orbehaviour

� Drugs or substance misuse

� Breach of Health and Safety regulations

� Failure to show respect to other staff,volunteers or customers

� Discrimination

In terms of actions to take, you shouldnever dismiss a volunteer on the spot. Youmust ensure that you do not act rashly, asthere are two sides to every story. If thecomplaint is very serious, call a meetingimmediately, and if necessary suspend thevolunteer. However you must adhere to aformal system to ensure fairness. Your firststeps should be:

� Give warning. Notify volunteers (inboth verbal and written communication)when they violate policies.

� Investigate the alleged offence(s). Thisincludes documenting the volunteer’sside of the story and any proof of policyviolation.

� Action. Consider developing an actionplan to correct the problem, dependingon the seriousness of the offence(s). Eachitem of the action plan will have specificdates for accomplishment. Develop theplan with input from the volunteer.

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What to doStep one:Your initial approach to dealing with acomplaint or problem regarding avolunteer should always be to organise ameeting with the person or personsinvolved. This meeting, although fairlyinformal should be carefully planned sothat you or whoever is taking it is sure ofwhat they wish to say, and are ready tolisten. The meeting should also beminuted to ensure that details arerecorded and actions highlighted.

If they wish, the volunteer should be able tobring a friend to the meeting for support.Keep the meeting friendly and open andexplain why their behaviour isinappropriate - they may not realise theyare doing anything wrong at all. You mayfind at this point that the volunteer wouldprefer to take a different role within yourorganisation, and at this point you shouldtry to accommodate this. Some problemsmay simply arise because a volunteer doesn’tfeel their role is suitable for them, or theyare perhaps bored or uninspired. Take timeto listen to their side of the story and beready to make changes to help them.

If you need to, draw up an action plan withthe volunteer to mark any changes they needto make, and also what the organisationneeds to do. Give a clear time frame, forexample two weeks, in order to make thesechanges, and stick to it. Organise a furthermeeting to take place once this time haselapsed to evaluate further.

If the volunteer has followed the plansuccessfully, extend it to a month, and soon. You will probably find that thevolunteer did not mean any wrongdoing,and that increased supervision will helpconsiderably.

Step two:If after this initial meeting the problemsdo not ease, a second, more formalmeeting needs to be arranged, and awritten warning issued. This meetingshould possibly involve a senior memberof your organisations team, and the aimof the meeting will be to give thevolunteer a clear outline of what the issuesare, and what steps MUST be taken toensure they remain a volunteer withinyour organisation.

Present this information in a writtendocument, which you should go throughstep by step with the volunteer ensuringthat every point is clear and understood.

Again, the volunteer should be encouragedto bring a friend or trusted colleague sothat they do not feel ‘ganged up on’. The meeting should address the previousaction plan, and a further plan should beproduced, this time with a smaller timeframe, and more instruction.

This is a very serious step to take and thevolunteer must understand that this is thefinal step before the offer of volunteeringis withdrawn. You may find that at thispoint a volunteer may not wish tocontinue, and if so attempt to part

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company in the best possible way. Remaincalm and collected at all times, no matterwhat the situation is and if you need it,ask for peer support.

Step three:If again, no improvement is made, or ifthe complaint regarding the volunteer isof a serious nature, you may find thatasking the volunteer to leave theprogramme is the only option. A seriouscomplaint could be:

� Assault

� Harassment

� Racism

� Gross misconduct

� Illegal, violent or unsafe behaviour

In the event that a volunteer has to bedismissed, invite the volunteer to an ExitInterview. This should be done personallyby the Volunteer Coordinator or personwho supervises volunteers directly.

� Be quick, direct, and absolute.

� Announce, don’t argue. There hasalready been time for the issue to beinvestigated and rectified.

� Do not attempt to counsel. If counselling were an alternative, it wouldhave been done earlier in the process.

� Confirm withdrawal of the offer ofvolunteering with a written letter, andsettle any unfinished business needed toend the volunteer’s relationship with you.

AppealsFinally, you must allow the volunteer toappeal. They may feel that they have beenunfairly treated. Remember that if avolunteer leaves feeling that they havebeen badly treated, they are much morelikely to tell others about the terribletreatment they received. This can damagethe reputation of both future volunteeringprojects and your organisation in general.An appeal should have clear guidelineswhich are made clear to the volunteer.

Appoint someone, such as a seniormanager, the chair of the trustees or anominated trustee to be the main contactfor such an appeal.

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The volunteer should be informed abouttheir right to appeal from the moment thecomplaint is brought to the surface. Inyour first written correspondence outlineclearly what the procedure is, giving anamed contact and also a set timeframe.

This could be written as follows:

The volunteer has the right to appealagainst any disciplinary decision to the[NOMINATED PERSON]. Theemployee / volunteer should inform[NAME OF ORGANISATION] inwriting of their wish to appeal within fiveworking days of the date of the decisionwhich forms the subject of the appeal.

Any appeal hearing will be held as soon aspossible when the volunteer will be givenan opportunity to state their case. Thevolunteer may be accompanied by a workcolleague or representative. The decisionof the appeal will be notified to theemployee in writing and will be final andbinding under this procedure.

OR

Volunteers dismissed from their volunteerposition may appeal the decision. Suchappeal must be in writing to the[NOMINATED PERSON] and receivedwithin 10 working days of receiving noticeof their dismissal. The written appeal is tooutline why the volunteer feels he shouldnot be dismissed and any other pertinentinformation that may prove helpful inreviewing the dismissal.

The [NOMINATED PERSON] willdetermine steps necessary to review thedecision to dismiss (for example toconvene a special committee, gatherinformation from the dismissingsupervisor or personally interview thevolunteer, dismissing supervisor or othersas appropriate or other means to considerall information), and will determine if thedecision to dismiss will stand or beoverturned. Such decision will be reportedto the volunteer.

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VolunteercomplaintsNo matter how well you try tolook after your volunteers or howmany policies and procedures arein place, you may find that avolunteer wishes to make acomplaint.

If a volunteer has a complaint about theirrole, your organisation, a member of staffor another volunteer it must be recordedand handled in the same way as a staffcomplaint. If you have a complaintsprocedure already make sure that thiswould apply to volunteers as well as staff.If not, think about producing one. Goodplaces to look for information aboutdealing with complaints can be found onwww.volunteering.org.uk.

In short however, think about thefollowing:

Most problems should be able to be solvedinformally. Ensure that the volunteerknows who to approach. A volunteercoordinator should be the designatedperson, however if you do not have one, asenior member of staff or volunteer shouldbe the appointed person. However youshould give the volunteer a few options toensure they are able to report any concern-for example if the problem involves thevolunteer coordinator then the volunteershould have someone else to talk to.

If the complaint is about their role, youmay find something simple like givingthem an option to change will ease theirworries. Solving the issue quickly andefficiently should be your main concern.

If the complaint cannot be solved so easily,arrange a meeting at the volunteer’sconvenience to discuss it. You should dealwith the complaint within 14 days, sowithin that time, arrange the meeting andset up an action plan.

If the issue is still not resolved then itshould be put in writing to theappropriate senior manager or member ofthe board of trustees. The matter shouldagain be dealt with within 14 days, andthe matter resolved.

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TroubleshootingOnce you begin to meet, give roles to and induct prospectivevolunteers, various issues may arise. The following table may help youto develop opportunities which can be inclusive to as many people aspossible, and also to have answers to any problems before they arise.

Obstacle– the volunteers don’t drive or have their own

transport– it’s not easy to get to your base by public

transport– there is no parking or public transport close to

the volunteering opportunity

– your opening times don’t match the volunteers’availability

– your volunteering only takes place in the day-time, and therefore not available to people withfull-time work

– the work is boring– there is too much to do

– there are hidden costs not covered by expenses– out-of-pocket expenses are not paid, or are

difficult to claim

– your organisation is unpopular, or not very well known

– existing volunteer clique

– new volunteers are frightened of the activities, andunsure if they would be able to complete tasks

– volunteer feels that they do not have the correctskills or confidence to perform tasks

Possible remedies– are there other volunteers nearby who could

offer a lift?– develop a rota to share transport– arrange to pick up volunteers– provide a taxi– develop group/family volunteering activities– develop home-working opportunities– consider changing/extending your opening

hours– develop new opportunities that can be carried

out at other times such as projects or outreach– develop home working opportunities– be prepared to build opportunities around

volunteers’ abilities and interests– rotate volunteering tasks – have lots of social opportunities– make a commitment to pay expenses and raise

funds to achieve this– have accessible, easy to understand expenses

procedures– be clear from the start about what can and

cannot be claimed for– improve your marketing and promotional

activities – hold an open day– visit local community groups or schools to get

your service out and about– join the volunteer group for a few sessions until

the new volunteer feels comfortable– ask an existing volunteer to ‘buddy’ newcomers– provide training– hold open days and taster sessions so that new

volunteers can get a taste of what you do– provide additional training

– ‘buddy’ volunteer for support

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Notes

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Notes

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Notes

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Notes

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The IRONBRIDGE GORGE MUSEUM TRUST Limited Coalbrookdale Telford Shropshire TF8 7DQCharity Reg No. 503717-R