quality volunteering at the british red cross

8/11/2019 Quality volunteering at the British Red Cross

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QUALITY

VOLUNTEERINGAT THE BRITISHRED CROSS

Full research report lLearning Organisation and Research team

One in a million: British Red Cross volunteers reach for the sky


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Researcher

Sarah Joy

Authors

Sarah Joy, Liz Hendry, Femi Nzegwu


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Quality volunteering at the British Red Cross 1

Executive summary 3

1 Research aims & methodology 7

2 Volunteering in the UK: What does the external research say? 11

2.1 Patterns and profiles of volunteering in the UK 11

2.2 Approaches to volunteer management practice in the UK 17

3 Volunteering at the British Red Cross: What do we already know? 23

3.1 Our volunteer characteristics and profiles 23

3.2 A wealth of internal research on the volunteer experience 27

4 Research findings: Achieving quality volunteering 37

4.1 The beneficiary perspective 37

4.2 Volunteer motivations: Staying on and leaving 40

4.3 The 6 key elements and 3 enablers of quality volunteering at the

British Red Cross 41

5 Case studies of external practice: What are other organisations doing? 63

6 Conclusions and implications for the British Red Cross 71

7 Recommendations for future research 73

Appendices

A Technical Report 75

B Sample demographics: Volunteer achieved survey sample 77

CResearch focus group discussions and interview templates 81

C1 Volunteer focus groups 81

C2 Staff focus groups 83

C3 Beneficiary individual interviews 85

DSurvey questionnaires 86

D1 Current volunteers telephone survey 86

D2 Former volunteers telephone survey 93

D3 Staff online survey 94

E Comparing two models for managing volunteers 99

F External literature reading list 100

GInternal research projects 102

contents


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2 Quality volunteering at the British Red Cross

List of figures and tables

Figure 1 Beneficiary, volunteer and organisation needs 8

Figure 2 Age profiles of British Red Cross volunteers compared to UK population 24

Figure 3 Distribution of British Red Crossvolunteers across the Territories 25

Figure 4 Distribution of British Red Cross volunteers across the UK, March 2011 25

Figure 5 Length of service of current British Red Cross volunteers 26

Figure 6Important aspects of volunteering (Wales, 2010) 33

Figure 7 Quality volunteering at the British Red Cross (survey responses) 61

Table 1 Volunteering in England, 2001 to 200910 12

Table 2 Implications of a changing society on levels of volunteering 14

Table 3 Methodological challenges for the research 76

Table 4 Models of managing volunteers modern versus homegrown 99

Table 5 Internal research projects related to volunteering 102

Acknowledgements

Special thanks to:

> All the staff, volunteers and beneficiaries who participated in the

interviews and focus groups, who responded to the surveys and

completed the Area Mappings, who gave up their time to share

their views and experiences.

> Volunteering staff across the organisation UKO, Territory and Area

based staff who provided lots of opportunities for discussion, invitations

to meetings across the country as well as general support and

advice along the way.

> Rhianne Thomas (our project intern) for reviewing the vast quantity

of internal research sources related to volunteering and for supporting

many aspects of the project during her 3 month internship with us.

> The Learning Organisation and Research team. Alison McNulty and

Joanna White for their wisdom and technical support with the surveys.

Sian Rowbotham and Kimberley Rennick for their organisation skills

and support throughout. Simon de LacyLeacy for organising his

creative collection and transmission of volunteer experiences at the

National Assembly via video booth.

Note:A supplementary publication is available alongside this research report offering

insights on current volunteering practice from the Volunteer Advisers across the Areas.


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We want to makevolunteering for usthe best experiencemoney cant buySaving Lives, Changing Lives

Volunteering is a key enabling priority(EP5) in the British Red Cross Strategy20102015, Saving Lives, ChangingLives, and is fundamental to delivering

our goals and mission. In March 2010, the SeniorManagement Team commissioned an internalresearch study to determine the elements ofquality volunteering at the Red Cross with a viewto further developing our volunteer propositionand support systems.

The overall aim of this research study is to

define the elements of quality volunteering byexploring different perspectives of thevolunteering experience at the British Red Crossand subsequently identifying approaches thatbest support staff and volunteers to deliverBritish Red Crosss business.

This study has enabled us to build on thesignificant pieces of work previously conductedand currently ongoing in volunteering teamsthroughout the British Red Cross. It has broughttogether the views of beneficiaries, volunteers

and staff in an attempt to identify the essentialelements which we need to focus on as anorganisation if we are to continue to enhance thequality of volunteering at the British Red Cross

Executive Summary


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that is, our capacity to respond effectively tothe needs of our beneficiaries while ensuring thatthe volunteering experience itself is positive,rewarding and maximising of the talents andskills people want to offer.

As of January 2011 there were nearly 33,000volunteers on the PeopleSoft database. Themajority are women (70%), white (77%), withan average age of 50, although nearly onefifthare young volunteers (aged over 15 and under26). Across the Red Cross territories, the SouthEastern Territory has the most volunteers,followed by Wales & Western; Northern; ScotlandNorthern Ireland and the Isle of Man and thenUK Office.

The study identified six key elements andthree enabler elements of a quality Red Crossvolunteering model. The six key elements are:1. Recruiting, retaining and integrating

volunteers who are best suited to carryingout the work of the British Red Cross

2. Flexible deployment of volunteers tailoredto their skills and responsive to Red Crossdelivery needs

3. Building supportive relationships betweenstaff and volunteers and amongst volunteers

4. Ensuring accessible developmentopportunities for volunteers to learn anddevelop their skills

5. Embracing diversity and creatingopportunities for engaging with a diverseworkforce

6. Achieving consistency in our standards toenable quality volunteering

The three enabler elementsare:1. An accurate and up-to-date volunteer

knowledge base

2. Appropriate resourcing3. Creating more and better ways of sharing

learning and good practice relating tovolunteering

The diagram below provides a snapshot of howstaff and volunteers perceive themselves to be

QUALITY VOLUNTEERING AT THE BRITISH RED CROSS SURVEY RESPONSES (FIGURE 7)

Note: Based on achievedsamples of 344 current

volunteers and 159 staff.

1

2

3

4

5

1.Recruiting, retaining

& integrating volunteers

2.Flexible deployment

of volunteers

7.Appropriate

resourcing

3.Building supportive

relationships

6.Achieving

consistency

4.Accessible development

opportunities

5.Embracing diversity

StaffVolunteer


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performing on 7 of the 9 quality elements. Ascan be seen we fare least well in the consistencyin our standards and best in embracing diversity.

Proposals for improving practice are includedthroughout the paper against each of thequality volunteering elements discussed. Thesecome directly from the ideas and suggestionsgiven by volunteers and staff during the research.

A review of the external literature alongside ourinternal findings suggests that we are in quite agood position at the British Red Cross.We havetaken a bold step to identify what it means forthe Red Cross to have a quality volunteeringoffer in place and we recognise the main areason which we should focus. However there remain

some strategic questions which we need to addressorganisationally. Below we list five of these forconsideration:

> Developing a clear British Red Cros vision/framework for volunteering.While volunteerinvolvement is fundamental to the work ofRed Cross, the mission is to ensure everyonegets the help they need in a crisis and hence,remain beneficiary focused. Are volunteerstherefore largely a means to an end, an end initself or both? Acknowledging and being clear

about the tensions in these underpinningphilosophies of volunteering will enable agreater understanding of the real implicationson volunteer support and management practice(e.g. addressing issues surrounding theselection of volunteers within a framework ofinclusion, supporting beneficiaries to becomevolunteers as appropriate, highlighting wideroutcomes from involving volunteers, investingin volunteers who might need a little moresupport to empower and enable them to carryout the work of the British Red Cross etc.)

> Understanding the potential impact on ourvolunteers, of becoming more market focused.The British Red Cross, like other voluntarysector organisations, is rapidly growing itsinvolvement in the world of contracts andcontracting. Venturing increasingly into theworld of contracting may have implicationsfor volunteering at the British Red Cross.In other words, what are the associatedchallenges and opportunities arising froma more market-approach to the Red Crossbusiness given that volunteers engage for

more social reasons? How does the RedCross travel down the contract route withoutlosing the distinctive nature, independenceand ethos of voluntary sector service provision

which is what our volunteers are herefor and are proud of without alienatingvolunteers in the process? How well is theRed Cross placed to address these issuesproactively?

> Leading thought and contribution.The BritishRed Cross would appear to be in the upperpercentiles of leading thinking on definingwhat quality volunteering is in the voluntarysector. Is there an appetite for the Red Crossto become engaged and contribute to a wider

public/sector debate?

> Diversifying our workforce, knowledge baseand reach.Issues of diversity will have a majorimpact on both the quality and quantity ofvolunteering at the British Red Cross over thenext several years. Innovative approaches anda political will are needed to engage with newcommunities in terms of expanding bothour volunteer and beneficiary base. What isthe Red Cross aspiration for proactivelydiversifying its workforce and engaging withnew groups and communities in the future?

> Resourcing quality volunteering is notinsubstantial.Additional resources are calledfor to enable the outlined recommendedimprovements to take place as discussed. Someprioritisation of the elements identified may benecessary. However, there is a strategic relatedquestion that must be addressed that is, towhat degree of quality volunteering is theBritish Red Cross aspiring and what are theassociated resources required and in whichRed Cross is willing to invest in order to

realise this?


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Volunteering is a key enabling priority(EP5) in the British Red Cross strategyfor 20102015, Saving Lives,Changing Lives, and is fundamental to

delivering our goals and mission. As part of thiscommitment, a strategic programme dedicatedto improving the volunteer proposition has beenestablished and activities have been developed tobuild on our good practice and move us closertowards our goal of attaining a qualityvolunteering experience.

In March 2010, the Senior Management Teamcommissioned an internal research study todetermine the elements of quality volunteeringat the British Red Cross with a view to furtherdeveloping our volunteer proposition andsupport systems.

Aims and outcomes

The overall aim of this research study is todefine the elements of quality volunteering byexploring different perspectives of the

volunteering experience at the British RedCross and subsequently identifying approachesthat best support staff and volunteers to deliverthe Red Cross business. The intended researchoutcomes are to develop:

1Research aims & methodology


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> An increased understanding of what qualityvolunteering means at the British Red Crossfrom the experiences and needs of volunteers,staff and beneficiaries.

> An enhanced sharing of internal (and external)good practice and learning to build upon andfeed into the implementation of Saving Lives,Changing Lives.

> An understanding of some of the keyindicators for measuring progress towardsquality volunteering at the British Red Crossin the future.

In order to draw out the different perspectivesof the British Red Cross volunteer experience

and get a deeper understanding of what qualityvolunteering is, the research study was structuredaround three key dimensions: volunteer needs,beneficiary needs and organisational needs(see Figure 1).

The British Red Cross vision:

A world where everyone gets the help they need in a crisis

Beneficiary needs v volunteer needs v organisation needs?The triangle of our key stakeholdersis presented below. Ultimately we are here to serve our beneficiaries, and volunteers are our way of

meeting those needs. Without them we couldnt function. Soimproving the volunteer experience

is vital so that volunteers can be more effective for our beneficiaries.

FIGURE 1BENEFICIARY, VOLUNTEER AND ORGANISATION NEEDS

BENEFICIARY NEEDS

Ultimate aim to provide a good service to

people in crisis and hence, have satisfied

beneficiaries

VOLUNTEER NEEDS

Vital to provide a quality

volunteer experience so

that volunteers are happy

and effectivein carrying

out British Red Cross

activity

ORGANISATION NEEDS

Striving to be an efficient

and effective learning

organisationworking

towards the British Red

Cross vision


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Methodology

A mixedmethods approach was employed forthe study. The following phases were scheduledto run over nine months from October 2010to June 2011:1. Scope project background to identify current

priorities and contexts2. Review of internal and external volunteering

related research2.1Internal data analysis and interpretation2.2External literature review and models ofgood practice

3. Define Red Cross and other models orapproaches to volunteer management3.1Mapping of existing practice andprocesses in place across the twenty one

Areas3.2External models in other nationalvolunteer led organisations

4. Identify staff needs and perspectives tocapture what managers feel is most effectiveand most challenging in their existingapproaches to volunteering. Thirteen stafffocus groups were carried out and an onlinesurvey of service coordinators was conductedto gather staff views. 159 responses werereceived yeilding a response rate of 40%.

5. Understand the key elements of volunteer

satisfaction/experiences to explorevolunteerviews of current approaches andgain furtherinsight into how best to engage volunteerswithin the British Red Cross. Sixteenvolunteer focus groups were carried out

and a telephone survey of 456 volunteerswas conducted to gather volunteer views.

6. Explore the beneficiary experience.Semistructured interviews with eighteenbeneficiaries were carried out to gather viewsfrom a range of different services Refugeeservices, Health and Social Care, FireEmergency Support Services, as well asattendees on first aid courses.

The volunteer survey breakdown of responsesby service was as follows:26% Retail, 24% EFA,18% Fundraising, 10% Health & Social Careprojects (other than the services listed separately),8% Medical loan, 8% CBFA, 7% ER, 7% Carein the Home, 5% Transport & Escort, 4% FESS,3% Youth services, 3% Office admin volunteer,

2% Refugee Services, 1% ITMS. Please note thatvolunteers were able to tick multiple boxes ifthey volunteered for more than one part ofthe organisation.

Responses broken down by Territory were:30% South Eastern, 23% Wales & Western,20% Scotland, Northern Ireland, Isle of Man,19% Northern, 3% UKO, 5% dont know.

Further details of the data collection, researchmethodological challenges, survey sample

demographics as well as the focus grouptopic guides, interview templates and surveyquestionnaires can be found in Appendices A,B, C and D.


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This section summarises the trends andfindings from the external literaturereview and starts to highlight some ofthe key questions that the British Red

Cross will need to consider in order to developa strong, relevant volunteer offer in the future.

2.1 Patterns and profiles

of volunteering in the UK

2.1.1 Volunteering on the rise orin decline?Overall the evidence shows remarkablestability in the actual levels of volunteering overthe past twenty years. The latest CitizenshipSurvey results for England, 200910 report that40% of the adult population have volunteeredformally (within groups and organisations) atleast once in the last year, and 25% volunteerformally at least once a month. Trends from thissurvey show some small indications of growth

in volunteering in the early to mid2000sfollowed by gentle decreases in the latter partof this decade.

2Volunteering in the UK: What does theexternal research say?


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TABLE 1VOLUNTEERING IN ENGLAND, 2001

TO 2009 10

At least

once a year

At least

once a month2001 39% 27%

2003 42% 28%

2005 44% 29%

2007-8 43% 27%

2008-9 41% 26%

2009-10 40% 25%

Source: Citizenship Survey, DCLG

Its difficult to compare the above figures forEngland with Wales, Scotland and NorthernIreland, due to different survey collections andmethodologies having an impact on the resultsproduced. However, research indicates that levelsof volunteering appear to be highest in Englandand lowest in Northern Ireland.

Furthermore, different surveys in Englandoffer different results for volunteering activityestimates, although the trend showing stabilityin the levels of volunteering within the individual

sources is consistent. General household surveys(e.g. the British Household Panel Survey) havelower estimates to the more recent surveys thatset out specifically to explore volunteering (e.g.the Citizenship Survey and the National Surveyof Volunteering and Charitable Giving). Thesedifferences are attributed to the exact wordingof questions as well as the context being eithera fleeting question amongst many other topicsversus a focused survey designed to help peopleto recall more about their volunteering. TheThird Sector Research Centre advise that, dueto differences in survey results and the

uncertainties surrounding the definition ofvolunteering, its safer to refer to a range of20%50% as the population estimate for annualvolunteering and 10%30% for volunteering ona monthly basis (TSRC, 2010).

2.1.2 What about the effects ofthe recession?

Some discussions (based on anecdotal evidenceonly) have attributed a recent growth in

volunteering enquiries and applications to therecession. However, the evidence on this is notconclusive. On the contrary, the Institute forVolunteering Research (IVR), recently published

a think piece stating claims that volunteeringflourished during the recession were prematureand overly optimistic and that in fact rates havedeclined (Hill, 2011).

Examples of organisations experiencing growthfrom 2007 to 2008 come from YouthNet whoreported receiving more than double the numberof applications from potential volunteers with a132% increase, VSO who saw a 128% increasein enquiries for voluntary work, and Crisis whohad a 66% increase in people preparing tovolunteer in their Christmas centres. (NCVO,2009). Growth in the number of actualvolunteers arising from the enquiries in theseindividual examples is not stated. Hill suggeststhat it may be that the beginnings of the

recession did see a boost in interest involunteering but that this interest was notconverted into people actually volunteering.

It would be interesting to understand how andwhether organisations were able respond to thisincreased interest. What was their capacity todeal with such a surge in applications? Did thisresult in waiting lists for volunteering? How wasthis managed and hence, how did it impact on thevolunteer experience? The honest answer is thatwe dont know very much about the impact of

the recession on volunteering.

2.1.3 Who is most likely to volunteer?

> Women are more likely to volunteer thanmen. However, the difference is not as markedas we might think 28% of women reportedvolunteering regularly (i.e. at least once amonth) compared to 23% of men in theCitizenship Survey for 20089.Note thatwomen were more likely than men to beinvolved in organisations related health and

social welfare, education, and older people.Men were more likely to get involved withgroups focusing on sport, exercise and politics.

> People aged between 35 to 49 and 65 to 74are more likely to volunteer regularly (28%and 29% respectively) than the other agegroups. However, the relationship betweenage and likelihood of volunteering is complex.

> Black, white and mixed race groupshavesimilar levels of volunteering (26%, 25%

and 23% respectively), higher than asian andchinesepeople (16% and13%). However, weneed to be careful that overall figures dontcover up differences in volunteering within


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ethnic groups. Lower levels of volunteeringare reported for people born outside the UK.

> Regional differences show that people in theSouth West and South Eastare most likelyto volunteer regularly (31% and 28%respectively) and people in London and theNorth West are least likely (both at 20%). Thetype of area also makes a difference, people inrural areasare more likely to volunteer thanthose in urban areas, and affluent areasseehigher levels of volunteering than deprivedareas.

> Employed peopleare more likely to volunteerthan unemployed people (although thedifference isnt great for regular volunteering

27% compared to 24% respectively). Withinthe employed, people in higher managerial andprofessional occupationsare more likely tovolunteer regularly than those in more routineoccupations.

> People with higher levels of education andqualificationsare more likely to volunteer thanthose with lower or no qualifications (and thislatter group have become a key governmenttarget for volunteering in England).

As Rochester, EllisPaine and Howlett (2010)point out, there are lots of factors influencing thepropensity to volunteer so we should exercisecaution in making any broad generalisations fromthe above. Demographic characteristics have notbeen proved to be strong predictors explainingwhether someone will volunteer or not (Hurleyet al. 2008). Omoto and Snyder (2008) look at avariety of other factors that need to be consideredin looking at what it is about people, or thesituations they find themselves in that gets themstarted as volunteers. The factors they explorein this stage of their model of the volunteering

process (the antecedents) are: helpful personality,motivation and social support.

2.1.4 How do people find out aboutopportunities to volunteer?

> Most volunteers find out about volunteeringopportunities through someone else alreadyinvolved in the group. Over half (56%) of theCitizenship Survey respondents in 20089 whovolunteered at least once a month found out

about it this way.

> Other common sources of information forabout a quarter (24%) of regular volunteers

were through school, college or university,highest for younger volunteers and thoseaged 35 to 49, and through word of mouthfrom someone not involved in the group.

> Just over 1 in 5 volunteers (22%) found outabout opportunities through having previouslyused the service of the group or organisation.

> Very few regular volunteers find out via theinternet or organisational website (6%),although this is higher amongst young peopleaged 16 to 25 (12% compared with between0% and 6% of people in older age groups).

Data source: Citizenship Survey, DCLG,20089.

2.1.5 A changing society

Society is changing and this is affecting theprofiles and preferences of our volunteers. Anageing population, changes in employmentpatterns, rising inequality, weaker connectionsto community, rising individualism,consumerism and the growth of the internet arejust a few of the societal changes to consider ifwe want to better understand the landscape for

volunteering now and into the future. (Rochester,EllisPaine and Howlett, 2010). These changesrepresent both opportunities and challenges forthe sector as the following table illustrates.


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TABLE 2IMPLICATIONS OF A CHANGING SOCIETY ON LEVELS OF VOLUNTEERING

Population

sub-groupImplication

Opportunity

or challenge?

Women Decreasing amount of time for women to devote to volunteering.

The growth of women in the labour market reduces their

availability to volunteer, historically women have been a large

source of time-rich, committed volunteers.

Challenge

Older people Growing numbers of active retired people who are recognised to

have a large contribution to make to volunteering (coupled with

the increasing age of retirement). More targeted efforts could be

made to attract, recruit and retain the active retired.

Opportunity

Younger people Longer periods of time spent in full time education by growing

numbers of young people creates the opportunity for collegesand universities to engage more young people as volunteers.

Opportunity

Minority ethnic

communitiesTapping into the individual communities of cultural and religious

diversity which make up a community and can be a successful

source of voluntary action and volunteering.

Opportunity

Employees The workplace context and increasing role of the employer to

involve employees in volunteering. Perhaps the challenge is in

designing roles which are meaningful and applicable.

Opportunity

& challenge

Internet users The internet providing a big opportunity in terms of reaching

people but the challenge being how this is transformed intomeaningful volunteering for the organisation and for the

volunteer. Organisations need to consider the big reduction in

face to face contact that this entails.

Opportunity

& challenge

Content sourced and adapted from Volunteering and Society in the 21st

Century (Chapter 6: A Changing Society),Rochester, EllisPaine, Howlett, 2010


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Implications of a changing society on the

nature of volunteering

Weve briefly looked at how the numbers andprofiles of current and potential volunteers mightalter, so what are some of the consequences ofthis for changes in the nature of volunteeringnowand into the future? We will outline four potentialgrowth areas below and look at some of the mainconsiderations for volunteerinvolvingorganisations to take into account.

a) Towards shorterterm volunteering?

Although not necessarily an entirely newphenomenon, the literature discusses shorttermor episodic volunteering as a different type ofengagement to the traditional, longerservingvolunteer. It is seen as limited in time and scope

with more of an expectation for it to berewarding for the volunteer. Macduff (2005)identifies three different types of episodicvolunteers. There are oneoffepisodic volunteerswho might do a few hours on a single occasion(e.g. Red Cross week), there are interimepisodicvolunteers who might volunteer regularly but fora timelimited period (e.g. interns), and there areoccasional episodic volunteers who might doshort bursts of volunteering at regular intervals(e.g. fundraising).

Considerations for volunteering organisations> Shortterm volunteering gives organisationsa strong motivation to look at different roles,functions and services and see how episodicvolunteers fit, to maximise their creative designof volunteer opportunities for the differenttypes of episodic volunteer. For example, insome cases this might be geared towardsattracting people with specific skills to offer.

> Promoting episodic volunteering opportunitiesas a way of testing the water, if people havea good experience then they might be

persuaded to increase their involvement(Handy et al., 2006).

> Note that there is no conclusive evidence thatmanaging episodic volunteers needs a wholenew model (Handy et al, 2006). However,there is a need for volunteerinvolvingorganisations to respond to the increasinglycommon mixture of volunteer stylesandconsider whether bespoke or differentarrangements should be considered forrecruitment, induction, training, support

and supervision.

b) Towards employersupported volunteering?

Employee engagement in volunteeringencompasses a multitude of activities, roles andarrangements in place. Similarly wideranging isthe extent to which the programme is seen tomeet the differing needs of the employee (e.g.gaining skills, understanding and experience), thecompany (e.g. staff satisfaction, building teamworking) and/ or the community or voluntarysector organisation (e.g. volunteer capacity witha specific skill).

Considerations for volunteering organisations> Employee volunteering is an opportunity for

volunteerinvolving organisations to tap intoa new source of volunteers with specificknowledge or skills. However, in practice,

creating a suitable match can be difficult,hence the growing number of brokeragencies such as Business in the Communityor a local volunteer centre (Rochester, EllisPaine, Howlett, 2010).

> Attracting the right employer partners anddesigning meaningful volunteer roles for theiremployees could lead to a diversity ofopportunities for involvement.

c) Towards virtual volunteering?

Advances in new technology are constantlyopening up opportunities and ways for peopleto communicate and get involved. This hasthe potential to have a major impact onvolunteering in the future. Data reviewed byMurray and Harrison (2005) highlighted thatonline volunteers were engaged in all sorts ofactivities from desktop publishing and designingor maintaining websites to research, fundraising,policy development, training and direct servicedevelopment.

Considerations for volunteering organisations

> Virtual volunteering enables people tovolunteer from their own home reducingsome barriers (e.g. for people who havemobility problems).

> This is an opportunity for organisations tothink about meaningful and attractivevolunteer roles that can be carried out at adistance (e.g. an example of this from BritishRed Cross is retail volunteers selling goodson ebay).

> Organisations will need to adjust and identifyappropriate methods of engagement, coordination and support for online volunteers,given the inevitable reduction in/ absence offace to face contact.


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Note that while online recruitment is anattractive method of reaching people, it isrecognised as tending not to have as high astrike rate for turning volunteer enquirersor applications into active volunteers.

d) Towards transitional volunteering?

Transitional volunteering is about developingvolunteering opportunities for varying groupsof people to enable them to develop a range oftransferable skills which will open up new avenuesfor success and perhaps continued engagement involunteering.

There is at present very little external literaturein this area. Interestingly, some Areas andservices within the British Red Cross have been

increasingly working with back to work schemesand the probation services in what are sometimesreferred to as third way arrangements, a hybridbetween paid people and volunteers. There ismuch to learn from some Red Cross Areas suchas those in Wales who have been engaging thirdway participants to gain experience, skills andoften to rebuild their self esteem and confidence.This in turn allows them to access employmentand other developmental opportunities. Thisapproach is seen, by some, as a real opportunityto attract and engage new volunteers

and improve diversity. However, as one staffmember highlighted in the research, there iscurrently little knowledge and support forworking with these organisations and greaterlearning is required.

Considerations for volunteering organisations> Organisations may need to consider whether

different volunteer support and managementpractices are necessary for this type ofvolunteering, and if so, what the implicationsof this will be for volunteer managers.

> A successful outcome of this type ofvolunteering is when volunteers move on (e.g.find paid work), which may well mean theystop volunteering. This notion of volunteeringto enable people to move on may be quite aculture shift for organisations that measure thesuccess of their volunteer programmes throughvolunteer retention and length of service.

2.1.6 How can volunteerinvolvingorganisations respond?

The literature suggests that organisations are, andwill need to continue, to adapt their approachesto attracting and engaging volunteers in responseto changes in society. Some of the approaches putforward in the literature are:

> Better marketing strategies:A goodcommunications approach is seen as essentialand organisations serious about quality

volunteering need a strategy tailored todifferent segments of the potential market,e.g. younger volunteers and students, employeevolunteers etc (Evans and Saxton, 2005).


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> Making users/ beneficiaries central to ourapproach:Exploring ways of increasing userinvolvement. For example in developingmonitoring and evaluation approaches andidentifying and tackling weaknesses in currentvolunteering structures that dont focus onbeneficiary involvement. Volunteering England:

http://www.volunteering.org.uk/WhatWeDo/Local+and+Regional/Volunteer+Centre+Quality+Accreditation.Accessed 26 May 2011.

> A transformation of the volunteer request:It should be attractive and focused with a clearexplanation of the benefits to the volunteerand the organisation as well as how theorganisation will use their time effectively(Evans and Saxton, 2005).

> Renewing the image of volunteering:Public perceptions of volunteering (particularlyamongst those who dont volunteer) need tobe changed. Breaking down stereotypes andpromoting volunteering as a means ofdeveloping mutual support and reciprocityrather than charity and dependency wouldhelp to eradicate some of the associatedbarriers to involvement in volunteering(Evans and Saxton, 2005).

>

Recognising that all volunteers are diverseand different:Developing a coordinated,inclusive and bespoke approach to making theconnections between potential volunteers andan organisation as well as making the activitydesirable to the volunteer (Zimmeck, 2001).

> Maintaining a healthy balance:Balancing thenumbersof volunteers being recruited andmanaged alongside the supportthat volunteersshould receive, always keeping primary theorganisations service user needs (Gale, 2011).http://www.volunteermanagers.org.uk/

qualityversusquantitybalancingseesaw Accessed 26 May 2011

> Overcoming the obstacles in volunteering:Exploring the practices of many volunteerinvolving organisations and keeping a checkon the increasingly excessive bureaucracy thathas appeared through the standardisation andprofessionalisation of the field of volunteermanagement (Rochester, EllisPaine, Howlett,2010).

There are different ways for organisations torespond to changes in society which will dependupon organisation culture as well as the capacityto drive forward change. Rochester, EllisPaineand Howlett (2010) suggest that organisations

should also consider changing practice andperceptions at the wider level of challengingthe values of our society through:

actively promoting some key values atthe expense of other societal norms. It wouldmean, for example, promoting solidarity andcooperation rather than individualism; the pursuitof wellbeing rather than material wealth andconsumption; and engagement in society as acitizen rather than as a consumer.

2.2 Approaches to volunteer

management practice in the UK

2.2.1 Volunteer management: a briefhistory

Where are we now?

Over the past two decades, we have seenvolunteer work across the sector slowly becomemore structured and managed following the HRprinciples of managing paid staff. This isevidenced in the language and the checklists thathave crept in for developing effective volunteermanagement strategies alongside role descriptions,recruitment interviews, written policies, equal

opportunities monitoring amongst many otherprocedures and processes. Volunteer coordinatorsupport roles have been created in manyorganisations and more recent conversationshad around the professionalisation of the roleof a volunteer manager. Alongside this, the sectorhas developed its own quality standard forvolunteering called Investing in Volunteers (IiV),launched nationally in 2004.www.investinginvolunteers.org.uk

How did we get here?

There are a number of reasons why volunteer

management has evolved in this way:> The perception that volunteers want good

management. In the 1997 National Survey ofVolunteering 71% of volunteers said that theirvolunteering could be better organised,fuelling sector debate about what goodvolunteer management should look like andhow it should be developed. Ten years later,in the latest National Survey of Volunteering(Helping Out, 2007 by the Institute ofVolunteering Research), the figure was muchlower, with 31% of respondents reporting that

their volunteering could be better organised.

> External pressures on volunteerinvolvingorganisations to demonstrate effectivenessand efficiency. Weve seen a growing


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requirement across the sector for organisationsto be accountable to funders and prove theirworth. Funding bodies can insist thatorganisations collect data and show howvolunteers contribute to the work of theorganisation.

> The rise of contract funding in the sector. In

addition, where specific contract funding isreceived to provide services, a whole host ofother obligations may need to be put in placerelating to the coordination and managementof volunteers and to prove costeffectivenessand reliability.

And where are we going?

The debate about whether volunteers should be

managed has been replaced with conversationsabout howvolunteers should be managed andto what extent. Are we heading in the rightdirection? Or have we gone too far?

2.2.2 Models of volunteer management

So, what exactly is good practice in volunteermanagement? How many different models arethere? Can volunteer management practices beimplemented flexibly across different types of

organisation? These are just some of the questionsthat have been explored in the literature inseeking to understand further what methods aremost appropriate and effective for managingvolunteers.

How many different models?

Although the workplace model has gained muchacceptance in recent years, volunteerinvolvingorganisations are diverse, volunteers are diverseand the roles they carry out are enormouslyvaried. It would therefore make sense to assumethat one size cannot fit all. So how many different

or alternative ways are there for thinking aboutvolunteer management?

This was the question at the centre of a reviewcarried out by Meta Zimmeck at the Institutefor Volunteering Research, published in 2001.She was surprised to find that mountainshave produced molehills, and there are buttwo models... the modern and the homegrown. The modern management modelbeing the bureaucratic approach, most likelyin larger organisations with hierarchical

structures, in contrast to the homegrownmodel of a more collectivistdemocratic approachwith less application of rules and procedures. SeeAppendix E for Zimmecks comparison of how

volunteers might be managed within each settingacross key elements of volunteer involvement.

Zimmeck looks at the challenges in theapplicability of each model although she doesntmake a case for general applicability of eithermodel on its own due to lack of robust evidence.Limitations of the modern model are seen in itslack of flexibility, that its a closed and selfperpetuating system (carrying on whether itproduces desired outcomes or not) and that it canalienate many volunteers in seeming to strive tomake volunteering just like work. Conversely,limitations of the homegrown model are thatit is considered messy and unwieldy (collectivedecisionmaking can be timeconsuming anddifficult to sustain longterm), that the absence

of checks and monitoring can allow corruptionto creep in, and that unstructured access to powercan become elitist and exclusive, allowing thosein the inner circles to gain control.

However, Zimmeck concludes there isnt asimple choice between two models of volunteermanagement but an infinite range ofpossibilities from bureaucratic to homegrown and all sizes in between as dictatedby the particular requirements of particularvolunteers, particular activities and particular

organisations.

Rochester, EllisPaine and Howlett (2010) alsoargue that it isnt black and white and thatattempting to simplify things will limit us. Weneed to take account of the diversity of roles andvolunteer preferences within one organisationthat may need very different management styles.Hence, organisations need to be able to respondto this need and, where necessary andappropriate, facilitate the management ofvolunteers in similar settings using differentapproaches. However, there is a note of caution

in that, a weakness of the modern model isits apparent inability to be flexible.

Another lens for looking at different modelsof volunteer management practice comes fromGoodall (2000) in his review of the literature ofthe voluntary sector and volunteer management.He highlights two main tendencies. The first isthe tendency to improve the management ofvolunteers by treating them in the same waysas paid staff. The second is the tendency to dothis by stressing their differences from paid staff,

which involves questioning the value of applyingthe workplace model to volunteers. His articlegoes on to apply this to the charity shop contextdeveloping discussion and debate around the


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meaning of the word professional in thevoluntary sector in the context of staff andvolunteer workforces (relating to competence,efficiency and effectiveness). He highlights thebreadth and ambiguity of the term and howvolunteer management approaches can differ in

relation to the application of different meaningsof professionalism and its relationship tovoluntarism.

Overall, there is agreement in the externalliterature that there are advantages to adoptingcertain formal measures. Locke et al., (2003)reviewed the range of literature on volunteerretention which suggests that changes in personalcircumstances are, in fact, the biggest reason tocause people to leave volunteering. Alongsidethis, they also state that management which isexplicit, developmental, supportive and

appreciative may encourage volunteers to stay.

Examples of specific features mentioned in theliterature include:> An application process which allows

volunteers and organisations to chooseone another

> Written policies outlining the role forvolunteers and what they can expect fromthe organisation (a statement about whatis involved)

> Some support available to volunteers withsupervisions to help review how volunteersare involved (a supervision might be anything

from a scheduled meeting to an informal chatover a cup of tea (Rochester, EllisPaine andHowlett 2010).

However, the literature emphasises that theimportant thing is for volunteers to have accessto supportand not necessarily how the practicesare implemented.

2.2.3 What should volunteerinvolvingorganisations consider?

> Its a balancing act.Balancing the bynomeans compatible requirements of volunteers,volunteerinvolving organisations, and theoperating environment. (Zimmeck, 2001)

> A clear vision for volunteering.What is thepurpose of the organisation and how arevolunteers involved? Are volunteers largelya means to an end or a core expression ofvalues? How does this play out in practice andwhats the effect on approaches to volunteermanagement?

> A shared understanding of how theorganisation operates.Exploring the role ofvolunteers as owners, stakeholders or human

resources of the organisation? Has this roleevolved or changed over time, since theorganisation began, and what effects has thishad on volunteers, volunteer preferences andvolunteer management practices?

> Creative approaches to volunteer support.These can range from highly formal,professional and structured to highlyinformal. To what extent do volunteersand employees differ and how should theirmanagement reflect this difference?

> Think about the barriers.Consider the barriersto volunteering that are created by being tooprescriptive, too bureaucratic and tooinflexible. What lessons can we learn fromsmaller, less formal bodies that dontnecessarily follow the workplace modelof volunteer management?


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2.2.4 Hybridity and encroachment:the changing face of volunteering

According to EllisPaine et al (2010) in recenttimes and across many countries, external forcesare increasingly shaping organisations and alsosometimes changing the nature of thatorganisation resulting in hybridity aphenomenon in which thirdsector organisationsbegin to take on characteristics of organisationsfrom other sectors. The growing role forvolunteers in the contractual delivery of publicservices is leading to more organisations adoptingmore managerial and bureaucratic processes andstructures within volunteering.

This has implications for how volunteers fare

within the organisations. The authors suggestthat there is potential for an erosion of the moresocial aspects of volunteer support, engagementand involvement leading to a displacement ofthe volunteer with major implications for theorganisation. In their opinion, the involvementof volunteers in an organisation does more thansupport an organisation in achieving its goals.It also makes a major statement about theorganisations values and ethos. There aretherefore major considerations to be madeby those organisations that find themselves

gravitating towards the model ofprofessionalisation of volunteering.

2.2.5 Volunteer preferences: what dovolunteers want?

We suggested earlier that volunteers do wanttheir work to be organised and that supportivemanagement might encourage volunteers to stay.On the other hand, we are worried that toomuch bureaucracy puts up barriers to peoplegetting involved in volunteering.

Gaskins research (2003) tells us that volunteersactually want a choice blend and so thechallenge lies in ensuring volunteer managementpractices are flexible but organised, personal butprofessional, informal but efficient, offeringchoice but with a degree of control.

The distinction between members andvolunteers has been made by Camerons (1999)study of church groups suggesting that membersof an association have a greater commitment

than other volunteers, expect to have a greatersay in the organisation, have a greater sense ofreciprocity and a better overview of theorganisation and its work.

Members are less likely to identify with aparticular role and more likely to come tovolunteering with a history of attachment to acause, belief or organisation... they see themselvesas members who range over tasks, doing what isnecessary when it is needed(Rochester,EllisPaine and Howlett, 2010).

Different volunteers will respond to differentmanagement approaches and some studiessuggest that the key to understanding whichapproaches suit different volunteers is tounderstand how volunteers view their roles. Meijsand Hoogstad (2001) make a distinction betweenthe management of members and managementfocused on volunteer service delivery programmes,and that members are much more likely to

respond to (and demand) involvement thatis not like the workplace model.

2.2.6 Who comes first? Bring in thebeneficiary focus

The volunteering literature explores volunteersand their experiences and recognises thatorganisations need to satisfy their volunteers andkeep them happy in order to encourage them tostay. There is less emphasis in the literature on the

purpose of the volunteering activity in achievingthe end outcome for the organisation.Organisations that are working with volunteers toprovide a service for a client will understandablyhave a focus on the needs of their service usersas the end outcome they are looking to achieve.Rochester, EllisPaine and Howlett (2010) doallude to the fact that such organisations will notbe able to play the role of offering opportunitiesto less productive volunteers and enable them tolearn how to make a contribution to the work.

2.2.7 Towards defining qualityvolunteering

One of the original aims of the research wasto build a shared, common understanding ofwhat quality volunteering means for the BritishRed Cross. The external literature review hashighlighted a wealth of existing thinking relatedto volunteering as a whole, although there is asurprisingly scant amount of work which engagesdirectly with the notion of quality volunteering.1

1 The European Commission has convened a working group on quality

volunteering, as part of the international year of volunteering, 2011. Themission of that working group is to: Work towards a common definition

of quality volunteering; Clarify the roles and responsibilities of the

organisers of volunteering in ensuring quality volunteering experiences;

Identify and disseminate good practice in the field of quality assurance

and quality assessment tools used by volunteer organisations.


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Susan Ellis (2011) reflects on the questionof quality volunteering in her paper inevolunteerism. She raises the question of whatquality means when applied to volunteering.> Thinking about whatvolunteers do, she

suggests that to achieve quality volunteeringwe need to assure that any volunteering hasa purpose.

> In terms of how wellvolunteers do it, she

suggests that to achieve quality volunteeringwe need to assure that every volunteer doesthe best job (however, questions are raisedaround how we measure this and who shouldasses it).

> And looking at the impact of volunteering, she

suggests that for quality volunteering we needto assure that the activity matters to someoneother than the volunteer (this raises widerconsiderations around the organisation ethosand whether volunteering is seen as anoutcome in itself).

She then goes on to suggest that perhaps ratherthan seeking to achieve qualityvolunteering, weshould be looking at strategic flexibility thatencompasses a range of activities that all matterand allows volunteers to serve to the best of theirabilities, a mix of structured and less structuredsettings, long term and spontaneous commitmentsand leaving room for volunteer creativity inaddressing needs.


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3.1 Our volunteer characteristicsand profiles

There were nearly 33,000 volunteers on thePeopleSoft database in January 2011. A largemajority (80% or 26,066) were classified asregular volunteers. A further 9% or 3,050 wereoccasional volunteers. The rest are either linkgroup volunteers (1464 or 5%) or contact groupvolunteers (1813 or 6%), largely those who havevolunteered in the past and want to stay intouch with the British Red Cross in some way

or another.2

Who are our volunteers?

> Gender:Seventy percent of Red Crossvolunteers are female and 30% are male(compared with 51% and 49% respectivelyin the UK population aged 15+).

> Age:The average age of a British Red Crossvolunteer is 50. However, nearly a fifth of allvolunteers are young volunteers (aged over15 and under 26) which is in line with the

2 Note that a review of Link groups is due to take place in 2013. Current

(PeopleSoft) definitions: Link group Has explicitly requested to remain

linked to an area; Contact Group (elective) Has explicitly requested

to be part of the contact group; Contact Group (passive) No contact

made during audit process.

3Volunteering at the British Red Cross:What do we already know?


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Where are our volunteers?

> Of the four UK territories in the British RedCross, South Eastern has the most volunteerswith over a third of the total (35% or 11,450),followed by Wales and Western at just under aquarter (24% or 7,900). The NorthernTerritory has 6,900 volunteers and Scotland,Northern Ireland and the Isle of Man have5,950. In addition, nearly 200 volunteers arebased at UK Office. (See Figure 3)3

> The map below (Figure 4) gives a visualrepresentation of the spread of British RedCross volunteers across the country. Ithighlights in red where there are high numbersof volunteers to orange and yellow and thengreen highlights gaps where there are no

volunteers. This is based on the volunteerhome postcode.

3 In terms of the Red Cross Areas, the highest number of volunteers

(recorded on PeopleSoft) are in Kent & Sussex, nearly 3,000, followed

by Cornwall, Devon, Dorset & Somerset (2,600), then Wales (2,300), and

then London (2,000). Figures are rounded.

35%

South Eastern

24%

Wales & Western

21%

Northern

18% Scotland, Northern

Ireland and the Isle of Man

1%

UKO Volunteers

FIGURE 3DISTRIBUTION OF BRITISH RED

CROSS VOLUNTEERS ACROSS THE

TERRITORIES

FIGURE 4 DISTRIBUTION OF BRITISH RED

CROSS VOLUNTEERS ACROSS THE UK,

MARCH 2011


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> Comparing population data with ourvolunteer data enables us to explore theproportion of the population volunteering forthe British Red Crossacross Areas. The datahighlights an inverse relationship between thegeneral population size and the proportion ofthis population volunteering for the BritishRed Cross. So, the larger the population, thelower the proportion of the populationvolunteering for the Red Cross. From thisanalysis, the Areas with the highestproportion of the population volunteeringwere Mid Scotland and Argyll, and NorthernScotland and these proportions were 0.15%.

How long have they been with the British

Red Cross?

> Length of service for a volunteer at the BritishRed Cross is varied. While many volunteershave been with the organisation a long time,just under half (46%) of all current volunteershave been with the organisation for less thanthree years. Note that an audit of thePeopleSoft database was carried out a fewyears ago which may have resulted in a risein entries at this time. This might notnecessarily reflect the volunteers true startdate. (See Figure 5)

What do our volunteers do?

> First Aid services have the most volunteersat more than 9,000, followed by Health andSocial Care with nearly 8,000 (comprisingCare in the Home, Medical Loan, Transportand Escort, Therapeutic Care and SkinCamouflage). Retail has just over 6,500volunteers and Emergency Response over5,000. (note figures for primary andsecondary roles only, at January 2011)

> Nearly a quarter (24%) of volunteers supportmore than one service within the British RedCross. Over 5,000 people (16%) volunteer fortwo services, First Aid and EmergencyResponse is a common combination. 1,700(5%) are involved in three services and nearly

1,000 volunteer for four services or more.

Volunteer profiling data breakdowns by Area areavailable online at http://gisdata/volunteer.htmlfrom the Geographic Information Systems Team,contact [email protected]

Data warning note:The data presented in thissection has painted the picture as recorded inPeopleSoft. Inevitably, the reality of any databaseis that its only as good as what is entered in andremoved and there has been, and still is, ongoing

0

5

10

15

20

Under

1 year

12 23 35 510 10 15 15 25 25 +

19%

17%

10%

12%

13%

11%

9%

8%

FIGURE 5LENGTH OF SERVICE OF CURRENT

RED CROSS VOLUNTEERS


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work across the organisation to audit the dataand achieve the best possible estimates of ourvolunteer numbers. See section 4.2.7Having anaccurate and up to date volunteer knowledgebase, for further discussion of the researchfindings related to this.

3.2 A wealth of internal research

on the volunteer experience

3.2.1 Have Your Say survey

Carried out every 2 years (since 2005), the HaveYour Say survey aims to provide an opportunityfor volunteers to give their views and opinions

on volunteering for the British Red Cross. Ittherefore gathers vital information on areas wherethe Red Cross could do more to support staff andvolunteers in their roles. The response rate fromvolunteers in the latest survey (Autumn 2009) was14% (or 3,482 volunteers) and it was carried outby email and post. Some of the key findings arehighlighted below that relate to different aspectsof the volunteer experience.

Satisfaction

> Overall, 88% of responding volunteers agreed

that they weresatisfied with the British RedCross as a charity to volunteer for. Acrossall volunteers, 61% agreed strongly and 27%agreed slightly with this.

> Refugee Services/ ITMS volunteers were mostlikely to be satisfied at 96% and First Aid andEmergency Response volunteers were leastlikely at 85%. Those who had beenvolunteering with the organisation for lessthan 1 year or 12 years were also more likelyto agree (95% and 91% respectively). Thismay reflect the different lengths of service

across the different services and activities.

> Overall, 96% of responding volunteers agreed(strongly or slightly) that their work gave thema sense of personal satisfaction. There waslittle variation in this overall finding across thedifferent services.

Support from manager

> Overall, 85% of responding volunteersagreed that their manager will usually act tohelp them solve problems. This was highest

amongst Retail volunteers at 91% andlowest amongst First Aid & EmergencyResponse volunteers at 79%.

> 78% of all responding volunteers agreedstrongly or slightly that their manager createsand supports opportunities for them to learnand develop their skills. This was felt mostin Retail and Refugee Services (both 83%)and least in First Aid & Emergency Response(74%). This leads to the discussion arounddevelopment opportunities below.

Developmental opportunities

> 83% of all responding volunteers agreed thatthe organisation is committed to providingappropriate training and development for itsworkforce. However, fewer (76%) agreed thatthere are good opportunities for personal andprofessional development within theorganisation.

> The Senior Management Team paper thatresponded to the survey results indicatedthat the above finding could imply careerdevelopment and training opportunities needto be clearer and better facilitated and thatactivities were planned to address this (withinSaving Lives, Changing Lives).

> The survey results may also indicate (alongside

a need for clearer information and access tocurrent opportunities) that existing

opportunities are not meeting the needs ofall volunteers, raising the question of whatopportunities these volunteers are seeking, andhow they align to the needs of the organisationand the interests of our beneficiaries.

Feeling valued

> 83% of all responding volunteers felt thatthework they do is valued by the organisation.This was highest in Refugee Services/ ITMS(93%) and lowest in First Aid & EmergencyResponse (80%).

> 87% of all respondents felt that they weretreated with respect by Red Cross staff andvolunteers, highest amongst Health and SocialCare, Refugee/ ITMS and Retail volunteers(93%, 92%, 91% respectively) and lowest inFirst Aid & Emergency Response (83%).

Communication

> 75% of all responding volunteers agreed thatthe Red Cross does an excellent job of keepingthem informed about matters that affect them.Refugee Services/ ITMS volunteers were most

likely to agree (85%) and First Aid &Emergency Response volunteers least likely(68%).


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> The SMT response paper recommendedfurther investigation was required to assesswhat works well for different groups andensure the best approach is taken to suit thedifferent audience needs.

> An organisation wide internalcommunications review was carried outat the beginning of 2011, the findingsof which will raise and address specificcommunications issues in more detail.

3.2.2 A wealth of internal researchon volunteering

In addition to the Have Your Say survey, lots of

research has been (and is being) carried out locallyand nationally across the organisation gatheringvolunteer views on their volunteering. Some ofthese studies are broad and others focusspecifically on a certain group of volunteers (e.g.young volunteers) or a particular element of thevolunteer experience (e.g. recruitment, orrepresentation). We have collated and analysedover 70 sources of internal research and datarelated to volunteering. A list of these reports andprojects that can be accessed (e.g. on redroom orotherwise) is located in Appendix G.

The following 12 themes were identified from theinternal sources analysed relating to the focus ofrecent internal studies and their findings:

> Flexibility> Recognition & Appreciation> Motivation> Satisfaction> Representation> Engagement> Relationships> Training and accreditation

> Support> Internal links across services> External partnerships & links> Raising awareness of British Red Cross

services and volunteering opportunities

A summary of some of the findings, related eachof the themes, is provided below.

A. Flexibility

A number of recent research projects haveaddressed the issue of flexibility within the

volunteering experience at the British Red Cross.Findings suggest that the flexibility of volunteeropportunities is an increasingly important aspectof the quality volunteering experience, in terms of

volunteering schedules and training. Flexibleapproaches to volunteering allow people tocombine volunteering at the Red Cross with andtheir employment or education. Hence, a lot of

the recent reports focussing on young volunteers,in particular, highlight this aspect of the qualityvolunteering experience.

Timing

The timing of volunteer opportunities needs tobe flexible to suit the diverse volunteer populationat the British Red Cross.> 1 in 3 people (37%) found occasional

volunteering activities most appealing. Thesewere defined as opportunities available 5 timesa year (Attracting volunteers amongst thegeneral public, 2006).

> Research suggests that young volunteerspreferred not to volunteer in the evenings.Those aged between 22 and 25 were also lesswilling to give up time during their holidaysto volunteer. 15 to 17 year olds also preferrednot to volunteer on weekdays, but duringweekends instead (Young people and theRed Cross Here for good survey, 2010).

> With regard to young people, the Mystery

Shopping Survey. Responding to Young

People (2010)reported thatvolunteeringopportunities need to be accommodating inorder to take into account commitments byproviding flexible hours and training.


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Volunteer choice at recruitment

Opportunities to experience a number of servicesand roles within the British Red Cross allowvolunteers to make an informed choice beforedeciding to contribute to a specific service.> In Wales, since 2009, volunteer recruitment

under a generic role model has enabled greaterchoice, allowing the volunteer to experience arange of services (Volunteer report South WestWales. Health & Social Care, 2010).

> In the most recent Mystery Shopping Survey.Responding to Young People (2010) only 35%of prospective youth volunteers felt they weregiven sufficiently flexible opportunities.

Short term versus long term opportunities

There are many different types of volunteeringopportunities available within the British RedCross. Some recent internal research has exploredwhether current styles of volunteering mightappeal to different groups of volunteers.> Regular longterm volunteering opportunities

do not seem to attract volunteers, especiallyyoung volunteers (Engaging with youngvolunteers in Mid Scotland and Argyll,understanding young person volunteerparticipation, 2010).

>

The organisation needs to design rolesand opportunities that fit the short termcommitment that people desire (Volunteerfundraiser recruitment survey, 2010) withthe possible aim of converting the enjoymentinto longer term roles (Attractingvolunteers, 2006).

B. Recognition and appreciation

A great deal of internal research has addressedthe issue of whether volunteers within the BritishRed Cross feel valued. Questions raised includewhether volunteers feel rewarded and recognised

by staff and beneficiaries. Appreciation seemsto be a key factor of quality volunteering one which motivates and retains volunteers tocontinue fulfilling the priority of the Red Cross,to support their beneficiaries.

How do volunteers feel?

Whilst the majority of volunteers feel appreciatedfor their voluntary service, recognition is verypersonal. Some volunteers dont necessarily wantrecognition and others do, but at different levels.> Overall, volunteers feel rewarded for the

work they do, with UKO having a highpercentage of young volunteers (76%), whofeel that their ideas are recognised (Youngpeople and the Red Cross Here for good

survey, 2010). Similar results are recorded inthe Volunteer satisfaction survey (Wales, 2010)with 70% of respondents feeling their workwas appreciated.

> The majority of volunteers (60%) prefer toreceive recognition at a local level. Nationalrecognition is increasingly attractive in 1625age groups with 35% of respondentspreferring this level of recognition (Reviewof volunteer awards, 2007).

Issues for consideration

The following issues are specific aspects relatingto recognition and appreciation that have emergedfrom a few research projects:> Youth volunteers dont always feel appreciated

by staff, 21% of young volunteers feel thatthe Red Cross prefers older volunteers (Youngpeople and the Red Cross Here for goodsurvey, 2010).

> Recognition was often felt to be lost underthe job title, for example, transport servicesdo a lot more than just drive (Making adifference through volunteering the impactof volunteers who support and care for peopleat home, 2006).

>

Currently, recognition only occurs formallyafter five years of service. Recommendationssuggest that the organisation needs to beexploring other ideas in order to formallyrecognise less than five years service (Volunteerproject, Lancs, Merseyside & GreaterManchester, 2011; Review of volunteerawards, 2007).

C. Motivation

In general, research relating to motivation hasfocused on determining the primary reasonsfor volunteering. Some studies have compared

these reasons across different groups by age andethnicity to see if motivations differ betweengroups of people. Having established the primarymotivations, recommendations suggest that thisinformation could be used to target people in theattraction and recruitment stage(Recruitment andinduction process in Northern Ireland, 2011).

Primary motivations

Many research studies cite the same primarymotivations, but there are lots of other factorsrelating to motivation that are also mentioned.

> Altruism and progression relating to career(for example accreditation and gaining newskills) were the two motivations mostfrequently cited by respondents throughout


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the research (Young people and the RedCross Here for good survey, 2010;Attracting volunteers amongst the generalpublic, 2006; Refugee services volunteerexperiences, London, 2009; Improving thevolunteer experience, Derby university studyfor Derbyshire, Notts & Cheshire, 2010).

> Other aspects linked to volunteer

motivation include flexibility of volunteeringhours, freedom (Making a difference throughvolunteering the impact of volunteers whosupport and care for people at home, 2006)and access to events (Engaging with youngvolunteers in Mid Scotland and Argyll.Understanding young person volunteerparticipation, 2010).

Differences in motivations

> There were no significant differences inmotivation factors by ethnic group for youngvolunteers surveyed in 2010 (Young peopleand the Red Cross Here for good survey,2010).

> Motivations of refugees to volunteer relatedto integration into society, gaining acceptancewithin a community and also as a protectivemechanism in order to escape negative

feelings (Refugee services volunteerexperiences, 2009).

D. Satisfaction

There has been less research about thesatisfaction levels of volunteers, beneficiaries orstaff at the Red Cross. Satisfaction is undoubtedlya key factor linked to the quality volunteeringexperience, and it is affected by many stages ofthe volunteer planning and support lifecycle.Research shows that satisfaction levels ofvolunteers and staff are relatively positive, butthere was less research relating to the satisfaction

levels of beneficiaries.

Volunteer, staff and beneficiary satisfaction

> The overwhelming majority of youngvolunteers (90%) agree that their time withthe Red Cross is positive (Young people andthe Red Cross Here for good survey, 2010).

> 86% of staff and 88% of volunteers statedthat they are satisfied with the Red Cross asa charity to work for. (Have Your Say Survey,2009).

> The Tell your storyscheme, established inScotland, highlights how some services arenow capturing beneficiary satisfaction by

encouraging Red Cross service users to sharetheir experience, indicating aspects with whichthey are satisfied (Excellence Awards, 2010).

E. Representation

Lots of research has questioned whethervolunteers feel they have opportunities to voicetheir opinions and ideas in order to influence thewider organisation. There is specific focus on theimprovement of volunteer councils, which wereset up across areas to provide a forum fordiscussion and feedback.

Volunteer councils

Findings show that volunteer councils can be animportant resource to help ensure volunteers feelrepresented within the organisation. However

there are a number of issues to address in orderfor volunteer councils to achieve their potential.> A recent survey in Wales highlighted a lack

of awareness and information surroundingvolunteer councils. 23% of volunteers feelthey know very little about them (Volunteersatisfaction survey, Wales, 2010).

> Encouraging young people to engage. Just41% of respondents in the Young people andthe Red Cross Here for good survey (2010)found volunteer councils accessible and

attractive.> One suggested way to improve young

volunteers participation in existing volunteerdecisionmaking structures is to increase thenumber of volunteer council meetings. Oralternatively to enable young people tocongregate each month and have theircollective voice heard (Youth representationand participation in decision making in theBritish Red Cross, 2007).

> However, in a research study conducted in

2010 by Derby University students for theRed Cross, the opportunity to influencedecisionmaking was seen as being one ofthe less important factors in a qualityvolunteering experience. The most importantfactor, from this research was relationshipswith peers and colleagues, followed byrelationship with manager and then learningand development opportunities (Improving thevolunteer experience, Derby university studyfor Derbyshire, Notts & Cheshire,2010).


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F. Engagement

Volunteer engagement is a theme that runsthrough many of the internal research studieswhich look at how effectively volunteers caninteract and participate within the British RedCross structures and services. There are manycommunication channels in place across theorganisation, for example RedRoom andnewsletters, and a variety of research projectshave looked into the extent to which these

channels facilitate volunteer engagement.

RedRoom and the British Red Cross website

The internet is a key communication channel andRedRoom is an online intranet space enablingvolunteer engagement through access to news,research as well as various guidance and otherdocuments.> If people want to find out about

volunteering opportunities, they are oftenlikely to go online, so there is a need toensure that everything is updated and correcton the internet (Mystery Shopping Survey.

Responding to Young People, 2010).However, it was felt that there is still a needfor improvements to information availableonline (Mystery Shopping Survey. Respondingto Young People, 2010; Engaging Adults Red Cross positioning, 2006).

> Online engagement enables extensive supportfrom abroad, increasing communication linksand awareness (Volunteers Week 2010 projectevaluation).

> Respondents often stated they had issues withaccessing RedRoom or did not know how toaccess the resources (Volunteer satisfactionsurvey, Wales, 2010).

Other communication channels

Despite the rise in the profile of RedRoom andwebsite communication, other communicationchannels still play an important role in facilitatingvolunteer engagement.> Communication channels, including Red Cross

Life, leaflets distributed to libraries and talkingto people in our shops, are also important tospread information about the Red Cross(Attracting volunteers amongst the generalpublic, 2006; Volunteer satisfaction survey,Wales, 2010).

> A recommendation from the review ofvolunteer councils (2010) was that thenewsletter should contain features onvolunteer council activities and incredible

service volunteers to aid area communication(Review of volunteer councils, 2010).

Disengagement

Disengagement is an important issue relatingto the quality volunteering experience. It isimportant to address the reasons fordisengagement issues, such as the time volunteersmight have to wait before their CRB check comesback, in order to prevent low motivation anddissatisfaction among volunteers, potentiallyleading to low retention of volunteers.

>

The delay to volunteering commencement,due to external issues such as CRB checks,can be addressed by offering new volunteersopportunities to engage in British Red Crossactivities that dont require a CRB whilst theyare waiting for clearance. This is importantfor the volunteers feeling of belonging to theorganisation in the early days (Volunteerreport South West Wales. Health & SocialCare, 2010).

G. Relationships

Communication is an emerging theme

throughout several research projects. It is a broadtopic that encompasses many different areas,including relationships. Research has attempted toexplore whether current relationships are effectiveat facilitating communication between allorganisational layers at the British Red Cross.

Communication cascades

Regular communication and relationships areperceived as being one of the most importantfactors in a quality volunteering experience(Volunteer satisfaction survey Wales, 2010;

Improving the volunteer experience, Derbyuniversity study for Derbyshire, Notts &Cheshire, 2010; After the floods: the lessonsfor recovery, 2008).


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> Contact between volunteers and theirmanager was reported as being easy by 75%of respondents (Volunteer satisfaction survey,Wales, 2010).

> However, only 56% respondents felt they werekept well informed about important changesmade within the organisation (Volunteersatisfaction survey Wales, 2010)

> Communication is the area that needs mostimprovement, particularly regarding the localcoordinators and volunteers relationship(Improving the volunteer experience, Derbyuniversity study for Derbyshire, Notts &Cheshire, 2010).

H. Training and accreditationTraining is an important aspect of the qualityvolunteering experience, as training opportunitiesenable volunteer development and relate tovolunteer recruitment and retention. There isminimum training required for most volunteerroles at the British Red Cross and some optionalor noncore training is also available. Researchfocused on the length of time it takes volunteersto become trained, accessibility and flexibility oftraining opportunities, and volunteer feedbackrelating to training.

Length of training

Developing the structure and improving theefficiency of the initial recruitment, inductionand training process, and reducing the time ittakes to become an active volunteer toapproximately three weeks is a target in theBritish Red Cross current strategy, SavingLives, Changing Lives. However, the length oftraining and frequency of training sessions seemto be inconsistent across the territories.> 69% of volunteers were active within six

weeks although this length of time varied

across the different services. 73% of Retailvolunteers were active in less than threeweeks but Health and Social Care andRefugee Services volunteers took slightlylonger, possibly due to checks and healthand safety factors (Volunteer recruitmentsurvey, 2011).

> In the volunteer experience developmentresearch undertaken in Hampshire, Surrey& the Isle of Wight (2011), some staffexpressed their issues with training were that

it covers too little and occurs infrequently.Recommendations in other research have alsoreferred to the need for more regular training(Volunteer recruitment survey, 2011).

Accessibility and flexibility

There are a number of factors to take intoconsideration when organising training. Beingflexible to suit the trainees schedules and holdingtraining in accessible places were all recognised asimportant issues to take into account. Evidence ofthis and some of the underlying issues have beenbrought out in recent internal research:> Location of training needs to be flexible to

prevent transport issues (Volunteer recruitmentsurvey, 2011).

> Having a clear training programme tiedin with recruitment days and the start ofvolunteering would ensure a maximumattendance of volunteers at training (Volunteerreport South West Wales. Health & Social

Care, 2010).> 87% of respondents to the Volunteer

satisfaction survey, Wales (2010) own acomputer at home. Hence, it was suggestedthat transforming training modules into onlinetraining modules would allow volunteers tobe flexible with training times.

> As part of training, and to prevent

disengagement, buddy systems are used tobring volunteers on board before completion

of core training (Volunteer experience developmental research in Hampshire, Surrey& Isle of Wight, 2011).

Volunteer views on their training

A lot of research shows that volunteersseem to be happy with the training they havereceived and cite training as a key part of thevolunteering experience. However, training wasnot always portrayed in an enthusiastic light toprospective volunteers.> 68% of volunteers feel they have received

adequate training to support themselves in

their role (Volunteer satisfaction survey,Wales, 2010).

> The second most important aspect ofvolunteering is training (27% of respondents)(Volunteer satisfaction survey, Wales, 2010 see Figure 6 below).

> When staff were contacted by potential youngvolunteers (as part of a research project), just36% of respondents reported that Red Crosscontacts were helpful and enthusiastic about

training opportunities (Mystery ShoppingSurvey. Responding to Young People, 2010).


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4.1 The beneficiary perspective

An important component of this study was thebeneficiary perspective in effect the raison dtreof the British Red Cross. The study sought outbeneficiary views on the quality of volunteering(as users of this resource) at the Red Cross andestablished the degree to which being supportedby a volunteer or staff member mattered to theRed Cross beneficiaries.

Nine out of ten staff are confident that we

provide consistently good quality support to ourbeneficiaries, but over a third (36%) report thatwe dont engage beneficiaries sufficiently. In otherwords, we do not ask our beneficiaries enoughabout their opinions in shaping and deliveringour services.

We interviewed 18 beneficiaries, who had accesseda number of different services run by the BritishRed Cross, including Refugee Services, FireEmergency Support Services (FESS), Care in theHome support and First Aid courses to ask them

about their experiences and views on Red Crossvolunteers. Below we summarise beneficiaryviews.

4Research findings: Achieving qualityvolunteering


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4.1.1 Beneficiary views on volunteerled services

The majority of interviewees were aware that theBritish Red Cross service that they had accessedwas delivered by volunteers as opposed to paidstaff but said it didnt matter to them whetherthey received services from a volunteer or a staffmember as long as the individual was competentat their job.

Some interviewees were aware of this becauseof an existing knowledge of the Movement,particularly in the case of refugee services wherebeneficiaries were familiar with the Red Cross intheir home countries.

For me, yes I thought they were [volunteers].They should be because in a lot of Red Cross[National Societies] there are a lot of peoplewho volunteer because there are a lot of peoplewho are in need. There are a lot of very goodpeople out there who come to volunteer at theRed Cross because they have seen all the thingswhich are not very good to other humans.Beneficiary, Refugee Services

One respondent was aware of the Red Crossuse of volunteers through their work in the fire

service.

Others had only become aware of the fact thatRed Cross services are delivered by volunteerssince becoming beneficiaries of Red Crosssupport. In such cases, their contact with theRed Cross had often come through a third party,such as hospital referrals.

Of those interviewees that said it did matter tothem who delivered their service or providedsupport, the main reason advanced was that theythought it was a strength of the service to be run

by volunteers. Reasons for this included the factthat people were giving up their time for free andwere motivated by a desire to help people. Veryfew interviewees said that they thought there weredrawbacks of using volunteers to d

quality volunteering at the british red cross

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