Volunteering in Organisations. A Northern Ireland Survey 2001

Transcription

1 Volunteering in Organisations A Northern Ireland Survey 2001

2 First published in October 2001 by the Volunteer Development Agency Prepared by Ulster Marketing Surveys All rights reserved. No part of this publication may be reproduced, stored or transmitted, in any form or by any means - electronic, mechanical, photocopying, recording or otherwise - without the prior permission in writing of the publishers.

3 Volunteering in Organisations PAGE FOREWORD SUMMARY OF MAIN FINDINGS Section 1: INTRODUCTION Background Definitions Objectives of the Survey Policy Context Relevance of the Survey Methodology Structure of the Report 7 Section 2: ORGANISATION PROFILE Organisation Type Organisation Lifespan Main Clients/Beneficiaries Main Areas of Work Population Area Served Local Authority Area Served Summary 10 Section 3: INVOLVEMENT OF VOLUNTEERS Reasons for Involving Volunteers Reasons for Not Involving Volunteers Organisational Benefits of Volunteers Number of Volunteers Time Contribution of Volunteers Volunteer Body Profile Under Represented Volunteers Targeting Recruitment Summary 18 Section 4: FINDING VOLUNTEERS Methods of Recruitment Most Effective Methods Volunteer Roles Company Links Summary 21 Section 5: MANAGING VOLUNTEERS Volunteer Procedures Volunteer Induction and Support Volunteer Management Volunteer Expenses Volunteer Costs Volunteer Insurance 24 Promoting participation, building active communities 1

4 5.7 Volunteer Policies Volunteer Management Training Volunteer Training Needs Summary 25 Section 6: VOLUNTEERING ISSUES Organisation Challenges Opinions and Perspectives Obstacles to Volunteering Volunteering in the Future Summary 28 Section 7: FINANCE AND MANAGEMENT Income Levels and Volunteer Costs Staffing Resources Contractual Arrangements and Volunteer Involvement Management Committee and Volunteer Involvement Main Sources of Funding Summary 32 Section 8: CONCLUSIONS 33 Appendicies: 35 List of Figures 37 The Survey Questionnaire 39 Technical Details of the Survey 53 2

5 Volunteering in Organisations FOREWORD Earlier this year, the Volunteer Development Agency published Volunteering in Northern Ireland That major survey provided a wealth of information about the extent and nature of volunteering and a baseline against which future developments can be measured. This survey complements the baseline report by focusing on the organisational aspects of volunteering in Northern Ireland. It adds significantly to our knowledge and evidence base by drawing on the practical experience of organisations that on a day-today basis involve, recruit and manage volunteers. It identifies clearly the positive aspects of working with volunteers. While the overall conclusion is that the majority of the organisations consulted are optimistic about the future of volunteering, we cannot be complacent. The survey also identifies a range of issues that need to be addressed and obstacles that need to be removed if volunteering is to fulfil its potential. The Volunteer Development Agency is to be congratulated for its initiative in commissioning this further survey. An agenda for action, based on research and rigorous analysis, has now been defined. The agenda deserves careful and prompt consideration. As the lead agency for the promotion and development of volunteering within Northern Ireland, the Volunteer Development Agency will ensure that this happens. PROFESSOR JIMMY KEARNEY Centre for Voluntary Action Studies University of Ulster Promoting participation, building active communities 3

6 SUMMARY OF MAIN FINDINGS Organisation Profile The organisations taking part in the research are providing services and support to a very wide constituency, in terms of demographic profile, need and geographic distribution. Every local authority area in Northern Ireland is represented in the sample and within each local authority area a very wide range of activities is being delivered Involvement of Volunteers A majority of the organisations involve volunteers. The main advantages of involving volunteers are resource related, in terms of making available to the group a complement of skills and time that would not otherwise be accessible. While at times this may be an enhancement to the organisation s efficiency and effectiveness it is very often essential and without this input many groups could not continue to function. This is not to say that volunteers are only valued because of their financial or economic contribution to an organisation. Volunteers are widely involved, sometimes in considerable numbers by single organisations, and collectively they contribute a very significant number of working hours. The volunteer body profile shows great diversity with some noticeable trends around demographic characteristics. The core volunteer group tends to be around the year age range and while the gender balance is relatively even, this ceases to be the case with organisations involving more than 20 volunteers, where there is a predominance of females. Minority ethnic groups and those with a disability are represented in the body of volunteers and there is a balance between those in employment and those not working. Half the respondents consider however that there is under representation within their organisations from some groups in society. The under representation is reported mainly in minority ethnic groups, young people, those with disabilities and males. Just over half the groups target particular types of volunteers mainly because they are under represented in their organisation or in order to match to the needs and requirements of particular clients. Finding Volunteers A variety of volunteer recruitment methods are used by organisations however there is a particular reliance on relatively informal methods such as personal contacts and word-of-mouth. While some methods are preferred over others there are no particularly strong or consistently successful single method. Volunteers, once recruited, are deployed in a variety of roles within organisations. The most frequently cited roles include committee work and fundraising. Relatively few organisations have links with private sector companies. Many more organisations than currently avail of it would like to become involved in employer supported volunteering. Managing Volunteers Overall, there is little uniformity within the sector around the management of volunteers although some specific areas are more consistently addressed than others. Thus, the provision of induction training/orientation is fairly common practice, however accredited training is available in only half the organisations consulted. Only around half the organisations taking part in the survey assign to staff/volunteers specific responsibility for a range of management functions including recruitment, supervision and training. Expenses are consistently paid to volunteers by only half the organisations involving volunteers, mainly in relation to travel costs, meals and costs associated with working from home. Relatively few organisations have a volunteer policy. In addition, volunteer management training is not made widely available to staff/volunteers. There is a high level of demand among organisations involving volunteers for further information and training in relation to the management of volunteers. 4

7 Volunteering in Organisations Volunteering Issues Volunteers are viewed as a unique resource by most organisations and their involvement is valued by these organisations because of their distinctive contribution rather than any concern to minimise costs. Indeed a majority of organisations would continue to involve volunteers even if they had unlimited resources. Lack of awareness of how to become involved in volunteering and what volunteering might entail are significant impediments to greater volunteering. Among those individuals claiming state benefit there is also a fear that volunteering could affect the basis of their entitlement to benefits. A majority of the organisations consulted are optimistic about the future of volunteering Finance and Management Income levels and budgets vary greatly in size among the organisations. Budgets allocated to volunteering, as a percentage of total income/expenditure, are difficult to ascertain with any degree of reliability as most organisations do not seem to calculate this ratio. The organisations exist on a range of staffing complements comprising both full-time and part-time staff. Of those organisations with contractual or service agreements with statutory bodies, almost a third have an agreement/contract that makes specific reference to volunteers. This reference is usually in the form of an allusion to volunteers involvement, opportunities for volunteers or some specific service requiring volunteers such as a befriending scheme. Volunteers are well represented on management committees however, management committees are not particularly well trained in management or committee skills. There is a range of funding sources for organisational support however, volunteering is much less well supported. Indeed, the most significant single source of support is that generated by the organisations themselves through fees earned for services or general fundraising. Promoting participation, building active communities 5

8 1. INTRODUCTION 1.1 Background This is the first survey of volunteering in organisations undertaken in Northern Ireland on behalf of the Volunteer Development Agency and funded by the Voluntary Activity Unit in the Department for Social Development. Carried out during the International Year of Volunteers (IYV) 2001, the survey meets all the aims of the Year, enhancing recognition, facilitation, networking and promotion of volunteering. The survey aims to provide an important understanding of organisational practice and needs in relation to volunteers, highlight significant issues around volunteering and provide a baseline against which to monitor future trends. It follows closely after a population-based survey on volunteering that provided information on the quantity and range of volunteering and community involvement in Northern Ireland (June 2001). 1.2 Definitions Volunteering, as defined here, refers both to volunteering through organisations and volunteering carried out in more informal ways, often at a neighbourhood level but outside the family. The definition used for this survey is as follows: Volunteers and volunteering refer to individuals and the work or action they undertake for the benefit of others or the community (outside the immediate family), undertaken by free choice and not directly in return for wages. 1.3 Objectives of the Survey The objectives of the survey were to: identify the characteristics of organisations that involve volunteers explore organisations attitudes to volunteering and community involvement explore how volunteers are involved in organisations describe current practices around recruitment and management of volunteers highlight significant issues and challenges around volunteering provide a baseline against which to monitor future trends. 1.4 Policy Context Increasingly, volunteering has been recognised as a vibrant expression of active citizenship and community involvement. It has been recognised also as a dynamic force for change and for social and economic progress, with positive effects on the volunteer, individuals, organisations and communities. It has been acknowledged that volunteering adds significant value to the work of organisations and groups and provides a wide range of support and services on an informal or self-help basis. Building Real Partnership: Compact between Government and the Voluntary and Community Sector in Northern Ireland The importance that Government attached to volunteering was clearly stated in the 1998 Compact between Government and the Voluntary and Community Sector in Northern Ireland. In this, Government recognised and valued highly, volunteering as an important expression of citizenship and of equal importance to financial investment. Government and the voluntary and community sector agreed the shared principle of encouraging active citizenship through volunteering, community involvement and self help initiatives within all sectors of society and by all age groups. The Compact will be implemented through Partners for Change: Government s Strategy for Support of the Voluntary and Community Sector in Northern Ireland ( ), with associated Good Practice Guidance on a range of issues including volunteering. Active Community Initiative The Government s Active Community Initiative was launched in 1999 with the overall aim of helping to rebuild a sense of community throughout the UK by 6

9 Volunteering in Organisations encouraging and supporting all forms of community involvement. A UK strategic framework was produced by a Working Group chaired by Lord Warner, on which Northern Ireland was represented. The Group s findings were set out in the report Giving Time, Getting Involved - A Strategy Report by the Working Group on the Active Community. A Northern Ireland Working Group was established by the Department for Social Development in July 1999 to develop, within the framework of the overall UK Strategy, a local plan for taking the Active Community Initiative forward. The objectives of the Initiative in Northern Ireland are to: bring about a change in attitudes to volunteering and community action increase the number of volunteers broaden the base of volunteers to make volunteering an inclusive process, and act with other initiatives to promote a community empowerment approach. The Northern Ireland Action Plan was published in March The proposed actions fall within the headings of research, promotion and publicity, policy and practice, volunteering infrastructure, demonstration projects and monitoring and evaluation. This research fulfills a recommendation of the Active Community Initiative s Action Plan to set out information on the quality and quantity of volunteering and community involvement that can be compared with similar information across the rest of the UK. To assist organisations that want to address some of the practice issues highlighted by the survey, the Volunteer Development Agency has published As Good as They Give - the definitive guides to good practice for volunteer management. This also fulfills a recommendation in the Active Community Initiative Action Plan to develop an extensive good practice guide on volunteering for the information of all sectors. To find out more about the guides contact the Volunteer Development Agency. For more information on the Active Community Initiative visit: Programme for Government The need to encourage people to take responsibility in and for, their own communities, to increase community activity, to broaden the volunteering base and generally to reinforce the development of sustainable and inclusive communities was recognised in the Northern Ireland Executive s Programme for Government setting out plans and priorities for the three years from April Relevance of the Survey The main findings of the survey, as set out in the following sections, provide up-to-date information on the management of volunteers and challenges for volunteering in Northern Ireland and will assist in ensuring that the implementation of the policy developments outlined above is evidence-based. 1.6 Methodology The research was carried out using a self-completion questionnaire. The questionnaire was sent by post to 2700 organisations derived from the merging of nine separate databases. In the event, the finished database contained a number of residual duplicates (where an organisation was represented by different individuals on different databases), private sector companies and individual members. Eliminating these from the final database reduced the database to around 2,500. A total of 895 organisations had responded to the survey by the closing date, giving a response rate of 36%. This is a high rate of response to a postal survey where the industry average rate is between 10-15%. 1.7 Structure of the Report The report follows broadly the structure of the questionnaire used in the research and is divided into eight sections. Promoting participation, building active communities 7

10 2. ORGANISATION PROFILE The survey collected some profile information on the participating organisations. The collated information is set out in this section of the report under the following headings: Organisation type Organisation lifespan Main clients/beneficiaries Main areas of work Population area served Local Authority area served 2.2 Organisation Lifespan The organisations in the sample were well distributed in terms of current lifespan with just under half (45%) having existed for 10 years or less and under half (45%) for more than 10 years. Fig 2: Number of years organisation has been in existence [Base: all respondents] 2.1 Organisation Type Of the 895 organisations taking part in the survey, 82% described themselves as a voluntary/non-profit organisation. Of these, a third (33%) further described themselves as local, independent groups, while a quarter (24%) described themselves as a neighbourhood or community group. Fig 1: Organisation type: voluntary / non-profit organisation [Base: all respondents] % 8

11 Volunteering in Organisations 2.3 Main Clients/Beneficiaries The organisations deliver services and support to a wide range of clients/beneficiaries including the general community (60%), young people (53%), children and families (40%) and older people (36%). Fig 3: Main clients/ beneficiaries of organisation [Base: all respondents] 2.4 Main Areas of Work There is a wide and diverse pattern of activity being carried out by the organisations including education and training (48%), community work (41%), the provision of advice/information (39%), sport and recreation (36%) and community relations (35%). Fig 4: Main work which your organisation carries out [Base: all respondents] % % Promoting participation, building active communities 9

12 2.5 Population Area Served Over half (57%) the organisations are serving their local community, a third (34%) extend across Northern Ireland and a third (33%) are providing services and support to both urban and rural areas. Fig 5: Population area organisation seeks to serve [Base: all respondents] 2.6 Local Authority Area Served A quarter (24%) of the organisations are providing services and support in all 26 local authority areas in Northern Ireland. In addition, each of the 26 local authority areas contains organisations that are active within its boundaries. Fig 6: District council area covered by organisation [Base: all respondents] % % 2.7 Summary The organisations taking part in the research are providing services and support to a very wide constituency, in terms of demographic profile, need and geographic distribution. Every local authority area in Northern Ireland is represented in the sample and within each local authority area a very wide range of activities is being delivered. 10

13 Volunteering in Organisations 3. INVOLVEMENT OF VOLUNTEERS A majority (83%) of the organisations taking part in the survey involve volunteers in their work. In this section of the report the main issues around the involvement of volunteers are described under the following headings: Fig 7: Reason for involving volunteers in the work of organisation Reasons for involving volunteers Reasons for not involving volunteers Organisational benefits of volunteers Number of volunteers Time contribution of volunteers Profile of the volunteer body Targeting volunteers 3.1 Reasons for Involving Volunteers The main reasons for involving volunteers include that they are essential to the continuation and functioning of the organisation (26%), there are insufficient resources within the group to pay staff (11%) and that there is an impetus from the community itself to want to be involved in the organisation s work (11%). % Promoting participation, building active communities 11

14 3.2 Reasons for Not Involving Volunteers For over a third (36%) of the organisations, there is no perceived need for volunteers. For the remainder, the main reasons for not involving volunteers are a combination of inability to attract them and other perceived obstacles such as legal concerns and language difficulties. Fig 8: Reason for not involving volunteers in the work of organisation [Base: all who do not involve volunteers 3.3 Organisational Benefits of Volunteers The involvement of volunteers confers on the host organisation a wide variety of benefits. These include the addition of valuable skills and experience, the enhancement of the organisation s effectiveness and efficiency and the high levels of commitment that volunteers often bring. Fig 9: Benefit to organisation from involving volunteers - first importance % % 12

15 Volunteering in Organisations Fig 10: Benefit to organisation from involving volunteers - second importance Fig 11: Benefit to organisation from involving volunteers - third importance % % Promoting participation, building active communities 13

16 3.4 Number of Volunteers Almost two thirds (64%) of organisations involve up to 40 volunteers a year. Fig 12: Number of volunteers involved in a year 3.5 Time Contribution of Volunteers A quarter (24%) of organisations estimate that the voluntary input to their group is greater than 3000 hours per year. Fig 13: Estimated total amount of time given by volunteers in a year % 3.6 Volunteer Body Profile This section of the questionnaire suffered from relatively low levels of, or incorrect, completion. For example, many respondents failed to enter a number in the designated response box instead placing a tick there. All such responses are included in the not specified category. With this qualification in mind, the volunteer body profile will be described under five headings as follows: Volunteer age Volunteer gender Volunteer ethnic status Volunteer disability Volunteer employment. *Not specified indicates that the respondent ticked the box and did not enter a number 14

17 Volunteering in Organisations Volunteer Age Among those who provided an age description of their volunteers it is evident that, while there is a range of ages in the volunteer body, the age range represents the core volunteer base for most groups. Fig 15: Composition of volunteer body - gender Fig 14: Composition of volunteer body - age % Volunteer Ethnic Status Volunteer Gender The gender distribution among organisations involving up to 20 volunteers is even between males and females. However, there is a significant difference in the gender distribution in favour of females among those organisations involving more than 20 volunteers. Among those organisations who responded in full to this question, just over a third (38%) have no members of minority ethnic groups among their volunteers. The remainder do have volunteers who are members of minority ethnic groups. Fig 16: Composition of volunteer body - minority ethnic group % *Not specified indicates that the respondent ticked the box and did not enter a number Promoting participation, building active communities 15

18 3.6.4 Volunteer Disability Status Less than half (41%) of the organisation responded to this question. Of those, the majority (88%) have some volunteers with a disability. Fig 17: Composition of volunteer body - people with a disability Fig 18: Composition of volunteer body 3.7 Under Represented Volunteers Volunteer Employment A quarter of the organisations (26%) have between 6 and 15 volunteers who are in employment and 18% have between 1 and 5 volunteers who are in employment. A quarter of organisations (24%) have between 1 and 5 volunteers who are unemployed and 15% have between 6 and 15 unemployed volunteers. % Just over half (53%) of respondents consider that there are groups in society who are under represented in their organisations. For almost a third (29%) of these bodies, the under representation is from minority ethnic groups, for just over a quarter (27%) it is young people, for 18% it is people with a disability and for 17% the under represented group is males (see Figure 19 on page 17). A variety of reasons were put forward for this under representation including a view that that the volunteers were not interested/committed enough to volunteer (15%), too busy (10%), deterred by the nature of the work (9%) and under representation in the community from which volunteers are drawn (7%). *Not specified indicates that the respondent ticked the box and did not enter a number 16

19 Volunteering in Organisations Fig 19: Groups considered under represented as volunteers in organisation Fig 20: Why these groups are under represented in organisation % % Promoting participation, building active communities 17

20 3.8 Targeted Recruitment Almost half (48%) of the organisations have tried to recruit particular types of people to become volunteers. The main reasons for this targeting are: They are under represented in the volunteer body (52%) The organisation is aiming to match volunteers to clients (38%) 3.9 Summary A majority of the organisations involve volunteers. The main advantages of involving volunteers are resource related, in terms of making available to the group a complement of skills and time that would not otherwise be accessible. While at times this may be an enhancement to the organisation s efficiency and effectiveness, it is very often essential and without this input many groups could not continue to function. Volunteers are widely involved, sometimes in considerable numbers by single organisations, and collectively they contribute a very significant number of working hours. The volunteer body profile shows great diversity with some noticeable trends around demographic characteristics. The core volunteer groups tends to be around the year age range and while the gender balance is relatively even this ceases to be the case with organisations involving more than 20 volunteers where there is a predominance of females. Minority ethnic groups and those with disability are well represented in the body of volunteers and there is a balance between those in employment and those not working. Half the respondents consider however that there is under representation within their organisations from some groups in society. The under representation is reported mainly in minority ethnic groups, young people, those with disabilities and males. Just over half the groups target particular types of volunteers mainly because they are under represented in their organisation or in order to match the needs and requirements of particular clients. 18

21 Volunteering in Organisations 4. FINDING VOLUNTEERS This section of the report deals with how organisations recruit and deploy their volunteers and where employers play a role in volunteering. The main points are presented under the following headings: Methods of recruitment Most effective methods Volunteer roles Company links 4.1 Methods of Recruitment 4.2 Most Effective Methods Personal contacts and word-of-mouth are, relatively speaking, the two most effective methods identified by the groups. However no method is rated as especially effective and most methods, on the contrary, appear to be ineffective. Fig 22: Recruitment method found the most effective For a majority of organisations the main methods of recruiting volunteers are through personal contacts (83%), word-of-mouth (83%), the organisation s membership (55%) and the use of posters and leaflets (41%). Fig 21: How organisations usually recruit volunteers % % Promoting participation, building active communities 19

22 4.3 Volunteer Roles Volunteers were found to carry out a variety of roles within their organisations. This includes committee work (80%), raising money (56%) and office assistance (50%). Fig 24: Three roles taking up most volunteers time Fig 23: Roles volunteers carry out % 4.4 Company Links Only 15% of the organisations have links with companies that involve their employees volunteering with their group. These links take a variety of forms including those facilitated through Business In The Community (12%), specific employer supported volunteering projects (8%) and participation in fundraising initiatives (5%). Almost two thirds (62%) of the organisations stated they would be interested in getting involved with employer supported volunteering. % Volunteers are more likely to be deployed on committee work (43%), fundraising (23%), youth work (20%), administration (18%) and running the organisation (16%). 20

23 Volunteering in Organisations Fig 25: Which organisations have arrangements or links with companies that involve their paid employees volunteering with organisation 4.5 Summary A variety of volunteer recruitment methods are used by organisations. However there is a particular reliance on relatively informal methods such as personal contacts and word-of-mouth. While some methods are preferred over others, there is no particularly strong, or consistently successful, single method. Volunteers, once recruited, are deployed in a variety of roles within organisations. The most frequently cited roles include committee work and fundraising. Relatively few organisations have links with private sector companies. Many more organisations than currently avail of it would like to become involved in employer supported volunteering. % Fig 26: Interested in getting involved with employer supported volunteering Promoting participation, building active communities 21

24 5. MANAGING VOLUNTEERS The management processes around volunteering begins at the recruitment stage and continues on through policy development and ongoing supervision and support. For the purpose of this research the issues in relation to the management of volunteers will be described under the following headings: Volunteer recruitment and selection procedures Volunteer induction and support Volunteer management Volunteer expenses Volunteer costs Volunteer insurance Volunteer policies Volunteer management training Volunteer training needs 5.2 Volunteer Induction and Support Three quarters (74%) of the organisations provide some form of induction training/orientation to the organisation and its work. However, only half (52%) provide the volunteers with access to accredited training. Fig 28: Support and training for volunteers [Base: All Who Involve Volunteers In The Work of Their Organisation] 5.1 Volunteer Recruitment and Selection Procedures The research suggests that there is no uniformity across the sector in terms of the basic pre-entry procedures such as completion of an application form, checking of criminal records and so on. In this context, the giving of role descriptions is the most consistently applied procedure (65%) while the provision of written agreements is the least often applied procedure (31%). Fig 27: Procedures for managing volunteers 5.3 Volunteer Management That part of the volunteer management process that includes recruitment, support and supervision and training is the responsibility of paid staff in about half the organisations (50%, 56% and 52% respectively). However, in over a quarter of the organisations the responsibility is not assigned (30%, 25% and 30% respectively). 22

25 Volunteering in Organisations Fig 29: Responsibility for volunteers Fig 31: What expenses cover 5.4 Volunteer Expenses Only half (52%) of organisations offer the volunteer out-of-pocket expenses on a consistent basis while another quarter (29%) will offer expenses sometimes. Fig 30: Volunteers offered out of pocket expenses 5.5 Volunteer Costs The costs in the last year to organisations of providing volunteer expenses ranges from (5%) to (16%). Half (51%) the organisations consulted were unable to quantify the cost to them of providing support to/involving volunteers. Fig 32: Organisation budget or expenditure on volunteering expenses in the last year Where expenses are offered, they generally cover travel costs (91%), meals (41%) or costs associated with volunteering from home (40%). *Not specified indicates that the respondent ticked the box and did not enter a number Promoting participation, building active communities 23

26 5.6 Volunteer Insurance A majority of the organisations provide insurance cover for their volunteers. Fig 33: Volunteers covered by insurance 5.8 Volunteer Management Training Less than half (42%) the organisations have provided their staff/volunteers with volunteer management training. Fig 35: Staff/volunteers who received any volunteer management training 5.7 Volunteer Policies Organisations involving volunteers are more likely to have an explicit policy relating to health and safety (77%) and equal opportunities (77%) and least likely to have a volunteer policy (43%). Fig 34: Organisation policies 5.9 Training needs and information There is a high level of demand among organisations involving volunteers for a range of information and training resources including information about good practice in relation to involving volunteers (76%), volunteer management training 63%) and accredited training (59%). Fig 36: Interest in training and information 24

27 Volunteering in Organisations 5.10 Summary Overall, there is little uniformity within the sector around the management of volunteers although some specific areas are more consistently addressed than others. Thus, while the provision of induction training/orientation is fairly common practice, accredited training is available in only half the organisations consulted. Only around half the organisations taking part in the survey assign to staff/volunteers specific responsibility for a range of management functions including recruitment, supervision and training. Expenses are consistently paid to volunteers by only half the organisations involving volunteers, mainly in relation to travel costs, meals and costs associated with working from home. It is least common for organisations to have a volunteer policy in place. In addition, volunteer management training is not made widely available to staff/volunteers. There is a high level of demand among organisations involving volunteers for further information and training in relation to the management of volunteers. Promoting participation, building active communities 25

28 6. VOLUNTEERING ISSUES The organisations were asked to give a view on a number of other issues including key challenges ahead and impediments to volunteering. More specifically, the following issues were examined: Fig 38: Challenges affecting organisation concerning the involvement of volunteers - second importance Organisation challenges Opinions and perspectives Obstacles to volunteering Volunteering in the future 6.1 Organisation Challenges The organisations identified a number of current and future challenges in relation to volunteering. These included issues such as the development of a volunteer policy (15%), the management of volunteers such as ensuring their dependability (12%) and training (7%). Fig 37: Challenges affecting organisation concerning the involvement of volunteers - first importance % Fig 39: Challenges affecting organisation concerning the involvement of volunteers - third importance [Base: All who involve volunteers % % 26

29 Volunteering in Organisations 6.2 Opinions and Perspectives A majority (73%) of the organisations consider that volunteers contribute something unique to their group, not available through paid staff and most organisations (78%) would disagree with the statement that involving volunteers is motivated by a desire to save money. An overwhelming majority (91%) of the organisations would involve volunteers even if there was unlimited finance available to them. Fig 41: What stops people from volunteering Fig 40: Agree/disagree with the statement 6.4 Volunteering in the Future Almost two thirds (61%) of the organisations consulted are optimistic about the future of volunteering. Fig 42: Optimistic/pessimistic about the future of volunteering in the next few years [Base: all respondents] 6.3 Obstacles to Volunteering The main impediments to volunteering are the limitations on people s time (57%), the lack of information and advice on how people can become involved in volunteering (52%) and a lack of awareness about the particular activities and functions of the organisations that involve volunteers (50%). In addition, around a third of the organisations consider that those on state benefits are cautious about volunteering in case it should affect their claims. Promoting participation, building active communities 27

30 6.5 Summary Volunteers are viewed as a unique resource by most organisations and their involvement is valued by these organisations because of their distinctive contribution rather than any concern to minimise costs. Indeed a majority of organisations would continue to involve volunteers even if they had unlimited resources. Lack of awareness of how to become involved in volunteering and what volunteering might entail are significant impediments to greater involvement in volunteering. Among those claiming state benefit there is also a fear that volunteering could affect the basis of their entitlement to benefits. A majority of the organisations consulted are optimistic about the future of volunteering. 28

31 Volunteering in Organisations 7. FINANCE AND MANAGEMENT The financial and other management arrangements within the organisations consulted are discussed and described under the following headings: Fig 44: Percentage allocated to involvement of volunteers [Base: all who pay expenses] Income levels and volunteer costs Staffing resources Contractual arrangements and volunteer involvement Management committee and volunteer involvement Main sources of funding 7.1 Income Levels and Volunteer Costs A quarter (25%) of the organisations in the survey had an annual income of under 50,000 and just over one in ten (13%) had an annual income of 400,000+. Fig 43: Organisation income in the last financial year [Base: all respondents who involve volunteers] % 7.2 Staffing Resources Over half (55%) the organisations surveyed had between one and twenty full-time staff and 2% had 81+ full-time employees. Fig 45: Number of full-time paid staff [Base: all respondents] Most organisations (65%) were unable to provide a figure representing volunteer costs as a percentage of this total income. Just under half the groups had between one and twenty part-time staff and 1% had 81+ part-time employees. *Not specified indicates that the respondent ticked the box and did not enter a number Promoting participation, building active communities 29

32 Fig 46: Number of part-time paid staff [Base: all respondents] Fig 47: Ways in which the contract/agreement makes a reference to volunteers [Base: Those with a contract/agreement which refers to volunteers] % 7.3 Contractual Arrangements and Volunteer Involvement Almost a third (29%) of the organisations are under contract or have a service agreement with a statutory body. Of these, a third (31%) have a contract/agreement that makes reference to volunteers. The main ways in which this reference is made includes, promoting opportunities for volunteers (13%), encouraging the involvement of volunteers (13%) and involving volunteers in the context of a befriending service (9%). 7.4 Management Committee and Volunteer Involvement Of those organisations that have a management committee, 7% have between one and five people on the committee and 4% have 21 or more. In over two thirds (68%) of these organisations the committee membership includes volunteers active in the organisation. *Not specified indicates that the respondent ticked the box and did not enter a number 30

33 Volunteering in Organisations Fig 48: Number of people on the management committee [Base: all respondents] Fig 50: Main sources of funding - support of your organisation [Base: all respondents] In only half (52%) of the organisations has the management committee received management and/or committee skills training. Fig 49: Committee includes volunteers active in organisation [Base: All respondents] Fig 51: Main sources of funding - involvement/support of volunteers [Base: All respondents] % % 7.5 Main Sources of Funding Funding for organisational support is derived from a range of sources including statutory bodies (32%), fees for services (31%) and charitable trusts (30%). Funding sources for the involvement/support of volunteers are much less apparent, with the most significant being self generated in terms of earned fees for services (9%) and general fundraising (8%). Promoting participation, building active communities 31

34 7.6 Summary Income levels and budgets vary greatly in size among the organisations. Budgets allocated to volunteering, as a percentage of total income/expenditure, are difficult to ascertain with any degree of reliability, as most organisations do not seem to calculate this ratio. The organisations exist on a range of staffing complements comprising both full-time and part-time staff. Volunteers are well represented on management committees however, management committees are not particularly well trained in management or committee skills. There is a range of funding sources for organisational support however volunteering support is much less well supported. Indeed, the most significant single source of support is that generated by the organisations themselves through fees earned for services or general fundraising. Of those organisations with contractual or service agreements with statutory bodies, almost a third have an agreement/contract that makes specific reference to volunteers. This reference is usually in the form of an allusion to volunteer involvement, opportunities for volunteers or some specific service requiring volunteers such as a befriending scheme. 32

35 Volunteering in Organisations 8. CONCLUSIONS The survey has included a large number and wide diversity of organisations. It is clear that volunteers are vital to the organisations that involve them, providing important skills and experience not otherwise available and, in addition, offering a level of commitment that is uniquely valuable. Volunteers are a much valued resource, they are not involved simply because they are low cost and most organisations would continue to involve volunteers even if they were otherwise resource rich. The volunteer input therefore is unique and highly valued in its own right. The volunteer profile shows a bias between the age range 25 to 54 and, in larger organisations at least, a predominance of females. Beyond this, many organisations report an under-representation from minority ethnic groups, young people, those with disabilities and males. Organisations do engage in some form of targeting when recruiting volunteers, mainly in order to match recruits to the organisations, or their clients, needs. However, the targeted recruitment processes do not seem to be especially effective in addressing the imbalances around under representation. Informal methods of recruiting volunteers are still very evident among the organisations consulted. These, and other methods, do not appear to be particularly successful and there is, at the very least, an organisational training need in relation to recruitment. Organisations involving volunteers are not well networked into the private sector. However, there is a strong desire to develop relationships with private companies and corporations, particularly through employer supported volunteering schemes. This is an area in which organisations would benefit from training and facilitation. develop the competence of those organisations that are inexperienced in this area. This requires some co-ordination around the dissemination and implementation of common standards of practice in relation to the management of volunteers. The relatively unplanned nature of volunteers involvement extends also into financial management processes and in particular the definition and allocation of budgets. This is evidenced, to some extent at least, by the inability of many organisations to quantify the financial cost to them of involving volunteers in their work. While it might be argued that the costs are often minimal and for that reason not thoroughly monitored, it is a weak argument from a planning, control and accountability perspective. Even if this explanation is accepted the lack of information attests to a general sense of informality around the engagement of volunteers that is inconsistent with the high value they hold for organisations. There would appear to be a need for organisations to be much better prepared to manage this invaluable resource. A diversity of funding mechanisms and services exist to support the organisational aspects of the groups consulted. However, there is a paucity of similar provision for the support of volunteer involvement. This may explain in part the under developed nature of the organisational processes around the recruitment, management and supervision of volunteers. In the circumstances, it is a reasonable proposition to put forward that the availability of greater resources specifically for volunteer involvement could have a significant impact on how organisations engage with their volunteers and greatly enhance the value of this already considerable resource. The management processes and procedures that surround volunteers are erratically applied and it is often difficult to discern any consistent adherence to even basic standards among many organisations involving volunteers. In many instances this is very probably a capacity issue and there is a need to Promoting participation, building active communities 33

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37 Volunteering in Organisations Appendices Promoting participation, building active communities 35

38 36

39 Volunteering in Organisations LIST OF FIGURES Figure 1: Figure 2: Figure 3: Figure 4: Figure 5: Figure 6: Figure 7: Figure 8: Figure 9: Figure 10: Figure 11: Figure 12: Figure 13: Figure 14: Figure 15: Figure 16: Figure 17: Figure 18: Figure 19: Figure 20: Figure 21: Figure 22: Figure 23: Figure 24: Figure 25: Figure 26: Figure 27: Figure 28: Figure 29: Figure 30: Figure 31: Figure 32: Figure 33: Figure 34: Figure 35: Figure 36: Figure 37: Figure 38: Figure 39: Figure 40: Figure 41: Organisation type: voluntary/non-profit organisation Number of years organisation has been in existence Main clients/beneficiaries of organisation Main work which your organisation carries out Population area organisation seeks to serve District council area covered by organisation Reason for involving volunteers in the work of organisation Reason for not involving volunteers in the work of organisation Benefit to organisation from involving volunteers - first importance Benefit to organisation from involving volunteers - second importance Benefit to organisation from involving volunteers - third importance Number of volunteers involved in a year Estimated total amount of time given by volunteers in a year Composition of volunteer body - age Composition of volunteer body - gender Composition of volunteer body - minority ethnic group Composition of volunteer body - people with a disability Composition of volunteer body Groups considered under represented as volunteers in organisation Why these groups are under represented in organisation How organisations usually recruit volunteers Recruitment method found the most effective Roles volunteers carry out Three roles taking up most volunteers time Which organisations have arrangements or links with companies that involve their paid employees volunteering with organisation Interested in getting involved with employer supported volunteering Procedures for managing volunteers Support training for volunteers Responsibility for volunteers Volunteers offered out of pocket expenses What expenses cover Organisation budget or expenditure on volunteering expenses in the last year Volunteers covered by insurance Organisation policies Staff/volunteers who received any volunteer management training Interest in training and information Challenges affecting organisation concerning the involvement of volunteers - first importance Challenges affecting organisation concerning the involvement of volunteers - second importance Challenges affecting organisation concerning the involvement of volunteers - third importance Agree/disagree with the statement What stops people from volunteering Promoting participation, building active communities 37

40 Figure 42: Figure 43: Figure 44: Figure 45: Figure 46: Figure 47: Figure 48: Figure 49: Figure 50: Figure 51: Optimistic/pessimistic about the future of volunteering in the next few years Organisation income in the last financial year Percentage allocated to involvement of volunteers Number of full-time paid staff Number of part-time paid staff Ways in which the contract/agreement makes a reference to volunteers Number of people on the management committee Committee includes volunteers active in organisation Main sources of funding - support of your organisation Main sources of funding - involvement/support of volunteers 38

41 Volunteering in Organisations Promoting participation, building active communities 39

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