A Volunteering Strategy for Staffordshire

and Action Plan 2013 – 2018

For Me, For You, For Everyone

March 2013
Foreword

Volunteering Strategy for Staffordshire

Working Group
We think most people would agree that volunteering is a good thing. More than that, it is a
great thing. Volunteering is part of the very fabric of our society – people coming together to
help each other or to support a particular cause – and thousands of voluntary organisations
and community groups in Staffordshire would simply not be able to carry on without the
support of volunteers.

Volunteering is important too for the people that take part in it. Getting involved in
volunteering offers different things to different people. For some, this is the opportunity to
learn new skills, build confidence and move closer to the jobs market, for others its a route to
improved health and wellbeing, and for many it is the simple pleasure and satisfaction gained
from helping others or ‘putting something back’.

Volunteering is not owned by any particular agency or sector. It is for all of us. It is a
cherished and valuable part of community life, and happens for the benefit of those
communities and the people in them, as it has done for many years. Volunteering is by the
people, for the people.

This Volunteering Strategy for Staffordshire has been prepared by a small group of people
working across sectors and agencies, for whom volunteering is close to their hearts in either
their professional or personal life, or both. It aims to increase awareness of volunteering and
what it can offer, perhaps reaching new audiences; to help make sure that anyone who wishes
to volunteer has suitable opportunities to do so, and that the volunteering experience they
receive is a good one; and to help make sure that volunteering and volunteers get the
recognition they so richly deserve.

The draft strategy was subject to a 12 week consultation period and shared widely with the
citizens of Staffordshire, voluntary and community organisations, volunteering infrastructure
services and public sector bodies, all of whom were asked what they thought of it and how it
could be improved. Thank you to everyone who took the time to share their views with us.
There were 150 responses to the consultation, all of which were listened to and helped to
shape this final strategy document and the accompanying action plan.

We hope that people from all sectors will want to continue to be involved as the action plan
and strategy is put into effect in the months and years to come.
 Contents

Section Page

Executive Summary……………………………………………………… 4

Introduction & Policy Context…………………………………………… 5

What is Volunteering?…………………………………………………… 6

Vision, Aims and Objectives……………………………………………. 8

Aim 1 Individuals………………………………………………... 9

Aim 2 Community……………………………………………….. 13

Aim 3 Organisations…………………………………………….. 16

Aim 4 Support Services……………………………………….... 19

Measuring Success………………………………………………………. 21

Action Plan & Timescales……………………………………………….. 22

Appendix 1 Volunteering Strategy Working Group 25

Appendix 2 Glossary……………………………………………………. 26
Executive summary
The Volunteering Strategy for Staffordshire
and Action Plan 2013-2018 provides a
framework for partners across sectors and
agencies to work together to build a strong
and sustainable volunteering culture for
Staffordshire that will ultimately enable
communities to thrive.
The strategy has been informed by local and
national policy and evidence, as well as our
own knowledge and experience of
volunteering and supporting voluntary and
community groups on the ground.
This strategy embraces and recognises the
benefits and positive impact that volunteering
can have for individuals, communities, and
organisations. It also recognises the
importance of volunteering infrastructure
services in supporting and developing the
volunteer base of the county.
For individuals, the benefits can include
feeling part of something that makes a
difference; improving mental/physical health
and wellbeing; personal development and
improved confidence or enhanced skills and
employability prospects.
Likewise for communities, volunteering can
strengthen local connections and bonds;
enhance trust and community resilience;
promote understanding between people of
different backgrounds and cultures and
provide people with a voice through greater
participation in local democracy e.g. parish
meetings
Whilst for organisations, it can provide
additional capacity to provide services
particularly in the voluntary sector; open up
opportunities for more people to get involved
with shaping and delivering a service or for
employers it can enhance local reputation,
improve staff morale and engender a team
working culture.
A Volunteering Strategy for Staffordshire 2013 - 2018
In order to realise the benefits identified, local
research highlighted a number of barriers that
can be addressed through the implementation
of this strategy and action plan.
A lack of awareness of opportunities and a lack
of time are commonly stated as reasons for not
getting involved. Local engagement suggested
that the key things that would encourage people
in Staffordshire to volunteer are:
♦ having clear information
♦ knowing what opportunities are available
♦ that it benefits the local community
The strategy aims to tackle these barriers by:
♦ greater promotion and recognition of
volunteering and local opportunities
♦ developing the quality of the volunteering
experience by supporting Volunteer Involving
Organisations (VIOs) to work to good practice
standards, reduce bureaucracy and improve
access to training and peer support networks
♦ improving access to a wider range of
volunteering opportunities through varied
brokerage support and Employer Supported
Volunteering (ESV)
♦ demonstrating the impact of volunteering to
individuals, organisations and communities
by developing appropriate methods of
measurement
Both locally and nationally, volunteering is
considered to be a good way of empowering
and strengthening communities. Furthermore,
the anticipated demand on services, coupled
with the ongoing economic challenge, provides
the opportunity for local communities to help
themselves. In this context volunteering will
become increasingly significant.
Page 4
A Volunteering Strategy for Staffordshire
1. Introduction
A key message from participants at the Staffordshire Volunteering Visioning Event 2010 was
that we needed to develop a coordinated and consistent approach to volunteering across
Staffordshire to increase volunteering and ensure a quality experience for volunteers across
the county.

The Volunteering Strategy Working Group was established to develop a strategy to deliver this
vision.1 As partners the group will work together to promote volunteering as a powerful force for
change, both for those who volunteer and the wider community. In increasing the quality,
quantity, contribution and accessibility of volunteering across Staffordshire we will work to
remove barriers and ensure that volunteering is kept high on the local agenda.

This strategy provides a framework for partners to work together to build a strong and
sustainable volunteering culture in Staffordshire. It has been informed by local and national
policy and evidence, as well as our own knowledge and experience of volunteering and
supporting voluntary and community groups on the ground.

2. Policy Context
The Staffordshire Strategic Partnership has identified two
outcomes, which it has agreed are important for Staffordshire
people and as a place, with a particular focus on those issues
where we can have the biggest impact through partnership
working.2 These are:
Outcome 1: Staffordshire will have a thriving economy
Outcome 2: Staffordshire will be a safe, healthy and aspirational place to live

Volunteering can make a direct contribution to achieving both of these outcomes. In relation to
Outcome 1, research has demonstrated that: ‘social capital in terms of active group
membership is positively related to economic growth. Where volunteering activities are
present, there is a higher percentage of growth.’3 In relation to Outcome 2, several studies
emphasise the health benefits associated with volunteering which can: ‘promote both physical
and mental wellbeing. It can also strengthen local connections and intergenerational bonds and
enhance trust and community resilience.’4
The Staffordshire Compact is a commitment between third sector5 and public organisations in
Staffordshire and aims to help them work better together by setting out a shared vision, aims,
values and principles as well as commitments by each party.

1
More information about membership of the working group can be found in Appendix 1.
2
Further information on the outcomes and the priorities that support them can be found on the Partnership
website: www.staffordshirepartnership.org.uk/strategicboard
3
Flanagan and Sadowski (2011) The Value of Volunteering Volonteurope: London
4
Department of Health (2011) Social Action for Health and Well-being: Building Co-operative Communities DH:
London; The Lancet (2011) Policy Summary: Volunteering
5
The Third Sector comprises non-governmental organisations that are value driven and which principally reinvest
their surpluses to further social, environmental or cultural objectives. The sector comprises voluntary and
community organisations, charities, social enterprises, faith groups, housing associations and co-operatives and
mutuals (Cabinet Office)
A Volunteering Strategy for Staffordshire 2013 - 2018 Page 5
The Volunteering Code of Practice describes how the Compact will work in reality in relation to
volunteering and provides a basis for good practice across public and third sector
organisations. This strategy adheres to, and has been informed by, the principles set out in the
Volunteering Code of Practice.6

Volunteering is also on the national agenda, several Government policies emphasise the
importance of community involvement in delivering successful outcomes in localities. These
include, initiatives such as Big Society (that aims to transform the giving landscape by
empowering communities and opening up public services), policies include the Giving White
Paper and the Localism Act.

The Giving White Paper (2011) sets out three core strands of
activity where the Government wants to work with partners to
make giving as easy and as compelling as possible. It also
wants to give better support to those that provide and manage
opportunities to give be they charities, community groups or
others.

The Localism Act (2011) provides new rights for communities

and individuals, including the Community Rights to Challenge
and Bid that came into effect in October 2012. This could stimulate both a desire to volunteer
and the creation of volunteering opportunities locally.

However, there are challenges to achieving this vision in the current climate; for example, the
Citizenship Survey has highlighted a decline in the national levels of both formal and informal
volunteering.7 Research by the London Voluntary Service Council found that, although 81% of
voluntary group respondents reported an increase in demand for their services during 2010-11,
51% reported having to close services during this period.8 While we recognise that these are
challenging times, we have a genuine desire to improve the volunteering experience through
providing quality volunteering opportunities and promoting good practice in involving
volunteers, as we recognise the value of volunteering for both local people and the community
across all sectors.

3. What is volunteering?
For the purpose of this strategy we have adopted the definition of volunteering used by
Volunteering England. This is viewed as:

“An activity that involves spending time, unpaid, doing something that aims
to benefit the environment or individuals or groups other than (or in
addition to) close relatives.” (Volunteering England)

6
www.staffordshirepartnership.org.uk/thirdsector/compact/
7
The 2010-11 survey found: ‘Twenty-five per cent of people reported that they volunteered formally at least once
a month in 2010-11, a lower rate than at any point between 2001 and 2007-08 (when it ranged between 27 per
cent and 29 per cent), but unchanged on 2008-09 and 2009-10 levels’
www.communities.gov.uk/publications/corporate/statistics/citizenshipsurveyq4201011; The 2009-10 survey found
levels of informal volunteering have fallen from 35 per cent in 2008-09 to 29% in 2009-10.
www.communities.gov.uk/documents/statistics/pdf/2056233.pdf.
8
Cited in The Lancet (2011) Policy Summary: Volunteering

A Volunteering Strategy for Staffordshire 2013 - 2018 Page 6

While this definition is short and concise, it is flexible enough to incorporate different forms of
volunteering and different levels of involvement. We have outlined a number of related terms in
Appendix 2 that differentiate between the role of interns, work experience and volunteers.

There are two types of volunteering, formal and informal. Formal volunteering means giving
unpaid help through groups, clubs or organisations (e.g. this could be leading a group or
committee, organising or helping to run an activity or event, etc.). Informal volunteering
means giving unpaid help as an individual that has not been organised by a group, club or
organisation (e.g. collecting a neighbour’s shopping, helping them get from A to B, etc.).

People also give their time at different frequencies. Regular volunteers – give their time at
least once a month over a year. Occasional volunteers give their time less frequently than
once a month during a year. Seasonal volunteers give their time during particular months, for
example during the summer holidays. Episodic volunteers give their time on a one-off basis.

There is also a broad distinction between youth volunteering and adult volunteering. Youth
volunteering is considered distinct as it is more likely to involve a developmental element, (such
as developing skills, personal qualities and receiving accreditation or incentives).9

No matter what type of volunteering people undertake or how frequently they volunteer, the
Staffordshire Compact Volunteering Code of Practice sets out four fundamental principles to
volunteering,10 these are:

Choice: Volunteering must be a choice freely made by each individual. Any

encouragement to become involved in volunteering should not result in any form of
coercion or compulsion. Freedom to volunteer implies freedom not to become
involved.
Diversity: The people of Staffordshire bring varying qualities and experience to the
third sector. Diversity is recognised, respected and valued. Volunteering should be
open to all, no matter what their background, age, ethnicity, sexual orientation, religion
or belief, gender or disability. It is recognised that social exclusion barriers can be
overcome by skills, experience, confidence and contacts gained whilst helping others.
Ensuring a diverse volunteering base also makes our services more accessible and
relevant to our diverse communities.
Mutual Benefit: Volunteering should be a reciprocal, mutual relationship. Although a
person is not paid for their efforts, they should feel a sense of worthwhile achievement.
Volunteers gain useful skills, experience and contacts, sociability and fun, and are
included in the organisation and the wider community. Volunteers should be
complementary to and not a replacement for paid staff.

Recognition: The value of volunteers to the organisation, community, the social

economy and wider social objectives is fundamental to a fair relationship between
volunteers, public organisations and the third sector.

9
CASE (2011) Understanding the drivers of volunteering in culture and sport: analysis of the Taking Part Survey
10
The full code of practice is available here: www.staffordshirepartnership.org.uk/thirdsector/compact

A Volunteering Strategy for Staffordshire 2013 - 2018 Page 7

4. Vision, Aims and Objectives

Our vision is:

“By 2018 Staffordshire will be a place with a strong and sustainable

volunteering culture throughout, that benefits both local people and the
local community, where: people have the opportunity to volunteer and
obtain personal enrichment; every volunteer’s contribution is
recognised and valued, and; organisations are enabled to deliver a
quality volunteering experience.”

To realise this vision we have identified four aims that reflect four distinct areas of activity that
we feel contribute to building a strong and sustainable volunteering culture (around the
individual, community, organisations and support services).

Our aims are:

1. To provide every individual, no matter what their background, with the opportunity to
volunteer and contribute to their community

2. To make volunteering more recognised, visible and valued in the community

3. To ensure that organisations, across all sectors, are able to deliver a quality
volunteering experience and benefit from volunteering activity

4. To ensure an effective support service, where individuals are able to undertake

quality volunteering opportunities and organisations are able to provide them

We have developed a series of objectives that will enable us to achieve these aims. These are
set out in more detail over the following pages. The actions that we have identified to deliver
these aims are set out in the Action Plan (see Page 22).

A Volunteering Strategy for Staffordshire 2013 - 2018 Page 8

Individuals
_______________________________________________________________

Aim 1: To provide every individual, no matter what their background, with the
opportunity to volunteer and contribute to their community
_____________________________________________________________________

Objectives:
• To ensure that there is clear and accessible information on what volunteering is,
what opportunities are available and how to get involved
• Ensure a variety of opportunities are available and individuals are matched to
the most suitable role (dependent on their interest and need)
• Ensure that appropriate support is provided for volunteers (e.g. induction)
• Enable individuals in public organisations across the county to utilise their
professional skills in a volunteering role
• Increase the number and range of opportunities for volunteering
• Provide targeted support to enable the engagement of vulnerable groups
volunteering

Part of our vision for volunteering in Staffordshire is that people have the opportunity to
volunteer. There are numerous benefits of volunteering for individuals, including: improving
physical and mental health and wellbeing,11 and; enhancing personal development, skills and
increasing employability.

Local Evidence
In Staffordshire, 15 per cent of residents have been involved in formal volunteering via giving
unpaid help to groups, clubs or organisations in the last 12 months. Whilst over the same
period, 31 per cent of residents have engaged in informal volunteering through supporting
individuals who are not relatives.12 People’s motivations for volunteering are diverse and
complex. The two most popular reasons for volunteering clearly show that people get involved
because they feel strongly towards the cause they choose to support and to make a positive
difference.

The top five things that volunteers in Staffordshire felt

they gained from volunteering are:

• Satisfaction of helping others (49%)

• Feeling more positive (15%)
• Made a difference to my community (12%)
• Increased confidence (7%)
• Improved health and wellbeing (5%)13

11
Cited in The Lancet (2011) Policy Summary: Volunteering
12
Feeling the Difference Survey (Wave 14, November 2012)
13
Feeling the Difference Survey (Wave 14, November 2012)

A Volunteering Strategy for Staffordshire 2013 - 2018 Page 9

The Equality Act (2010) bans unfair treatment and helps achieve equal opportunities in the
workplace and in wider society. The act covers nine protected characteristics, which cannot be
used as a reason to treat people unfairly: age, disability, gender reassignment, marriage and
civil partnership, pregnancy and maternity, race, religion or belief, sex, sexual orientation. As
part of the implementation of the strategy the working group will establish a baseline of diversity
data for Staffordshire and monitor progress against it.

National Evidence
There is evidence nationally that levels of involvement differ among different demographic
groups and different types of opportunities appeal to different people:14

• Women are more likely than men to volunteer in education (37% and 23% respectively) and
with organisations concerned with health and disability (26% and 17% respectively). Men
were more likely than women to volunteer in sports and exercise (30% and 16%
respectively). Women were also more likely than men to be involved in organisations
concerned with overseas aid and disaster relief (14% and 7%) respectively.

• There are also gender differences in the activities that volunteers undertake, in particular:
‘leading a group’ (42% for men compared with 31% for women), ‘representing people’ (24%
for men compared with 12% for women) and ‘providing practical help’ (27% for men
compared with 45% for women).15

• Levels of formal volunteering vary significantly with age. The proportion of formal volunteers
was highest among people in the 35-44 and 55-64 age brackets (64%). It was lower among
those aged 34 or younger (57%) and lowest in the 65 and over age group (53%).

• Levels of volunteering did not vary significantly by ethnic origin. However, in terms of
regular volunteering, there was more (significant) variation. In particular, there were low
rates of regular formal volunteering among those of Asian origin (29%).

• Lower levels of formal volunteering among groups at risk of social exclusion. In particular,
those with a limiting long-term illness or disability had lower levels of formal volunteering,
with 28% classed as regular formal volunteers.

• Patterns of volunteering varied by religious group, for both regular and any formal help. 67%
of those actively practising their religion gave some level of formal help (compared to 55%
not active). In Staffordshire, there are over 2,350 volunteers from faith communities
providing over 5,200 weekly volunteer hours across a range of initiatives. It is estimated
that this equates to a financial contribution of over £1.49 million.16

In addition, there is evidence that the level of educational qualification and the type of place
also impacts on volunteering:

14
Office of the Third Sector (2007) Helping Out – A national survey of volunteering and charitable giving (Cabinet
Office: London)
15
NCVO (2011) Participation: trends, facts and figures
16
It is likely that the actual number is higher - these figures are based on the findings of a survey of 506 faith
groups with 252 responses (a response rate of 49%) - Saltbox (2008) Faith into Action Audit Staffordshire

A Volunteering Strategy for Staffordshire 2013 - 2018 Page 10

• Education is a key predictor of participation. The higher the level of qualification received,
the more likely the individual is to volunteer. Nationally, 56% of degree holders formally
volunteer while only 23% of those with no qualification do.
• Rural areas have more engaged communities, with 70% of people involved in civic
engagement and formal volunteering, compared to 60% for urban areas. People are less
likely to participate in civic engagement and formal volunteering in deprived areas.17 This is
also the case locally (this will be covered in the community section).

Barriers and Facilitators

There are a number of barriers that prevent people from volunteering; a lack of awareness of
opportunities and a lack of time are commonly stated as reasons for not getting involved. Local
engagement suggests that the key things that would encourage people in Staffordshire to
volunteer are:
Staffordshire Residents18 Staffordshire County Council Employees19
Having clear information (45%) Knowing the opportunities available (60%)
Knowing what opportunities are available (44%) Paid leave from work (53%)*
Benefits local community (35%)* Having clear information (46%)
* Please note: these options were not included on both surveys, as such, the ranking cannot be compared
across residents and employees.

A key facilitator for volunteers is that they are able to meet their expectations and motivations in
a setting that is of interest to them or is in a context that they are familiar with.20 There is also
research that emphasises the importance of appealing to different individual motivations, for
example some people are more likely to volunteer if the project is local, or they are asked by
someone they know, while other individuals are more likely to respond to the idea that
participation promotes personal development.21

Case Study: Martin, Countryside Community Volunteer

Martin has been with the Countryside Community Volunteer

Programme since it began (a Staffordshire County Council
scheme where volunteers help with the practical maintenance
and improvement of Country Parks and Public Rights of Way).
He has recently found employment with a grounds
maintenance company working for a housing association. During his voluntary work, Martin
carried out a range of different tasks including installing stiles, foot bridges, way markers,
public information signs, kissing gates, fence repair, clearance work, woodland management
and tree planting. Martin also completed a first aid course and an ASDAN qualification which
recognises his volunteering efforts. Martin said: “Volunteering has really improved my self
confidence and general social skills as well as equipping me with a new set of transferable
skills.”

17
RSA (2012) Beyond the Big Society: Psychological Foundations of Active Citizenship
www.thersa.org/projects/social-brain/beyond-the-big-society
18
Staffordshire People’s Panel (Spring 2011) with 371 responses
19
Survey of Staffordshire County Council Employees (2011) with 542 responses
20
CASE (2011) Understanding the drivers of volunteering in culture and sport: analysis of the Taking Part Survey
21
RSA (2012) Beyond the Big Society: Psychological Foundations of Active Citizenship
www.thersa.org/projects/social-brain/beyond-the-big-society

A Volunteering Strategy for Staffordshire 2013 - 2018 Page 11

Perceptions of volunteering can also be a barrier. There is a rich and diverse range of
volunteering activities. However, individuals may be prevented from coming forward due to a
perception about the types of roles volunteers undertake or of the type of person that
volunteers.22 This general perception of volunteering can also mean that those who meet the
definition of a volunteer may not define themselves using the term, perhaps viewing their time-
giving as ‘just helping out’. This can impact upon the numbers of people who are picked up in
surveys as volunteers, thereby underestimating the amount of volunteering taking place. To
address this, there needs to be general awareness raising about what volunteering is and the
range of volunteering opportunities that people undertake.

As noted above, individuals at particular risk of social exclusion (including black and minority
ethnic groups, those with no qualifications and those who have a disability or limiting, long-term
illness, here termed groups at risk of social exclusion) had lower levels of formal volunteering
than those not at risk.23 These individuals are more likely to be attracted to volunteer if they are
supported to overcome the additional barriers that they may face, therefore we will work with
them to understand their needs.

Supported volunteering refers to schemes where volunteers

receive additional support in order to carry out their volunteer
roles. It can provide further benefits such as improved
confidence, sense of worth and value, which can lead to less
dependence on benefits in the future, less social isolation
and more engagement in the community. The support can
take many forms and will depend on the individual
volunteer’s needs.

In Staffordshire, the Volunteering for Health project aimed to

widen participation in volunteering among those with, or at risk of, poor health and sense of
wellbeing. It is widely recognised that engaging in voluntary activity can have a positive impact
on mental health and wellbeing.

The project has seen a significant impact on people’s wellbeing with 324 beneficiaries, who
have been able to: meet new people and make new friends; use their time usefully; gain new
skills that can be used to help find paid work, and; feel valued and appreciated, which in turn
has led to improved self-esteem and confidence.24

Enabling local people to give their time

There have been several technological innovations that have the potential to transform how
people can give their time, and open up volunteering opportunities to a wider range of people
(for example, socially excluded groups and those who would not normally volunteer).25 These
include for instance Slivers-of-Time (that enables people to match the time they have available
with opportunities in the local community) and Time Banking (where individuals can contribute
their time to the local community and access a range of activities or incentives in return).
22
DFE (2012) Engaging adults in youth volunteering
23
Office of the Third Sector (2007) Helping Out – A national survey of volunteering and charitable giving (Cabinet
Office: London)
24
Living Well in Staffordshire: Leaving a Lasting Legacy (2011)
25
NCVO (2011) Participation: trends, facts and figures

A Volunteering Strategy for Staffordshire 2013 - 2018 Page 12

Social media also provides opportunities for engaging non-traditional volunteers. For example,
the Volunteer Centres have used facebook as an alternative way of offering support and
access to information on volunteering to individuals and groups.

Individuals can also be supported to give their time through Employer Supported Volunteering
Schemes (ESV). The opportunities that ESV presents will be explored under the role of
organisations set out in Aim 3.

As part of implementing this strategy we will explore these innovative methods of giving, to
ensure we are making best use of all the different ways we can enable individuals to give their
time.

Case Study: Tim, Volunteer Walk Leader

Tim has lived in Chesterton all of his life and is now

an Aspire tenant. He has been unemployed for 10
years and describes himself as an alcoholic whose
drinking started when he lost a child with a previous
partner, the drinking spiralled out of control when his
fiancée and best friend passed away. In July 2005
Tim found himself in a rehabilitation centre, “The
drink got out of hand and the next thing I knew I was
waking up in the centre” says Tim.

After 5 months Tim left the centre but decided he was going to change his life for the better,
he started to volunteer and give back to the centre that had helped him overcome his
addiction to drink. On a day out volunteering with service users he attended an open day at
Newcastle Volunteer Centre, there he met Craig Harris Walking For Health Co-ordinator for
Walk North Staffordshire, an NHS funded project delivered by Staffordshire Moorlands
Community and Voluntary Services. After talking to Craig, Tim decided that he would start
attending a local health walk at Chesterton, 10 months later after attending a walk leader
training day in Leek Tim is now the Volunteer Walk Leader at Chesterton, Apedale and
Knutton. “Walking has miraculously improved my confidence, it has helped me to meet new
people and re-engage with the community that I thought I’d lost all contact with and more
importantly it has stopped me going back to my old self.” Tim is now looking at more training
and volunteering opportunities and hopes this will lead to full time employment.

Community
________________________________________________________________

Aim 2: To make volunteering more recognised, visible and valued in the community
_______________________________________________________________________
Objectives:
• Promote positive images of volunteering capturing the breadth of opportunities
• Recognise and celebrate volunteers in the community
• To ensure all communities are able to benefit from volunteering

A Volunteering Strategy for Staffordshire 2013 - 2018 Page 13

Volunteering brings numerous benefits to local communities. Volunteering can strengthen local
connections and intergenerational bonds and enhance trust and community resilience. There
is national evidence that levels of volunteering are significantly lower in more deprived
communities and Staffordshire data from the Place Survey 2008 supports this, with levels of
volunteering largely correlating to relative levels of affluence.

However, analysis of Volunteer Centre data shows a ‘reverse picture’ to this general pattern of
volunteering. Volunteer Centres in Staffordshire often support comparatively more people from
deprived communities and fewer from more affluent communities. Part of our vision is that we
want all communities in Staffordshire to be able to prosper from the benefits of volunteering.
This concentration of support and take up in the most deprived areas further highlights the
importance of volunteering infrastructure services in increasing access to volunteering in the
areas most in need.26

Case Study: Penkside Community Champions, Stafford

The Penkside Community Champions Network is a constituted group of
volunteers that was set up as part of the Learning to Deliver project, with the
aim of getting people involved in improving the local area and fostering
community spirit. There is also a Young Community Champions group that
is part of the wider network. To date there are around 24 people signed up as a Community
Champion and the group has facilitated, organised and been involved in a wide range of
initiatives in the local area, including a Royal Wedding picnic, Community Games, Community
Speedwatch, Community Choir, with lots of new and exciting ideas planned for the future. For
more information, please visit: http://penkside.btck.co.uk/

Recognition and Celebration

National research presents a mixed picture on the importance of recognition to volunteers, with
half stating it was important and half not. However, volunteers from groups at risk of social
exclusion were significantly more likely to say that recognition was very important than those
not at risk.27 One of the key messages from the Staffordshire Volunteering Visioning Event
2010 was that we needed to do more to recognise volunteers across Staffordshire.28

There are a number of different ways we can recognise voluntary service, these include: a
verbal thank you, entry on a roll of honour, certificates, accreditation, and awards ceremonies.
Many of these forms of recognition are already in place; however, we will build on this existing
good practice as part of implementing this strategy.

Building on the success of several local awards ceremonies (in East Staffordshire, Newcastle
and Tamworth) the first county-wide Volunteer Staffordshire Awards were held in 2011 and

26
SCIO (2011) A comparison of take up of volunteering via Staffordshire Volunteer Centres with socio-economic
factors
27
Office of the Third Sector (2007) Helping Out – A national survey of volunteering and charitable giving (Cabinet
Office: London)
28
Attendees included representatives from, Council for Voluntary Services, County Council, District and County
Councillors, Fire, Police, Primary Care Trusts, Staffordshire County Council, Staffordshire Strategic Partnership,
Third Sector.

A Volunteering Strategy for Staffordshire 2013 - 2018 Page 14

again in 2012. In the first year the Awards received 304 nominations and by the second year
this more than doubled to over 700 nominations.

We will continue to build on the success of the Volunteer Staffordshire Awards as a way of
publicly recognising the contribution that volunteers make to the local community. We will also
ensure that voluntary service in Staffordshire is recognised nationally, for example through
supporting nominations for the Queens Award for Voluntary Service. Volunteers in Staffordshire
have been recognised several times, recent winners include Douglas Macmillan Hospice
Volunteers, the National Memorial Arboretum and the Pathway Project. We will continue to
support national recognition for volunteering in Staffordshire.

Case Study: Staffordshire Good Neighbour Scheme

This is a new project which is based on a combination of

similar models of volunteering such as the ‘Southwark Circle’,
Time Banks, Community Navigator and Village Agents. This
is a partnership project supported by Staffordshire Public
Health, Staffordshire Cares, District and Parish Councils,
Voluntary Infrastructure Services and local Community
Groups, with a project co-ordinator for the pilot employed by Carers Association Southern
Staffordshire, who will be active in engaging with the local community. The Community
Council of Staffordshire will take the lead on further developing the Project once the pilot
phase has ended. The project has been initially set up to pilot the approach within three
areas:

Baswich Community Group (Stafford Borough)

Blake (Cannock Chase District)

Whittington and Fisherwick Parish Council (Lichfield District)

The aim of the Staffordshire Good Neighbour Scheme is to engage with local people to
support them to become members of the project. The project will identify volunteers who
have skills, experience, knowledge and time to support isolated older people and vulnerable
adults in their community. The project will then match up volunteers to those people in the
community who need their help and assistance. Those receiving support can also become a
volunteer, which means that the project will develop a circle of local support at a community
level.

One example of how Neighbourhood Helpers could share their skills, knowledge and
experience is through low level practical help and support to maintain independence, such as
home and garden maintenance, help with shopping, or a lift to local amenities such as their
GP surgery.

Elected Members
Elected members have a key role to play in championing volunteering in the local community.
They are well placed to encourage volunteering (through support via the Local Community
Fund) and by ensuring local voluntary projects get wider recognition for the difference they
make to people’s lives (for example, through nominations for the annual Volunteer Staffordshire
Awards).

A Volunteering Strategy for Staffordshire 2013 - 2018 Page 15

Organisations
________________________________________________________________

Aim 3: To ensure that organisations, across all sectors, are able to deliver a quality
volunteering experience and benefit from volunteering activity
_______________________________________________________________________

Objectives:
• To establish and promote opportunities to volunteer within organisations
• Ensure volunteers are involved appropriately and embed best practice in relation
to volunteer support and management
• Encourage Employer Supported Volunteering (ESV) practices
• Develop the evidence base to capture the value of volunteering to the individual,
community and economy

There are two key ways in which organisations can contribute to a strong and sustainable
volunteering culture, they can involve volunteers in the work of the organisation and/or they can
support their staff to volunteer in the local community. As part of our vision for volunteering in
Staffordshire organisations will be enabled to deliver a quality volunteering experience.

Volunteering takes place in a range of organisations

across sectors. However, volunteers are the lifeblood of
the voluntary sector; many simply could not exist without
their ongoing support. There are over one thousand
VIOs in Staffordshire, offering thousands of volunteering
opportunities.

A 2009 survey of VIOs asked about the impact on their

work of involving volunteers – 93.5% of respondents
agreed, or strongly agreed, that involving volunteers in
their work was essential to their ability to deliver services.29 In addition to the crucial role
volunteers play in third sector organisations, they also add value to organisations across
sectors specifically in relation to workforce development and employee well-being. Many public
sector organisations also offer their own volunteering schemes, including:

Organisation Opportunity More information

Staffordshire Police Independent Custody www.staffordshirepoliceauthority.org.uk/volunteer/

Authority
Staffordshire Police
Staffordshire Fire
and Rescue Service
Staffordshire County
Council
Visitors
Special Constables www.staffspolicerecruitment.com/SpecialConstables.a
sp
Volunteer Fire and www.staffordshirefire.gov.uk/volunteerprogramme.asp
Rescue Support
Officer
Various www.volunteerstaffordshire.org.uk/Opportunities.aspx

29
SCIO (2009) Survey of Volunteer Involving Organisations

A Volunteering Strategy for Staffordshire 2013 - 2018 Page 16

To ensure a quality volunteering experience organisations must be committed to working to
best practice standards (for example, providing appropriate support for volunteers and
reimbursing them for out of pocket expenses). As part of implementing this Strategy we will
encourage organisations to work to best practice in the provision of formal volunteering
opportunities, and ensure support is available to enable them to do so.

Research demonstrates that membership of a volunteer managers’ network can bring benefits
to individuals such as support, advice and access to information about training. People who
manage volunteers (whether paid or unpaid) should be strongly encouraged to form or join
such groups and be supported in doing so. National research suggests that local Volunteer
Centres may be best placed to facilitate such networks and to encourage individuals in unpaid
positions and those based in very small organisations to form support groups. It is important to
recognise that membership of such a network is not a substitute for adequate support within an
individual’s own organisation.30

Employer Supported Volunteering (ESV)

Employers can support their staff to volunteer through setting up
employer supported volunteering schemes (ESV).

In 2007 36% of employees nationally (across all sectors) had

ESV available to them.31 However, there are differences
depending on the type of organisation. In the private sector
ESV is more likely in larger organisations: 70% of FTSE 100
companies have some kind of employer supported volunteering
programme compared to 14% of small businesses.32 Overall, employees working in the public
sector are more likely to say that their employer had a volunteering or giving scheme (45%)
than those in the private sector (30%).33

There has been a growing trend for ESV in the civil service, and most recently the Giving White
Paper committed Ministers to volunteering for a One Day Challenge and encouraging more civil
servants to give time.

A number of organisations across Staffordshire already have an ESV scheme including:

Molson Coors, Staffordshire Moorlands Community and Voluntary Services, and Staffordshire
County Council. There is a strong business case for an organisation establishing an ESV
scheme:

• Outreach and community engagement enables organisations to enhance their image

and reputation, in addition it enables public sector organisations to be more responsive
to local needs
• Volunteering is in itself a way of enabling practical learning and development
• It boosts staff morale and helps team building34

30
Skills Third Sector (2010) Valuing Volunteer Management Skills
31
Office of the Third Sector (2007) Helping Out – A national survey of volunteering and charitable giving (Cabinet
Office: London)
32
Neuberger (2009) Employer-supported volunteering in the civil service
33
Office of the Third Sector (2007) Helping Out – A national survey of volunteering and charitable giving (Cabinet
Office: London)
34
Neuberger (2009) Employer-supported volunteering in the civil service
A Volunteering Strategy for Staffordshire 2013 - 2018 Page 17
A Cabinet Office review to identify barriers to giving suggested that middle managers would
benefit from some exposure to the challenges faced by civil society organisations, through
getting involved in a volunteering capacity.35

Nationally, the key factors which would encourage people to take part in these schemes were
identified as paid time off; being able to choose the activity; and gaining skills from taking part.

Case Study: Central Hub Logistics, Tamworth

Central Hub Logistics is a small family haulage and courier

business based in Tamworth. The owners, Diane and
Steve Bridgen, had always been fairly community minded,
and attended the Pride of Tamworth Awards in 2010 as an
award sponsor. Diane said “After hearing the stories of
local volunteers and how much they do for the local
community, we felt we could do more.”

Central Hub Logistics now help a number of causes by fundraising, transporting equipment
and donating driver hours. They allow local Guides to use vehicles and driver hours to help
out with moving equipment and getting guides to camp, and have helped other local
organisations in a similar way.

Staff are encouraged to join in too, for example, the football fanatics among them held a
match day in aid of national charity CRY (Cardiac Risk in the Young). Diane and a
representative from CRY then gave an awareness raising talk at a local high school. Pupils at
the school then went on to raise more funds for CRY through a non-uniform day. As a result
of all this fundraising, Tamworth’s profile was raised and a heart screening event was
delivered in Tamworth in October 2012 at which 200 14-30 year olds were screened for heart
defects, potentially saving lives in the future.

Central Hub Logistics is currently fundraising to help a local

family whose two year old daughter is undergoing surgery
and chemotherapy for a brain tumour, and for the Sharon Fox
Cancer Centre. Diane said: “It doesn’t have to be hard work.
We carry out most of our fundraising by putting on social
events that our employees can and want to get involved in.”

At the Volunteer Staffordshire Awards ceremony in March

2012 Diane and Steve’s commitment was recognised when Central Hub Logistics received
the award for Business Contribution to the Community. “Community is always at the top of
their agenda” said Councillor Tina Clements, who nominated the company for the award.
“They are out there working with local people, finding out what people want within the
community.”

35
Cabinet Office (2011) Unshackling Good Neighbours
www.cabinetoffice.gov.uk/sites/default/files/resources/unshackling-good-neighbours.pdf

A Volunteering Strategy for Staffordshire 2013 - 2018 Page 18

We also aim to improve how we collect and share data to evidence the value that volunteering
brings to organisations.

A number of different models have been developed to capture the value of volunteering to the
individual, community, organisation and economy. As part of the implementation of the
strategy we will review what data we need to capture and how it can be utilised to build a
picture of volunteering in Staffordshire.

Support Services
________________________________________________________________

Aim 4: To ensure an effective support service, where individuals are able to

undertake quality volunteering opportunities and organisations are able to provide
them.
_______________________________________________________________________

Objectives:
• Ensure the availability of a wide range of quality volunteering opportunities
• Continue to provide an effective brokerage service that meets the needs of both
volunteers and organisations
• Improve the capacity of organisations in Staffordshire to involve volunteers
• Promote best practice in involving volunteers for organisations
• Ensure that individuals are able to develop themselves through volunteering

There are a number of volunteering infrastructure organisations that provide support services in
Staffordshire. These include Volunteer Centres, Sport Across Staffordshire and Stoke-on-Trent
(SASSOT), and Staffordshire Council of Voluntary Youth Services (SCVYS).

Volunteer Centres are local development agencies providing support and expertise within the
local community to potential volunteers, existing volunteers and organisations that involve
volunteers. As such, they have a key role to play in building strong local volunteering. There
are 9 Volunteer Centres in Staffordshire who work to ensure volunteers are placed
appropriately and work to embed best practice in managing volunteers. They are all quality
accredited with Volunteering England and deliver six core functions:

• Brokerage
• Marketing volunteering
• Good practice development
• Developing volunteering opportunities
• Policy response and campaigning
• Strategic development of volunteering

In addition to these core functions, the Volunteer Centres also deliver a range of specialist
work, including projects achieving employment-related and health outcomes, and providing
additional support to people facing barriers to volunteering.

In 2011/12 the Volunteer Centres worked with more than 7,000 new and existing
volunteers. They are currently promoting (and brokering into) more than 2000 different
volunteering opportunities in over 1200 volunteer involving organisations (VIOs). The

A Volunteering Strategy for Staffordshire 2013 - 2018 Page 19

Volunteer Centres regularly circulate good practice information to these VIOs and also work
one-to-one with VIOs to build their capacity to involve volunteers. In 2011/12, 233 VIOs
received one to one support from their local Volunteer Centre.

Moreover, in 2011/12 85% of people placed into opportunities resulted from the volunteer
meeting face to face with a Volunteer Centre worker and receiving appropriate information and
support. This underlines the fundamental importance of face to face volunteering brokerage
services in increasing the number of people entering volunteering.36

Case Study: Community Together CIC, Tamworth

Community Together CIC is a Community Interest Company. It runs two

intergenerational after school community cafés. The group is volunteer-led
and needed help to set up their volunteer programme. The director attended
several sessions of the Volunteer Management Programme training delivered by Tamworth
Volunteer Centre. He used the information to produce a volunteer induction pack and the
supporting documents such as a volunteer policy. The documents were checked through by
the Volunteering Officer to make sure that they contained all the appropriate information whilst
also providing assistance in creating role descriptions. Several volunteers have now been
referred and have started as volunteers in the café. They have also been able to support
volunteers with learning disabilities from the Volunteering for All supported volunteering
programme.

Sport Across Staffordshire and Stoke on Trent (SASSOT) is the lead sub regional strategic
organisation for community sport. It provides a range of support services and programmes that
help to grow and develop sport. Working in partnership with local organisations including Local
Authorities, Universities and National Governing Bodies of sport it helps to connect and engage
local communities to become more active and achieve their potential.

SASSOT recognises the vital role that volunteers play in helping to make sport happen and
provide some specific resources and services to help support existing volunteers and to grow
our volunteer workforce. These include:

• Education and Training programme providing workshops specifically for volunteers

working in sport such as first aid and safeguarding
• Access to volunteer programmes such as Sport Makers and the Community Games
which help to recruit new volunteers
• Access to grants to help cover the cost of coaching qualifications and training
• Funding advice to assist volunteers in accessing external funding to develop or grow
their clubs and achieve club accreditation

SASSOT is one of six County Sport Partnerships within the West Midlands and one of forty-
nine across England; uniquely positioned to support partners in the delivery of sustaining
current participants and increasing participation in sport and physical activity. To find out more
about SASSOT visit www.sportacrossstaffordshire.co.uk

36
Volunteer Centres Staffordshire (April 2012)

A Volunteering Strategy for Staffordshire 2013 - 2018 Page 20

Staffordshire Council of Voluntary Youth Services (SCVYS) is a charitable company with a
vision to ensure the development and recognition of a vibrant, sound and diverse voluntary
youth sector. SCVYS currently supports around 100 voluntary youth groups, who in turn work
with approximately 18,500 children and young people every year across the 5-25 age range.37
Several of the Volunteer Staffordshire Award winners 2012 are involved with member groups
such as Burton YMCA, Staffordshire Scouts and Stafford & Rugeley Sea Cadets.

Almost 4,700 volunteers help deliver this vast array of positive activities, significantly
contributing to the personal and social development of Staffordshire’s youth. SCVYS is able to
support them with information on funding, local support and start up grants, training around
First Aid, Safeguarding, Food Hygiene, Youth Work skills, Challenging Behaviour, etc

The programmes delivered by their member organisations have enabled young people to gain
668 nationally accredited awards in the 13-19 age range and 7077 locally recorded outcomes,
with many of these relating to time spent volunteering both within their group and in local social
action projects.

SCVYS is also committed alongside other partner organisations to engaging 16 year old school
leavers in Staffordshire into the Government’s National Citizen Service programme. SCVYS
has also had the opportunity to promote volunteering through the County Council’s partnership
with Ivanovo, Russia. To find out more about SCVYS visit: www.staffscvys.org.uk

The work of volunteering infrastructure services underpins every area of this strategy, and the
successful implementation of the strategy will be reliant on the continued provision of
volunteering infrastructure services in Staffordshire.

5. Measuring Success

One of the ways that volunteering in Staffordshire is

measured is through the ‘Feeling the Difference’
survey. ‘Feeling the Difference’ is a public confidence
survey carried out in twice yearly ‘waves’ which explores
local quality of life issues, perceptions on crime and safety
and other partnership issues. Additional questions were
included in the last wave of the survey to gain further
insight in terms of volunteering; including formal and
informal volunteering and what volunteers gained from
their experience.

The aim through a collection of measures is to evidence the individual, social and economic
value of volunteering to Staffordshire. The Volunteering Strategy Working Group will continue
to convene to ensure progress in implementing, reviewing and updating the action plan, which
has been developed to help achieve our vision.

37
Figures are taken from the SCVYS Annual Census of member groups (July 2011). If each volunteer contributed
just 3 hours a week, and in reality we know many of them give far more time, this would total 619,212 hours of
time, which in turn equates to an economic value of £4,272,563 using the Heritage Lottery’s value of volunteering
scale.

A Volunteering Strategy for Staffordshire 2013 - 2018 Page 21

6. Volunteering Strategy for Staffordshire: Action Plan and Timescales
High Priority
Medium Priority
Ongoing Priority
Our aims are:
1. To provide every individual, no matter what their background, with the opportunity to volunteer and contribute to their
community

2. To make volunteering more recognised, visible and valued in the community

3. To ensure that organisations, across all sectors, are able to deliver a quality volunteering experience and benefit from
volunteering activity

4. To ensure an effective support service, where individuals are able to undertake quality volunteering opportunities and
organisations are able to provide them

Timescales from April 2013 Aims met

Actions Short Medium Long Continuous 1 2 3 4

1-6 6-12 12+
months months months
Launch the Volunteering Strategy for Staffordshire via a Communications     
campaign following the Volunteer Staffordshire Awards in March 2013.
Marketing, promotion and recognition of volunteering
Deliver promotional campaigns and ongoing regular media releases to a     
range of target groups across the county.
Identify national campaigns and link to the promotion of local opportunities.     
Explore ways to provide information about local opportunities in different   
styles and formats, e.g. social media.

A Volunteering Strategy for Staffordshire 2013 - 2018 Page 22

 Timescales from April 2013 Aims met

Actions Short Medium Long Continuous 1 2 3 4

1-6 6-12 12+
months months months
Build on Volunteer Staffordshire Awards, link in with other Awards and   
themes (across the county, e.g. Carers’ Awards, Queen’s Awards).
Identify volunteering champions across organisations to encourage, support    
and promote volunteering.
Engage partner organisations to include information on volunteering on their   
websites.
Involve National Citizenship Service graduates as Volunteer Ambassadors to   
promote volunteering and widen recruitment.
Advertise volunteering by high profile Staffordshire people who are engaged   
in volunteering (e.g. footballers, captains of industry, local celebrities).
Encourage the inclusion of volunteering in all levels of local government    
delivery plans.
Develop and deliver professional skills campaigns, to attract volunteers with   
the professional skills needed by Volunteer Involving Organisations.
Quality of volunteering experience
Continue to provide support and training for Volunteer Involving      
Organisations to embed good practice in working with volunteers.

Establish a Volunteer Managers’ network.   

Support Volunteer Involving Organisations (VIOs) across sectors to create       
meaningful volunteering opportunities.

Minimise bureaucracy and ensure volunteer recruitment processes are as      

accessible as possible.
Deliver supported volunteering for those who face barriers.     

A Volunteering Strategy for Staffordshire 2013 - 2018 Page 23

 Timescales from April 2013 Aims met

Actions Short Medium Long Continuous 1 2 3 4

1-6 6-12 12+
months months months
Set up peer networks for volunteers to provide support and information as   
appropriate.
Work with VIO’s and Further Education providers to increase access to 
accredited training for volunteers.
Growth in volunteering
Deliver face to face brokerage service at accessible venues throughout    
Staffordshire
Offer an online “self-service” volunteer matching service   
Members of working group to explore developing Employer Supported   
Volunteering (ESV) schemes within their own organisations.
Support VIOs across sectors to increase the number and range of   
volunteering opportunities they offer
Lobby for volunteering to be part of the universal offer i.e. Children,  
Worklessness, Health and Wellbeing  part of culture change
Impact of volunteering
Develop bank of case studies evidencing value of volunteering to individuals,    
VIOs and communities
Agree appropriate methods for measuring levels of volunteering   
Agree method of measuring economic value of volunteer time  
Gather data and review annually – calculate nominal £ value and monitor   
trends

The action plan is a working document that will be reviewed and updated by the Working Group on an ongoing basis. If you would
like a copy of the most up to date action plan, this will be available for download at: www.staffordshirepartnership.org.uk

A Volunteering Strategy for Staffordshire 2013 - 2018 Page 24

Appendix 1: Volunteering Strategy Working Group

The Volunteering Strategy for Staffordshire has been developed by the Volunteering Strategy Working Group who will continue to meet to
ensure the strategy is implemented and reviewed.

The group comprises a range of representatives cutting across the various sectors and can be seen below:

Karen Adderley Tamworth Borough Council & representing District / Borough Councils
Steven Archer Countryside Community Volunteer Programme, Staffordshire County Council
Carol Barrs Staffordshire Police
Lisa Blairs Staffordshire Young People’s Service, Staffordshire County Council
Sass Boucher Staffordshire Women’s Aid
Nicky Burns Tamworth Centre for Voluntary Services
Sarah Byrne Staffordshire County Council
Nicola Edmonds Staffordshire County Council
Sian Goodchild Staffordshire Observatory
Ray Green University Hospital of North Staffordshire NHS Trust
Ben Hollands Sport Across Staffordshire and Stoke on Trent (SASSOT)
Helen Marshall Staffordshire Transforming Local Infrastructure Project
David Matthews Newcastle-under-Lyme College and representing F.E Colleges
Graham Mills Staffordshire Fire and Rescue Service
Jo Phillips Staffordshire Moorlands Community & Voluntary Services
Phil Pusey Staffordshire Council of Voluntary Youth Services (SCVYS)
Debbie Reynolds Staffordshire Public Health
Chloe Taylor Staffordshire County Council

A Volunteering Strategy for Staffordshire 2013 - 2018 Page 25

Appendix 2: Glossary

This glossary is based on guidance published by Volunteering England (2011).

Brokerage – Matching people’s interests, skills and time available to suitable volunteering opportunities.

Employee – An employee is someone who has entered into or works under a contract of employment. All employees are 'workers', but have
a wider range of employment rights and responsibilities, for example, the right to maternity leave and the responsibility to give a minimum
notice period if wishing to leave the job.

Internship – An internship is a time-limited work placement that allows a person to gain on-the-job experience. Internships occur within the
private, public and voluntary sectors, and include an element of training or skills development. They offer an introduction to a particular field
of work. Depending on the nature of the work the internship entails, the person may or may not be a ‘worker’.

Voluntary worker – A voluntary worker is a worker and will have an employment contract or a contract to personally perform work or provide
services, which can be written, oral or implied. Full-time volunteers may fit into this category. They may consider themselves 'volunteers' but
are in fact workers due to the arrangements under which they work. Voluntary workers must work for a charity, a voluntary organisation, an
associated fundraising body or a statutory body and can not be paid more than their expenses.

Volunteer – A volunteer is someone who undertakes an activity that involves spending time, unpaid, doing something that aims to benefit the
environment, individuals or groups other than (or in addition to) close relatives. They are not in a contractual position (written or implied) with
the organisation. Volunteers should be reimbursed for any expenses they incur in volunteering, for example travel and lunch expenses.

Voluntary Sector – The voluntary sectors is made up of community groups, self help groups and voluntary organisations that employ staff,
local charities and local branches of national charities. Their Trustees, Board of Directors or Committee Members are unpaid and therefore
voluntary.

Worker – A worker is someone who works under a contract of employment or a contract to personally perform work or provide services,
which can be written, oral or implied, for example, temporary agency workers. Although workers are not entitled to the full range of employee
rights available to an employee, they must be paid the national minimum wage plus a minimum period of paid holiday.

Work experience – work experience placements are typically not paid, not contracted, and are short-term. Often used to give young people
or others a taster of a particular job, individuals are given the chance to try various tasks or shadow a member of staff. This may be
undertaken as part of an educational course. Crucially any placement should provide a supported learning environment.

A Volunteering Strategy for Staffordshire 2013 - 2018 Page 26