Climate Change and charities – why we need to take action

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Why Climate Change matters

In November the UK will host the twenty sixth Conference of Parties on Climate Change, or COP26. Across the media we are seeing an increasing and much needed focus on Climate Change and what it means for people, why it is important, and what will happen if we do not take action to address the impacts of Climate Change now.

All individuals, neighbourhoods, groups, businesses, organisations and countries have a responsibility to take action against Climate Change; and this includes charities. We all use energy and resources, we all have a carbon footprint and we should all be doing what we can in all aspects of life; home, work and social, to reduce our footprint wherever possible. Without everyone making changes and altering what they use and how, the challenges of Climate Change will not be met.

Charities and climate change

We do not work in this sector because we want to make lots of money. We do the work we do because we want to make a difference – doing what we can to create fair, healthy and happy communities for everyone.

However, in this sector it is hard (sometimes impossible) to do what is needed. We can never do enough, we never have enough time, money or resources. So deciding to remove some of our focus and energy away from our vital work, whether that be cancer research, food banks or loneliness prevention, is difficult. But what we do know and understand in this sector is that disadvantage, whether linked to health, finance, education, background or personal experience, has a long lasting and significant impact on people.

Climate change will impact harder and more quickly on those people who are already struggling, and the longer we leave it before taking action the worse it will be. So we all need to start doing whatever we can, now.

The business case

Taking action on Climate Change is not just morally the right thing to do, it is also sensible professionally and from a reputational point of view. Going forward charities can expect donors, supporters, beneficiaries and volunteers to demand more from us. We can expect funders, grant giving organisations and trusts to ask about the environmental impact of our work when applying for funding.  Organisations across all sectors are also seeing increasing public backlash against unsustainable practices, such as the ongoing use of single-use plastic for promotional items and charities are not exempt from this.

What to do next

Thinking about climate change and its consequences can be overwhelming and it can be difficult to know where to start. What is important is that if everyone does what they can, even small changes can soon add up.

A good place to start is to find out what your carbon footprint is. You can then see where you are using the most carbon and put in place measures to lower your carbon footprint. You can use a carbon calculator to help you work out your footprint. There are carbon calculators for both individuals and organisations.

Ideas and suggestions for organisational change.

  • Appoint a person or a group of people to form a sustainability team, and also get your board or trustees involved.
  • Consider every aspect of your organisation, from the supply chains to the projects you run. Are they all working towards the same goal of sustainability?
  • Draw up sustainability criteria for use when sourcing goods and services
  • Commit to becoming an environmentally responsible organisation, see our template environmental policy for more information
  • Think about adopting energy saving measures in your building; insulation, double/triple-glazed windows, switching to a zero-carbon energy providers, LED lighting or install motion-activated light switches
  • Consider the impact of your facilities; do you have water efficient toilets, how can you reduce wasting water, switch to eco-friendly cleaning products, provide re-usable cups, plates, etc., and recycling and compost bins?
  • Can old or out of date electronics be recycled?
  • Encourage eco-friendly travel alternatives – can you provide incentives for staff to take the train, bus, cycle or walk—rather than driving?
  • Do you allow remote or home working to cut down on travel?

These are just a few suggestions to start you off, depending on the circumstances of your organisation there may also be other changes you could consider.

One of the most powerful ways to support action on climate change is to talk to others about what you are doing and share your knowledge and experiences of making changes in your charity.

For further support and information take a look at our Climate Change Toolkit.

Share your stories

Let us know what you are doing to tackle climate change.

Twitter: @CommFirstYorks   Facebook: Community First Yorkshire

 

Leah Furniss, Development Officer, Community First Yorkshire

Valuing your own health and wellbeing: how your values, or compromising, them impact on both your own and others mental health.

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Next month the 10 October marks International Mental Health day, the following month the volunteer support team will also be exploring supporting volunteers with their mental health, at our volunteer coordinators network meeting. Mental health and wellbeing are closely linked, and thankfully our understanding of the importance of good mental health and wellbeing and the conversations around both are growing; but with so much information it can be difficult to pick out what is meaningful or useful for you to use as a support tool in your specific circumstances; whether at a personal level or supporting staff and volunteers.

Earlier in the summer Jenni-Kate a Therapeutic Coach and Change Worker at JK Changework, delivered a training session for Community First Yorkshire on Workplace Wellbeing. In the session we explored our own values and how identifying and considering how well we are meeting these values impacts on our own wellbeing and then by extension the wellbeing of those around us. Whilst this approach may not work for everyone it is something that could be used with staff and volunteers to frame conversations around wellbeing, and support both them and you to identify what is important to them.

What are values?

We were asked to spend 10 minutes thinking about and writing down our top ten values in relation to our work or volunteering. A value is a rule or something that needs to be in place that we attach importance to. One obvious example for the majority of people who work is earning a salary that allows you to live comfortably. This is not a value that would apply to volunteering, you can expect to find values like making a difference or supporting a cause I feel passionate about more important to a volunteer. Interestingly, but perhaps not surprisingly, given the sector we work in, the values around our time and the impact this time can have on our communities was also a common value amongst workers.

As an example here are my ten values, they are not in any particular order but if you do feel strongly or know that a particular value carries extra importance, you could list them in order of importance. This list is not set or final and as I change, my work changes, and the circumstances around me change, the list will change.

  • My work is time-bound, with clear separation of home life and work life
  • I want my work to be worthwhile (organisation I work for)
  • I know I’m making a difference (work I do at a personal level)
  • Being social, meeting and talking to people as part of my work is important to me
  • I like my work to be varied, I get bored easily
  • I need a planned or organised approach to work, not just me but the organisation I work for as well
  • I have the flexibility to work how I want, not just time but methods etc.
  • I have ownership of my work
  • I earn a salary that reflects the work I do
  • I need a dedicated, quiet and light space to work free of clutter

How can I use my values to support wellbeing?

In the second half of the exercise we were encouraged to discuss 3 of our values with a partner, either the most important values or perhaps the ones that we know are not being met at the moment. If you are not meeting one or more of your values, then there will be an impact on your overall wellbeing. Are spending enough; time, energy, effort and attention on those values. If you are not what are three actions, you could take remedy this. What conversations do you need to have, what changes do you need to make?

To be honest on reflection and discussion with my partner I felt ok about the ‘state’ of my values, a few of them are not quite being met at the moment – being social and a space to work. I know why that is and it is due to circumstances, beyond my control. But even just recognising this and acknowledging the impact this can have on my wellbeing helps me to put it into context. It acts as a check when I’m not feeling great about work, I know it is because one of my values are not being met and for me just knowing that and recognising it is helpful.

The last 18 months have been a time of huge change and upheaval, and now reflection for people. I do think that if I had been asked to list my top ten values before the pandemic that my list will have looked different. So as people return to work and volunteering or approach new or blended approaches of working and volunteering now might be a good time to think about what your values are.

Further support and information

JK Changework offer both individual and workforce support with wellbeing, to find out about upcoming events, further information and contact details, please visit their website.

Volunteer co-ordinator network is a network for volunteer co-ordinators and those in a charity with a responsibility for volunteers across North Yorkshire to network and share information, advice, tips and thoughts on all aspects of volunteer management, see here for more information.

We have a number of resources, template and information sheets to support you with all aspects of volunteer management visit the volunteering/people section of our website for more information.

International mental health day is 10 October click here to find out more information and detail of events and activities near you.

If you have any further questions or need support with any aspect of volunteer management, please do get in touch info@communityfirstyorkshire.org.uk.

 

Setting up a Men’s Shed: your own charity or an umbrella organisation?

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When a group of guys is coming together to form a Men’s Shed, one of the questions that often comes up is does the Shed need to form its own incorporated group?  Or should the shed shelter under the umbrella of an existing charity, who already has a constitution, a charity number, and a bank account?

If there is an existing community organisation such as a church or community association, then it is very tempting and it might seem a no-brainer to simply come under their auspices.  However, in advising groups establishing a new Men’s Sheds I suggest they stop and think for a moment.  As coming under the umbrella of another charity can create unforeseen difficulties, which may be difficult to undo, if a shed goes down this path.

The primary purpose of a Men’s Shed is that it is there for the benefit and interests of the men themselves and not for other purposes. Clearly, the activities of a Men’s Shed will often benefit the local community in terms of making or repairing things for others such as repairing benches or items to commemorate Armistice Day.

However from what I have observed, one of the key benefits for the men is for them to be responsible for the activities themselves rather than the activities be provided for them. This provides an opportunity for autonomy and self-actualisation, which often on retirement gets lost and this can cause a sense of a loss of worth and fulfillment. This can be replaced by being involved and having responsibilities in the shed.

In simplistic terms, the shed is about men doing it for one’s self rather than been done for or done too. This is too often the case in care contexts, which is what guys will want to stay out of the grip of.

It also means that the shed won’t be in a position to be used by a larger charity to justify their own operation and in paying for their overhead cost and staff.

As Cormac Russell makes clear in a Ted Talk: “Money which is intended to go to those that need the help, doesn’t. It actually goes to those that are paid to provide the services to those that need help”.

This means that the guys in the shed are often described, not by their strengths and abilities, but rather by their weaknesses and their need. This discounts, what they are and further undermines their sense of worth.  It also can mean that the larger charity gains the credit for the Men’s Shed rather than the men themselves gaining the credit for the effort they have put in and this sense of value is taken from them.

In terms of grant funding, if a shed is part of a larger charity then any grant applications will have to be made by the larger charity. This means that the project may not be eligible for funding aimed at smaller groups or if the umbrella charity has already applied to a fund in one year, such as Awards for All, it won’t be eligible to apply to that fund.

In terms of banking, these days following the Covid 19 it has become increasingly difficult to open a new bank account and it is now a bureaucratic process. However, not making the effort to open the shed’s own bank account may be creating furthermore local bureaucratic difficulties further down the line. I know of one shed, where they needed to receive grants from external funders, and every time they had to explain that the other charity was dealing with their banking which created headaches when the charity’s trustee was away.

It also meant that in terms of being able to pay for items they needed to go to the trustees of the other charity to issue cheques, which had to be justified on each occasion. Whereas, if they had opened their own account, they could easily receive grants and donations directly and make payments for materials by asking their own designated signatories to sign the cheque or authorisation.

Although the process of becoming your own Charitable Incorporated Organisation (CIO) may seem a cumbersome process in terms of form filling, one of the benefits of the process is that the men involved need to clearly decide what the shed group is about. This process helps the men become clear about their vision, how they will operate and is beneficial as it creates the opportunity for a discussion about the core aims and objectives for the shed.

Although this may take longer than simply coming under the umbrella of an existing charity it may prevent some of the disagreements that can occur when people don’t have the same vision for the shed- see my blog on Disagreements in Sheds.

It is not that difficult for a new Men’s Shed group to become its own incorporated charity with advice from; the UK Men’s Sheds Association, other sheds that have already gone down that path, or infrastructure organisations like Community First Yorkshire. The most difficult part may in fact be opening a bank account.

However; undoing a relationship with an umbrella charity may be more complicated. Contracts for the lease of premises may have to be re-assigned and funding held in reserve accounts transferred to the new charity. A liaison may be needed with grant awarding bodies who have funded the umbrella charity for the establishment or operation of the shed etc.

If you are working on establishing a new Men’s Shed and are planning on coming under an existing charity; stop and pause for a moment and reflect on whether this is the best course of action for you.

If you are an existing Men’s Shed and are starting to find that a relationship with an umbrella charity is causing you some difficulty, consider if you should to set up your own separate charity and become responsible for your own destiny. If this is the way you want to proceed this may need some delicate diplomacy; however the longer you leave it the more difficult it will become and the tensions and difficulties may simply get worse.

Is Paying the Rent for Your Men’s An Up Hill Struggle

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By Andy Ryland

Over my time working with men’s sheds one of the core concerns is:  Can the shed group afford to pay the rent on their premises?

While commercial workshop space is attractive it comes at a price and whilst there may be pressure to rent commercial space be very careful about what rent the shed group can actually afford.

The danger is that, if rent is high, much of the group’s activities will have to be spent making items to sell or carrying out community projects to pay the rent, or taking paid for clients from Social Services Departments.

This then has a knock-on potential members, who just want to come along do their own projects or even just have a coffee and a chat.

Although you may have paid the rent it will have changed the nature of the atmosphere in the shed and made it into a place which is like a working environment and may result in the loss of members.

Clearly attracting more members and running additional sessions each week can help pay the rent. However, when promoting the shed doesn’t come across as needing the members to pay the rent or becoming pushy as this will put off the very members you want to attract. See my blog on Attracting new members. 

If you are looking to sell items then identify, what the local community is looking for and make sure you have a quality product.  Often bird boxes, planters and hedgehog houses are popular.

When calculating what rent you can afford be sure to have done your sums have produced a proper cash flow. See the Blog on Making Predictions or Projections on Shed Finances 

In choosing the premises for a shed, you may need to make some compromises on the space available the location or the activities you can undertake.

However; having somewhere affordable for the first shed is more important than having an all singing and dancing space that you can not afford and have to leave after a short while after a great deal of stress.

 

Attracting New Members to a Men’s Shed

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By Andy Ryland

As Men’s Sheds are opening up after the lockdown, many are finding they have lost members. Some have found new interests, others are anxious about joining in a group activity or for a whole variety of reasons from moving away or having passed away due to age or illness including Covid 19.

Some sheds are finding that new members are appearing as people have realised during the lockdown the benefit of connecting with others.

Some sheds that were just getting started before lockdown or have lost members are keen to attract new members.

Things to avoid

Over the last few years, I have helped a number of sheds get off the ground and have observed different ways that Men’s Sheds attract new members. Here are my thoughts on what seems to work and a number of things to be wary of that can put people off joining a shed.

Whilst we all know the mental and physical health benefits of being a member of a Men’s Shed, there is a real danger that if the shed is just seen as a mental health project, many guys will be put off being involved. Many men will see being involved in a mental health project as a weakness and, even if they long for the companionship they once experienced in the workplace, would avoid a shed if promoted in this way.

Emphasise the positives

So my advice is always to emphasise the positive side of a shed i.e. the shed is a place for guys to engage in practical projects, whether that is one’s own project or a community project. It’s a place for fun friendship and with no pressure to be involved, i.e. you come and are as accepted as you are.

It may be that you want to come and use the facility to make a wooden toy for a grandchild or to get involved in community projects or simply to come and drink coffee that is entirely up to you.

I know one prospective shed member who came to a couple of meeting about setting up a men’s shed. However, when there was pressure to be involved in community projects, he made it clear to me that that wasn’t why he wanted to be involved and from then on gave the shed a wide birth. This was a great shame as he had great skills to share with the other members and I feel both lost out.

Friends bringing friends

Clearly one of the best ways to grow membership is for members to invite other members along. It is useful to have appropriate publicity to help with this such as flyers or invitation cards. The UK Men’s Sheds Association also have small metal lapel badges which can be a starting point for a conversation. T-shirts or sweatshirts are another good way to start conversations and there are certainly shed members whose first introduction to a shed was by asking the wearer of a Shed shirt about it.

Visibility

If the shed is difficult to find then in effect it is invisible so do look for ways to give the shed a higher profile – perhaps a large banner or sign on the building and mini posters in libraries, doctors surgeries, community buildings and notice boards.

Shed advocates

Whilst some people won’t want to be involved in a shed themselves, they can be advocates for the shed by signposting people. So connect with shed advocates and invite them along to see what it is all about. Advocates are often people involved in the community, not just professionals like doctors, social prescribers, clergy local councillors, and community development workers, but others such as a local shop keeper, staff in a local hardware or DIY store and personal officers in employers who can refer people to a shed when they are retiring.

When Ripon Men’s Shed was starting a café owner was key in promoting the shed to the older men who used to frequent her café.

Other groups

Some sheds have found opportunities to make presentations to local membership groups such as the Lions, Rotary, Parish and Town Councils, Probus and Women’s institutes. Whilst these groups may be a source of members themselves, the contacts made will often result in wider referrals to the shed as well as gifts of timber and tools. Women’s groups should not be neglected, not only if the shed is open to women or has women’s only sessions, but often it will be women who encourage partners and husbands to go along to the shed.

Social media

These days having some form of social media presence is really helpful. Some sheds develop their own website or Facebook page. However, to promote the shed, what is perhaps more important is to get the message out via existing community social media. For example, some communities will have their own Facebook or WhatsApp groups. When Shipton Men’s sheds were starting posts on the local town Facebook site about the inaugural meeting resulted in good attendance.

Launch and open days

Holding a launch or open day is a great way for people to come and see the shed without the exposure of turning up on one’s own at a normal shed day. It can make it much easier for people to come and have a look round, meet the members and see the activities on offer.

Local press and publicity

Getting the message out about the shed in local media such as a local parish magazine or the local press is often easier than it would seem. However, being clear on messages to be conveyed is important as local newspaper reporters seem to like to pick up on the mental health benefits rather than the fun and friendship message outlined above. One way to be more in control of the message is to prepare a media release. Often these get used verbatim. However, an editor will cut from the bottom so be sure to include important information, such as an opening day, earlier in the release or within a quote. Including a quote is useful as editors like to include the voice of members.

When prospective members visit

Make sure you keep an eye out for new members appearing and make sure you welcome them, offer them a cup of tea or coffee and cake so they can relax. Show them around and introduce them to other members.

Be sure to ask them about their skills and interests they have or want to learn. This can even be the start of a new activity for the shed.

Whilst you will be keen to encourage them to join, it is best to offer a period of free trial membership for a month so people can find out if the shed is right for them.

Whilst you may be keen to get people signed up, don’t put them under any pressure. The opportunities the shed has to offer will sell itself and putting people under pressure is manipulative and is very off-putting and prospective members will run a mile.

Reflections on time in God’s own country

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Chief Executive Jane Colthup shares her thoughts on Yorkshire resilience

With Yorkshire Day fast approaching and my first month as Chief Executive of Community First Yorkshire under my belt, I am reflecting on what’s happened over the last few months. The pandemic has caused many of us to re-evaluate what matters most to us and it certainly made me realise how much I value my connections with friends and family, as well as my local community. In my local community, we’ve had floods as well as the pandemic to contend with this year, so it’s been a challenging year. In both instances, neighbours rallied around offering help, whether to shop for those isolating or to help move furniture upstairs when floods threatened to breach our homes.

We relied on local businesses for deliveries of food and have made a point of continuing to use and support them. They were there for us when we needed them, and the least we can do is to continue to support them. The additional benefits of fewer food miles and the unique, non-formulaic ranges on offer, coupled with some good old Yorkshire chat make the whole shopping experience much more rewarding anyway!

One of the things I love most about Yorkshire is its stoicism. Yorkshire people by nature are hugely resilient. Not much fazes us and our communities have pulled together and helped each other out in thousands of unseen ways. But we need that support and care for each other to continue as we help our beautiful county recover. Many of our charitable organisations are exhausted, having dug deep to do their utmost for those who are vulnerable, lonely or in need. So if there’s anything you can do to offer them support, please do so – they need you now as much as ever. As many of you will already know, giving back to your community will make you feel good too, and is often as therapeutic to the giver as it is to those who receive. Giving doesn’t necessarily mean a financial cost, it could be your time as a volunteer or trustee or an ambassador through sharing their good work over social media or word of mouth.

Going to the Yorkshire Show for the launch of the Rural Commission Report was my first real opportunity to physically meet some of our partners and stakeholders and that Yorkshire stoicism was evident again when the scale of the challenge our rural communities face was laid bare.  We are lucky enough to live in God’s own country, surely one of the most beautiful parts of England, and we must do everything in our power to maintain it by enabling our rural communities to thrive. Better connectivity, both in terms of broadband and transport, more affordable housing and better local education, training and job opportunities will help keep our young people here for a sustainable and vibrant county. We need rural energy to be cleaner and greener to conserve the beauty we have in our countryside and we must ensure our healthcare is delivered in places that are easy to access.

So, whilst yes, it’s been a challenging time, we know we can do this. Let’s pull together and support local businesses and if you can spare time or money to help our wonderful voluntary sector, they’ll love you for it!

 

What do you love about Yorkshire? How are you marking Yorkshire Day this year? Share your thoughts with us on social:

Twitter@CommFirstYorks

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How do I know if offering flexible volunteering is right for my organisation?

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At the July volunteer coordinator network meeting, we examined how increasing the level of flexibility in volunteering can be a good thing for organisations, volunteers and beneficiaries. The Community First Yorkshire volunteer support team are often asked how particular aspects of good volunteer practice can practically work or be implemented in a specific organisation. So drawing on my own experiences as a volunteer manager I hope the following will give you some idea of whether or not increased flexibility may be a good thing for your organisation.

Firstly it depends on a number of factors, but it boils down to knowing your organisation, your volunteering ask, what your volunteers or beneficiaries need or expect from your service, and an appreciation for any impact or consequence of making changes to the way you support volunteering.

Flexibility in volunteering is viewed as a good thing with good reason. There are a number of ways to incorporate flexibility into a volunteering offer; but it is important to recognise that it is not always appropriate. I have worked as a volunteer manager at two different charities, both at either end of the spectrum in relation to the flexibility of volunteer roles. One charity could only offer very strictly structured volunteering and the other had no choice but to offer hyper-flexible roles.

Strict Structure

The first was a small national children’s literacy charity, I coordinated over 100 volunteers for their West Yorkshire branch. Local people from across Leeds, Bradford and Wakefield volunteered to go into a school twice a week to read with primary aged children. The children the volunteers read with lived in some of the most disadvantaged areas of the country. Most had very complicated home lives, and many came from homes with little or no food – let alone books. The programme was not just about improving literacy skills. It was also about building confidence and providing positive role models. To do this successfully it was essential that a good relationship was built between the children and the volunteer, and the key to this was consistency.

Other volunteer managers that I spoke to at the time were often surprised by the level of commitment we asked of the volunteers. Over one year volunteers committed to reading with the same three children for half an hour twice a week, every week. It was a big commitment and we had a rigorous recruitment and selection process. The dropout rate at the interview stage was huge. On average for every five applications, only three would make it to the interview and only one of them would eventually make it as a volunteer. There was absolutely no flexibility with this role in terms of the time, place, frequency, length or person volunteering, and I became very adept at signposting potential volunteers to other charities.

The benefit of this approach was the change seen in the children. For many children, it was life-changing. Schools saw improvement across all subjects not just reading and literacy and the children were more confident and happy at school. This charity has been working in schools for nearly 40 years and they have a wealth of evidence that this approach works and numerous testimonies from children, schools and volunteers about the difference this approach makes. The common thread is the importance of seeing the same volunteer week in week out.

Hyper flexible

Nearly ten years later and again I was working as a volunteer manager at another small national charity. This time supporting the families of children with a high level of additional need. One of the most important aspects of the work was advocacy and creating a space for families to share their own experiences in their own words. In this sector we all know the importance of lived experience, hearing directly from someone who has been there and got the t-shirt, can carry real power. Because of this, it was decided very early on that the volunteers who supported the charity should all have lived experience.

This meant that the vast majority of volunteers were parents or carers of children with very complex needs. They were incredibly passionate about the cause and dedicated to giving back; however, family life meant that they were usually time-poor and that their circumstances could change very quickly and often very dramatically. Therefore any volunteering had to be flexible.

This was done by creating three separate volunteer roles, which in a time before Covid could be undertaken virtually, from home or in person. They could all happen at a time of the volunteers choosing and they all had a degree of individual choice as to how the task or role was accomplished.

The first was an online supporter – blogging, sharing messages, linking with influencers and using the volunteer’s knowledge of navigating online to reach people who either needed the support of the charities services or who may be in a position to support the charity. The second was a fundraiser; this was probably my favourite role to support volunteers with, as there were some really inventive approaches. With some guidelines, remote support and resources from staff, it was then completely up to the volunteers when, where and how they fundraised. We had skydivers, sponsored challenges, bake sales, volunteers asking schools to make us the charity of the year, fancy dress and everything in between. The third role was parent ambassador and primarily involved raising awareness of the help and support the charity could provide in their local area. This could be sharing leaflets and posters, talking at local events and meetings, meeting with GPs, schools and other statutory bodies and these could all be done in person or virtually and at a time that was convenient for the volunteer.

Where can I find out more?

These are two extreme examples and most volunteering will fall somewhere in between, lots of organisations are or could introduce a degree of flexibility to some aspects of their volunteering offer. What is most important is communicating clearly with your volunteer so that you both know what the other is hoping to gain from volunteering.

To find out how you can incorporate flexibility into your volunteering offer please read our flexible volunteering fact sheet.

You can find out more information on the importance of flexibility in the NCVO Time Well Spent national report on volunteering.

For support with all aspects of volunteer management please visit www.communityfirstyorkshire.org.uk/what-we-do/volunteering or contact our volunteer support team info@communityfirstyorkshire.org.uk or 01904 7041177.

 

Further support and information

New enquiries – if you need support with any aspect of volunteer management please complete a New Enquiry Form and one of our developments officers will be in touch to support you.

General info – for general information, guidance, templates, online training and resources please visit our dedicated website, which includes 15 factsheets that cover many aspects of volunteer management e.g. recruitment, supervisions and template policies etc.

Volunteer co-ordinator network meetings – a network meeting for volunteer co-ordinators and those in a charity with responsibility for volunteers across North Yorkshire to network and share information, advice, tips and thoughts on all aspects of volunteer management, see here for more information.

Facebook group – if you have not already done so you may like to join our closed Facebook group for V-Net. The group now has over 100 members. The group is for people to share their thoughts, actions and questions on all aspects of volunteer management. You will need a Facebook account to join, please contact us if you need guidance on this. If you already have a Facebook account please click here to join.

Volunteer Charter – we have recently launched a new Volunteering Charter for organisations involving volunteers in North Yorkshire. Our Charter highlights twelve areas a good organisation considers when it involves volunteers and makes a commitment to supporting them. Why not sign up, raise the profile of your volunteering locally and demonstrate to your existing and potential volunteers that you are committed to good practice and providing safe and rewarding roles. Further details are available here

Volunteering post Covid

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Over the last few months there has been increasing interest in, and discussion about, what volunteering might look like after the pandemic. The National Council for Voluntary Organisations (NCVO) recently announced it has been in discussions with Volunteering Matters, The National Association for Voluntary and Community Action (NAVCA) and the Association of Volunteer Managers who are now working together to develop a National Vision for Volunteering by the end of 2021. They are seeking to work collaboratively and inclusively and are asking for help, insights, experiences and knowledge.

There can be little doubt that over the last year we have seen the potential of what volunteering and volunteers can achieve. There is increasing research in this area such as the project Mobilising Volunteers Effectively (MOvE) identifying “The COVID-19 pandemic resulted in successful collaboration, community-based working and mobilisation of volunteers that have driven significant change within communities and can offer a new blueprint for social action”.

Does the pandemic give us an opportunity to rethink what we deliver and consider how we can build on the potential of volunteering? What might this mean for volunteering in the future? How can we do things differently going forward? How can we capture and sustain goodwill? What is the change we actually want to achieve?

For organisations is this an opportunity to:

  • Review and consider the involvement of volunteers. Is it possible to offer opportunities for people to make the difference they want to make offering different types of volunteering from micro roles such as helping with one-off events, not requiring a DBS check, to roles where volunteers are asked to commit or participate for longer periods of time?
  • Consider flexible approaches to involving volunteers. We will be discussing flexible volunteering and the potential of increased technology for the management of volunteers at our Volunteer Co-ordinator Network Meeting in July.
  • Build on pathways, relationships and the connection of people and place.
  • Explore further partnership working and the sharing of volunteers across organisations, causes and places.
  • Focus on the quality of the volunteering experience rather than on volunteering by numbers. Getting large numbers of people involved has been really important during the pandemic but we have seen the challenge of recruiting volunteers not knowing if they will be needed.
  • Challenge thinking and ways of doing things, be more inclusive and recognise everyone’s skills and talents, value the contribution and knowledge of people with lived experiences; recognise barriers to engagement and remove them where they exist.
  • Make processes less cumbersome for people to get involved. There has been much discussion about the idea of a volunteer passport that would enable volunteers to move between organisations and opportunities; although it appears more work is needed in this area to fully understand its potential.
  • Explore the value and potential of employee volunteering.
  • Offer more opportunities for young people.
  • Look at how we can develop services and embed them in the community. Arguably we have learnt from Covid the value of a holistic approach.
  • Consult with, and involve existing volunteers to get their views on proposals right from the outset. Volunteers are a resource that needs to be looked after, managed and nurtured. We need to not just maintain engagement, we need to give consideration to how we involve them in helping our organisations to respond in a post-pandemic world. How do we ensure their voices are valued, heard and utilised to help decide on the future ways of developing and delivering our services with others?
  • Raise the profile of volunteering and social action in all its forms.
    It will be really interesting to see what happens next over the next 6 – 12 months. To see how the sector ensures that the positive volunteering narrative, which has captured the imagination of the nation over the course of the last year, does not tail off as the virus recedes… Perhaps now more than ever it is time for groups to be bold and to use this as an opportunity to develop their volunteering offer and capitalise on the goodwill and community spirit seen during the pandemic.
If you would like any support with this Community First Yorkshire can offer further help and support

Volunteer recruitment – search for volunteering roles on the NCVO (the National Council for Volunteering Organisation) website. There are links to multiple volunteering websites from organisations such as Vinspired, Step on Board and Volunteering Matters.

New enquiries – if you need support with any aspect of volunteer management please complete a New Enquiry Form and one of our developments officers will be in touch to support you.

General info – for general information, guidance, templates, online training and resources please visit our dedicated website, which includes 15 factsheets that cover many aspects of volunteer management e.g. recruitment, supervisions and template policies etc.

Volunteer co-ordinator network meetings – a network meeting for volunteer co-ordinators and those in a charity with responsibility for volunteers across North Yorkshire to network and share information, advice, tips and thoughts on all aspects of volunteer management, see here for more information.

Facebook group – if you have not already done so you may like to join our closed Facebook group for V-Net. The group now has over 100 members. The group is for people to share their thoughts, actions and questions on all aspects of volunteer management. You will need a Facebook account to join, please contact us if you need guidance on this. If you already have a Facebook account please click here to join.

Volunteer Charter – we have recently launched a new Volunteering Charter for organisations involving volunteers in North Yorkshire. Our Charter highlights twelve areas a good organisation considers when it involves volunteers and makes a commitment to supporting them. Why not sign up, raise the profile of your volunteering locally and demonstrate to your existing and potential volunteers that you are committed to good practice and providing safe and rewarding roles. Further details are available here

Hello from our new Chief Executive

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We are delighted to welcome our new Chief Executive, Jane Colthup.

I feel very fortunate to have been appointed Chief Executive of Community First Yorkshire following the excellent leadership of my predecessor, Leah Swain, and I am lucky enough to have inherited a magnificent, focussed and hardworking team and a supportive board of trustees. I can’t wait to work with them alongside the dedicated groups, volunteers, residents and colleagues who do so much to keep their communities thriving across Yorkshire.

I have a background in management consultancy, working with local authorities and previously worked in the training, skills, charity and recruitment sectors. I am an army brat, wife and mother, and as a result, I’ve lived in lots of different places. I have always considered Yorkshire home and where my heart is – both my children and I went to school here, my parents and siblings are here and we now live here permanently as a family. I am excited by the opportunity to give back to the place that has given so much to me personally.

My nomadic upbringing brought home to me the importance of local communities in contributing to people’s happiness and wellbeing. I’ve been very fortunate to be able to belong to a number of different communities over the years and they have often been the lifeline sustaining me when things were tough.

The pandemic has brought home more than ever the vital role local communities have in keeping community venues working when possible, transporting people to medical appointments, ensuring our young and older populations don’t feel lonely or isolated, and doing what we can to protect and look after each other. During this time, voluntary, community and social enterprise organisations have continued on delivering above and beyond expectations to make sure people aren’t left behind or forgotten about amidst the global crisis.

I am proud of our teams at Community First Yorkshire and the incredible work they have done, stepping up to some unforeseen and serious challenges. May I take this opportunity to say a huge thank you to everyone for all your work and support in keeping local communities thriving throughout this unprecedented time. It will have made a big difference to many people and you can rest assured that your efforts touch many lives, helping keep our communities happier and healthier.

As we emerge from the pandemic, it is more important than ever that we work together to make our communities the happy, bustling places we want them to be and I look forward to meeting and working with many of you over the coming months.

It is a great time to join this organisation and look ahead to some of the exciting projects and work we have planned. Keep an eye out for our newsletters for more information on our upcoming Leadership Mentoring and Coaching, Funding Summit, Community Led Housing, climate action and even a new website!

Sheds come in all shapes and sizes

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One of the questions I am often asked is:  “how big does a men’s shed need to be”.  This is a difficult questions to answer, as it depends how many people will be working together at the same time.

One men’s shed project that does bike recycling has only a small workshop. They see this as an advantage as it means that working with just teams of three or four people; there can be greater social interaction and support among members of the team.

These smaller sheds may only have a space about the size of a garage workshop; however they will usually have access to a more social space such as an existing community room and perhaps a garden.

The workshop space is only part of the story as there is also a need for social space.  If the workshop has a number of noisy machines or hand tools.  Then sheds will often impose a rule that everyone stops work at lunch or for tea coffee brakes so that people can chat and don’t keep working.

Men’s sheds that offer a variety of activities will also need a clean space for computing or clean crafts. Some times this is combined with the social space with benches around the outside of the room and easy chairs in the middle of the room.

This was the pattern adopted by Northallerton shed when they were operating from a former school site.   The social space also had a kitchen facility to one side with a cooker. This was used for cookery demonstrations, which was much appreciated by guys who had been widowed.

In my experience for these larger sheds an ideal space would be about the size of two school classrooms or a tennis court i.e. about 2000sq foot.

What is clear is that the size and style of space will affect how people interact and the possibilities of what activities can be offered.  Its clear that often a shed will have to make do with the space that they have been offered so this does affect the character of the shed.

So on the one hand a shed in a village might only be the size of a double garage on the other end of the spectrum a shed in a larger town or with a big catchment might have the whole of the basement of a former mill.

There are number of men’s sheds across Yorkshire for contact details of your nearest shed visit the UK Men’s Shed Association Find a Shed page.