The cornerstones to building a healthy trustee/chief executive relationship

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Trustees’ Week (6-10 November) is a time to celebrate the achievements of over 1 million trustees across the UK.

The relationship between a chief executive and a trustee board can be complex, so we sat down with our chief executive, Jane Colthup, to talk about the part the organisation’s trustees play in her role and the importance of building a transparent, trusting relationship between trustees and executives.

What do you think makes a healthy board/chief executive relationship?

I think you need a set of skills on the board that are different to those of the chief executive. It’s not healthy just to deal with people who are like you; you need trustees who make you think, and who ask you challenging questions – who’ll come at things from a different perspective.

I think it’s important to understand that trustees aren’t there to catch you out but are there to round out your thinking and make sure that you’ve covered all the bases.

Some of our trustees have planning or environmental science expertise which are is different to mine. I also find that having other VCSE chief executives on the trustee board is, for me, particularly helpful as a great sounding board, enabling me to take the pulse of others in the sector.

What do you value the most about your trustee board and how do your trustees help you with your role as chief executive?

I think I value most that they’re not me! That they make me think and make me sing for my supper a bit – because they do! And if I’m grappling with something I often think ‘What will the trustees think about that?’. It’s a good safety net to think that you have to run an idea by the board and if you’re apprehensive then it’s probably not a good idea!

We’re really lucky at Community First Yorkshire because our board are massively supportive and ask questions in a non-confrontational way – they get that sweet spot between being supportive and being challenging.

During your time as chief executive at Community First Yorkshire, is there anything you’ve learnt from your trustee board?

Yes, tons! I don’t know where to start! I’m constantly blown away by how committed they are and how much they want to support the organisation, and how passionately they care about it.

When you first become a chief executive, you might think ‘No one is my boss now!’

Absolutely not! Your trustee board is a very good check to runaway chief execs.

I’ve learnt that the diversity of your trustee board – in terms of different backgrounds, sectors and ages – is key because your board shouldn’t be just like you. They’ve got to make you think.

Also, it’s fine not knowing all the answers. The day you walk into a board meeting and think it’s a walk in the park is probably the day you should give up.

How do you think trustee boards might change in the future?

I think it’s a big ask to have quarterly two or three hour meetings and this is something that may need to be done differently down the line. Board meetings tend to have to be during the day; of necessity that means that we’re not representative enough of the people we are here to serve.

We might need to look at holding subject specific micro sessions to explore what’s happening in a particular area rather than chunky board meetings – but, this is with the caveat that you risk losing the flow of a meeting.

What do you think makes a good trustee?

Someone who genuinely cares about the vision and mission of your organisation; who has the time and expertise, and the right skills to bear. You want someone who actually wants to bring something and are net contributors, rather than exporters. Most importantly, you are looking for someone who truly understands how much time is needed to be a trustee – but who also knows when to let people get on and do the job.

 

If you want to find out more about what trustees do, take a look at this video.

Prepare to set sail on a sea of potential

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Community First Yorkshire colleagues, Dena Dalton, Vicki Sharp and Andy Shield attended the York & North Yorkshire Local Enterprise Partnership Business Summit on 27 Oct in York. Below they share their thoughts on the future for the voluntary, community and social enterprise (VCSE) sector:

‘Potential’ was one of our key takeaways from Business Summit – and that’s an exciting place to be.

This blog starts with the sea…

Who knew we would walk away learning about the potential of seaweed for mitigating climate change and that just off the Scarborough coast, there exists a first-of-its-kind marine organisation dedicated to growing kelp and, as importantly, contributing to the local economy and community through recruiting and developing a local workforce.

York’s UNESCO Status

Who knew we would walk away learning about the potential of York as a media arts city and as such, has been awarded UNESCO status. Creative industries deliver outcomes way beyond economic development: they enable social cohesion, talent development and innovation. Aesthetica is a great example of that.

Artificial Intelligence: A Revolution Unfolds

Who knew we would walk away, equally inspired and alarmed about the potential of artificial intelligence (AI). Piers Linney, a former BBC Dragon’s Den Dragon, spoke of AI ushering in the fourth industrial revolution. He won’t mind us sharing that he converses daily with his ChatGPT Plus (check it out), regularly asking it questions, the answers of which have helped him enormously in developing his successful strategic thinking.

Devolution and Community Empowerment

Speeches from both Helen Simpson, Chair of York and North Yorkshire Local Enterprise Partnership, and Councillor Claire Douglas, Leader of York City Council, referenced the economic and social potential for the future of our regions when devolution comes to fruition and the Mayoral Combined Authority is created next year. Opportunities will arise to improve our regions’ infrastructure and help address key local priorities through decision-making made closer to our communities. For the VCSE sector, what is our potential to ensure we remain fully engaged and influence positive change and collaboration in empowering our communities when this change happens?

This leads to the key reflection on what the potential impact is for, and on, the VCSE sector when it comes to looking at the future beyond the opportunity of devolution.

Navigating AI’s Potential: is this a lifeboat or an iceberg?

What does the potential of artificial intelligence look like for the sector and how can we best harness that opportunity? We already know the challenge that exists for many of our communities when it comes to digital access and connectivity, which could lend itself to a deepening exclusion and even greater inequity; yet also, the challenge exists for the sector itself if we do not stay on, or ahead, of the AI curve. As Piers Linney stated in his talk, artificial intelligence is currently a ship in the harbour, as it sets sail it will gather speed, moving further and faster away and those who are left behind on the harbour will remain there.

So this blog started with the sea… and it ends in the ocean

How can we ensure our sector and the communities that we work within do not remain moored and unable to leave the harbour? We need to ensure that we are ready to set sail and embark on the ocean of the fourth industrial revolution.

 

If you want to get in touch with Dena, Vicki or Andy to discuss these ideas further please email them:

Dena Dalton, Head of Health Collaboration

Vicki Sharp, Development Officer

Andy Shield, Development Officer

Leeds celebrates 10 years of inspirational community development

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Miranda Foster, our former Rothwell ABCD Community Builder, shares her thoughts on celebrating a decade of Leeds community development:

It’s not often a work event includes ice cream rewards, advice on walking more dogs than you own or the event round up delivered through poetry – but this celebration was not your usual run of the mill occasion.

A decade of building communities

The amount of good work showcased at the ABCD (Asset Based Community Development) 10-year celebration event, held at the end of October, was outstanding. People came together not only to learn how ABCD has been working in Leeds over the last decade but also to listen to the amazing stories that the local residents had to share.

The centrepiece was an interactive map that linked to each area of Leeds where a Community Builder is working their magic. They all had a range of different showstoppers representing their area – from maps to local market stalls and walks around Holbeck.

People attended not only from Leeds but also from a range of other areas – with everyone keen to chat to the Community Builders and see how the ABCD way of working could be implemented in their area. This brought a real buzz to the event, with people inquisitive to find out how they can adapt their way of working in different places across the UK. It was great to see Leeds recognised as a shining light in all things ABCD!

A fun day for all

Volunteers from Voluntary Action Leeds and Leeds City Council employees not only made sure the event ran really smoothly, they also made it a fun day for everyone. It’s not every day you get an ice-cream for sharing your gift/talent with the ice cream seller!

Workshops were well attended and encouraged participants to question their way of thinking and working. I don’t believe I’ve ever been to a workshop called ‘Walking more dogs than your own’, but each workshop was different and interactive. The discussions from these workshops were an important part of the day and gave everyone the opportunity to share what they had learnt with a stranger who then became a friend.

Artists helped capture the day

Art was a major theme throughout the day. Not only was there a focus on the art of asset mapping, but elements of the day were captured by the absolutely brilliant artist, Tom Bailey, who produced a fabulous piece of wall art. The captions and pictures were superb.

To finish the day, we heard from a Leeds resident who had walked around the venue listening to numerous conversations throughout the day and brought everything together in an amazing poem. This was the final element of the day and left me thinking about how successful it had been and all the good things that had been celebrated by everyone for everyone.

How I became a trustee

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By Rebecca Buckley, trustee at Community First Yorkshire

I first came across Community First Yorkshire through my role as volunteer treasurer for a couple of local community groups, when I benefitted from the support of their Treasurers’ Network. I was very impressed with the expertise of the Community First Yorkshire staff and their work to help voluntary groups be more effective and efficient. When I saw the advert for new trustees, I decided to apply as it was clear to me that Community First Yorkshire was a great organisation and one that I would be keen to help in the role of trustee. I was really impressed with the scope and scale of its activities and its role as a voice for the voluntary sector and rural communities.

The board of trustees are responsible for governing the charity and directing how it is managed and run. We must act in the charity’s best interest, manage resources responsibly and ensure the charity complies with its governing document and the law. The trustees have a broad range of skills, experience, and perspectives which is very important in ensuring we carry out our duties effectively.

I am really enjoying being a trustee and using my time, skills, knowledge, and experience to further the objectives of this great organisation. It is a great way to meet new people, learn new things and give back to my community.

If you’re looking for trustees and need help with finding them, check out our handy Trustee Recruitment Toolkit for tips.

Empowering Trustees: navigating the landscape with Community First Yorkshire

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A chronicle of Support, Guidance, and Purpose

Greetings esteemed trustees. As Trustees’ Week (6-10 November) approaches, we at Community First Yorkshire wish to extend our hand in support, embracing this year’s theme: Many voices. Working together. With purpose.

To get ready for next week, here’s my run down of the Trustee Survival Arsenal:

  1. Grant Acquisition Expertise: our dedicated team possesses a wealth of experience in grant procurement. Allow us to assist you in identifying and securing the financial resources your organisation requires to thrive.
  2. Mastery of Governance Frameworks: navigating the legal and regulatory intricacies of trusteeship can be formidable. Rely on our seasoned professionals to provide you with the guidance and tools necessary to navigate this complex landscape.
  3. Strategic Marketing Prowess: effective outreach and engagement are pivotal in furthering your charitable objectives. Our specialists are poised to equip you with the skills needed to amplify your organisation’s message and impact.
  4. Volunteer Management Proficiency: volunteers are the lifeblood of any charity. Allow us to empower you in the recruitment, training, and retention of dedicated individuals who share in your vision.
  5. Organisational Health Assessment: a robust charity necessitates periodic evaluation. Our team stands ready to conduct a comprehensive assessment, ensuring your organisation’s continued vitality.

To access your free support from us, simply complete our online enquiry form, or call 01904 704177 or email us.

By Andy Shield, Development Officer at Community First Yorkshire.

Helping people to discover, connect and mobilise for healthier communities

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Hi, I’m Marion, new in post with Community First Yorkshire as Health Connector Co-ordinator in Craven.

It’s possible I could get an award for shortest retirement ever! I left my post as Stronger Communities Delivery Manager with North Yorkshire Council on 30 June, and had the luxury of the summer months to recharge my batteries before starting this new post mid-September.

So what does a Health Connector Co-ordinator do?

To be honest, the title isn’t much of a clue, but it’s helpful to have that focus on health in it. Our health system is fragmented, it’s hard to understand, hard to navigate and it can be difficult for the voluntary, community and social enterprise sector (VCSE) to find its place and voice within it. This is despite the fact that I see and hear so many great stories of how VCSE organisations are making huge positive impacts to people’s lives, and at the same time reducing the need for (expensive) health interventions that people are glad they don’t need.

This role is in part an exploration of how together we bridge this divide; helping VCSE colleagues better understand the health economy in which they work, supporting them to tell their story in ways that really capture the essence of work in communities: building trust, providing safe and welcoming places for people to meet, share with others, tell their stories and find practical and emotional support.

Community connections are key

Whilst writing this blog I’m listening to the podcast, ‘The Connected Community’, with Cormac Russell. He says: ‘the neighbourhood is the unit of change’, and this is a great link to the other area of my role: working with Community Anchor Organisations (in Craven as the funding for the role comes from West Yorkshire Integrated Care System) to support them to develop connections with their local grassroots community groups and organisations.

In our very rural part of the county, the vibrancy and creativity of these small, usually volunteer led, groups are the fuel of connection and care, enabling local people to give and receive in ways that benefit all. You and I know so many examples.

Another phrase of Cormac’s is: ‘discover, connect, mobilise’. So this role encompasses supporting our Community Anchor Organisations (CAO’s) to discover, value and support this very local social action, developing relationships with local leaders and activists, and providing them with the information and support needed to connect people in their community with other more specialist sources of support when they need it.

So the ambition of the role is, in many ways, about building different types of connection: between CAO’s, between CAO’s and their local communities, and between the VCSE and health. All in the service of happier healthier communities, a thriving VCSE and a less pressured health system.

Get in touch with Marion by email.

A sunny spot by the pond

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David Sharp, Chief Executive at North Yorkshire Youth, attended one of our Down to Earth outdoor nature-based wellbeing sessions for leaders. Here he describes his emotional journey from storm to wood whittling to calm:

It’s a stormy start

A stormy day – specifically Storm Nigel saying hello – was the back drop to the second Down to Earth session being run by JK from Where the Mind Grows.

The session used nature to inspire wellbeing and give leaders a practical set of ‘value’ resources to take away.

So, in the intermittent bright sunshine and howling rain I made my way to Little Seed Field near Galphay, avoiding the sheep, tractors and squirrels. I was met by the ever smiling JK with a brew and an amazing view across the valley. It wasn’t raining at this point!

Having settled in and gone through the obligatory intros and welcomes to the other participants, we sat down to do some real work, with a soundtrack of banging doors, driving rain and a very grim view.

Goldilocks and personal values

JK asked us to look at how our personal values can be a living part of a strong wellbeing culture. The exercise gave me time to think about my own personal values, how I work, how I want people to perceive my actions and how my behaviours are linked inextricably to those values. We were asked to come up with 10 ‘value chips’. The first four were easy! It got a little harder after that but eventually I got there. We then had to think about how we were feeling at that moment and put the value chips on a compass. So which values were we focusing on too much, too little and, as Goldilocks would say, what was ‘just right’. As with all these types of things it depends on the situation you are in, how the day is going and such. In that way it’s a really brilliant tool to help determine what is happening right now and certainly something I will take away. As I reflect on a particularly tough day, I’ll use the exercise to help me understand what is going on.

Seeing the wood (whittling) for the trees

To finish the afternoon, we spent some time with Melanie and Claire from Thrive Outside. This session was all about practical things to help us place ourselves in the now. Our focus was on finding a piece of wood we could then create something from, using splitting techniques, whittling, rasping and filing to turn that ‘stick’ into something recognizable. The group chose to make knives, plant name markers, dibbers and spatulas. Using skills taught by Melanie and Clare, we actually managed to produce something resembling the perfect item we saw within the wood. For me, the finished article certainly looked better in my head, maybe just a bit more practice needed. To aid with the creative thinking, raspberry pancakes made on an open fire along with a beverage of choice certainly gave the energy needed. That, along with a gloriously sunny end to the afternoon, made the whole day a very enjoyable experience.

What’s your internal weather map like?

Reflecting on the session, JK started the day by asking what our internal weather map was looking like. Mine was very much around the eye of a storm with a small bit in the middle where I was sitting at that moment and all the chaos around me, getting ready for AGM’s, Board meetings and holiday. At the end of the day, the focus on myself really made a difference and I think that the actual weather was a mimic of my state of mind starting with a stormy, windy and chaotic feeling and then moving into sunny, relaxed and calm.

So thanks to JK, Melanie and Claire (along with everyone else on the day) for helping me find that sunny spot next to the pond.

 

If you’d like to explore your Leadership wellbeing by connecting with nature, there are places still available on the next two Down to Earth sessions:

5 minutes with a mentee

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Jo Fox, Marketing & Communications Manager at Community First Yorkshire

Why did you decide to become a mentee?

To be honest, I wasn’t sure about being a mentee at first. I felt that it was a sign of weakness, that colleagues would think that I needed help and that I was struggling with my role. However, that isn’t what being mentored is about. It’s a chance to gain a new perspective on your role, expand your skills and get support and advice from an expert in a safe and confidential space. I’m a total convert to mentoring and one of its biggest advocates!

How has mentoring changed your professional or personal life?

The biggest change has been in my confidence and belief in myself. I’m fairly new to a leadership role so having access to a sounding board – especially someone who is outside your organisation – is so valuable. It’s been great to be able to say to someone that being a leader can be really hard and have someone else say: ‘That’s because it IS hard!’

What new thing have you learned?

Sometimes you can get so focussed on delivering your service, hitting targets and meeting deadlines that you can forget to look at the bigger picture. I’ve learnt to take a step back and think big, and most importantly remember to ask ‘why’.

What top tips would you give to someone considering having a mentor?

Be prepared to be surprised.

The issues you think you want to discuss with your mentor may not be the ones you focus on. My meetings with my mentor have been very explorative and it’s been the things that I didn’t realise I needed to discuss that have been the most useful.

Be prepared to be challenged.

Being a mentee can take you out of your comfort zone. My mentor challenges me and I sometimes find our conversations hard. But it’s a relationship based on trust – we can have frank conversations and I’m able to ask questions that are sometimes difficult to do of your line manager.

Be willing to tap into a wider network of support.

The Community First Yorkshire Leadership Mentoring programme has been great as it’s provided all the support I’ve needed – from an initial training session on what to expect from our mentors, our responsibilities and how to start conversations; to signposting to support and resources on the Leadership Mentoring hub. There’s also a LinkedIn group allowing us to connect with other mentees on the programme and share questions and ideas.

 

We are now taking applications for the next cohort of our popular Leadership Mentoring programme, which starts in October. Find out more here.

 

 

 

Diversifying your volunteer cohort

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What’s your approach to planning a day trip?

Do you set off without checking your fuel gauge, without a map or faintest idea where you’re going? Do you wing it?

Or do you check the car is roadworthy, have a map and an itinerary for the day? Have you checked the weather and got change for parking? Some like to just set off and see what happens, others like to consider all eventualities. Most of you will probably like a mix of both.

Volunteer recruitment is similar – you need to plan your recruitment campaign in advance but be reactive to changes where required. Asking the questions ‘what do we need, why and for how long?’ means you can outline the short, medium and long term requirements for your organisation. Not having a plan means you don’t know what you will likely need in terms of numbers and types of volunteers as well as budgets for marketing and training. It also means you are more likely to recruit similar volunteers from the same pool that you always have.

So, how do you diversify your pool of volunteers?

Setting specific targets with volunteer recruitment isn’t always conducive if you work in a community where diversity isn’t obvious – or is it?

What does diversity mean to you – how would you define it?

What could you do to improve the diversity of your volunteer cohort? Think back to what you need, why and for how long. It isn’t as simple as saying ‘we accept anyone’. You need to proactively reach out to those who aren’t ordinarily approaching you – but remember this shouldn’t be a tick box exercise.

When people from different backgrounds and life experiences work together they bring with them a variety of perspectives that can educate others – reaching new customers and unexplored areas of work. It is also a great opportunity to learn and improve understanding between genders, cultures and generations.

The added strengths that diverse volunteer recruitment brings

Remember why you want to involve volunteers. What will they bring to your organisation? Some will bring fresh ideas and enthusiasm whilst also complimenting the skills of your paid staff. They will bring new perspectives and may help you establish new or strengthen existing links with the local community. The added value that volunteers bring will help you and your organisation in more ways than can be accredited to salary savings.

Be aware of unconscious bias

When it comes to recruiting more diverse volunteers you may experience some unconscious bias. Be prepared to be challenged and don’t be afraid to challenge yourself. Analyse your behaviours and language and see how that affects people. Be prepared to change but acknowledge that we are only human and do make mistakes. It is important to own these mistakes and learn from them as you work towards a more inclusive way of working.

Consider the different skills that different age groups offer

Targeting people for skills and experience related to their occupation is one avenue but doesn’t mean only reaching out to those who are currently employed. Where are young people being trained in the skills you seek? If you produce a regular newsletter and publicity materials why not consider a graphic design student with desktop publishing skills? Contact your local university, college or 6th form and ask if you could display an advert on a communal notice board. Students can use the experience to build up a portfolio of work whilst also addressing an identified local need. It would likely be a short term placement but one which you could repeat with other students perhaps formalising it as a V-Inspired placement opportunity.

What about those who have recently retired or who are about to give up work? Some employers run pre-retirement courses for those who are about to give up work – the police being one example. Likewise a retired accountant may welcome an opportunity to be the bookkeeper or treasurer for a small charity or group – using their skills whilst also keeping up to date with current methods.

One of the most valuable aspects of having a diverse volunteer cohort is the chance to bring different viewpoints, experiences and insights together. It can strengthen a community by offering opportunities for sharing different skills and understandings.

Intergenerational volunteering can be powerful. Older volunteers who possess a lifetime of experiences can offer guidance and support. Younger volunteers, particularly young people, often have energy and fresh creative ideas that challenge historic preconceptions; particularly where change is seen as problematic and unnecessary. The mixing of ages can promote personal growth for everyone as well as support organisational sustainability.

Developing a fully inclusive culture in your organisation

Age isn’t the only protected characteristic – a starting point when exploring diversity. As well as the 9 listed, have you considered people with criminal convictions, refugees and asylum seekers applying for immigration status, trans, neurodiverse or foreign students? The world really is your oyster when it comes to the wealth of knowledge, skills and character of potential volunteers.

Like other minority groups the LGBTQIA+ community can face significant day-to-day barriers, including workplace conflict and harassment, in their quest to be their true selves in the workplace – whether as a volunteer or paid worker. The individual experience of LGBTQIA+ volunteers is rarely commented on but is one which should be addressed as part of your volunteer recruitment strategy. A fully inclusive culture where open conversations about people’s experiences are encouraged, and where discrimination is not accepted will showcase your organisation as a culturally diverse and supportive environment for all.

Many of us have been raised in monoculture environments – only becoming exposed to cultural diversity as students or adults. This could be challenging for those with little knowledge or understanding of the possible differences in communication and cultural expectations. In turn, this could cause misunderstandings when working with volunteers within your organisation or community. Being culturally aware can open up dialogue with those who may not ordinarily be within your reach.

You may need to adapt your recruiting to those who are available – adapting the role perhaps to suit a specific person or their availability. It is important to display your volunteer opportunities in a way which attracts those who may need a little more encouragement. When designing an advert don’t be put off making positive statements. If people with lived experiences would enhance the work that you offer in a community say this in your advert. Or if after conducting a volunteer audit you see that a group is under-presented say so in the advert. Be open and honest about what you are hoping to achieve with your recruitment.

National Inclusion Week takes place each September. Themes change on an annual basis with related resources made available to those who register.

Discussions around inclusion can often bring up uncomfortable feelings. Creating safe spaces for one another to have these discussions is just the starting point. Use National Inclusion Week as an opportunity to start having conversations and make positive changes.

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Further resources you look at:

How can we create a better future for volunteering?

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Our development officer, Lizzie Clapham, shares her thoughts on what the future looks like for volunteering.

What’s the future for volunteering?

The volunteering landscape is constantly changing and adapting. We all know that volunteers are essential to maintaining our vibrant communities, and that volunteering offers individuals a wide range of benefits from developing new skills to improving social connections.

However, we are seeing that volunteers are becoming harder to recruit and retain.

A couple of weeks ago, I attended a Vision for Volunteering workshop. It was an insightful session which has caused me to put pen to paper today.

What is the vision?

The Vision explores what volunteering might look like by 2032. It recognises that volunteering, in its current form, isn’t accessible or equally enjoyable for everyone; that there were changes in volunteering and activities during the pandemic -not all positive or permanent – and that there are changing patterns in who volunteers, how, and in what activities and roles. This is certainly evident in the latest NCVO Time Well Spent report – more of this later.

The Vision proposes five themes for the future of volunteering:

  1. Awareness and appreciation – a future where a culture of volunteering is part of everyone’s life and volunteer roles are given the recognition they deserve
  2. Power – a future where volunteers (and the communities they serve) lead on change that matters to them
  3. Equity and inclusion – a future where it’s easy for people to give their time and energy to the causes they care about, they feel welcomed, and the benefits are equally distributed
  4. Collaboration – a future where collaboration is natural and spontaneous, where people do great stuff together because they want to
  5. Experimentation – a future where communities aren’t afraid to try new things, and to develop their own, innovative solutions to engaging and supporting volunteers.

Workshop participants were asked 1) what they are currently doing that relates to each theme 2) if there are new or different things they would like to try and 3) if there are any support/training/resources that might be needed to achieve these.

It was evident that lots of people are already doing great things but there is still a way to go. The Vision team are now working on sharing stories, building networks, influencing, curating resources and exploring ideas. They are currently developing a toolkit offering a framework for starting conversations in communities.

If you would like to have a copy of the slides and jamboards from the workshop I attended, to prompt discussion in your own organisation, please get in touch by emailing info@communityfirstyorkshire.org.uk. It will certainly be interesting to see how the Vision develops and is implemented, particularly given the findings from the latest NCVO Time Well Spent report which was launched earlier this week.

About Time Well Spent

Time Well Spent is NCVO’s research programme focusing on people’s experience of volunteering.. Time Well Spent 2023 surveyed 7,006 adults across the UK, and explored what volunteering, and the  volunteer experience, looks like now. The report findings showed that:

  • while volunteer satisfaction is high, it is lower than it was. Younger, public sector volunteers, and disabled volunteers continue to be less satisfied
  • Despite efforts around equity, diversity and inclusion in recent years, a lower proportion said they see volunteers from a wide range of backgrounds around them indicating an inequality in volunteer experiences
  • Remote and flexible volunteering is valued and increasingly common with those who volunteer remotely indicating they feel as satisfied, supported and connected as those who don’t. Non-volunteers say flexibility is the factor most likely to encourage them to volunteer
  • Despite external changes, the core motivations for volunteering remain the same – wanting to improve things or help and making a difference are still the top reasons for starting volunteering
  • The financial impact of volunteering is increasingly seen as a barrier. 14% of non-volunteers say worries about being out of pocket is a reason for not volunteering, up from 5% in 2019
  • Wider data also suggests a decline in formal volunteering
  • The main reason people stop volunteering is having less time due to changing circumstances.
My main learnings from ‘Time Well Spent’

I think my key take away from the report is that, while there are many things we can’t influence, we can shape our volunteer experiences.

If we want to keep volunteers engaged, we need to be proactive and keep adapting to the inevitable changes that lie ahead, hopefully ensuring that volunteering continues to be time well spent.

Further information

Take a look at the Vision for Volunteering website where you can also sign up to their mailing list.

Twitter: @VisionForVol

Instagram: @VisionForVolunteering

Facebook: facebook.com/visionforvolunteering

LinkedIn: linkedin.com/company/vision-for-volunteering

Take at look at the NCVO Time Well Spent report here.

You may also be interested in the five key takeaways from Time Well Spent 2023 here and a recording of the Time Well Spent 2023 launch event.

 

How can we help?

At Community First Yorkshire we have a wide range of experience in supporting volunteering and volunteer involving organisations. From recruitment and induction to policies and practice, do get in touch with our development officers if you have a question.

You may like to join our Volunteer Coordinators Network which meet regularly to share good practice and ideas.