volunteer centre quality accreditation handbook · p21 introduction to this handbook delivering the...

Volunteer Centre Quality Accreditation Handbook

Quality Accreditation

Volunteering EnglandRegent’s Wharf8 All Saints StreetLondon N1 9RLFax: 020 7520 8910Tel: 0845 305 6979

Web site: www.volunteering.org.ukA company limited by guaranteeRegistered in England & Wales No 4934814Registered Charity No 1102770

Links

Volunteer Centre Quality Accreditation web pageswww.volunteering.org.uk/WhatWeDo/Local+and+Regional/Volunteer+Centre+Quality+Accreditation.htm

Building On Success – The Strategy for Volunteering Infrastrusture in England 2004 – 2014www.volunteering.org.uk/NR/rdonlyres/1D722C0C-07C9-4599-B9E6-40DE0A468ABE/0/infrastructurereport.pdf

PQASSO – Practical Quality Assurance System for Small Organisationswww.ces-vol.org.uk/

Useful information

Contents

Contents

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P4

2

P5

3

P6

4

P7

5

P8

6

P10

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P12

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P14

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P20

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P21

Introduction to this handbook

Delivering the six core functions of a

volunteer centre

Partnership submissions

Continuous improvement

framework

The Volunteer Centre Quality Accreditation

process

Completing your portfolio

Support for Volunteer Centre Quality Accreditation

The evidence requirements

Volunteer Centre Branding

Definition of terms

Quality Accreditation

This handbook is to be read in conjunction with the material on the VCQA web pages of the Volunteering England website. It contains information on the six core functions of a Volunteer Centre, the evidence requirements for VCQA, partnership submissions, the assessment process, how to complete your portfolio, and sources of support and information. To be successful in achieving VCQA it is strongly recommended that Volunteer Centres or partnerships engage with the programme of workshops that Volunteering England provide to support submissions. Details of the workshops and other methods of support can be found in the ’Support’ section of this handbook.

Introduction to this handbook

One

Volunteer Centre Quality Accreditation Handbook4

Two

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Delivering the six core functions of a Volunteer Centre

The third wave of Volunteer Centre Quality Accreditation has been designed to facilitate the achievement of the goals set out in Building on Success, the Strategy for Volunteering Infrastructure in England 2004 – 2014. This means that VCQA must drive continuous improvement and reflect how to deliver specialist volunteering infrastructure to all stakeholders effectively. The network of Volunteer Centres in England comprises a diverse range of large and small organisations in urban, mixed and rural areas. An increasing proportion are services hosted by, or integrated with, larger organisations (e.g. Council for Voluntary Service). Each is distinct in its operation, although all are registered charities and all deliver the six core functions of volunteering infrastructure: 1 brokerage2 marketing volunteering3 good practice development4 developing volunteering opportunities5 policy response and campaigning6 strategic development of volunteering

The assessment process for Volunteer Centre Quality Accreditation will examine the activity of a Volunteer Centre in delivering the six core functions of volunteering infrastructure. The accreditation process is based on assessment of a paper based portfolio of evidence demonstrating provision of the six core functions. Accreditation lasts for three years. The current framework will be used for all Volunteer Centres seeking accreditation until the end of 2012. For each of the six core functions of volunteering infrastructure, a Volunteer Centre is asked to demonstrate that it has processes in place to deliver that function and to monitor the outcome of its delivery. Submissions will be accepted from individual organisations as well as partnerships. Why does Volunteer Centre Quality Accreditation matter?Volunteer Centre Quality Accreditation has been developed as a capacity building tool. This is part of an ongoing commitment by Volunteering England and the local volunteering infrastructure to high quality delivery of its core functions in a cohesive manner across England.

Volunteer Centre Quality Accreditation: leads to better services for users: the process of identifying and tackling weaknesses, of looking at ways of increasing user involvement, and of better monitoring and evaluation will improve Volunteer Centre services.

strengthens the organisation: the Volunteer Centre has to assess its practices, address any weaknesses and build on the strengths that are identified.

increases the credibility of the organisation: if the organisation is seen to be taking a proactive approach to quality, and to be working with a recognised quality accreditation system, this will raise the credibility of the Volunteer Centre.

increases funding: a Volunteer Centre that is taking quality seriously is likely to have more success in arguing its case for funding, and demonstrating its positive impact; funders may feel that the money given will be spent efficiently and effectively and that there is more direct evidence of this.

means better networking with other organisations: other organisations (voluntary or otherwise) may feel more inclined to network and work with Volunteer Centres that have a clearly stated commitment to quality.

prevents standards being imposed by other bodies: if a Volunteer Centre is able to show that it is taking a considered approach to quality accreditation, funders will be less likely to impose an approach to quality that is not related to the delivery of the six core functions of volunteering infrastructure.

creates a stronger network with more consistency: where a network-wide approach is being taken, the Volunteer Centre membership can grow and improve together; sharing the process can bring about closer involvement with other network members; it will also provide a chance to tackle some of the areas where there may be too great a divergence in levels of quality.

increases the credibility of the network: the Volunteer Centre network is likely to be taken more seriously if it is seen to be taking a proactive approach to quality.


Wave 3 actively encourages partnership working therefore furthering VEs strategic goals for the modernisation of the Volunteer Centre network. Submissions will be accepted from partnerships, ensuring that there is a consistent, high quality Volunteer Centre service in local communities that will enable volunteers, volunteer-involving organisations and other stakeholders’ access to the full range of the six core functions. This is not mandatory, so Volunteer Centres will be able to submit and meet the evidence requirements as a stand alone Volunteer Centre if they wish.

To be successful in achieving VCQA the six core functions must be delivered to the required standard across the geographical area the partnership covers. A successful submission will demonstrate a partnership approach to the delivery of the core functions. The core functions must be accessible to potential volunteers, volunteer-involving organisations and other stakeholders. How this is achieved will be the decision of the partnership. Volunteering England does not necessarily expect each Volunteer Centre within a partnership to be directly delivering all the core functions, although evidence of involvement in each of the core functions will be required. The important thing is that users must have access to volunteering support throughout the whole area of the partnership. Further details of this can be found in the ‘completing your portfolio’ section of this handbook.

Partnership submissions

Three

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Continuous improvement framework

The award of Volunteer Centre Quality Accreditation relates to the delivery of the six core functions of volunteering infrastructure. Volunteer Centre Quality Accreditation is the only quality framework that specifically addresses the delivery of the six core functions of volunteering infrastructure at a local level. Volunteering England (and the Volunteer Centre network) believes that for the effective delivery of the six core functions of volunteering infrastructure a Volunteer Centre needs to be well governed and managed.

It is not Volunteering England’s intention to duplicate work being undertaken by other agencies, nor is it the intention to determine which tool Volunteer Centres adopt to actively engage in a structured process of continuous organisational improvement. However, as part of Volunteer Centre Quality Accreditation a Volunteer Centre (or all members of a partnership submission) will need to be engaged with such a process. If an existing generic framework is not being used, PQASSO (Practical Quality Assurance System for Small Organisations) produced by Charities Evaluation Services is suggested as an affordable and credible process to adopt. For the purposes of Volunteer Centre Quality Accreditation, engagement with PQASSO is defined as having at least achieved Level 1 and having in place a plan for improvement. Details of how to access the PQASSO quality assurance system are available in the resource section of this handbook.

If a volunteer centre is using a framework other than PQASSO it will need to choose a framework which covers the following areas:

• planningforquality• governance• management• user-centredservice• staffandvolunteers• traininganddevelopment• managingmoney• managingactivities• managingresources• networkingandpartnerships• monitoringandevaluation• results

A Volunteer Centre can choose which tool, or tools, for continuous organisational improvement it adopts. Ideally a continuous organisational improvement framework should be adopted by a whole organisation (e.g. CVS if a Volunteer Centre’s functions are delivered as a part of another organisation’s activities it is essential that such a framework is in place; if it is not the Volunteer Centre will need to adopt a framework itself.)

Four


Submission timetableSubmissions will be taken on a regional basis. Each Volunteer Centre in each region will be expected to submit, either individually or within a partnership, by the required date. A list of each region’s submission date is available on the VCQA pages of the VE website. Volunteer Centres or partnerships that wish to seek accreditation at a different time to their allocated round will need to contact Volunteering England. Volunteer Centres will have their current accreditation extended if it is due to expire before their submission date.

RegistrationAll individuals and partnerships must register using the forms available on the VCQA pages of the Volunteering England website. Partnership submissions must complete form 1 and individual submissions must complete form 2. For registration deadlines please refer to the VCQA pages of the VE website.

Submission of evidenceEach Volunteer Centre or partnership will submit a paper-based portfolio by the required submission date. Details of how to do this can be found in the ‘completing your portfolio’ section.

Assessment and scoringThe evidence portfolio will be assessed by one of Volunteering England’s Volunteer Centre Quality Accreditation independent assessors. The portfolios will be assessed against the essential evidence outputs, taking into account the requirements outlined in the guidance notes. Each core function will be awarded either a ‘PASS’ or a ‘PASS WITH CONDITIONS’.

PASSTo achieve a ‘PASS’ rating all essential evidence requirements within the core function will be met to the required standard. The assessment report will also detail any recommendations for the Volunteer Centre or partnership. These will be development points for future working and as such will not be followed up by Volunteering England.

PASS WITH CONDITIONSPartially meets the requirements; there are areas of concern that need to be addressed. A ‘PASS WITH CONDITIONS’ will be awarded if evidence submitted against any of the essential evidence requirements within a core function is not to the required standard. The Volunteer Centre or partnership will then have up to six months to meet the conditions set out in the assessors report. The relevant information will be required to be resubmitted for assessment.

If the standard is then achieved, Volunteer Centre Quality Accreditation will be awarded. If the required standard is not achieved, Volunteer Centre Quality Accreditation will not be awarded, and the right to use the brand will be withdrawn.

Standardisation of assessment processTo ensure the delivery of a consistent and fair accreditation process Volunteering England will establish a standardisation panel which will meet after each round of assessment is completed. The VE Trustee Board (which is the awarding body for Volunteer Centre Quality Accreditation) will appoint one of its members to chair the standardisation panel. In addition to the chair, the standardisation panel will comprise of the Volunteer Centre Quality Accreditation Lead Assessor, the VE Director of Development & Innovation and the VE Volunteer Centre Quality Accreditation Manager.

The Volunteer Centre Quality Accreditation process

Five

9

The standardisation panel will ensure that: • allsubmissionshavebeenassessed to equal standards

• thereiscontinuouslearningfromthe accreditation process • considerationisgiventotheongoing development of the Volunteer Centre Quality Accreditation scheme and any appropriate and/or necessary recommendations are made to Volunteering England’s Board of Trustees

• highqualityevidenceishighlighted ensuring the dissemination of good practice

Ratification of results & award of Volunteer Centre Quality AccreditationSubmissions that have achieved a ‘PASS’ in all six core functions will have the result ratified by Volunteering England’s board of trustees. Certificates will then be posted to the successful Volunteer Centres. Volunteer Centre Quality Accreditation is valid for a period of three years.

Model evidence & celebrating good practiceWhen the standardisation panel identifies particularly strong evidence in any of the core functions, some or all of the material submitted may be used as ‘model evidence’. This will be available to other Volunteer Centres or partnerships who are submitting for accreditation to be used as a guide for their own work. This will only be done with the approval of the Volunteer Centre or partnership that originally submitted the evidence. The material will be presented in case study form on the VCQA pages of the VE website.


Submission of evidenceA Volunteer Centre or partnership will collate two copies of an evidence portfolio demonstrating the requirements of the Volunteer Centre Quality Accreditation scheme. One evidence portfolio will be delivered by registered post to Volunteering England, Regents Wharf, 8 All Saints Street, London N1 9RL. The other copy must be retained by the Volunteer Centre or partnership for their records. The submission form 3, available to download from the VCQA pages of the Volunteering England website, is a checklist for you to complete as you collect your evidence. When each indicator within a core function has been completed tick the box and provide a brief explanation of the evidence if required. The form must be fully completed, including background information and information on the area your partnership or Volunteer Centre covers (see below, Research and Analysis). The form must be emailed to [email protected] before the portfolio is posted. Paper copies of the form will not be accepted.

Research and analysisA proportion of the evidence required is dependent on knowledge of the area the Volunteer Centre or partnership covers. To avoid duplication of evidence, each Volunteer Centre or partnership submitting will be required to provide information with their portfolio that details the demographic, population and volunteering activity in the area that they cover, along with a map of the area. You may have this information already (e.g. in a business plan or funding bid). An alternative source of this information is the internet. Guidance on how to complete this will be available on the VCQA pages of the Volunteering England website. Volunteering England is aware that hard evidence, e.g. figures and data, regarding volunteering activity in your area may not exist, therefore anecdotal evidence and local knowledge will be acceptable for item 3 on the Research & Analysis section of submission form 3. This information can then be referred to for the Marketing core function (Essential Evidence Output 1 – Target audience) and Developing Volunteering Opportunities core function

(Essential Evidence Output 12 ‘A profile of volunteers locally, identifying gaps in respect of groups that are currently under represented in the volunteering community’). This information will also enable the assessment team to build up a picture of the environment that the Volunteer Centre or partnership operates in and will therefore lead to more accurate assessment.

Partnership submissionsAlthough the ideal model for partnership submissions is sub regional or county wide, VE will accept partnership submissions from Volunteer Centres working together in any configuration. This could be any number of Volunteer Centres working in partnership from a minimum of two upwards. Volunteer Centres submitting in partnership must demonstrate partnership working in all six core functions. Submissions will not be accepted from Volunteer Centres working in partnership on some functions but not others. The following will apply:

Completing your portfolio

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• VolunteerCentresmustdemonstrate that all six core functions are delivered to the required standard in the geographical area (described in the opening statement) that the partnership serves.

• allVolunteerCentresinthe partnership must show evidence of involvement in each core function

• minutesofmeetingswillbethe minimum level of evidence accepted to demonstrate the role that the Volunteer Centre played in informing and delivering the programme of work

• apartnershipapproachtothe delivery of the core functions must be demonstrated

• acopyofthepartnershipagreement must be included with the portfolio

As there are various models of working, the delivery of the core functions by a partnership will be explored in more detail during the support workshops and 1-2-1 sessions and will depend on the nature of the partnership. However the following guidelines, provide some examples of how it could work in practice:

Labelling: Evidence submitted for each indicator should be clearly labelled with the indicator number.Explaining evidence: Use the column on form 3 to summarise the evidence you have provided. Highlighting: To submit a piece of evidence which is not wholly connected to the indicator – for example minutes of meetings covering a number of agenda items, or reports in which volunteering appears alongside a range of other issues – please highlight the relevant sections for ease of reference.

Core function Guidance for partnership submissions

Brokerage

Marketing

Good Practice Development

Developing Volunteering Opportunities

Policy Response & Campaigning

Strategic Development of Volunteering

All published materials should share a common design; all websites should be linked or accessed from one site representing the partnership; a standard customer care policy is used across the partnership; follow up reports and evaluation surveys are presented as a single piece of work

A county wide or partnership wide marketing plan is in place with each VC delivering activities locally

A county wide or partnership wide learning needs survey is carried out; a programme of learning is delivered to reflect the findings; evaluation reflects the effectiveness of learning delivery in each locality

A coherent approach is demonstrated across the partnership with development work carried out across the geographical area the partnership covers.

Policy response is a standing agenda item at network or partnership meetings with a named lead actioning any issues raised

Engagement with strategic bodies involves a named lead representing the partnership. Business plans detail the involvement of all members of the partnership


WorkshopsThis handbook is only one part of the VCQA information package, the other two parts are the VCQA pages of the VE website and the support workshops. For each round of VCQA Volunteering England will provide a series of workshops to both individual and partnership submissions. It is strongly recommended that all Volunteer Centres, whether submitting individually or within a partnership, engage with the programme of workshops. The workshops will be delivered in the region that is submitting and will be free of charge. Depending on resources available and capacity, engagement for partnership submissions could mean that the lead contact only will attend the workshops. The workshops will cover everything contained in this handbook in more detail, specifically focussing on the evidence requirements for the six core functions. Scheduling of workshops will be agreed with Volunteer Centres and partnerships and will be tailored to their specific needs.

Online resourcesThe following online resources will be available to support submissions:

• Roehamptontoolkit–aguideto forming and developing successful partnerships

• UsingV-basetoprovideevidence for VCQA • Researchplanningandanalysisguide • Aguidetothesixcorefunctions • Partnershipworkingacrossthesix core functions

Email and telephone supportIn the first instance contact: Miles Atkinson VCQA Manager Telephone: 0207 520 8992 [email protected]

Support for Volunteer Centre Quality Accreditation

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Other sources of support and information

Volunteer Development Agency Impact Assessment Toolkit

This practical toolkit has been designed to help Volunteer Centres assess the effect of their work. The toolkit is based on the six core functions. It provides an impact assessment framework and offers adaptable tools for research impacts.The toolkit is available from the Institute for Volunteering Research: www.ivr.org.uk .Taking the six functions as a starting point, the toolkit asks who benefits from our work, and how? Beneficiaries may, for example, include volunteers, volunteer involving organisations, policy makers, funders, and the wider community. The research process then becomes one of thinking through how this broad range of stakeholders might benefit from the work carried out under each of the core functions.

The toolkit goes through the research process and suggests ways to collect evidence. Research can seem a specialist area carried out by experts, but it is essentially a simple process of asking questions and finding answers.

The Toolkit provides easy to follow information on:

• settingupanimpactassessment • resourcesandbudgeting • when,whereandhowtodecide between quantitative and qualitative research methods • howtouseandanalysesurveys • howtorunafocusgroup • howtoanalyseresults

For each stakeholder group, there is a set of questionnaires that ask how each of the functions of the Volunteer Centre has made an impact upon them. These are provided on a CD and can be used off the shelf or adapted as required. Where questionnaires are not the best method for data collection, other tools are provided such as topic guides for interviews or focus groups.

Refined Activities

The brokerage service is promoted to the local community

1a. Leaflet aimed at the general publicTIME LIMIT: Current

2a. Leaflet aimed at organisationsTIME LIMIT: Current

b. Link to web based information TIME LIMIT: Current

b. Link to web based information TIME LIMIT: Current

3. Customer care policy TIME LIMIT: Current

4. Most recent follow-up reports for individuals and organisationsTIME LIMIT: Not more than 12 months old

5. Evaluation surveyTIME LIMIT: Not more than 24 months old

The brokerage service is promoted to volunteer involving organisations across all sectors

All those accessing the brokerage service have a consistent experience which is managed effectively and efficiently

Each of these should show the following: • Theavailabilityofa1-2-1confidentialinterview• Thepossiblepersonalbenefitsofvolunteering• Thevolunteercentre’saddress,telephonenumber,emailandwebsiteaddress• Thevolunteercentre’shoursofaccess

Each of these should show the following:• Thattheserviceisaimedatallofthefollowingsectors:Public,Private,VoluntaryandCommunity• Thevolunteercentre’saddress,telephonenumberandemailaddressA leaflet combining information for both individuals and organisations is acceptableA printout of web based material combining information for both individuals and organisations is acceptable

This should be a working document (not a description of your procedures) describing how you manage all potential volunteer enquiries (including on-line, phone and walk-ins) that covers the following areas:• Cleardefinitionsofanenquiryandanopportunity• Howyoufindopportunitiesforvolunteerswithspecificskillsorareasofinterest• Howyouaddressanymismatchbetweenopportunitiesavailableandenquiries• Yoursystemsoffollow-upforindividuals• Yoursystemsoffollow-upfororganisations• Howyouundertakeperiodicevaluation• ComplaintsprocedureThis could be part of a larger piece of work or document e.g. an office manual

Both reports should demonstrate a response rate of at least 10% (if not, include learning points to achieve this) and will include:• Adescriptionofthemethodused• Theoutcomeofindividualsandorganisationscontacted• ConclusionsandactionpointsThe reports must cover a period of at least three months. They can be a combined piece of work or part of a larger piece of work

The survey is to measure the quality of your service and will cover both individuals and organisations, although two separate reports are acceptable. A response rate of at least 10% is required for both organisations and individuals (if not, include learning points to achieve this). The survey can be part of another piece of work but should include the following:• Adescriptionofthemethod(s)used• Conclusions,includingwhatimpactthebrokerageservicehashadlocally,andactionpointsInclude one example of a completed questionnaire for organisations and one for individuals

Essential Evidence Outputs Guidance notes

Outcome: The Volunteer Centre or partnership is recognised by the general public and volunteer involving organisations as the body which is best informed about and most able to signpost individuals to volunteering opportunities.

Activity: The Brokerage service is effectively and efficiently managed, meeting the needs of the local community and of volunteer involving organisations.

The evidence requirements: Brokerage

Volunteer Centre Quality Accreditation Handbook

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Refined Activities

Marketing activity is planned in a coherent, methodical and rational manner

Marketing activity is evaluated

6. Annual marketing plan TIME LIMIT: Not more than 24 months old

8. Evaluation report TIME LIMIT: Not more than 12 months old

7. Published items TIME LIMIT: Not more than 24 months old

The marketing plan will cover a 12 month period and should outline a program of marketing activities or events aimed at one or more target audiences (e.g. LGBT, asylum seekers, rurally isolated etc) as well as generically. The target audience should be identified through the local knowledge and information supplied in item 3, Research and Analysis of the Submission Scoresheet The rationale for targeting this group must be clearly stated in the plan. There should be some link to national campaigns (e.g. Volunteers Week or Make a Difference day)The following areas should be covered in the plan:• Thedesiredresultandhowthiswillbemeasured.Thiscouldbetheincreaseinnumbersofenquiriesfromatargetgrouporthenumberof leaflets distributed at an event • Tasksinvolvedinthedeliveryoftheactivities,whowillcarrythemoutandwhen• Resourcesneeded,bothhumanandfinancial• Howtheplanwillbeevaluated

The evaluation report should cover the whole marketing plan and contain the following:• Aclearindicationofeachactivityoreventwithintheplanbeingevaluatedandwhetheritwassuccessful. This will link back to the stated aims in the marketing plan• Whatwentwellandwhatdidn’t• Actionpointsandlessonslearnt• Thelimitationsoftheevaluationmechanismandhowtoovercometheseinfuturework• Theimpactthemarketingactivityhashadonvolunteeringlocally

Four published items relating to two of the activities outlined in the plan. Two of these will be items published to promote the activities or events e.g. posters, leaflets, adverts, invites or a press release

The others will be items generated after the events or activities that are in the public domain (e.g. a report in a local, regional or national paper or an article on a local, regional or national website)


Outcome: Individuals, including those from under-represented and hard-to-reach groups, as well as organisations from all sectors, will be aware of the value and benefits of volunteering, the range and diversity of volunteering opportunities and volunteers and also the role volunteering can play in developing communities.

Activity: The Volunteer Centre or partnership promotes volunteering by means of local, regional and national events and campaigns to different audiences. It will deliver positive messages about the benefits and diverse nature of volunteering using creative and innovative methods.

The evidence requirements: Marketing

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Refined Activities

Volunteer management learning provision is delivered in a coherent, logical manner

Volunteer management learning provision is evaluated

9. Learning needs surveyTIME LIMIT: Not more than 24 months old

11. An evaluation reportTIME LIMIT: Not more than 18 months old

10. A programme of learning provisionTIME LIMIT: Not more than 18 months old

The Learning Needs survey will take the form of a report and should cover the following:• Whoistheintendedaudience?• Whatskillsandknowledgedotheyneedtodevelop?• Whatwouldbethebestformofdelivery?• Whatarethedesiredoutcomesofthelearningprovision?• Howwillthelearningprovisionbeevaluated?The survey can be part of another piece of work as long as there is a description of the method used, the numbers contacted and the response rate (minimum 10% or if not include learning points to achieve this)

The report should cover the whole programme of learning provision described in Output 2 and include the following:• Clearidentificationoftheworkbeingevaluated.• Analysisoflearningoutcomes.Thiswillincludenumbersattendingworkshops,formaltrainingandforumsorinvolvedinmentoring, coaching or 1-2-1 sessions as well as consolidated information from feedback forms from this activity. If the learning provision takes the form of a good practice guide then feedback from those using the guide should take the form of a questionnaire on the usefulness of the guide• Informationonwhetherthelearningprovisionwassuccessful,andifnot,thelearningpointsarisingfromthis.• Whatdifferencethetrainingprovisionhasmadelocally

The learning provision should reflect the findings of the learning needs survey and relate directly to good practice in the management of volunteers. It can be any of the following: Formal training sessions, 1-2-1 coaching or mentoring, workshops, presentations or forum meetings, distance learning, good practice guides or e-learning. Evidence will be two items from the following:• Publishedprogrammeofactivities/training/learning• Coursematerialsincludinghandouts,courseoutlineetc• Publicitymaterialsincludingposters,leaflets,adverts,invitesetc• Actionplansfromcoaching/mentoringsessions• PresentationmaterialincludingPowerPointslidesetc• Forumagenda• Copiesofgoodpracticeguides


Outcome: The volunteering experience, including recruitment, retention and development of volunteers by those who manage them, is consistently positive across the area served by the Volunteer Centre or partnership.

Activity: The Volunteer Centre or partnership provides or is involved in the provision of quality volunteer management learning provision to volunteer involving organisations.

The evidence requirements: Good Practice Development

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Refined Activities

Development activity is planned in a coherent, methodical and rational manner

Development activity increases the diversity of volunteers

Development activity increases the range and types of opportunities available

Development activityis carried out with volunteer-led groups

Development activity is evaluated.

12. An action plan for developing opportunities locally TIME LIMIT: Not more than 24 months old

13a. Completed form A with contact details of four organisations supported TIME LIMIT: Not more than 24 months old

13b. Completed form B with contact details of four organisations supported TIME LIMIT: Not more than 24 months old

13c. Completed form C with contact details of four organisations supported TIME LIMIT: Not more than 24 months old

14. An evaluation report TIME LIMIT: Not more than 24 months old

The action plan for developing opportunities should include the following:• Aprofileofvolunteerslocally,identifyinggapsinrespectofgroupsthatarecurrentlyunder-representedinthevolunteeringcommunity.This information should be supplied in item 3 – Research and Analysis of the Submission Scoresheet • Anoverviewofexistingvolunteeringopportunities• Whichgroups/organisationswillbeworkedwithtosupportincreaseddiversityofvolunteering• Whatwouldbethebestformofdelivery• Whatarethedesiredoutcomesoftheactivity• Howwilltheactivitybeevaluated

The activity should demonstrate how organisations have been supported to increase the diversity of the volunteers that they involve

The activity must include working with one organisation from each of the following sectors: public, private, voluntary and community

The activity should demonstrate how organisations have been supported to increase the variety of volunteer opportunities that they offer. This could include one-off, taster and group opportunities

The activity must include working with one organisation from each of the following sectors: public, private, voluntary and community

The activity should demonstrate how community organisations have been supported in developing volunteering opportunities

The report must cover the action plan described in Output 1 and include the following:• Clearidentificationoftheworkbeingevaluated.• Informationonwhethertheactivitywassuccessful,andifnot,thelearningpointsarisingfromthis• Whatdifferencetheactivityhasmadetovolunteeringlocally


Outcome: The Volunteer Centre or partnerships development activity increases and improves the quantity, quality, and diversity of volunteer opportunities locally.

Activity: The Volunteer Centre or partnership works in close partnership with a diverse range of volunteer-involving organisations across all sectors to develop volunteering. It has an understanding of the potential for volunteering within the community in which it operates, and clear plans for realising this.

The evidence requirements: Developing Volunteering Opportunities

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Refined Activities

The Volunteer Centre understands policy issues impacting on volunteering and campaigns on these through key policy relationships

15. Policy and campaigning activityTIME LIMIT: Not more than 24 months old

Evidence proving engagement with or consultation on a minimum of two issues, demonstrating how they have tried to influence other partners to support the development of volunteering. Evidence for each issue will include:

• Evidenceofaplanningprocessoutliningwhateachissueis,whatactionwillbetakentoaddressitandhowitwillbeevaluated• Howthevoicesofvolunteersandotherinterestedpartiesarerepresented• Supportingdocuments,minutesofmeetingsshowinginput,copiesoflettersandemails,policydocuments,plans,pressreleases, newsletters, printouts of web pages or articles in either local or national newspapers and magazines• Whatdifferencetheactivityhasmadetovolunteeringlocally

If the Volunteer Centre is integrated with another organisation (e.g. CVS), and work in this area is carried out by the host organisation, evidence must explicitly refer to volunteering.


Outcome: The Volunteer Centre’s or partnership’s policy response and campaigning work ensures that volunteering is high on the local agenda and engaged with by decision makers locally.

Activity: The Volunteer Centre or partnership maintains awareness of local, regional and national government proposals and policies which may have an impact on volunteering. It is assertive in its influencing role with key decision makers and the media and also as commentator on volunteering and volunteering related issues.

The evidence requirements: Policy Response and Campaigning

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Refined Activities

There are strong relationships with volunteering stakeholders across the local community

A strategy is in place for the long term sustainability of volunteering support locally

16. Evidence of engagement with other local stakeholders TIME LIMIT: Not more than 18 months old

17. A business plan for development of volunteering infrastructure services locally TIME LIMIT: Not more than 18 months old

Evidence must be provided of working with three of the following:

• LocalStrategicPartnershipand/orLocalAreaAgreement• LocalCapacityBuildersconsortium• RegionalEnglandVolunteeringDevelopmentCouncil• CountySportsPartnership• V• 2012Olympics• Otherrelevantstrategicbodies

Evidence will include:

• Businessplans,volunteeringstrategies,Infrastructureconsortiaplans,partnershipagreementsandminutesofpartnershipmeetings demonstrating ongoing activity, project write-ups and links to websites, agreements about Volunteer Centre staff serving on sub-regional or regional bodies• Minutesofmeetingsdemonstratingtheirongoingactivity• Activityundertakentomonitorandevaluatetheimpactofanychangesordevelopmentsasaresultofworkundertaken• Whatdifferencethishasmadetovolunteeringlocally

The business plan for developing volunteering infrastructure services locally should cover the following:

• Howyouaregoingtodevelopthedeliveryofthesixcorefunctionstoprovideanimprovedservicetovolunteers,volunteerinvolving organisations and other stakeholders• Whichpartnersyouintendtoworkwith• Short,mediumandlongtermgoals(e.g.one,threeandfiveyears)• Whatwouldbethebestformofdelivery• IdentificationofbarriersandriskstothefutureoftheVolunteerCentreorpartnership• Identificationofresourcestosupportdeliveryandensuresustainability• Howtheactivitywillbeevaluated• Thedifferenceitwillmaketovolunteeringlocally

The plan will include the following:

• SMARTtargets.ThesearegoalsthatareSpecific,Measurable,Achievable,RelevantandhaveaTimelimit.• Ascheduleofwork(tasksandactivities)withthepersonresponsibleforeacharea.


Outcome: The Volunteer Centre or partnership takes a strategic approach to the development of volunteering, prioritising the steps needed to address issues which will have the greatest relevance and impact locally; it continually seeks to improve itself and has long and short plans in place to ensure the survival and sustainability of the partnership.

Activity: Local networks and decision makers create positive environments within which volunteering can flourish guided by and drawing on the Volunteer Centre or partnership’s expertise and experience in good practice and policy development.

The evidence requirements: Strategic Development of Volunteering

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Volunteer Centre Branding

Both ChangeUp and Building on Success identify a strong link between the Volunteer Centre brand and Volunteer Centre Quality Accreditation. The Volunteer Centre brand is the public face of quality accreditation.

If, under the terms of the Brand Licence Agreement, a Volunteer Centre chooses to withdraw from use of the Volunteer Centre brand, or use of the brand is withdrawn from it, Volunteer Centre Quality Accreditation will also be deemed to be no longer valid. Full guidelines on the correct use of the brand are available on the VCQA pages of the VE website.

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Definitions

Volunteer centreThe term Volunteer Centre is used throughout this document to denote organisations delivering the six core volunteering infrastructure functions and who are members of Volunteering England, working towards VCQA or re-accreditation.

Informal volunteeringGiving time as an individual to help people who are not relatives.

Formal volunteeringGiving time through organisations (usually charities), groups, clubs, organisations or employers to benefit other people or the environment.

Voluntary sectorComprises organisations which are formally constituted, independent of government, self-governing, not profit distributing and primarily non-business, and benefit from voluntarism (philanthropy or voluntary citizen involvement) – excluding party political

organisations; this definition extends beyond registered charities in England and Wales and also beyond exempted and excepted charities.

Community sectorComprises organisations active on a local or community level, usually small, modestly funded and largely dependent on voluntary, rather than paid, effort; can be seen as distinct from the larger, professionally staffed agencies which are most visible in voluntary sector profiles.

Public sectorThe parts of the economy that are not controlled by individuals, voluntary organisations or private companies (this includes all workers employed in the civil service, the health services, education, defence, non-commercial and commercial state bodies, non departmental public bodies and those employed by local authorities).

Private sectorThe parts of the economy that are not controlled by government and which exist to make a profit – usually used to refer to businesses and corporates (this includes private firms and companies, corporations, private banks, etc.).

LocalLocal is usually defined as a local authority area (unitary authority, district council, borough, etc.). In the context of VCQA, local delivery refers to delivery in the geographical area served by a particular Volunteer Centre.

Sub-regionalSub-regional is usually within a county boundary or metropolitan area.

RegionalEngland is divided into nine regional areas: South West, South East, London, West Midlands, East Midlands, East of England, North West, North East, Yorkshire and the Humber.

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