Statement on Volunteering in Social Services

Volunteers are a powerful force for change. They are a strategic human resource who can add value to the work of paid staff in social services, in order to help Social Services Departments (SSDs) meet their direct responsibilities for providing care, support and protection to children and families, elderly people, people with mental health problems, people with disabilities, and people with learning disabilities.

People volunteer in the public, voluntary and private sectors. Involving volunteers often involves working in partnership with other organisations, with the benefit of providing 'joined up responses' to problems.

Volunteers are complementary to, and can add value to, the work of paid staff, whether through voluntary organisations (either by contract or by informal arrangements) or within in-house services. They can help and support SSDs to achieve their aims.

Volunteers, by the very distinctive nature of volunteering, can sometimes be more responsive and flexible than paid staff. They can extend the resources available, add diversity to services, and provide more choice for service users.

Volunteering in social care, whether in SSDs or the voluntary sector, provides an opportunity for people to be active in their communities by making links with the local community and


networks. It can allow people who are traditionally socially excluded to become more included and empowered by making a contribution as volunteers.

Volunteers can bring new skills, enthusiasm and a refreshing perspective in whatever area they work. They can add an informal and personal touch, making resources more user-friendly. They can support paid staff and professionals in their work, allowing them to focus on their statutory duties.

Volunteering also allows employees to make a contribution in their own communities. SSDs could consider Employee Volunteering policies to encourage and support staff in their own volunteering.

Volunteering needs to be safe for both service users and volunteers. Good practice in the management of volunteers will help to minimise risks and ensure that volunteers operate safely.

Volunteering needs to be properly resourced and supported if it is to be successful and safe. Consideration needs to be given to recruiting and funding staff (volunteer managers or co-ordinators) to recruit, place and support volunteers. Paid staff who are responsible for deploying and involving volunteers will need training to work alongside volunteers, a budget for volunteer involvement and time to supervise volunteers.


Principles for Volunteering in Social Services

Distinctiveness: The contribution volunteers make is distinctive. Volunteers are not the same as paid staff. Differences in their time commitment, their contribution and the relationship they develop with the organisation need to be understood and reflected in the way they are managed.

Additional: The tasks that volunteers carry out are additional and complementary to the work of paid staff. Their roles should not be a substitute for paid workers. Volunteers should have appropriate and clearly defined roles.

Value and diversity: Volunteers can contribute to social services by adding value and diversity. Volunteering provides opportunities for people from a variety of backgrounds to become involved in their communities. It allows for people who are socially excluded to bring their skills and experience to a wide range of situations and help build links and bridges. People from different backgrounds, education levels, ages, disabilities, and from black and ethnic minority communities, can contribute their skills and experience.

Quality: Volunteers can thus enhance the quality of a service by adding value and diversity. Volunteers should be involved in meaningful and important work which should be carried out to a good standard.

Reciprocity: There is reciprocity in volunteering: it is a two-way process. Volunteers are motivated to volunteer for a variety of reasons and it is important to understand these. They include worthwhile achievement and helping others, learning new skills, and gaining


social support networks. It is crucial to balance and match these aims with the needs that must be met and the tasks that must be undertaken.

Parity and recognition: Volunteers, while not paid staff, should have a parity of esteem with them. They need clarity about their roles and responsibilities, induction, supervision and support, training and opportunities for development. Volunteers should abide by, and be subject to, the organisation's policies and procedures on health and safety, equal opportunities and confidentiality.

Investment: This parity requires investment in volunteering and senior level management support. Although volunteers give their time, skills and talents for free and bring added value and diversity, their management requires adequate resourcing. Volunteers' out-of-pocket expenses should be reimbursed, and staff responsible for involving, managing and supervising volunteers should be supported with time, training and recognition.

Safety: Volunteering needs to be safe. Good practice in the management of volunteers is essential to minimise risks and to operate safely.

Choice: Service users have the right to choose not to engage in volunteer activity if it is not right for them, and social service staff should be consulted about working alongside volunteers. Volunteers should have a choice of voluntary work and be allowed to opt for specific roles. Choice adds to the involvement of a wider variety of volunteers.