ENABLING OUR COMMUNITY Volunteer Strategy 2017 2019 1
We make a living by what we get, but we Make a life by what we give. - Winston Churchill Welcome from the volunteer coordinator 4 The aim of the volunteer strategy 5 The vision of Brighthelm 6 Our commitment to volunteering 8 Our plans for volunteering 2017-2019 10 2 3
Hello from the volunteer coordinator, As the volunteer coordinator for Brighthelm, it gives me great pleasure to introduce the centre s first ever volunteering strategy. As a community centre, volunteers play a vital part in building and maintaining the centre as a vibrant, exciting and functional community resource. Volunteering is right at the heart of everything that we do, and the mandate for an active and sustainable volunteer community is paramount to our success. I am incredibly privileged to be able to work with such a dedicated team of volunteers, who day in and day out never cease to amaze me with their commitment. Volunteers come in all shapes and sizes but each one is a valued individual. If you re mowing the grass in the garden, contributing to the re-design of our café or anything else in between, you re having a huge impact on our guests and the local community. As a volunteer department, we are committed to improving the service we offer to volunteers for the mutual benefit of the individual as well as the centre. Over the next 18 months the volunteer strategy will play an important part in shaping where we are, where we go, and the impact we can have on our city. This brief publication seeks to outline and give context to what volunteering at Brighthelm will look like as we move forward. I m hugely excited to see where the next 18 months lead us, but we can t do it alone. I m looking forward to strengthening our friendships, community relations and collaborative ties as we look to make a difference in our community. Jacob Whiteside Volunteer Coordinator The aim of the volunteer strategy: As an organisation we are seeking to develop a volunteering programme that adheres to our values of promoting community and sustainability. We believe that a strong volunteer community will not just have an impact on Brighthelm but will shape and inform the way that we operate. Sustainability is a key element to this, because by ensuring the longevity of the effectiveness we are securing the future of the centre. The volunteer strategy has four main aims: To unify the organisation If volunteering is to succeed at Brighthelm we need all invested parties (be that governance, staff, volunteers, tenants and customers) to have the same understanding as to what volunteering at Brighthelm seeks to achieve. To make known our commitment to volunteering We want all organisations, volunteers and future volunteers to know that Brighthelm is fully committed to developing, maintaining and increasing a happy and effective volunteering community at Brighthelm. To increase the impact volunteering has on Brighthelm and the local community Our volunteers already have a huge impact on the centre and the surrounding areas, but we want to enable volunteers to make even more of an impact. The greater impact our volunteers have the richer our collective communities will be. To improve the volunteer experience Brighthelm is looking to create a volunteer experience that is exciting, engaging, developing and meaningful. We are committed to the mantra that volunteering is a two-way process and will not operate our volunteering programme outside of this. 4 5
The vision of Brighthelm Brighthelm is a well-established community venue situated in the heart of Brighton. We provide professional and unique spaces for meetings, events, contemplation and inspiration. Brighthelm is a charity driven by core Christian values with a mission to provide an unconditional welcome to building users and to have a positive impact on the local community. We particularly focus on the areas of education, skills development, volunteering and seek to promote environmental sustainability in everything we do. Volunteering at the Brightnow café was definitely one of the the best experiences I ve had. It is a great opportunity to learn some new skills and to get to know many nice people. I really felt like I was part of the community and I enjoyed every single day of my volunteering period. I would highly recommend volunteering at this lovely place to everyone! Merel Cafe and Kitchen Volunteer 7
Brighthelm s commitment to volunteering: Volunteering is central to Brighthelm s organisational strategy and we are extremely committed to our volunteers. It is important to us that volunteers see that we establish a two way relationship with them, with both Brighthelm and the volunteer benefiting from the experience. Brighthelm will: Actively involve volunteers in all areas of our organisation, and allow them the opportunity to shape the community. Give volunteers the tools they need to succeed. Ensure volunteer contribution to the centre is recognised and celebrated. Ensure volunteers are well treated and not exploited. Give volunteers the opportunity to improve their practice and gain new skills. Establish open and strong communication, and ensure volunteers are listened to. Brighthelm asks that volunteers will: Actively engage in a two way discussion with the centre regarding their volunteering. Look to uphold the vision and values of The Brighthelm Centre. Be respectful of the diverse community we are in, accepting individuals and groups as they present. Be capable of completing their volunteer role to a good standard. Volunteering is the lifeblood of the Brighthelm Centre as without volunteers we could not function daily. We try as best we can to match volunteers with tasks that they find fulfilling and gain some working knowledge from, thus broadening their skillset. Working alongside and with volunteers we want to send a message out to the community that we care, and that those who volunteer are valued deeply as their contribution is testament that they care about Brighthelm and the local community. Paul Maxted Centre Manager 8 9
Our plans for volunteering 2017 2019 Improve training and development of volunteers. To aid the two way volunteering process, we need to make sure that volunteers are successfully inducted, trained and retrained. This is to ensure that volunteers are equipped to carry out tasks to the best of their ability for the benefit of both the centre and the volunteer. Introduce a new departmental specific induction and training programme. Introduce a revised mentoring and checking in system. Further develop accredited training opportunities for volunteers as budget allows. Increase skills based and employer supported volunteering projects. We have already identified many projects within the centre that have a specific goal, outcome or end time would be applicable for one off project volunteers. We want to develop the availability of one volunteering projects to local, national and international organisations who give staff time to volunteer. Review our systems and processes to ensure we are easily able to accommodate project and skills based volunteers. Approach a variety of local, national and international organisations to develop partnerships to increase the flow of project and skills based volunteers. Further engrain volunteers into the heart of the organisation. As already explored, volunteers are central and vital to the success of the centre. Over the next 18 months we would like for volunteers to take ownership of their roles to ensure that volunteering at the centre is a true partnership. We won t be able to develop our volunteer programme without volunteers having a strong voice as to when, why and how they volunteer. Put in place regular departmental volunteering focus groups. Promote an open and non-dismissive atmosphere. Develop new volunteering opportunities and further develop existing volunteer opportunities. In order to ensure volunteers have a measurable impact on the centre we need to create roles and develop existing roles to give volunteers the opportunity to be involved at the deepest level. Revisit, review and rewrite all existing role descriptions with volunteer involvement in the process. Spend time reviewing all tasks throughout the centre to identify potential new roles and volunteer recruitment opportunities. Increase availability of short term high frequency volunteering opportunities. (Similar to and including internships, international placements and more.) Within the centre there is the opportunity for short term high frequency volunteering placements and we would like to increase these opportunities. Brighthelm has a lot to offer individuals who are looking for such placements in terms of work experience and these individuals also have a lot to offer to us. Further develop professional relations with local employment schemes and training agencies. Review our systems and processes to ensure we are easily able to accommodate these types of placements. 10 11
www.brighthelm.org.uk/volunteering volunteering@brighthelm.org.uk Designed Voluntarily by libbywhiteside.com