HEACF: case studies of good practice

Staff volunteering

HEACF is as much about increasing HE staff involvement in voluntary and community activity as it is about recruiting more student volunteers. When university staff take part in projects with and for local people, their involvement exemplifies the university's commitment to reaching out to all sections of the community.

Staff volunteers are thus important ambassadors for university outreach programmes.

Staff have a vast wealth of experience and expertise to offer. Many offer the skills and knowledge they use in their work to benefit others. Others draw upon life experiences more generally. Some staff are proactive in developing and leading projects with student teams (often, but not always, subject-related). Others volunteer as individuals. The diversity of contributions made by staff through HEACF is illustrated by the case studies shown under `Staff volunteering' in the Cross -reference guide (pp9-12).

Universities also ask for academic staff support in promoting volunteering to students. If the member of staff is also a volunteer, this enhances their ability to encourage others to do likewise.

Universities identify a range of potential benefits to encourage staff to volunteer. Some of these mirror the benefits to students: developing and sharing skills; building confidence; facing new challenges; CV enhancement; meeting new people and having fun; experiencing new career possibilities; as well as the satisfaction of giving something back to the community.

Some benefits are more staff-specific, e.g: developing contacts outside work-related networks; raising the profile of the department/boosting kudos through faculty-based programmes; building links with organisations that may help build the university as a business; helping the transition from work to retirement.

Many staff volunteer already, outside of HEACF. Universities are therefore working hard to encourage staff to volunteer within HEACF programmes, in order to take forward projects that build stronger links with local communities. As incentives, they emphasise the value of joining an organised programme of volunteering, with a point of contact throughout, and the information, training and contacts needed for the chosen activity.

There is rarely a shortage of opportunities for staff to volunteer. Local organisations frequently request staff expertise to fill roles such as: school governors, trustees, mentors and tutors. But frequently there is a mismatch between the commitment requested and the time that potential volunteers feel they can offer. Often, the type of project favoured by the donor is the short, one-off project, that can be undertaken by a team of staff and students to achieve transformational results (for example projects that improve a community environment).

Lack of time is frequently cited by staff as a limiting factor. In response, some institutions have instituted an element of paid leave for volunteering. In others, line managers are authorised to grant a set amount of time off for volunteering within local HEACF projects, in order to facilitate, or make possible, employee involvement.

The case study below illustrates how one organisation has committed to turning staff volunteering policy into effective practice.

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