Coronavirus (COVID-19) volunteering - third sector perspectives: survey report

8 Learning from the pandemic

Finally, we asked all survey respondents to reflect on learning from the pandemic, and what has changed for their organisation in relation to volunteering. We also asked them what they thought could be done differently or better, if a similar situation ever arose in the future.

8.1 VIO reflections on change and learning from the pandemic

VIOs talked about two main areas of internal change and learning that they had experienced during the pandemic: the shift to remote, online and digital forms of volunteering; and the need to support volunteer wellbeing. When asked what the wider response could learn or do better in the event of a future emergency, they talked about the need for adequate funding for volunteering, clear guidance, and the importance of prioritising local-level decision-making more in any future emergency response.

8.1.1 The move to remote, online and digital volunteering

Around one third of the responding VIOs highlighted the shift to online, remote and digital forms of volunteering as the most important change and learning that they had experienced during the pandemic. VIOs recognised that this shift to remote volunteering has:

• allowed volunteering to continue in many cases;
• enabled beneficiaries who were remote or isolating to be reached;
• enabled organisations to engage a wider geographical pool of volunteers;
• supported communication and contact during a time when this was not possible face to face.

Whilst organisations also acknowledged the challenges that remote and digital working poses in terms of the potential exclusion of some volunteers and some service users, many VIOs felt that they wanted to retain some of the flexibility and benefits that online/remote volunteering can bring, and intended to maintain some degree of online programme, alongside blended approaches and a return to face-to-face volunteering.

It seems clear that the best of remote volunteering can offer real opportunities and that there is currently a real appetite and enthusiasm to build on this and integrate the aspects that work well. For some VIOs, there was a sense that the pandemic has accelerated a move towards digital working that was already in train.

'Remote volunteering opportunities are now normal practice within our organisation. 15% of volunteers surveyed in April/May 2021 will be looking for remote only opportunities. 21% are looking for face to face and 64% are looking for a blend of remote and face to face when restrictions ease. This mirrors our service user survey and appetite for the future.'

'As already highlighted, the online volunteering has allowed us to be more inclusive although that needs to be balanced with digital inclusion as a strategy for funders and Scottish Government going forward. Third Sector COVID Recovery funding allowed us to rapidly respond, purchase equipment for online learning and volunteering and access expert support to help the staff here at [our organisation] learn the digital skills to effectively reach our volunteer team and keep them engaged and on purpose.

We are aiming to deliver blended learning for our courses and some of our volunteering going forward.

We are piloting outreach work in small fragile and outlying communities where no other services exist. Some of that is having a physical presence in village/church halls for 6-8 weeks delivering upcycling, craft, heritage, design and technology skills as well as delivering online learning and volunteering (blended).'

'Yes - I believe future provision will allow us to encourage and support counselling volunteers who wish to work remotely. This will benefit some clients who cannot travel to access in-person counselling, perhaps because of mobility issues, rural living, or caring responsibilities.'

'The charity is happy to adopt the digital changes forced on us by the pandemic, we had often talked of developing a digital offer to reach remoter areas of [our area], to be more inclusive and to get round the difficulties of expensive and infrequent public transport for young people.'

VIOs recognised that this commitment to greater flexibility and remote volunteering needs to be balanced with the recognition that for many volunteers, the experience of volunteering alongside others is of great importance:

'We are working to develop more flexible volunteering options which – whilst already started pre-pandemic – has now become a priority post-pandemic to ensure service sustainability. …We have moved our training online and this has also been a real benefit. However, there is no doubt that many, many volunteers have missed the community of their branch as...strict public health adherence has affected both practical interaction…as well as the softer elements of community, such as social events.'

Some respondents talked about the need for systems such as a 'volunteer passport' that would enable flexible redeployment of volunteers, or a process to enable more rapid PVG checks, as part of emergency preparedness measures.

'Have a programme already in place for existing volunteers who have been through appropriate PVG checks and training to be able to support people in their community. Volunteer Passport?'

8.1.2 Recognition of volunteers, and support for volunteer health and wellbeing

The second area that VIOs particularly highlighted as a way in which their organisations have changed in how they work with volunteers was an increased focus on recognising and valuing volunteers, and in supporting their health and wellbeing. VIOs felt that the pandemic has brought real attention to the role and importance of volunteers in Scotland's communities, while the challenges of the pandemic have brought the need to support volunteer wellbeing into sharper focus for many VIOs.

'We have always valued volunteers, their dedication and the support they offer but during COVID and now we appreciate them even more. for example, our food delivery service was absolutely critical for many local vulnerable families. It was literally a lifeline for many and for a time, our volunteers delivering food parcels were the only other humans they spoke to over a given week. Volunteers will continue to help us enhance our services; our effectiveness and the impact we have on our user groups.'

'It has showed us the value of our volunteers even more, and emphasised their strengths and commitment to helping people. Sometimes supporting volunteers remotely is a bit more challenging, as you can't have that incidental 'catch up' in the office, at the kettle or kitchen. We need to be more intentional about being open and available to volunteers.'

If we had to respond to a similar situation in future, there are a number of areas where VIOs think that organisations coordinating policy and responses at national or local level should do things differently.

8.1.3 Funding volunteering adequately

VIOs acknowledged that the emergency COVID response funding for third sector organisations (from Scottish Government and other funders) had been a lifeline. They also appreciated the funding support that has been given for digital inclusion, which emerged as a key concern for many organisations as they moved to supporting service users and engaging volunteers remotely.

Where simpler and quicker emergency funding processes had been put in place, VIOs appreciated this and felt that this could be an important tool for the future.

However, the funding support needs for volunteering remain significant. VIOs stressed the need for continued investment in volunteering, and in community and third sector organisations – and that this is an important aspect of ensuring readiness for future emergencies.

'Provide…significantly more funding for volunteer development and maintenance nationally and locally. We cannot continue to expect the voluntary sector to 'pull the rabbit out of the hat' and find the money required to support and develop volunteers.'

8.1.4 Continue investing in digital inclusion to support future preparedness

Several VIOs identified that digital technologies had played a key role in the response to the pandemic, and that this needs further investment and support to ensure that organisations and individuals are sufficiently equipped with digital technology and skills as part of readiness for any future response.

'Ensure that we have fit-for-purpose policies in place to maintain a digital communication link with those least likely to adopt this technology without direct help and encouragement. It's often the case that the most vulnerable and most in need of the services provided by local health and service providers, are also the same demographic least able to afford, nor willing to learn how to cope, in the digital age. The pandemic proved we had a strong local network of people willing to help their friends and neighbours when times got tough. The digital network to those in need has to be equally robust.'

'Given the ICT accessibility issues for many people there needs to be a wide development of ICT infrastructure within local authorities so that those who neither have the skills or financial means to access ICT are supported to do so by the local authority. Many services switched to online provision during the pandemic which exacerbated the existing digital divide. For our service users involved in statutory matters, in which the legislation underscores the responsibility of those with statutory responsibility to ensure the participation of the service user, ICT support was more or less non-existent. The led to a reduction in service user rights being upheld and in the ability to participate in decisions being made about them.'

8.1.5 Emergency response: providing clear information and guidance

Another area where many VIOs suggested there could be improvements in a future emergency situation was to provide timely and clear information, advice and guidance in relation to volunteering. While VIOs acknowledge the pace of change of information due to the pandemic some struggled to understand which restrictions applied to volunteers and staff, and many organisations talked about the time it took them to comb through rapidly changing guidance to try to work out what they could and could not do. VIOs would also have liked more rapid information at the start of the pandemic to allow groups to mobilise more quickly.

'I appreciate that guidance produced was very fluid due to the changing situation but, even now, guidance is confusing and vague and very changeable. This can set up expectations and then cause upset, disappointment when things cannot happen. The voluntary sector have been essential during the pandemic and if it were to happen again good, clear guidance for the sector and what can and can't be done is a priority.'

'Policy makers at all levels need to communicate effectively and acknowledge that not everyone is a middle class professional with a tertiary level qualification. The language used for the pandemic was often inappropriate, full of jargon e.g. flattening the curve and far too many acronyms.'

'Make sure that the restrictions around volunteering are clearly outlined in policies. It felt like a real struggle trying to figure out what restrictions applied to volunteers and where there were exemptions.'

'Guidance needs to be quicker, e.g. all volunteers over 70 were paused in March 2020 but guidance about resuming is mixed.'

8.1.6 Giving priority to local-level decision-making in emergency response

VIOs also emphasised the need to recognise the importance of local-level decision making by local organisations within any future emergency response. VIOs felt this could have been achieved through better communication and engagement with local groups and organisations, and for these groups to be included more effectively in local area decision making. Considering policy and campaigns at local levels and adapting these to the needs of local areas was also raised by a number of VIOs.

'Recognise the role of community response to COVID and ongoing support to communities in addressing local needs. Statutory services shut down but local volunteers ensured that local people were supported. Need to resource the third sector properly to ensure they can continue to build local capacity and support volunteers.'

'Focus on smaller scale local responses which have the ability to act quickly and responsively.

'Better communication on a local level. More flexibility to adapt national policy to work at a local level.'

'Possibly that a one size fits all may not work for the situation and some decisions should be taken at a local level based on the current risks and/or capacity of local organisations.'

'Please, please, please listen to small, one off, grass-roots charities. We know what happens in our communities, we provide valuable work and support to our communities (at low cost)…. We deserve an equal seat around the table – alongside public agencies, national charities and statutory services and yet, after decades of saying this, we are still overlooked or not treated as an equal. Make a positive change here and include us fully.'

8.2 Infrastructure organisation reflections on change and learning from the pandemic

We asked infrastructure organisations what they would do differently if a similar situation arose in future, and what policy makers and other stakeholders should do differently. Four main themes emerged: better and more inclusive emergency planning and preparedness; enhanced partnership working; prioritisation of local decision making and flexibility of response; and clearer guidance in relation to volunteering.

8.2.1 Planning and preparedness for future emergency situations

Several respondents stressed the need for there to be better planning in place to support the response to any future emergency situation. Responses perhaps reflected the fact that many infrastructure organisations – TSIs in particular – had not necessarily been actively involved in resilience planning arrangements prior to the pandemic, and that better planning across all agencies would have helped. There was recognition that resilience planning arrangements have become more inclusive as a result of the pandemic, and that awareness of existing groups and structures has increased, and that this will be beneficial in future.

'Be more prepared - have processes/systems in place and ready to go. Have crisis volunteers already registered who can be deployed quickly and effectively. Support existing resilience groups to be ready to go.'

'We want to put things in place now, resilience planning, registrations and training in communities that will ensure that we are better able to support the identification of individuals, organisations and opportunities to maximise investment if necessary in the future. We are a more active part of the resilience planning process now and that will make a big difference.'

Organisations also felt that the internal resilience structures and systems that they have developed during the pandemic make them better prepared for dealing with a future crisis. They also recognised that the investments many of them have made in digital technology and IT platforms to support their work and wider engagement have been an investment in future preparedness.

'Having developed a methodology for remote recruitment, onboarding and deployment - which we will continue to invest in - we will be very well placed in the event of future similar situation. We are a far more resilient organisation as a result of the past 18 months.'

'I think overall we have responded very well and have been more prepared and agile than perhaps we expected (luckily we had done some IT upgrades and begun more online delivery over the last few years so we had the basics in place we just accelerated the change hugely).'

8.2.2 Better partnership working

Partnership working – both at local levels between key partners, and between national and local levels – was a clear emergent priority, and something that infrastructure organisations felt could be better managed in a future crisis. Many organisations expressed that they would seek to approach partnership working differently from the outset of an emergency situation, building more collaboration between key partners.

'Encourage greater collaboration between local resilience partnerships and the TSI. Encourage greater collaboration between national strategies and the local reality.'

'To work closer with mutual aid organisations right from the start. To encourage them to grow with our support.'

'Having the local volunteer response more streamlined and greater partnership with local authority and NHS initially would have been beneficial but unsure how we could have changed this.'

'Good communication and ensuring that all key stakeholders are around the table to help shape the response. These stakeholders should be identified now and advised they will be called upon to support any future response.'

'Put a requirement in place that NHS. local authority and third sector should work together consistently across the country to meet local needs and put a suggested process in place.'

There was also a view that the Scotland Cares campaign should have been developed on the basis of local needs and coordination with local actors, rather than a top-down national campaign.

'Linking up with the TSIs before launching something as wide reaching as the Scotland Cares campaign would be a key difference. The trust shown with regards to TSIs assisting with funding decisions, utilising the local knowledge we have accumulated, was great and demonstrated exactly why the local TSI model works.'

8.2.3 Prioritising local decision making and flexibility of response

Like the VIOs, infrastructure organisations emphasised the importance of devolving key decision making and coordination to local areas, and decentralising funding decisions in order to enable a more rapid and flexible local response.

'Policy makers need to respond more rapidly to emergencies, they need to have an emergency plan and have good links to communities to do a rapid needs assessment. Not all communities have the same needs so the response needs to be flexible.'

'National stakeholders could engage earlier and more collaboratively with the local response.'

'Ensure that local contacts are involved at the earliest opportunity, when dealing with an emergency that requires for local lockdowns, restricting movement we need key local contacts to be at the table to talk about the local needs and local capacity.

It would be good to have an overall picture of how involved each TSI was in the planning of support in their area, this will help identify areas where there needs to be some additional links between our National stakeholders and the local contacts.

Having a more local approach to how emergency funding could be distributed to local 3rd and community sector organisations, this will ensure that funding can be targeted to meet local needs and not required to fit into a national picture, allows for demographic differences, inequalities and ensues that emergency support is targeted to those that need it most and not determined by areas of deprivation if this is not the emergency response required.'

'Without the national emergency response funding schemes for community organisations, thousands of vulnerable people would have had no support, through an incredibly scary and unprecedented time. The efforts of the third sector groups managing this funding were outstanding, we hope this would be a first choice for delivery of funding to support community needs in future.'

'Provide clear guidance and signpost for supports but decentralize more resource to enable local partnerships to develop appropriate local response using existing local knowledge and experience and relationships.'

Some respondents felt that certain aspects of decision making during the pandemic had been more responsive, flexible, or devolved, and wanted to ensure that this could be retained within future emergency responses.

'There was a great degree of flexibility in many of the responses to the pandemic. There has to be greater flexibility built into future resilience planning.'

8.2.4 Clearer communications and guidance in relation to volunteering

Some infrastructure organisations stressed the need for clearer communications and guidance in relation to volunteering in the context of the changing COVID-19 restrictions, and for more proactive engagement with the voluntary sector in relation to the development of national or local level guidance.

'At times there was confusing and conflicting information about COVID, restrictions and volunteering. A vast amount of public service information was distributed across a variety of mediums, which at times felt that key messages were competing with one another for space. In addition our TSI had to translate this information into other languages to ensure this complex information was accessible to speakers of other languages. This was at times challenging as guidance changed quickly.'

'A consistency on guidance on how TSIs/volunteer centres could link in with local hospitals or health centres would also have been good. We're aware that some TSIs were contacted by local HSCPs and health boards to assist with the recruitment of vaccination and/or testing centre volunteers but we were not. That is fine it itself but again the national messaging was at odds and left members of the public confused and frustrated that their offers of volunteering weren't able to be utilised.'

'Ensure there is one trusted source of info that can be shared and promoted specifically for volunteer involving groups – it took our staff considerable time to pull all required info together for groups on a regular basis, which was replicated across other areas in Scotland, e.g. current regulations, how to guides, essential safeguarding checklist, good practice, off the shelf policies as templates.'

'There has never been national guidance on volunteering and the Government routemap. We have all had to reinterpret it locally, and try and work out where volunteering fits in. It would have been good if Volunteering Scotland and the Government had worked together to provide proper guidance on volunteering. Many of the national organisations provided 'guidance' which really just referred people back to the Government guidance. …There was a lot of reinventing the wheel going on, with us all producing local guidance.'