EMPLOYER SUPPORTED VOLUNTEERING
This manual and policy template has been produced by Telford & Wrekin Volunteer
Centre and can be adapted and used by any employer wishing to introduce an
employer supported volunteering (ESV) programme.
For more help and support contact [email protected]
Index
Part 1: The Business Case for Employer Supported Volunteering (ESV) ................................... 3
Why set up an ESV Programme? .................................................................................................. 3
How ESV Fits into Wider Corporate Social Responsibility ......................................................... 3
Key Characteristics of a Successful ESV Programme ............................................................... 4
Benefits to the Community .............................................................................................................. 4
Benefits to the Employee................................................................................................................. 4
Benefits to the Employer ................................................................................................................. 5
Part 2: A Sample Policy for Employer Supported Volunteering .................................................... 7
Introduction ........................................................................................................................................ 7
Aims and Objectives ........................................................................................................................ 7
Training & Development .................................................................................................................. 7
Types of Volunteering ...................................................................................................................... 8
Provision for Leave/ How to Apply ................................................................................................. 8
Insurance, Risk, Health & Safety ................................................................................................... 9
Considerations .................................................................................................................................. 9
Time off for Public Duties ................................................................................................................ 9
Evaluation ........................................................................................................................................ 10
Outcomes for the Employer .......................................................................................................... 10
Outcomes for the Volunteers/Employees ................................................................................... 10
1
Outcomes for the Recipients of the Services Provided ............................................................ 11
Lessons Learned ............................................................................................................................ 11
HR ESV Tracking............................................................................................................................ 11
Record Keeping .............................................................................................................................. 11
Part 3: How to get your Employees Involved ................................................................................. 12
Get the Word Out to Engage ........................................................................................................ 12
Evaluate and Communicate Impact ............................................................................................. 12
Make it Fun ...................................................................................................................................... 12
Get Friends and Family Involved ................................................................................................. 12
Encourage Employees to Develop New Skills ........................................................................... 12
Part 4: Routes to Volunteering ......................................................................................................... 13
Telford & Wrekin Volunteer Centre .............................................................................................. 13
Business in the Community........................................................................................................... 14
Approaching Local Organisations Directly .................................................................................. 14
On-line Searches ............................................................................................................................ 14
Part 5 Appendices .............................................................................................................................. 15
Appendix 1: Volunteering Leave Request - Individual Employee ........................................... 15
Appendix 2: Monetary Value of Volunteering Record and Guidelines ................................... 17
Appendix 3: Monetary Value of Volunteering Tracking Form .................................................. 18
Appendix 4:Monetary Value of In-Kind Support......................................................................... 19
Appendix 5: Volunteering Record - Individual Employee ......................................................... 20
Appendix 6: Brokered Employee Volunteering Feedback Form ............................................ 21
Appendix 7: Brokered Volunteering Feedback Form for Organisation Receiving the
Support ............................................................................................................................................. 24
2
Part 1: The Business Case for Employer Supported Volunteering (ESV)
Why set up an ESV Programme?
Employers are increasingly seeking ways to address the rising expectation that
business should act responsibly, and the relationship between business and the
voluntary sector has moved on, from asking for and donating money, to seeing the
value in forming strategic partnerships that benefit all parties involved.
In line with this, employers are seeking for ways to tie employees’ skills and time and
the donation of resources such as money and gifts in kind to defined business goals
and desired benefits. In 2015, 64 FTSE 100 companies had some kind of ESV
programme.
Businesses are also increasingly linking the importance of their Corporate Social
Responsibility (CSR) with the well being of their staff
The CSR agenda is becoming more people-centric, as organisations recognise that
healthy and engaged employees are critical to sustaining business success over the
long term. And an estimated 1.5m people have volunteered through an employersupported programme.
(Source: Business in the Community)
Many UK companies have learned that encouraging their employees to volunteer is
good for the individual, for the community and for business. Employer supported
volunteers improve the employer’s relationship with its stakeholders, with the local
community in which it operates, and/or with the wider community.
Companies with employer supported volunteering programmes find that:
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Employees are proud to work for them
Potential employees want to join them
Customers feel good about buying from them
Partners want to work with them
Investors want to invest in them
Local strategic partners welcome them to their area.
Whether an employer is supporting existing staff involvement or developing its own
programme, ESV can bring benefits to the company, the employee and the
community. It is a classic win-win situation.
How ESV Fits into Wider Corporate Social Responsibility
Corporate Social Responsibility (CSR) is generally understood to be the expression
of an organisation’s commitment to and acceptance of its role in society. A socially
responsible employer will subscribe to a set of standards of behaviour to make its
impact on society positive and productive. To be effective and visible, this
commitment needs to be backed by resources, leadership and measurement.
3
“For CSR to be mainstream, it needs to touch an organisation’s workforce. In a very
real sense, organisations are their people, and employee involvement is one of the
more potent ways of delivering CSR – besides giving some of the most valuable
returns through enhanced motivation, loyalty, and staff development.”
Source: Business and Society, Corporate social responsibility report 2002, DTI
Key Characteristics of a Successful ESV Programme
Successful ESV programmes fulfil three key criteria:
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Addressing community needs. Employers can play an important part in
helping to solve community problems.
Reflecting employee interests and skills. This can make a real difference to
how employees feel about themselves and their employer.
Meeting business priorities. A programme that is in line with these priorities
can bring tangible benefits to the company.
Benefits to the Community
The needs of some communities present problems that cannot be solved by
governments alone. It is now commonly accepted that the skills and resources of
employees can help to support many of these communities in positive ways.
Employer supported volunteers with professional skills can, for example:
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Produce business plans for voluntary organisations
Create a long-term funding strategy
Help to set up trading arms so that organisations can raise their own funds
Advise voluntary organisations in matters of contractual agreements
Provide IT training
Assist with marketing and PR.
All employer supported volunteers who get involved, whether they are using their
professional skills or not, contribute new talent and energy and increase the pool of
available skills in the voluntary organisation.
Employer supported volunteers can:
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Provide a new and fresh perspective for community organisations
Lay the ground for longer-term partnerships between companies and the
voluntary sector
Increase the awareness of community issues among the employer’s staff
employees and among the general public.
Benefits to the Employee
Community involvement and volunteering offers a whole range of benefits to
employees: It can offer the
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Chance to develop personal skills such as time management, communication
and presentation skills
Opportunity to work in a completely new environment and develop
transferable skills
Chance to meet and work with people from other departments
An extra dimension to life by providing new experiences outside the usual
work and social environment
Opportunity to contribute to an issue that they really care about.
Employers increasingly recognise these development benefits by enabling individuals
to relate what they do in a voluntary capacity to their professional development.
Benefits to the Employer
Those involved in the community realise that by supporting ESV their business
enjoys real benefits that make them stronger and more competitive. Modern
businesses need a highly skilled and motivated workforce, with less emphasis on
technical skills and more on team working, interpersonal skills and flexibility – all
amply provided by many volunteering projects. Employee volunteers are in effect
company ambassadors and can enhance the reputation of their company in the
community.
ESV can help a company’s:
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Reputation and credibility
Recruitment and staff retention
Staff morale and work performance
Training and development
Change management
Government and regulatory relations.
Employer supported volunteering, as part of a wider corporate community
involvement programme, can improve a company’s image in the community in which
it operates. By making strong links with the local community, the company is
demonstrating that it takes its corporate social responsibility very seriously. This
strengthens its reputation in the local and wider community, including the business
world. Employees take great pride and satisfaction in what they achieve through their
volunteer work. The new skills that employees can develop and the new ideas that
they can bring back to the workplace have been proven to enhance creativity and
performance in their jobs. Many companies find that their employee involvement
gives employees the power to make a difference to issues they care about, sending a
clear message that the business cares about its employees.
People are the most important resource employers have. This resource can be built
through a wide range of community investment activities that can be matched against
training and development needs. ESV can complement existing training and
development programmes, with the added dimension of a real-life situation which
traditional courses cannot provide. In an unfamiliar situation, employees can be
5
stimulated into creative thinking and problem solving, and encouraged into real
learning. They are required to use their initiative and take on new responsibilities,
building their confidence and self-esteem.
Involvement in the community can give businesses access to networks and alliances
that help them to keep in touch with a complex and rapidly changing world. It can
enhance networking with other companies and help forge new relationships, as well
as generating powerful alliances capable of tackling community issues. Some
companies direct their employee involvement and partnership support towards
helping community members develop skills and abilities that may make them more
employable in the company.
ESV schemes are very much on the government’s agenda and should be considered
by any employer that wishes to demonstrate a responsible, forward-thinking
approach. Proactive action in this area communicates a willingness to work
cooperatively with government, helps to build a positive profile in Westminster and
with local authorities, and can help to establish good relationships with councillors,
ministers and civil servants.
In a recent survey by Business in the Community 65% of MP’s regarded Employer
Supported volunteering as one of the key indicators of a responsible employer.
6
Part 2: A Sample Policy for Employer Supported Volunteering
Introduction
(ANY BUSINESS) recognises the value of volunteering as an activity which helps
others, creates stronger communities and contributes positively to all our lives. It
recognises that many staff already volunteers and that this is a valuable parallel to
their paid employment. ANY BUSINESS is already committed to supporting staff to
volunteer in their own time.
ANY BUSINESS is keen to encourage ESV as it reflects its commitment to taking an
active role in the community and the development of employees within the
organisation.
The ANY BUSINESS ESV Scheme reflects the organisation’s support for its
employees in carrying out volunteering in the community. This support may take
many forms and ANY BUSINESS recognises the right of employees to privacy in
their volunteering outside of work. However, the Scheme has been designed to
provide a framework to support employees who wish to undertake volunteering in
ANY BUSINESS time, providing the aims and objectives of the Scheme are met.
Aims and Objectives
ANY BUSINESS wishes to encourage its employees to take advantage of the
Employee Volunteering Scheme and hopes that by doing so, there will be
demonstrable impact including:

Developing and strengthening links with the local community by sharing the
knowledge, skills and abilities of employees in community activities,
programmes and organisations
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Enhancing employees’ personal development by helping to develop and build
a range of skills and abilities that they can bring back to the workplace.
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Raising morale and motivation amongst employees.
Training & Development
Volunteering is viewed as a positive activity which contributes to staff’s life long
learning and may be recorded on personal development plans. It can help improve
staff motivation, develop skills such as communication, problem solving, change
management and innovation. It also enables staff to develop their skills in a way not
necessarily possible at work and give them an understanding of issues in their local
communities.
Volunteering can also be considered as a means of team development by
undertaking group tasks. It is an ideal form of team building.
7
Types of Volunteering
There are several ways in which an employee can volunteer within the ESV
programme. They include:

Team Challenges: One off practical tasks completed by a group of employees
typically involves, but not limited to, decorating, painting, or gardening.

Individual volunteering: Employees are able to give regular time, perhaps for
one or two hours per week or month. Activities could include mentoring, sports
administration or helping at a youth club, or befriending an older person.

Skills based volunteering: A wide range of skills is required by voluntary and
community organisations to help maintain and develop more effective services.
Skills based volunteering could include financial or legal services, business
planning, marketing or IT support.
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Board/Trustee Membership: Improve the governance of a voluntary organisation
by becoming a trustee or member of the board.
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Fundraising: Help to raise funds for voluntary organisations.
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In Kind support: Providing a free service to a voluntary organisation including
use of facilities for meetings, limited agreed use of computers or photocopiers.
Provision for Leave/ How to Apply
ANY BUSINESS will allow employees up to X hours volunteering leave per year (pro
rata for part time employees) to take part in voluntary activities. Employees may use
TOIL or annual leave to cover any additional time they wish to give. Flexible working
arrangements may be more appropriate for routine voluntary activities.
All leave is discretionary and subject to the service needs of ANY BUSINESS. Any
leave, or flexible working arrangements, must therefore be approved by an
employee's line manager. Applications should state:
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The voluntary activity and organisation the employee wishes to contribute to.
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The nature of their contribution.
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How this meets the aims and objectives of the Employee Volunteering Scheme.
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Time being requested.
Managers should ensure that volunteering leave is recorded on the employee's ESV
record
ANY BUSINESS will support reasonable requests by employees for the use of its
facilities in support of volunteering, for example, use of computers, photocopiers,
meeting rooms, but these must be approved by their line Manager.
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Insurance, Risk, Health & Safety
ANY BUSINESS’s organisation’s liability insurance covers an employee only for work
duties and it is not liable for employees undertaking volunteering tasks with other
organisations.
It is recommended that prior to commencing a voluntary placement with an
organisation, the employee should ensure that the volunteer-involving organisation:
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has adequate and appropriate public/employers liability insurance
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meets the requirements of the independent Safeguarding Authority,
including Disclosure and Barring Service (DBS) checks, where this is
required for employees volunteering under this scheme
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has carried out, health and safety risk assessments, and offered relevant
health and safety training before the project is commenced
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The volunteer-involving organisation has an acceptable volunteering policy
to ensure a positive volunteering experience.
The policy should include:
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What is expected of volunteers, planned activities, clear instructions, briefing
and training
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What support is offered to volunteers, all appropriate health and safety
policies, the organisation’s facilities, rest rooms, toilets, refreshments etc.
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How appreciation is shown for their efforts e.g. being welcomed at the start
and thanked when finishing
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How they can claim relevant out of pocket expenses
Considerations
Employees should discuss with their line manager where their volunteer activities
involve membership of or involvement with related organisations, or commercial
interests. Activities which cannot be shown to be of benefit to the wider community,
such as services provided primarily for members of an employee's family, will not
qualify for leave under this scheme.
ANY BUSINESS will not support any activity which might bring an employee into
conflict with the interests and policies of ANY BUSINESS.
Time off for Public Duties
If you are a magistrate, local councillor, school governor, or carry out one of the other
public duties listed below, you are entitled to time off from work to carry out your role
according to Section 50 of the Employment Rights Act 1996, which requires
9
employers to permit employees who hold certain public positions reasonable time off
to perform the duties associated with them.
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a magistrate, sometimes known as a Justice of the Peace
a member of a local authority, police authority, local education authority,
educational governing body, health authority or primary care trust
a member of any statutory tribunal, an environmental agency, or of the boards of
prison visitors

However, employees should not commit to take on any public duties with first
discussing it with their Line Manager. Employees who are thinking of taking on
public duties should think through the time off that will be required. This will vary
depending on the nature of the role and any minimum requirements laid down. They
need to think through the implications for their job and consider some possible
solutions before making an application for time off work.
ANY BUSINESS would then discuss with the employee how the time off can best be
accommodated. The scope for flexibility will vary depending on the staff member’s
role. In addition to the requirement to allow reasonable time off, it is worth
considering the benefits from having staff engaging with the wider community and the
additional skills and experience that they will gain as a result.
While there is nothing to prevent an employer from making payment to an employee
for time off for public duties, there is no obligation for payment to be made.
Evaluation
Evaluation of the programme is essential and should consider the outcomes for all
involved.
The questions below may help in evaluating the outcomes:
Outcomes for the Employer
 Did it improve community relations?
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Did it improve team work and leadership?
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Did it enhance or embed employee skills?
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Were there other unexpected matters resulting from the volunteering?
Outcomes for the Volunteers/Employees
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Will they continue to volunteer in some capacity?
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Did the volunteering provide them with new challenges and skills or enhance
existing skills?
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Did they find it worthwhile?
10
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Did they enjoy it?
Outcomes for the Recipients of the Services Provided
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Did the end result match the aim of the volunteering activity?
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Was it a positive experience for the voluntary organisation and its clients/service
users?
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Have there been any measurable impacts on the organisation, the wider
community or service user?
Lessons Learned
Every project should be an opportunity to learn more about your activities and the
charity’s needs and how to make future projects more successful.
In light of your evaluation you should think about what you could do next time to get
even more value from ESV activities.
HR ESV Tracking
An integral part of ESV is to keep track of the employer supported volunteering hours
undertaken by staff. In the same way that working hours, holiday and sick leave are
tracked, it is also possible to track volunteering.
The form included in the appendices is one of the suggested methods of tracking; it
is also possible with some Human Resource Management (HRM) systems.
Record Keeping
Records will be kept by ANY BUSINESS as a means of tracking uptake, monitoring
impact. These will include an assessment of the monitory value of volunteers’
involvement as well as individual volunteering records and feedback forms.
Guidance on assessing monetary value and relevant forms are in the appendices.
11
Part 3: How to get your Employees Involved
The Key to an effective ESV program is a willingness and eagerness by employees
to get involved. In order to do this employer must create an environment that
encourages and inspires staff to participate.
The following good practice tips may help:
Get the Word Out to Engage
Employees can’t get involved unless they are aware of their opportunities to do so.
This becomes more of a challenge when employees are spread out over many
locations. Bulletin boards in the canteen and signs around the office can help so
everyone knows what’s going on, and where and how they can get involved. If you
have an employee intranet use it to communicate volunteering opportunities to all
employees, or use targeted emails to employees based on their skills and interests.
Evaluate and Communicate Impact
To increase participation, provide opportunities for your employees to feedback on
their volunteering. Let them tell you what worked, what didn’t, what could be
improved, etc. Allow them to suggest new causes and events to get involved with.
The more your employees feel their voices are being heard—and that you are
supporting them in volunteering for causes they care about—the more passionate
they will become about supporting your ESV programme.
Make it Fun
Organize contests to get your employees involved. Offer prizes. Perhaps your ESV
programme needs a catchy name or a logo that people can relate to. Let your
employees compete to submit the winning logo idea, or the winning program name.
You’ll have them interested, having fun, and—most importantly—engaged right from
the start.
Get Friends and Family Involved
Create ways for your employees’ friends and family to join them at volunteer events.
This will make it more fun for them and encourage them to volunteer more often.
Encourage Employees to Develop New Skills
Employee volunteering is a great way to let your employees develop new skills.
They may be asked to manage groups of volunteers or coordinate entire events— a
great way to build leadership skills that will help them grow as individuals, and also
perform better in their day-to-day jobs. Plus, it helps you reassure them that you are
genuinely interested in helping them develop skills that will continue to benefit them
throughout their careers.
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Part 4: Routes to Volunteering
Finding volunteering opportunities can be time consuming and without good
knowledge of local groups and issues, it can be difficult to identify suitable groups
and activities for your employee volunteers. Many businesses choose to use an ESV
broker
Telford & Wrekin Volunteer Centre
Telford & Wrekin Volunteer Centre has been providing a Volunteer Brokerage service
for over 20 years. Clients have been: 
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Volunteers who require an effective and satisfying placement that is responsive to
their individual needs.
Volunteer-involving organisations in the voluntary and public sectors that require a
supply of quality volunteers.
It is now expanding its volunteer brokerage service to the private sector using skills,
expertise and local knowledge to offer a bespoke program of consultancy and
support that is flexible to the needs of local businesses and their staff.
Consultancy Services
Initial Consultancy and research to find out exact requirements
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Support in developing an Employer Supported Volunteering Scheme
Support in writing and evaluating policies and procedures
Staff recognition and reward schemes
Support in developing a Skill Based Employer Volunteering Scheme
Generating Reports.
The Volunteer Centre also offers a package of services to support Employer
Supported Volunteering Schemes
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An individual matching service to place staff into skills based volunteering
opportunities
Team challenges
Conference activities and challenges
Monitoring and evaluation
Pre retirement talks
For further information and charges on the services provided please contact
[email protected] 01952 567800
The Volunteer Centre is part of the Telford Pulling Together (TPT) a Telford & Wrekin
CVS initiative. An important aspect TPT is a business forum where businesses that
support charities – or would like to - meet to share ideas and to find out more about
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the charitable sector and its needs and requirements. The forums are held on the
first Thursday of each month at the Telford Whitehouse Hotel from 8 – 10am.The
forums provide businesses with the opportunity to:
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raise their profile
showcase their contribution to the local community
network businesses to business
hear from local charities in Telford
advise local charities
hear about the Telford Community Business Award
Business in the Community
Provide a range of services, practical guidance and creative solutions that help
businesses review, improve, measure and report. For further details Shropshire,
Worcestershire Contact Phil Hunt, Employee Volunteering Manager,
[email protected] on 01902 717 491
Approaching Local Organisations Directly
The local voluntary and community sector (VCS) consists of a wide range of
charities, community groups, tenants and residents associations, social enterprises
and many more not-for-profit organisations or groups.
They will be delighted to hear from any business that is offering volunteers, however,
not all community groups and charities have a Volunteer Coordinator and even
where there is a Coordinator, this person often works part time and will be pressed,
so they may not respond immediately. It is also important to be specific in what you
can offer – If you would like to offer a team of volunteers for a day for a one off event;
or would like to offer a variety of skills on an on-going basis.
Keep in close communication with your volunteer-involving partner organisation
before, during, and after the volunteering takes place. This ensures that everything
runs smoothly and could pave the way for a valuable, long-lasting relationship.
On-line Searches
There are a number of websites that invite people to set up a volunteer profile and
matches them to suitable opportunities. All of them send out email alerts if a suitable
opportunity becomes available.
https://do-it.org/
https://reachskills.org.uk/
http://volunteertelford.co.uk/#s
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Part 5 Appendices
Appendix 1: Volunteering Leave Request - Individual Employee
Name:_____________________________________
All staff have X hours entitlement for employer supported volunteering per financial
year (April – March), pro rata. This cannot be carried forward to the next year. All
activity must have prior approval by your line manager.
Section for employee to complete - Volunteering Opportunity
Name of the
organisation you
wish to volunteer
for
Telephone
number
Mobile
number
Email address
Name of main
contact
Location of
volunteering if
different:
Volunteer role:
Dates and times
of volunteering:
Please give a brief description of the volunteering role
and comment on its potential impact on your work
15
What do you hope to get out of your volunteering? Please comment on any aspects
to do with personal or professional development and the impact you hope to have on
the service user / organisation / wider community:
Section for Manager to authorise request
Impact on workload (staff member and colleagues) discussed?
Impact on working hours / TOIL levels discussed?
Any further comments from Manager:
Authorised
Yes / No
Manager Signature:
Date:
Staff Signature:
Date:
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Appendix 2: Monetary Value of Volunteering Record and Guidelines
Benefits to the Organisation
A tracking form can be used to calculate the monetary value of the volunteer’s effort
in terms of what it would have cost to buy that work in, using the following table:
Volunteer or
volunteer role
Equivalent paid job
e.g. painting and
decorating
Decorator
e.g. marketing
advice
Marketing
professional
e.g. gardening
Agricultural worker
Hourly
wage rate
Total hours
of this role
Value of
this role
Total
Hourly wage rates are available from the Office for National Statistics’ annual New
Earnings Survey
In addition, you should list the less quantifiable benefits received, including:

New ideas generated
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Access to new skills
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Enhanced relationships
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Potential for volunteers to continue to be involved with the charity

Enhanced enthusiasm and morale within your own organisation as a result of
successful completion of a project
Benefits to the Community
You should also list the benefits delivered to the community or to your client group.
This might include the value of services that would not otherwise have been made
available, or of new facilities created.
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Appendix 3: Monetary Value of Volunteering Tracking Form
This form was created in Excel and can be copied and pasted into a spreadsheet if
you wish to use the automatic calculation
Examples of typical roles for ESV are listed below
Hourly wage rates are available from the Office for National Statistics’ annual New
Earnings Survey
Volunteer or
volunteer role
Equivalent
paid job
e.g. painting and
decorating
Decorator
e.g. marketing
advice
Marketing
professional
e.g. gardening
Agricultural
worker
Hourly
wage
rate
Total value of
project
18
Total
hours
of this
role
Value of
this role
No of
persons
Value of
this role
Appendix 4:Monetary Value of In-Kind Support
Cost category
Details
Staff time
Pro-rata salary
Advertising
Cost of producing and placing paid-for
adverts
Recruitment
Printing leaflets, briefings, proposals etc.
Induction and training
Materials, refreshments, fees for external
training
Expenses
Travel and subsistence expenses (if
applicable), refreshments provided on the
day
Supplies and
equipment
Any materials, resources, equipment used
solely for project
Overheads
Rent and utility costs where buildings are
maintained solely for volunteers, volunteer
insurance etc.
Total for the year or
project
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Value
Appendix 5: Volunteering Record - Individual Employee
Name:_____________________________________ financial year: 20__-20__
All staff have X hours entitlement for employer supported volunteering per financial
year (April – March), pro rata. This cannot be carried forward to the next year. All
activity must have prior approval by your line manager.
Date
Hours
Organisation
Activity
Approved
(By line
mgr.)
(if applicable)
Total number of hours: ________
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Appendix 6: Brokered Employee Volunteering Feedback Form
In order to for the Volunteer Centre gain important information from your recent
volunteering activity, please complete this feedback form.
Contact name
Organisation
name
Telephone
number
Mobile
number
Email address
Name of main
contact
How many people benefited from the
volunteers’ help? Give approximate
numbers e.g. 1 – 10, 10 – 25, 25 – 100
Did it improve community relationships
and has it made a difference?
How did you tell people about it?
Were you consulted about the activity
beforehand?
Is there an opportunity for the
Volunteer Centre to speak to the
organisation you helped?
Did local press turn up?
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If so, for which publication?
How did you hear about the opportunity
How satisfied were you with the Team
Leader?
1
2
3
4

How satisfied were you with the group
of volunteers on the day?
1

2
3
4

How satisfied were you with the final
outcome?
1

Are you likely to continue volunteering
in some capacity and how will you do
this?
Did you complete the work agreed?
If not, has another time been arranged
to complete the work? When?
Are there any other opportunities that
others could be involved in?
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5
5

2
3
4
5

Any additional comments you would
like to make?
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Appendix 7: Brokered Volunteering Feedback Form for Organisation Receiving
the Support
In order for the Volunteer Centre to gain important information from your recent
volunteering activity, please complete this feedback form.
Contact name
Company
name
Telephone
Mobile
Email address
Main contact
Did the ESV Make a Difference?
1–5
How many people helped with the
activity?
Did the end result match the aim of the
volunteering activity
Did it improve community relationships
and has it made a difference?
Were the volunteers involved in the
decision as to the activity that they
were going to take part in?
How did you hear about community/
employer supported volunteering?
24
5 – 10
10 – 15
15+
How satisfied were you with the Team
Leader?
1

2
3
4
5

How satisfied were you with the group
of volunteers on the day?
1

2
3
4
5

How satisfied were you with the final
outcome?
1

2
3
4
5

Did the volunteers complete the work
agreed?
If not, has another time been arranged
to complete the work? When?
Are there any other opportunities that
others could be involved in?
Any additional comments you would
like to make?
25