Valuing people

Valuing people

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Introduction

This is not an HR pack, rather a resource with some templates to provide support for Branches

Scottish Disability Sport (SDS) currently has 13 member Branches across Scotland. Each Branch has an important role in the promotion and development of sport and physical activity for participants with disabilities of all ages and abilities with physical, sensory, or learning disabilities. A strong, effective, and well-managed Branch is critical to providing appropriate activity opportunities, engaging with existing and potential participants, providing links to competitive sporting pathways, and embedding inclusive practice throughout the local area.

Branches are the lifeblood of SDS and it is imperative that those in responsible positions recruit and retain knowledgeable and committed personnel as volunteers or employed staff. The value in recruiting the best available people is immeasurable. SDS officers will try to ensure Branches are supported during the identification and recruitment of Branch personnel. Consequently, SDS has prepared and will make available to Branches, templates for use in areas such as recruitment, induction, recognition, and retention.

This pack is not a definitive guide, rather a supporting toolkit for Branches to use or reference when engaging people to contribute to their organisation. The templates attached within are free to be used and amended by Branches when considered appropriate. The resource also aims to signpost to appropriate additional information.

People make things happen.

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1. Contents page

1. Introduction 1

2. Contents 2

3. 10 tips for a successful Branch 3

4. Benefits of being part of a Branch 5

5. Pre-recruitment 6

6. Recruitment 7

Who do we want to target & why people volunteer? 7-8

Recruitment Flowchart 9

How to target and where to advertise & recruitment policy 10

Examples of Recruitment Documents 11

Interview Process & Payment of Coaches 12 – 14

Induction 14

7 Recognition and retention 16

8. Appendices/sign-posting 18

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2. 10 tips for a successful Branch

1 Look to the future (but remember your past).

Committee members/Trustees should always act in the best interests of the Branch. They should learn from the past, be active in the present and plan for the future. Members/Trustees should keep up to date with changes in the physical activity and sports sectors, consider different ways of engaging and retaining participants and welcome/embrace the new technologies. Members/Trustees should have different skill sets and be encouraged to upskill as and when required

2 Bring your Members/Trustees together away from meetings

A Committee needs to be able to work as a team, which is much easier when you know each other on a human level. However, it is difficult to build genuine relationships when you only spend time together in meetings. Often, the introduction of informal inductions and other events can strengthen the team dynamics.

3 Be open about conflicts of interest

There will always be conflicts of interest. Members/Trustees may have to address issues that impact on their professional or private lives or even family members. This does not automatically result in non participation but there is a responsibility to declare an interest.

4 Be prepared for debate, but accept the group decision

Members/Trustees become involved with a Branch because of their interest in sport and/or participants with disabilities. Invariably they are passionate, and this can sometimes lead to challenging interaction between individuals. The important thing to remember is that once a collective decision is taken, team members move forward together.

5 Look externally for advice if required

When there are gaps in expertise within the team, Members/Trustees should have the confidence to look elsewhere for advice

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6 Keep your membership fresh

There are no hard-and-fast rules about terms of office for Members/Trustees, but it is good practice to have an element of turnover within your Committee/Board. It is good practice to be open and transparent about this approach. It is often more acceptable to have a four-year renewable term with a maximum of two terms, than to have an unexpected and difficult conversation when you think it is time for a Member/Trustee to move on.

7 Be flexible, creative and considerate

Some of the most successful organisations have flexible and creative approaches to their meeting formats. Face to face and online meetings should be considered as well as topic/project based subgroups. .

8 Buddy up with other organisations

Interacting with external organisations or Committees/Boards within our own sector can help to inspire and motivate Members/Trustees and identify solutions to challenges. This approach is often mutually beneficial.

9 Seek support if you are struggling

Do not be afraid to ask for help from Scottish Disability Sport, sportscotland, local volunteer organisations or even individuals with specific skill sets.

10 Celebrate your Committee

Committee members/Trustees contribute enormously to the running of Branches. The experience should be rewarding, and Members/Trustees should never be in any doubt about how much they are valued and appreciated. Never forget to recognise their contribution at AGMs and Annual Awards in particular.

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4. Benefits of being part of a Branch?

SDS has detailed the membership benefits below. Please amend to suit your Branch:

ENGAGE & PARTICIPATE

• Sharing of good practice within the Branch network

• Access to SDS services - Funding opportunities

• Access to SDS services - Officer support and advice

• Access to SDS Branch Conference and Branch Networking Day

• Opportunity to represent your Branch on the SDS Branch Steering Group

PROGRESS & PERFORM

• Access to SDS services - National Events Programme

• Athletes members of Branches can access sporting pathways if they meet appropriate criteria:

o Regional Squads o National Squads

EDUCATION & LEARNING

• Access to SDS services – Education & Training Opportunities for volunteers, Branch Committee Members/Trustees, coaches, officials etc.

• Access to SDS workshops (no cost at point of delivery)

LEADERSHIP & GOVERNANCE

• Influencing national policy: each Branch is a voting member of SDS

• Being part of the national framework to ensure that the Branch network satisfies quality assurance criteria plus opportunities to link locally, regionally and nationally.

• Access to SDS services e.g. Insurance

• National funding distribution e.g. Trefoil, Celtic FC Foundation, Toyota

• Support with the completion of funding applications

• Affiliated clubs may access SDS insurance at special rates

• Access to policy and procedure templates

COMMUNICATION & PARTNERSHIP

• Opportunity to utilise SDS website and social media to promote Branch activity.

• Regular updates from SDS detailing Branch opportunities.

• Support Branches to develop partnerships with Local Authorities, Scottish Governing Bodies and third sector organisations

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5. Pre-Recruitment

• Skills audit – describe what it is for /why needed

• 0 = No knowledge/ experience; 1 = Some knowledge/ experience; 2 = a lot of knowledge/ experience

Name/Initials Skill eg. JH AA BB CC DD EE FF GG HH Total

Governance 0 1 2

3

Finance

Strategic Planning

Sports Development

Influencing and stakeholder engagement

Marketing/Communications

Sports policy

Local Authorities/Government

IT

Monitoring/evaluation

Coaching

Events and competitions

Policy Development

Diplomacy

Equality and Diversity

Fundraising and grant applications

Leadership

Public Speaking

Team working

Understanding barriers

Social media

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6. Recruitment

6.1. Who do we want to target?

At some stage Branches will require to recruit staff, coaches, or volunteers. It is therefore important that the process is fair and transparent.

Volunteers may be difficult to recruit but even more challenging to deploy and retain. Approaching the right people and ensuring you meet their expectations is key to successful recruitment. Both volunteer and Branch will benefit from the relationship if the tasks set and opportunities provided are relevant and appealing.

Possible target groups:

• People that have a genuine interest in working with participants with disabilities.

• College and University students

• Mainstream coaches from local clubs

• People with an interest in seeing activities delivered

• Family members

• Elected Local Authority personnel

• Scottish Student Sport

• Scottish Governing Bodies of Sport representatives.

• Individuals with appropriate skills

• Current & former athletes

• Senior High School pupils including ambassadors and sports leaders.

• Teachers and other school staff

• Representatives from local voluntary organisations e.g. Rotary International, Scottish Autism etc.

• Staff from Health and Social Care

• Local Voluntary Action organisations or volunteer centres.

• Local Authority and Leisure Trust personnel

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6.2. Why people volunteer?

There are many reasons why people volunteer. Volunteering takes many forms and may involve individuals providing expertise in areas such as technology, finance, fundraising, event management, officiating, governance, transport, administration, marketing, and promotion etc.

Being proactive and approaching potential volunteers is more effective than waiting for them to come to you. If you do not ask you will never know. You may miss out on a very special person ready, willing, and able to commit to your cause. Tapping into a potential volunteer’s motivation is the most successful way of securing their help.

• Route into employment

• To enhance their CV

• To access work experience

• To help out

• Their children/ other family member is involved

• To meet others

• Improve sport facilities for family/ friends

• To give something back

• Interested in sport

• Solve a community problem

• Do something different

• Feel useful

• Gain respect

• Passion for sport

• To be part of a national events programme

• To improve the effectiveness of the organisation

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This flowchart is an example of the recruitment process. The process may differ if the role is voluntary or paid.

Offer successful candidate(s) the role(s)

(inform unsuccessful applicants by phone/ email)

Identify need through skills audit

Advertise as far and wide as you can in appropriate outlets

Review applications with a panel and shortlist for interview/ informal meeting

(inform unsuccessful applicants by phone/ email)

Create job/ role description and application form

Undertake interviews/ informal meeting with shortlisted candidates

Panel makes decision on who to appoint

Follow up references

Offer successful candidate(s) the role(s)

(inform unsuccessful applicants by phone/ email

Issue contract

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6.3. How do we target them and where to advertise?

Successful recruitment depends on offering interesting and challenging opportunities to highly motivated potential volunteers. When you have created a role descriptor try to identify a potential volunteer with the skill set and motivation to fill the role.

• Word of mouth

• Key partners

• Local volunteer centre

• sportscotland

• Scottish Disability Sport

• Scottish Sports Association

• Disability specific organisations

• Social media/Website o Branch social media o Partner organisations social media

• Equality groups o LEAP Sport o Women in Sport o Stonewall o BEMIS

• Approach parents

• Local media (newspaper, websites, radio, television & social media)

• Organise presentations (formal or informal) to support groups, community groups and schools

• Invite people to events and practical demonstrations

• Recruit at open days, sport competitions

• Where appropriate, physical ‘flyering’ can still have its place and may be added to the following places: advertise on schoolboards, libraries, leisure centres, public buildings, Council offices, large companies, supermarkets, book shops, charity shops, doctors surgeries etc

6.4. Recruitment policy

Branches should have a recruitment policy in place. The SDS recruitment policy can be used as a template and found on the SDS Website SDS Recruitment Selection Policy

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6.5. Application process - links

Sample adverts for volunteers:

Angus Disability Sport Volunteer Committee Member Advert

Dundee City Disability Sport Volunteer Board Member Advert

Dundee City Disability Sport Volunteer Chairperson Advert

Paid Role Adverts

Paid Role Advert Example

Application form

Example Application Form Example General Volunteer Application Form

Other documents

Equal Opportunities Monitoring Form Example

Reference Form

Consultant Contract

6.6. Role descriptions - links

• Chairperson Role Description

• Vice Chair Role Description

• Treasurer Role Description

• Secretary Role Description

• Committee member Role Description

• Management Committee Role Description

• Club Volunteer Role Description

• General Volunteer Role Description • Coach Role Description

• Paid Co-ordinator Role Description

• Safeguarding and Welfare Officer Role Description

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6.7. Interview Process

The format of the interview may vary depending on the post being considered. A paid position will be more formal and require an application form, references and set questions from a panel of at least two representatives with knowledge of the Branch.

If recruiting for a Board or Committee member a less formal approach is recommended. An application or note of interest followed by a meeting with the Chairperson or alternative office bearer will suffice.

Sample documents to assist with recruitment for different roles:

• Shortlisting Score Sheet Example

• General Interview Questions

• Paid Coordinator Interview Questions

• Volunteer Committee Member Interview Questions

• Chairperson Interview Questions

6.8. Payment of Coaches The process Branches should follow where coaches are employed is as follows: All workers will have a status. The branch should determine what is the status of all workers involved in their branch. Are they:

• Employee • Self-employed • Casual worker • Volunteer • External organisation representative

For efficiency self-employment is the preferred method of employing Branch coaches. A Branch should ensure that self employed coaches have procedures in place that satisfy HMRC

Branches must be able to prove that they are in a self-employment relationship with their coaches.

The Branch should be able to demonstrate that the relationship is one of employer/employee. If HMRC find that the manner in which a Branch is working with a self-employed coach is actually one of disguised employment, they will declare the relationship to be one of employment/worker and pursue the Branch for owed employers national insurance contributions, interest and penalties, dating from when the coach started at the Branch. Please note that there must be a contract for services in place between Branch and coach to confirm how the working relationship qualifies as self-employment – HMRC will not just take the Branch word for it.

The most likely way that a Branch can work with a self-employed coach to ensure they would pass inspection by HMRC is one of control. If the Branch is unable to satisfy this method, the relationship is likely to be deemed one of employment by HMRC. This is where the coach determines their own hours and the content of the lessons for the Branch session/ club. It would be expected that this would be a senior coach who is appropriately qualified with the correct insurance in place.

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Employment status indicator It is important that the Branch uses the employment status indicator (ESI) software to confirm that their working arrangements will pass examination by HMRC. ESI is legally binding on HMRC so, assuming you answer the questions honestly, you will pass scrutiny from HMRC if you have an ESI printout that states that your working relationship is self-employment, as outlined on the HMRC website: HMRC will stand by the result given unless a compliance check finds the information provided is not accurate. HMRC will not stand by results achieved through contrived arrangements designed to get a particular outcome from the service. This would be treated as evidence of deliberate non-compliance with associated higher penalties. It is therefore essential to print off/save the results and enquiry details pages of ESI once you have finished – without these, the result will not be legally binding on HMRC. Please note – they are sent many ESI submissions where the applicants have misunderstood what they are answering/agreeing to and therefore got the wrong answer so please ensure you read the questions and possible answers very carefully.

click here to access the ESI software

Confirm registration As well as the ESI checking, it is equally important that the Branch confirms that the coach is registered with HMRC. This can be achieved by asking the coach to sign a declaration that they:

• Are registered as self-employed • Are responsible for their own tax and NI • Will inform you if their status changes

This self-declaration will ideally be the first clause in the contract for services you will require them to sign.

Contract for services A robust contract for services is therefore essential between Branch and coach to prove the relationship is one of self-employment and to confirm that the coach is registered. A sample contract can be found in the SDS Valuing People document and on the SDS website. How often? SDS recommend that the contract and ESI requirements are completed annually.

Invoicing A coach should submit a valid invoice for payment to the branch for the services provided. A valid invoice includes the following:

• The word INVOICE • Details of services and amounts • Coach name and address • Worker (coach) name and address • A UNIQUE invoice number.

In this situation the coach has what is known as CONTROL of the work. In this situation: • the contract states OWNERSHIP • Coach decides when/ where • Coach decides content • Coach can vary day/ time

Example of Control Contract Clause

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The Coach shall have ownership of the coaching sessions outlined in the Services and will organise and run a balanced programme of coaching sessions, which shall meet the needs of the Client. The Coach will be responsible for the payment of other coaches and/or assistants used by the coach in the delivery of the coaching sessions. Other ways of passing ESI

• Substitution • Financial Risk

Substitution Substitution is effectively the ability to send someone else to do the work. In effect, a coach would find a substitute, the coach invoices the Branch for the work, the invoice names the substitute and the Branch pays the coach NOT the substitute. The coach pays the substitute. Example of Substitution Contract Clause The Coach shall be obliged to appoint a substitute coach to deliver any element of the contracted services he/she is unable to personally deliver, and shall be required to ensure that the substitute coach is a suitably qualified Coach, is a member of the PVG Scheme, is covered for Public Liability insurance/Employers’ Liability insurance as appropriate to an acceptable level, [ADD/AMEND ANY OTHER REQUIRED CONDITIONS] and is approved by the Client (approval not to be withheld unreasonably). It shall be the responsibility of the Coach to pay the substitute coach for services provided by the substitute coach. Financial Risk If the worker is required to provide any major item of equipment that is fundamental to the work, this fact will be a strong pointer towards self-employment. In this agreement the coach provides their own equipment. The coach pays a fee to the Branch for use of facility and access to members. The coach is paid if the work is satisfactory. This is predominantly done in cases of sports coaches, fitness instructors or specialist services such as pilates/yoga etc where the worker may be utilising space and access to members at a larger club. Example of Financial Risk Contract Clause The Coach shall pay the Client a facility and equipment hire fee for use of the Client facilities and equipment as detailed in the Services. Payment shall be made on submission to the Coach by the Client of a detailed invoice setting out the dates and times when the facilities/equipment were hired. The Client shall be entitled to make deductions or deferments from any such payments due to the Coach in respect of any disputes or claims whatsoever with or against the Coach. Some key recommendations for engagement of self-employed coaches

• Use ESI software

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6.9. Induction

Why is an induction important?

An individual’s first impressions of a Branch will influence their continued involvement. A formal or informal induction will act as a welcome and contribute to the settling in process. Inductions are essential for all new personnel but more formal for some than others.

What would you include in an induction pack?

• Induction sheet

• Meeting key individuals (Chair/Committee/coordinator/key partners)

• Branch Development Plan, Information about the Branch

• Trustee Declaration

• Code of Conduct

• Important dates

• Calendars of events

• Any other relevant policies and procedures that apply to the Branch

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7. Recognition & Retention of Volunteers

SDS Volunteer Policy

It is time consuming work to recruit volunteers therefore retaining them is very

important. All volunteers are motivated to give up time for different reasons. The

key to retaining volunteers is to ensure that their motivational needs are met. It is

important that volunteers feel valued and recognise what is expected of them.

For recognition to be effective it should be part of an ongoing process and planned

appropriately by the committee or a designated person. Consider the following

points:

• Do you know why your volunteers give up their time for you?

• Do they identify with the branch values?

Only if people’s motivational needs are met will they enjoy what they are doing.

Volunteers require to be supported all the time. Some volunteers need to have a

clear vision of sport specific qualifications while others enjoy the social aspect of

meeting people and making friends. Are you aware of what is best for your

volunteers?

7.1. Recognition

• Inform them regularly that they are doing a good job.

• Offer coaches and helpers clothing, t-shirts, bags etc. A sense of belonging is important.

• Provide food and refreshments for volunteers at competitions

• Refer to volunteers often in Branch correspondence and communications

• Nominate your volunteers for local, regional and national awards

• Write an article for your social media/ website

• Organise a celebration party for your volunteers

• Utilise their knowledge and expertise in regular informal discussions

• Arrange gifts at appropriate times.

• Arrange for volunteers to attend CPD courses

• Ensure Branch volunteers are not out of pocket by paying for travel expenses, food, beverages and accommodation for trips away.

• Most importantly, say “THANK-YOU!” and of course “PLEASE”

Retention

• Create a sense of importance and respect for Branch volunteers

• Communicate regularly and effectively with Branch volunteers

• Ensure volunteers feel emotionally satisfied with what they do

• Offer volunteers what they do not have (meeting their expectations)

• Request their input in decision-making

• Check if they are happy in their roles

• Promote an enjoyable and fun atmosphere

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• Appoint a volunteer representative to your Management committee/Board

• Ensure there is progression in the role if desired

• Plan effectively for succession in key roles

• Keep an open dialogue with your volunteers

• Ensure they feel comfortable, should they need to withdraw for a period

• Maintain an effective database of your volunteers that is GDPR compliant

• Do not forget to give them work to do!

6.2. Recommendations

• Adapt as you go, make changes to reflect your Branch and its aims

• Value the contributions of all people contributing to your branch

• Be bold and proactive in the work of your Branch

• Celebrate the positive impact the Branch has on the community

• Build your partners and networks to find volunteers

• Many people do not volunteer because they have never been asked

• Recruiting and deploying volunteers is a key a Branch responsibility

• Ensure your branch is welcoming to everyone

• Ensure decision making is transparent

• Sound governance and administration will make a Branch appealing to volunteers

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Appendices /signposting

Funding Document

OSCR guidance and trustee information pack

GOGA Volunteering Matters Pack

sportscotland: Help for Clubs Toolkit

Volunteer Scotland: Management, Guides & Templates, Research & Support

SDS Policies & Procedures

• Anti Harassment and Bullying Policy 2019

• Anti-Corruption and Bribery Policy

• Anti-corruption (Sports Betting) Policy

• Anti Doping Policy

• Intellectual Impairment Classification Policy

• Complaints and Disciplinary

• Data Protection Policy 2018 – Staff

• Data Protection Policy 2018 – Athletes

• Definitions of Terms – Child and Vulnerable Adult

• Equality Action Plan

• Equality Policy

• The Equality Standard A Framework for Sport

• Ethics Statement 2019

• Photo Policy

• Procedure for Responding to Poor Practice or Suspected Abuse

• Promoting Good Practice

• Publications on the Internet

• Purchasing & Procurement Policy

• Recognising and Reporting

• Recruitment & Selection Policy

• Role of the Branch Coordinator

• Safeguarding Policies and Procedures

• SDS Social Media Policy

• Sponsorship Policy

• Strategic Plan: Inspiring Through Inclusion 2017-2021

• Scottish Disability Sport Boccia Strategic Plan 2017 – 2021

• Volunteers Policy