Police support volunteers Practitioner policy [email protected] This document will be available in electronic format only. Forces may choose to print part

Police support volunteers

Practitioner policy manual Version 1.1

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Police support volunteers: Practitioner policy manual

Page 2 of 30 OFFICIAL Version 1.1

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Publication date: February 2018, updated July 2019

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Version 1.1 OFFICIAL Page 3 of 30

This manual aims to provide a central reference point to those at practitioner level with

responsibility for police support volunteers (PSVs) in Home Office police forces in England

and Wales. Beyond its primary audience, this document may also be a useful guide for

supervisors and strategic leads within forces, key policing stakeholders and potential

applicants.

Although this manual aims to provide a source of support and advice, it is not possible to

cover every issue and circumstance that may arise. In some instances, forces may need to

form views or apply policies at a local level.

This document will be reviewed at regular intervals with content being revised to ensure that,

in so far as is possible, the advice it contains remains up to date. However, this document

represents advice and guidance only. This document has no legal standing and, except in

relation to regulatory aspects, forces are not mandated to adhere to its advice.

Send suggestions for areas of further inclusion or potential revisions to

[email protected]

This document will be available in electronic format only. Forces may choose to print part or

all of the content but should always ensure they are using the most up-to-date version, to

avoid confusion or potential issues arising. A copy of the manual will be stored and available

on the national Citizens in Policing website and on POLKA.


https://www.citizensinpolicing.net/

https://polka.pnn.police.uk/en/System/Not-member/?returnUrl=https://polka.pnn.police.uk/

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Contents

1. Introduction ................................................................................................................... 6

1.1 Background .............................................................................................................. 6

1.2 Definition of a PSV ................................................................................................... 6

1.3 Purpose of a PSV .................................................................................................... 6

1.4 Benefits of a PSV ..................................................................................................... 7

1.5 Infrastructure ............................................................................................................ 7

2. Attracting volunteers .................................................................................................... 8

2.1 PSV governance ...................................................................................................... 8

2.2 Role approval ........................................................................................................... 9

2.3 Record keeping ...................................................................................................... 10

2.4 Advertising ............................................................................................................. 10

2.5 Role specifications ................................................................................................. 10

2.6 Trade unions and staff associations ....................................................................... 10

2.7 Volunteers performing formerly employee roles ..................................................... 11

3. Recruiting volunteers ................................................................................................. 11

3.1 Recruitment process .............................................................................................. 11

3.2 Application process ................................................................................................ 11

3.3 Recruitment timeframe ........................................................................................... 11

3.4 Induction ................................................................................................................ 11

3.5 Risk assessments .................................................................................................. 12

3.6 Vetting ................................................................................................................... 12

3.7 Insurance ............................................................................................................... 12

3.8 References ............................................................................................................ 12

3.9 Business interests/conflict of interest/other voluntary activities ............................... 12

3.10 Confidentiality and data protection ......................................................................... 13

3.11 Volunteering between ages 16-18 .......................................................................... 13

3.12 Training for volunteers ........................................................................................... 13

3.13 Training for supervisors and line managers ............................................................ 14

3.14 Medical clearance .................................................................................................. 14

3.15 Volunteering while on benefits ............................................................................... 14

3.16 Working time regulations ........................................................................................ 14

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4. Retaining volunteers ................................................................................................... 14

4.1 Volunteer pathways ............................................................................................... 14

4.2 Reward and recognition ......................................................................................... 15

4.3 Recording volunteer skills ...................................................................................... 15

4.4 Expenses ............................................................................................................... 15

4.5 Performance management/review.......................................................................... 16

4.6 Transfers (within service) ....................................................................................... 16

5. Policies ........................................................................................................................ 16

5.1 Business and strategic planning ............................................................................. 16

5.2 Exit process/interview ............................................................................................ 17

5.3 Dress code/clothing ............................................................................................... 17

5.4 Powers (Policing and Crime Act) ............................................................................ 17

5.5 Volunteering and the law ........................................................................................ 18

5.6 Managing the risk ................................................................................................... 20

5.7 Welfare .................................................................................................................. 20

5.8 Conflict resolution .................................................................................................. 20

5.9 Diversity recording/equal opportunities .................................................................. 21

5.10 Valuing Volunteers Framework ............................................................................. 21

6. Communications ......................................................................................................... 21

6.1 Marketing ............................................................................................................... 21

6.2 ESP/third sector/joint agency partners ................................................................... 22

6.3 Needs-based volunteering ..................................................................................... 22

6.4 Monitoring and evaluation of programme/return on investment .............................. 23

6.5 Tools for force practitioners .................................................................................... 23

Annex A – PSV feedback form ......................................................................................... 24

Annex B – Volunteering record of achievement ............................................................. 26

Annex C – Problem-solving procedure for police support volunteers .......................... 27

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1. Introduction

1.1 Background

The first PSV programme was created in 1992. They are now an established part of police

culture, valued not only for the direct support they offer by way of additionality but also for

the links they provide into communities.

The underpinning principle is for PSVs to provide additional resources to supplement the

day-to-day efforts of regular officers and staff. They hold no policing powers but are vetted

prior to performing tasks on behalf of a force. At its core, an effective PSV programme will

use the volunteers’ efforts to take on specific responsibilities, freeing up officer/staff time to

concentrate on frontline duties and providing a resource by which a force may continue to

offer services to the public that might otherwise not be available.

Many PSVs will possess skills gained from their experiences outside of policing. In some

instances they may be able to undertake varied or more specialised tasks which use these

skills. This will depend on their particular skillset, however, as well as the requirements and

constraints of individual forces. Ultimately it will be for forces to decide how best to engage

with and deploy their volunteers.

1.2 Definition of a PSV

A PSV is a citizen who offers their time and energy for the benefit of policing and

communities, without the expectation of financial reward and who is vetted, trained,

supported and directed by the police service. The level of vetting required depends on the

particular tasks the volunteer is to undertake on behalf of the force, eg, tasks that

necessitate access to force systems may require more in-depth vetting.

1.3 Purpose of a PSV

PSV programmes provide an opportunity for those citizens possessing the requisite personal

characteristics, enthusiasm and skillsets to support the police service in developing positive

links with the communities it serves. This also helps make communities safer.

PSVs should be involved and engaged with tasks that support local policing priorities, help

enhance service delivery and reduce demand.

At its heart, the PSV programme is concerned with providing additionality, logistical low-level

support, fostering community relations and freeing up time for officers and staff in paid roles

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to focus their efforts in delivering an effective police service. This is a fundamental part of

PSV programmes and should not be overlooked or ignored when scoping the desired need

for a new volunteer role. PSVs cannot and should not be a way for forces to cut costs,

engage in job substitution or use a volunteer to perform a role that should normally be

offered to a paid member of staff.

1.4 Benefits of a PSV

PSVs:

provide an opportunity for greater community involvement and support for local policing

objectives

provide members of local communities with a voice and an opportunity to share

responsibility for community safety outcomes

offer forces additionality to enhance their service delivery

give forces access to specific skills

increase public understanding of policing.

The social aspect of volunteering is also highly valued. Becoming a PSV provides an

opportunity to increase levels of social connectivity and improve wellbeing.

Volunteering has to be a two-way initiative. In return, forces can provide individuals with the

opportunity to ‘give back’ to their community in their free time, offer an insight into policing

without first having to become officers or police staff and develop new skills which may lead

to improved employability within communities.

1.5 Infrastructure

PSV programmes should form a part of force strategic plans where appropriate.

It would be preferable if a dedicated resource was available to manage recruiting, tasking

and retaining volunteers. Where this is not available, it will be essential to ensure a PSV

programme receives the support and resources it needs in order to thrive.

Staff and supervisors need to understand how to provide an infrastructure base that can be

built on over time.

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2. Attracting volunteers

2.1 PSV governance

Good governance comprises many differing factors, including:

accountability

transparency

effectiveness

responsiveness

legal compliance

an ethically sound process for making and implementing decisions.

Structure and process

In order for a volunteering programme to be effective, a dedicated resource is preferable.

Ideally this would be in the form of a staff volunteer manager and assistant(s). In addition,

forces should establish a programme steering committee, which would include an executive

sponsor, to provide clarity on how objectives would be fulfilled. The force needs to identify

key policies required to run an effective volunteering programme. Engagement with staff

unions is an essential component to a successful programme and the force needs to fully

involve its trade union branch in this process.

Responsibility and accountability

It should be clear where responsibility for volunteering and achieving objectives/key tasks lie,

from an organisational and individual perspective.

Skills and capabilities

The force must possess (or have access to) the appropriate functional skills in order to run

the programme efficiently and effectively.

Strategy/business plan

Forces should establish a clear strategy/business plan outlining what the programme seeks

to achieve, the tools and resources required and set out a specified period of time when

progress will be assessed and reviewed. This should ideally be driven by the force’s overall

strategic plan and, at the very least, align itself to that plan as far as is practical.

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Communications

Establishing and maintaining an effective communications and information-sharing system

will be important in integrating programmes into force business processes.

Performance

From an organisational and personal management perspective, the force should initiate a

system of performance evaluation and review which ensures continuous improvement.

Cost effectiveness and value added

There is a financial cost associated with setting up a volunteering programme. It is therefore

prudent to analyse the cost of a proposed structure against the defined strategy objectives

and the ultimate value it seeks to provide.

This should be approached not only from a purely financial perspective but also take into

consideration improvements that may be being achieved in other areas where it is more

complex to accurately calculate and assign a financial value. This includes, for example,

public satisfaction levels, freeing up of staff/officer time for other duties etc.

By measuring impact and the added value of PSVs it may be possible to assess where and

how they have positively affected policing. This can be done, for example, by undertaking

surveys and case studies.

This analysis should be done on a regular (annual) basis. If a force agrees a template for

use at the outset, this can subsequently provide a basis for year-on-year comparisons.

2.2 Role approval

Following an appropriate and inclusive volunteer role approval process is integral.

When a potential role/task is first identified, it should be scoped to ensure there is a need for

a new, formalised role appropriate for a volunteer to perform. The role needs to be seen as

providing additionality. As a guide, forces should consider whether the role in question is

actually a necessity or whether it is non-essential. The force must fully and formally engage

its trade union branch in the approval process. It is good practice to engage with other staff

associations in order to have the role agreed and approved where necessary.

A role profile should be drawn up for all force volunteering opportunities. It should take into

account criteria such as additionality, skills development, community engagement and be

circulated to relevant stakeholders, including staff associations, for consultation. Feedback

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should be considered and a formal approval structure and process be put in place. Role

profiles should be accessible by all within a force, e.g. via intranet. This will aid transparency

and promote awareness of locally-approved PSV roles.

The line manager and the volunteer should each receive a copy of the approved role profile

to ensure they are aware of the responsibilities and boundaries of the role.

2.3 Record keeping

Maintaining accurate data records (numbers, hours, diversity statistics, outcomes etc.) is an

essential way to clearly demonstrate the value of a programme to those at senior strategic

levels and other key stakeholders. Forces should only retain exactly what they need. Any

data they hold could be requested under the Freedom of Information Act 2000 (FOIA) and is

disclosable if no exemptions apply.

The processing of personal data is governed by the General Data Protection Regulation

(GDPR) and relevant Data Protection legislation (see 3.10). Forces must ensure any records

they hold pertaining to volunteers are stored and used in line with the specific limitations

imposed by GDPR.

2.4 Advertising

Forces are not obligated to advertise for volunteer roles.

2.5 Role specifications

Forces should create role specifications for their PSVs. This will aid transparency, set out

clear lines of task responsibility and help avoid inappropriate role expansion. Take care not

to create what is effectively a job description, which might be seen as an employment

contract.

2.6 Trade unions and staff associations

In order to foster greater harmony between officers, staff and volunteers in policing,

volunteers should be seen to be ‘coming through the front door, not the back’. Any apparent

lack of transparency may build resentment and mistrust. Therefore, it is important to

establish robust and formal process with trade unions and lines of dialogue with staff

associations. As indicated above, involving trade unions and staff associations in the overall

volunteer role approval process aids transparency of process.

https://www.legislation.gov.uk/ukpga/2000/36/contents

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2.7 Volunteers performing formerly employee roles

This is an area of high sensitivity. One of the key, underpinning tenets of PSV programmes

is that volunteers are engaged to provide additionality, not to serve as a direct replacement

for paid staff roles or be seen as a low-cost replacement for what should be a paid role.

Many forces have recently had to reduce their FTE staff complement, however, and some

have expressed interest in engaging volunteers to help to offset these losses.

There is, understandably, strong concern about this from trade unions and staff associations.

To reduce potential antagonism, forces should work with staff associations to set reasonable

parameters in terms of timings and scope of tasks that a volunteer can perform.

3. Recruiting volunteers

3.1 Recruitment process

Forces must balance the need to be fair and inclusive with the desire to establish a process

which will ultimately identify the most suitable candidate.

3.2 Application process

Adopting a standardised approach to applications will assist with consistency and help

manage uncertainty in force personnel. It will also reduce the likelihood of inappropriate,

unhelpful, corner-cutting measures either becoming prevalent or going unchallenged.

3.3 Recruitment timeframe

A prompt and efficient process will minimise the chance of volunteer enthusiasm waning due

to an excessive waiting period. Forces should not engage volunteers without first identifying

the tasks they will undertake on behalf of the force. This will help ensure that forces benefit

from additional support at the earliest and (by implication) the most resource-effective

opportunity and volunteers maintain a positive image of the force as an organisation.

3.4 Induction

All volunteers should have an induction. This is good practice and supports integration and

an understanding of relevant force processes.

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3.5 Risk assessments

Although not employees, PSVs are under the direction and control of the force (nominally

the chief officer). As such, there is a duty of care associated. Where appropriate, forces

should undertake a practical risk assessment relevant either to the task or, more specifically,

to the individual performing it.

3.6 Vetting

All individuals must be vetted prior to commencing volunteering with the force.

There is currently no specific, nationally applicable guidance in respect of vetting for PSVs.

As a minimum, however, all volunteers must be vetted to NPPV1 level.

It will be for forces to determine whether a higher level is necessary. This may depend on

factors such as local policies and level of access to force premises and systems necessary

to effectively undertake tasks associated with a particular role.

Forces should consider whether it is necessary to re-vet individuals once they have been

volunteering for a period of time. Force coordinators should liaise locally with their Vetting

and Standards units to ensure there is clarity around vetting requirements.

3.7 Insurance

Forces must check their employers’ liability insurance to ensure it offers cover for PSVs,

provided they are engaged in official, authorised tasks as part of their role.

3.8 References

Forces should decide whether an individual will be required to provide references.

3.9 Business interests/conflict of interest/other voluntary

activities

PSVs often perform other roles external to policing. These can be in paid employment or in a

voluntary role for other organisations. As a general rule, this should not pose a concern.

Some professions may be deemed as being incompatible with also being a police support

volunteer, however, due to potential for a perceived conflict of interest.

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It is therefore good practice for forces to require applicants to disclose the nature of their

paid employment and/or give details of any other voluntary work they are undertaking at the

time they are applying. This cannot be mandated, as a volunteer is not a paid employee.

Upon appointment, it must be made clear that, if there are any subsequent changes in an

individual’s profession or volunteering status with other organisations, these are to be

communicated to their line manager/supervisor as soon as possible. This should form a part

of the agreement between the force and the volunteer from the outset of the process.

3.10 Confidentiality and data protection

Volunteers must abide by the provisions of The Data Protection Act 2018. This Act came into

effect on 25 May 2018, and sets out the framework for data protection law in the UK. It

updates and replaces the Data Protection Act 1998 and sits alongside the EU's General

Data Protection Regulation (GDPR), tailoring how this applies in the UK.

PSVs are forbidden from disclosing any personal data obtained in the course of volunteering

with the police.

3.11 Volunteering between ages 16-18

Individuals can be engaged from age 16 as a PSV.

However, forces need to be cognisant of the additional factors when considering applications

from those under the age of 18. At the age of 16-17 years old, individuals have no restriction

on the number of hours they can volunteer, provided they remain in part-time training or

education until they are 17. Written consent from a parent or guardian should be obtained

before someone under the age of 18 can commence volunteering in the police service.

3.12 Training for volunteers

Volunteers must have the requisite level of initial induction training suitable to the task being

performed (eg, an understanding of force processes and procedures). This can be

undertaken informally by a line manager/supervisor or in a more formalised training

environment.

Volunteers may be considered eligible to access subsequent, specific training resources. In

the interests of fairness, however, these should be limited to only elements which facilitate

effectively completing specific volunteer tasks, as opposed to any form of individual

career/skills development beyond that which is required for the task(s).

http://www.legislation.gov.uk/ukpga/2018/12/pdfs/ukpga_20180012_en.pdf

https://www.gov.uk/government/publications/guide-to-the-general-data-protection-regulation

https://www.gov.uk/government/publications/guide-to-the-general-data-protection-regulation

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3.13 Training for supervisors and line managers

Forces must also provide some form of training to supervisors or line managers. This does

not have to be onerous, costly or involve any significant extraction time. It will be important

for supervisors to better understand and appreciate the differences involved in management

of a volunteer, however, as opposed to a member of staff.

There is an NCALT module which addresses the issue of effectively managing volunteers.

This module is currently being reviewed with a view to updating content and ensuring it is

aligned with policing priorities around volunteering.

3.14 Medical clearance

As a general rule, volunteers will not require a full medical assessment. It would be practical,

however, for forces to make a risk assessment as to whether any medical check is advisable

(e.g., due to the physical/mental nature of the task).

3.15 Volunteering while on benefits

Volunteering can give an individual a better chance of finding paid work. The Department of

Work and Pensions states that an individual can volunteer as many hours as they like while

in receipt of benefits, so long as they keep to the rules for receiving them. Further

information can be found here.

3.16 Working time regulations

Volunteers are not subject to the provisions outlined in the Working Time Regulations 1998

in respect of maximum hours worked. While not legally binding, however, these provisions

may still serve as a good practice guideline to ensure the number of hours that an individual

volunteers is not excessive and/or of potential detriment to their health and wellbeing.

4. Retaining volunteers

4.1 Volunteer pathways

While not obligated to do so, forces may wish to consider identifying potential volunteer

pathways for individuals (where appropriate). This is not something all volunteers are likely

to either require or want, however.

https://www.mle.ncalt.com/Account/LogIn

https://www.gov.uk/volunteering/find-volunteer-placements

http://www.legislation.gov.uk/uksi/1998/1833/contents/made

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4.2 Reward and recognition

An effective system of (non-financial) reward and recognition will be crucial. It will also bring

the positive impact and benefit volunteers can provide to the attention of a wider audience

within the force and at a community level. Take great care, however, not to imply that there

is an employment contract with the volunteer. Remuneration need not be by a financial

means to imply a contract. It can be in kind, e.g., free membership of a social club, so this

needs careful consideration and approval by the trade union and staff association where

appropriate. See also below sections relating to Expenses and Volunteering and the law.

Ways to recognise the efforts of a volunteer or group of volunteers include commendations,

certificates of recognition/achievement, access to local or national awards such as The Lord

Ferrers Awards, articles or mentions in force internal newsletter, and perhaps most simply by

ensuring that a volunteer is thanked for a task well done.

4.3 Recording volunteer skills

Forces should consider compiling and maintaining a volunteer skills database. This may be

useful in matching the skillset of an existing volunteer with those deemed desirable for a

volunteer in a new task/role. This will help in potentially skills-matching a volunteer to a

specific task. Adopting (where suitable) such a targeted approach may prove to be mutually

beneficial in terms of outcomes and satisfaction levels.

It is important to be clear about what information is being retained under the FOIA and the

DPA. It must also be absolutely clear that an individual’s consent is required in order to store

their information on any police systems. This element could be captured on the application

form.

4.4 Expenses

PSVs are not employees and are not entitled to receive any form of payment. However, they

are entitled to recoup reasonable out-of-pocket expenses incurred when performing their

task(s).

Forces should establish a clear, force-wide volunteer expenses policy to ensure consistency

of reimbursement is maintained internally. The level of expenses payable to volunteers must

be within parameters established by Her Majesty’s Revenue and Customs (HMRC). Forces

should check with HMRC to ensure local policies are compliant with the national position and

avoid potential issues. The Home Office previously issued a Circular regarding expenses

https://www.gov.uk/government/consultations/special-constables-revised-expense-and-allowance-rates

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and allowances for members of the Special Constabulary. While this is not directly

applicable to PSVs it provides some indication of key factors to be considered.

4.5 Performance management/review

Volunteers are not required to have a formal performance development review but it is good

practice to hold regular discussions. The form these can take is a local matter for forces but

supervisors must be aware of the need to maintain regular contact with the volunteers under

their supervision.

Some forces currently use an annual review form for their volunteers. This does not need to

constitute a substantial undertaking and can serve as a record of achievement and a way to

identify issues or potential developmental opportunities.

4.6 Transfers (within service)

There is no national transfer policy advice in relation to PSVs.

Where practical, forces should consider making localised arrangements in a similar vein to

existing national transfer policy for special constables who move to another force area but

wish to continue their service.

Forces should also raise the possibility of a transfer with volunteers in exit interviews (where

this is a relevant factor).

5. Policies

5.1 Business and strategic planning

All forces should establish specific business plans for their volunteer programmes.

Doing so will help to embed programmes within the overall force business plan. The content

of such a plan is for forces to determine, taking into account available resources and

individual circumstances.

Plans do not need to be overly complex. Their core purpose is to add weight and a sense of

direction to a programme, indicate key objectives and identify ways in which to measure

progress made.

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5.2 Exit process/interview

Volunteers are not subject to employment law. As such, there is no requirement for them to

either give or receive a period of notice.

Wherever possible, forces should conduct exit interviews as a means of flagging potential

issues and receiving feedback to help refine the overall offer to volunteers. Ideally, forces

would hold an interview or discussion prior to departure. This affords an opportunity to better

understand the issues behind an individual’s decision to discontinue offering their time.

There may also be a possibility of either retaining this particular volunteer or reducing the

likelihood of a similar issue arising in future.

Forces may also wish to consider issuing a letter of thanks to all departing volunteers.

Where appropriate a certificate of volunteer service could also be provided.

5.3 Dress code/clothing

Forces must make volunteers aware of force policy on dress code and the need to be

appropriately attired when volunteering (for example, wearing high-visibility tabard or force-

identifying apparel where required by their role). Conversely, if wearing force-branded

clothing, the individual should be clearly distinguishable as a volunteer.

Adhering to this policy will help avoid potential confusion and provide clarity to the public,

officers and staff alike.

Aspects such as issuing ID badges and ensuring awareness of the force security policy and

threat level are among other points forces should consider.

5.4 Powers (Policing and Crime Act)

Traditionally, PSVs have not been enshrined within police regulations or specifically

mentioned anywhere in the legal and statutory framework, as they did not possess any

policing powers.

However, the Policing and Crime Act 2017, included provision for a chief constable to

bestow limited policing powers on certain volunteers (and police staff) in certain roles and

circumstances, but only if they opt to do so. Force legal departments must ensure they are

aware of potential future implications in relation to their PSV programmes.

There is also a learning and development training issue to be factored into local

considerations if powers were to be granted by a chief officer under this legislation.

http://www.legislation.gov.uk/ukpga/2017/3/pdfs/ukpga_20170003_en.pdf

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Granting powers to volunteers would further require an appropriate risk assessment to be

carried out and for all necessary training needs to be identified and met. This would be an

essential undertaking for the benefit of the force, the volunteer and the public.

Forces should also engage in ongoing dialogue with unions and staff associations. This will

reduce the risk of misunderstandings or confusion and add to the transparency of the

process.

Granting powers to designated volunteers and Police Barred/Advisory

Lists

Regulations relating to section 38 and section 30 of the Policing and Crime Act 2017 enable

chief officers to designate a wider range of powers to staff and police support volunteers,

and also created the Police Barred and Advisory Lists.

Chief officers can to choose where, how (and if) they intend to use regulations pertaining to

section 38 to support delivering local policing plans/objectives. There is no requirement for

forces to take advantage of the changes relating to designating powers to police staff or

police support volunteers. Existing designations of police staff (including PCSOs) will

continue until either revoked or replaced. When using these powers, each force needs to

ensure the appropriate infrastructure and safeguards are in place before granting policing

powers to staff and/or volunteers.

Forces are encouraged to make the national CiP coordinator and the College aware of any

potential case studies, and/or outcome data that can assist in building an evidence base.

The Police Barred List and Police Advisory List Regulations 2017 relating to section 30 of

the Act set out the procedures for two statutory approved lists. The barred list holds

information on individuals who are dismissed from and thereafter barred from serving in

policing. The advisory list holds information on individuals who resign or retire during

investigations or on designated volunteers who have had their designated status withdrawn.

5.5 Volunteering and the law

Volunteers are not employees. Managers of volunteers need to be mindful of the risks when

volunteers may be seen as employees.

Forces should be proactive in ensuring that the policies and practices which define their

relationships with volunteers are consistent with the voluntary, informal nature of

volunteering. Forces may wish to consider the policies already in place throughout the blue

light sector and the third sector, via organisations such as the NCVO.

http://www.legislation.gov.uk/ukpga/2017/3/section/38/enacted

http://www.legislation.gov.uk/ukpga/2017/3/section/30/enacted

http://www.legislation.gov.uk/uksi/2017/1135/contents/made

https://www.ncvo.org.uk/

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A contract of employment can be inferred without a written document being necessary. For a

contract of employment to exist, there needs to be consideration (the individual and the

organisation exchange something of material value) and intention (the individual and the

organisation intend to enter into a legally binding arrangement).

Forces must maintain appropriate boundaries between their paid staff and volunteers, while

endeavouring to ensure both are valued equally. While volunteers do not have the same

employment rights as staff, they should be treated fairly and consistently.

Organisations may encounter difficulties over this issue when a volunteer makes a complaint

which they feel was not addressed to their satisfaction via the force’s internal mechanisms.

The volunteer may then try to establish a case for them having employee status in order to

resolve the complaint using formal conflict resolution processes applicable to members of

police staff. Please see suggested problem-solving guidance in annex C.

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5.6 Managing the risk

This is not a significant risk as it is unlikely that volunteers will want to be seen as

employees. If things do go wrong, however, the impact can be significant and an

organisation’s reputation may be damaged. To manage the risk there are several things to

consider:

anything that could be seen as a payment for work, for example, paying expenses,

should be a genuine reimbursement of out-of-pocket expenses rather than a fixed

amount per week

training offered should be linked to the role that the person is carrying out, rather than a

general perk or enticement to volunteer

phrasing the volunteer relationship in terms of expectation rather than obligation

use of language that suggests employment – a volunteer agreement rather than

contract, role rather than job description.

Forces must take care to ensure they are cognisant of where PSVs sit in the overall

regulatory framework. Volunteers are subject to the provisions of the Equality Act 2010 and

also those contained in policing’s Code of Ethics. If a force is a member of the Police Staff

Council, the Police Staff Code of Conduct might also be relevant.

5.7 Welfare

It is a matter of local force policy as to whether volunteers have access to force occupational

health and welfare processes. Forces should use risk assessment and scrutiny processes to

help ensure a volunteer’s occupational welfare does not become an issue.

Forces may particularly wish to consider volunteer welfare issues in relation to specific

tasks/areas, e.g., if volunteering in particular, specialist areas such as cybercrime or child

sexual exploitation, as the likelihood of requiring welfare support due to experiences from

their role may be higher than in other areas.

5.8 Conflict resolution

See annex C for further details.

Forces should ensure they extend and, where necessary, adapt existing force policies

around Safeguarding and Whistleblowing to include volunteers within their scope.

http://www.legislation.gov.uk/ukpga/2010/15/contents

http://www.college.police.uk/What-we-do/Ethics/Documents/Code_of_Ethics.pdf

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5.9 Diversity recording/equal opportunities

PSV programmes should be compliant with all relevant legal requirements in relation to

equal opportunities.

Maintaining effective diversity recording processes (done only with consent, if necessary and

if it will actually be used and have value) can also assist in showing the value of an effective

PSV programme as well as the extent of community engagement (particularly if relating to

under-represented groups).

5.10 Valuing Volunteers Framework

This will provide forces with a benchmark on which to conduct their assessment of

standards.

The Valuing Volunteers Framework (VVF) is a self-assessment tool, designed to assist

forces /CiP practitioners to identify their strengths and highlight areas for development.

It is based on the National CiP Strategy, including the 5 Strategic Policing Requirements:

Capacity, Contribution, Capability, Consistency and Connectivity, which have been used to

create a dynamic assessment and continuous improvement framework. In addition, learning

and continuous improvement models from other sectors have been drawn upon to help

design a bespoke tool.

The framework and supporting guidance can be accessed here.

6. Communications

6.1 Marketing

There are two areas to consider in terms of how the programme is marketed. Firstly, the

external messages, details and opportunities being communicated to potentially interested

individuals. Secondly, how the programme is marketed internally, to encourage awareness

and buy-in from teams in the force who might benefit from the support of a volunteer and to

assuage any concerns from police staff regarding engaging volunteers.

Increasingly, social media plays an important role in how forces market themselves and how

they are seen by the communities they serve. It will be integral to understand and use social

media effectively. A further consideration will be to ensure all volunteers are aware of and

agree to adhere to a force’s social media policy. The Copyright, Designs and Patents Act

https://www.legislation.gov.uk/ukpga/1988/48

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1988 says material made by employees belongs to their organisation. Although this

definition does not specifically reference volunteers, it is recommended that, where relevant,

forces should ask their volunteers to assign (transfer) copyright to the force in writing.

Alternatively a licencing agreement could be reached whereby copyright ownership stays

with the volunteer, but the force can use their work within formally agreed limits.

Volunteering Matters is a national magazine dedicated to providing forces with news on

police support volunteer topics, produced quarterly and containing news, articles and case

studies. All issues of the magazine can be located here.

6.2 ESP/third sector/joint agency partners

The Employer Supported Policing (ESP) scheme, establishes a partnership that benefits

both private and public sector organisations and employers, their staff and the police service

by facilitating the release of individuals to volunteer as either Special Constables or PSVs.

Increasingly, a number of forces are seeking to extend and develop their existing ESP

linkages to incorporate an employer-supported volunteering element.

This national scheme asks organisations to consider supporting staff who volunteer within

these roles by granting them periods of paid leave to undertake their roles and/or training.

More than 120 companies in England and Wales currently support special constables and

PSVs in this way.

Employee volunteering is a real opportunity for businesses and community organisations to

celebrate what can be achieved through the power of volunteers. By supporting employee

volunteering these organisations will be doing something worthwhile, helping to make the

community safer and offer reassurance to the public.

There is value to be derived from establishing partnership relationships with other agencies

or organisations (e.g. blue light, local councils and third sector), mapping all local third sector

organisations to see how relationships can be built and services shared.

6.3 Needs-based volunteering

Forces should be using a needs-based approach to their volunteering programmes. They

should establish bespoke processes and identifying specific areas where volunteers’

specialist skills are used to add value to the organisation (an example of such an approach

is the programme established by the National Crime Agency).

https://www.legislation.gov.uk/ukpga/1988/48

https://www.dutysheet.com/volunteering_matters/

http://www.nationalcrimeagency.gov.uk/careers/specials

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6.4 Monitoring and evaluation of programme/return on

investment

At a basic level, maintaining accurate force-wide records of numbers and total hours

contributed will provide a simple baseline. These records will increase in value if they

consistently demonstrate the value added by extrapolating the basic data to provide a return

on investment figure for a volunteer programme.

Additionally Her Majesty’s Inspectorate of Constabulary and Fire & Rescue Services

(HMICFRS) has increased the scope of its Annual Data Return (ADR) 502, relating to police

strength by rank and gender. This collection has been expanded to voluntarily capture

additional information on numbers of police volunteers. There is continued public interest in

the size and composition of the workforce, and a long-standing expectation that the Home

Office provides reliable national information on this. From April 2017 a voluntary collection,

comprising two annual returns, has been requested from forces.

6.5 Tools for force practitioners

In spring 2018, a national survey of police support volunteers was carried out. Subsequently,

The Institute for Public Safety, Crime and Justice produced a report of findings, summarising

the views and experiences of individuals across forces in England and Wales.

This report draws comparisons to a similar 2016 survey, using the analysis to signpost

potential opportunities to improve the experience, contribution and impact of PSVs.

It accompanies the National Benchmarking of Citizens in Policing, which captures the scale,

scope, contribution and investment across the wider portfolio of volunteering in policing in

England and Wales.

Forces should also consider accessing information via NCVO products/third sector volunteer

organisations.

http://www.ipscj.org/our-work/publications/

https://www.ncvo.org.uk/

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Annex A – PSV feedback form

This form provides line managers with an opportunity to recognise the valuable assistance

which volunteers offer by recording their achievements in support of the ongoing delivery of

an effective policing service over a 12-month period. It also offers a chance to identify any

developmental requirements, issues or areas of concern.

Police support volunteer

(Annual feedback: progress, tasks and issues)

Name .......................................................... Date commenced ...........................................

Role/task ..................................................... Review period ................................................

Location ...................................................... Line manager .................................................

(This form should be completed during discussions between the line manager and the

individual and its content agreed with the volunteer prior to being placed on file.)

1. An overview of the contribution made by the volunteer during the last 12 months. (Where

possible this should also include number of hours volunteered).

2. Does the volunteer believe their efforts are valued by the organisation?

3. Does the volunteer have any issues or concerns they wish to discuss?

4. Are there any developmental requirements that need to be addressed in order for the

volunteer to successfully carry out their role? If so, please indicate proposed actions.

5. Identify with the individual if there has been significant change within their role that the

force volunteer coordinator needs to be aware of.

6. Is the individual interested in pursuing a volunteering career pathway involving other in-

force volunteering roles, should the opportunity arise to do so?

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To be completed by the line manager:

Name .............................................................. (block capitals) Date ..................................

Signed ............................................................

PSV to record any further comments they wish to make prior to signing:

To be completed by the police support volunteer:

Name .............................................................. (block capitals) Date ..................................

Signed ............................................................

A copy of this completed form to be forwarded by the line manager to the force human

resources department.

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Annex B – Volunteering record of achievement

Volunteer's name

Volunteer role:

Volunteer's name was a police support volunteer with force from date until date, contributing

a total of number hours on a voluntary basis. They became a volunteer with the force

following a competitive application and selection process.

In order to be able to volunteer with force, they were required to pass an appropriate vetting

check and to comply with the Official Secrets Act and the Data Protection Act. During their

time spent as a police support volunteer, they were also subject to the provisions of the

Code of Ethics for policing. They received no financial remuneration for their services.

Their tasks involved: short description from task profile.

By freely contributing time and effort, they displayed commendable public spirit, helping to

make a difference and providing a valuable contribution in order to help make their local

community safer.

Their experiences as a volunteer will also have assisted in developing their own skills and

gaining further experience.

On behalf of force, I would like to thank individual for their volunteer service and wish them

well for the future.

Signed: ........................................................................... Date: ..........................................

Role: ..............................................................................

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Annex C – Problem-solving procedure for police

support volunteers

1. Introduction

1.1 While involving volunteers in the organisation is usually a positive experience for

everyone involved, occasionally events may arise that lead to concern. This may be

between one volunteer and another volunteer, between a volunteer and a member of

staff/the organisation itself or between a volunteer and a member of the public.

1.2 Unlike employees, volunteers have no employment rights. As such, they are not

subject to the same legal conflict resolution framework. Therefore, a procedure which

is distinct and separate from that used for paid employees should be put in place. It is

essential to recognise the voluntary perspective when addressing issues that may

arise. If a volunteer were to be involved in a complaint with a police officer or member

of police staff, then this issue would fall under the auspices of the IOPC. The

individual volunteer would not be subject to employment policy, however, so the

problem-solving guidance for police support volunteers would apply.

1.3 It is important that volunteers have a process in which complaints may be raised, and

further that they are treated fairly and not discriminated against, particularly in

regards to equal opportunities. It is essential that problems or complaints are

addressed promptly, fairly, transparently, confidentially and with consistency.

2. Problem-solving procedure

2.1 The following proposed procedures can be applied to resolve problems involving

volunteers in two specific circumstances. It aims to meet the requirements for a fair,

consistent method of dealing with such matters in instances where a volunteer has a

complaint about the organisation, a member of staff, or another volunteer or

alternatively if there is a complaint regarding the volunteer’s actions or conduct.

2.2 These procedures have been considered and agreed by the Citizens in Policing

governance structure which includes key stakeholders such as the NPCC National

Business Area Lead, College of Policing, staff associations, Home Office,

Association of Police and Crime Commissioners, HMICFRS, Association of Special

Constabulary Chief Officers, Neighbourhood and Home Watch, Volunteer Police

Cadets, UNISON and the National Council for Voluntary Organisations.

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3. The types of appeal and their respective stages

3.1 The aim when responding to problems or complaints is to enable these to be

resolved informally, speedily and fairly by use of measures such as discussion,

problem solving, mediation and negotiation.

3.1.1 If a volunteer has a complaint about the organisation, a member of staff, or

another volunteer

Stage one (verbal)

It is expected that many cases can be dealt with informally. This should involve a

verbal discussion between the volunteer and their line manager/supervisor. A clear

advantage is that this can be completed quickly and with a minimum of bureaucracy

or formality.

Volunteers may be apprehensive about what the procedure involves, however, so

they should be permitted to have a friend or supporter accompany them to this

discussion, if they so wish.

If the issue cannot be resolved at this stage to the satisfaction of the volunteer, they

may consider if they wish to proceed to stage two of the process.

Stage two (written)

If the volunteer is not satisfied that the problem has been resolved by the discussion

involved at stage one, they should make a formal complaint in writing to their line

manager/supervisor.

If the matter is not resolved, then a written explanation (and any other appropriate

documentation) should be provided by all parties involved and sent to the volunteer’s

line manager/supervisor, who will consider the complaint.

If the complaint is against the line manager/supervisor, the volunteer should request

a meeting with their second line manager. If this is not applicable, the force should

use its HR department.

Once the appropriate arbitrator is in receipt of written statements and documents

from both parties, they should inform the parties that they will now consider these

and that a report, outlining the decision reached, will be prepared and sent to all

concerned.

As a guide, the aim should be to produce this report within 28 days of informing both

parties of receipt of their documentation.

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Stage three (right of appeal)

If the volunteer remains unsatisfied with the outcome, they have one further

recourse. They can choose to make a written appeal to the chief constable/force HR

director. This appeal should set out the issue and the outcomes of stages one and

two. The other party involved will also be asked to provide their evidence.

This represents the final stage in the problem-solving process. The chief

constable/force HR director’s decision on this matter is final.

3.1.2 If the complaint relates to the conduct or actions of the volunteer

Not all complaints are made by volunteers. It may be that a complaint is received by

a force, from either an internal or external source, regarding a volunteer’s behaviour

or actions.

In such cases, the suggested approach is similar to that involved when addressing

complaints made by volunteers.

There remain some key differences. A problem may have arisen due to a volunteer

not fitting into their team, being unreliable without good reason, being unable to meet

the required standards when undertaking tasks or the task does not provide an

appropriate fit for the person.

Depending on the nature of the issue/complaint, a decision may be reached to set

further objectives in specific areas and offer other forms of assistance to the

volunteer. In such instances, these objectives should be formally put in writing

including the action(s) to be taken. If it is subsequently deemed that the volunteer

has not shown the sufficient improvement required of them within a set timescale (up

to six months), they may be asked to leave their volunteering role.

On occasions when it is believed a volunteer may have committed a serious breach

of the organisation’s policies or procedures, including acts that would constitute gross

misconduct, (e.g. theft, assault, acts of violence, malicious damage, breaching

confidentiality, harassment or being under the influence of drugs or alcohol) or

behaved in a manner that has or could have seriously affected the organisation or

affected other members of staff or volunteers, they should be immediately

suspended. This should be communicated to the volunteer in writing.

Stage one (verbal)

This should be resolved informally as many incidents are due to inexperience or

training needs. The first step would be to discuss the issue/complaint with the

volunteer. The volunteer should be encouraged to make the necessary improvement

and offered additional guidance, support, training and supervision as appropriate.

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Stage two (written)

Where stage one measures have either been unsuccessful or it is felt that these

would not be sufficient, the line manager should raise the issue in a formal meeting,

face to face. The volunteer should be given the opportunity to express their opinion

and state their case.

Once the investigation has been completed, a meeting should be arranged as soon

as possible between the relevant parties. At this meeting, the outcomes of the

investigation should be discussed and the volunteer given an opportunity to put their

case, either in writing or verbally. The volunteer can be accompanied, if they wish, by

a friend or other supporter.

Stage three (right of appeal)

If the volunteer is asked to discontinue their volunteering role in the force (a decision

which should form the last resort, after either exhausting other remedial avenues or

due to the seriousness of the issue), they should be offered an opportunity to appeal

in writing. This appeal is to be made to the chief constable/force HR director within 14

days of the decision being communicated to the volunteer.

The chief constable/force HR director should hear the appeal, consider the case,

including documentation submitted and arrange any meetings that may be required

with the volunteer or line manager/supervisor.

This represents the final stage in the problem-solving process. The chief

constable/force HR director’s decision on this matter is final.

4. Conclusion

4.1 With the continuing growth in the number of volunteers providing additionality in

policing it is acknowledged that the processes in place for addressing complaints

by/against force employees are not appropriate for use in relation to volunteers.

4.2 The processes contained in this guidance have been drawn up to act as a guide

which forces without established policies in place may wish to follow in order to

address such problems if they arise. These processes do not pertain to any specific

legislation, rather, they are a tool designed to facilitate consistency and transparency

of the process.

4.3 Forces are strongly recommended to seek legal advice from force lawyers where

necessary on particular points of law.