Interview with Javed Khan, CEO of Victim Support

Earlier this year Third Sector magazine ran an interview with Javed Khan, Chief Executive of Victim Support.  The article caught my attention as Javed talked about the importance of volunteers to the organisation's work and in particular noted that this was so important to him that he made a point of making his first task every day to be to write to some of Victim Support's volunteers.

Such open and constructive engagement in an organisation's volunteer programme by the CEO is sadly quite rare - at least in terms of it being publically acknowledged - so I arranged to speak to Javed to dig a bit further into his views on volunteering.  In this blog post I want to share the highlights of my conversation with Javed in the hope that those of you reading this might find something of value that you can share with your own CEOs and senior managers so that they become more supportive of your organisation's volunteer engagement work.


In the interview you did for Third Sector you were reported as having underestimated the challenge of managing volunteers. Tell me a bit more about that.

First, having moved from the public sector  into the voluntary sector I was unprepared for the number of volunteers an organisation like Victim Support involves.  We have five times the number of volunteers as paid staff here and that is quite a shift from my experience of the public sector.

The other big change was in the way you work with volunteers to get things done.  In the public sector, working with largely paid staff, you effectively pull a lever and the staff do what is asked of them.  That simply isn't the case for volunteers.  There is much more work to be done to win their hearts and minds so that they are prepared to do what needs doing.  That means getting out there and meeting  the 7,000 volunteers face to face, not simply sitting behind a desk and issuing requests for action.


What are your thoughts about the public sectors' attitude to volunteers, especially in these recession hit times of budget pressures and cuts?

In the current climate there hasn't really been much of a shift in public sector attitudes to volunteering.  I think the only reason that many public sector bodies are showing more interest in volunteering is because they see it as a way to save money.  That mindset may well exist in the voluntary sector but generally speaking the sector is more committed to the ethos and principles of voluntarism so involving volunteers is part of the way organisations do things, not just a way to cut costs.


You said that you make the first email you send each day is to a volunteer.  What do you use that opportunity to say to them?

I make sure they know three things.

First, that they matter.

Second, that I am listening.  Volunteers can have some great insights into the challenges and opportunities we face and I want to hear those ideas not limit input to my top management team.

Third, that I write these emails personally.  I don't get my PA to do it.  As CEO it is important for me to invest my time in engaging with our volunteers.  Having someone else do that on my behalf simply isn't appropriate.

So far I've had a very positive response from volunteers.  We can't do everything they suggest and they appreciate that because they know I am interested, I am listening and, where we can do the things they suggest, we do them.


Volunteering continues to face a bit of an image problem. With your interest in diversity, what do you think could/should be done to help diversify the volunteer base of many organisations?

Volunteering happens everywhere but it varies in type.  Those groups who are often labelled as being under-represented in volunteering are already giving time, just not in ways that the mainstream recognises.  It may also be that those people don't identify what they do as volunteering, perhaps for cultural or religious reasons.

What we need to do is to help people recognise that what they do is volunteering, perhaps through awards schemes that celebrate their contribution.  That would be a great way to thank the volunteers and to raise awareness of the breadth and diversity of volunteering and those who give their time to society.

I also think organisations could partner with others to help raise their profiles in more diverse communities.  That would enable not only great new partnerships between organisations but help to open up access to services and support that may not otherwise be available to some.


Quite often top executives don't think strategically about volunteering in the same way they may do for, say, fundraising.  What are your thoughts about this?

We've done some strategic work on volunteering at Victim Support which has resulted in a four year strategy for volunteering, the first time the organisation has had such a strategy for volunteering.  So, for example, we are looking to diversify the roles volunteers have within the organisation, with volunteers taking on some administrative tasks that might previously have been done by paid staff who are now focusing on other things.  This is partly in response to having more young people showing an interest in volunteering, perhaps as a result of studying for law or criminology, subjects clearly linked to what we do as an organisation.

We've had some push back from paid staff on this, typically suggesting that volunteers are unreliable.  That's a myth.  Some volunteers may be like that but so are some paid staff.  People are no more likely to be unreliable simply because they don't get paid, in fact the opposite may even be true - those working for no money may be more committed and reliable because of their passion for the cause.


What are the top three things you have learnt about the strategic importance of volunteers that you would want to share with other CEOs?

1. Quantify and share the added value of volunteers and not just their financial value to the organisation.
2. The CEO and senior management team do not have a monopoly on good ideas.  Often the simple solutions come from the frontline and that means volunteers as well as paid staff.
3. Values, values, values.  They are what drives this sector and what drives volunteers.  We have to work hard to clarify them, communicate them and align them with the motivations and interests of our supporters.

What advice would you give volunteer managers in volunteer involving organisations?

Well, first of all I have to say that investment in volunteer management is absolutely key.  Volunteer managers are the main face-to-face contact volunteers have with the organisation and so are key in communicating our brand, building commitment and motivating people to continue to support us.

So organisations should be investing in their volunteer management functions.

In terms of what I say to volunteer managers themselves, first of all, volunteer managers need to understand and apply the importance of winning volunteers' hearts and minds.

Next, they need to have huge respect for volunteers.  This means taking the time to speak to and meet with them, invest in their training and working hard to get appropriate systems in place to support them.

Finally, volunteer managers need to work hard to help volunteers enjoy what they do because if they enjoy their volunteering they will want to keep doing it and maybe even do more of it.

A moment to shine

So that's it.  After seven years of hype and anticipation, the London 2012 Olympic Games are over.

They have been a Games that have provided a once in a lifetime opportunity for the UK to stand front and centre on a global stage.  Even I, cynic that I was in the run up to the Games, have found myself caught up in the wonderful atmosphere of positivity and enthusiasm, something we Brits are not normally known for.  I hope this continues beyond today and beyond the still-to-come 2012 Paralympic Games too.

Essential to the running of the games is an aspect of the modern Olympics that first featured back in London 1948 - an Olympic volunteer programme.  It is these volunteers - or Games Makers as they have been called - who have played an immeasurable role in making the Olympics the "friendly games".    

It is quite right that the largest cheers at last night's closing ceremony were reserved for the volunteers.  70,000 Games Makers will have contributed thousands of hours to making the games a success, from working in anti-doping units to marshalling crowds.  They have been on the front line, engaging with visitors from around the world whilst VIPs shelter in plush corporate hospitality.  One estimate I've heard is that without the volunteers it would have cost LOCOG £1.5billion to employ staff (at minimum wage) to do the work of the Games Makers.

In their distinctive uniforms, the Games Makers stood out from the crowds in a busy city. My hope is that this visibility will now permeate through the whole of our society.

Put simply, life in this country would not be the same without volunteers.  No Samaritans.  Not lifeboat crews or mountain rescue - people would literally die!  No magistrates.  No school governors.  No sports clubs.  No amateur dramatics and arts groups.  Immeasurably weaker community life.  No Red Cross, St John Ambulance and the like.  No Scouts and Guides.  The list goes on.

Yet we do not celebrate volunteering publicly in the way other countries do. 

Until now.

We do not hold up our volunteers as everyday heroes of our society.  We kind of keep quiet about it.  

Until now.

The Games has given us an opportunity as a nation to put volunteering front and centre in the national consciousness, to recognise that without volunteers our society would not be the same, in fact it would be a poorer place.

The Games have been a moment to shine for the athletes.  

The Games have also been a moment to shine for our country.  

The Games have been a moment to shine for volunteering, a moment that will provide a legacy in transforming our nation's understanding of and attitude towards volunteering.  

Doing that will require big changes in our sector's attitudes to volunteering. 

We need to invest in creating great volunteering experiences that enthuse and engage people as the Games Makers have been enthused and engaged.

We absolutely need to stop talking about using volunteers.  We use things, not people.

We need to rethink our attitudes to what volunteers do with us.  Games Makers held a huge array of jobs, from the menial to those with massive responsibility.  We can't just give our volunteers the former and save the latter for those we pay.

We need to start really valuing volunteering, not just using warm words about it when really what we want is someone to give us a cheque.

Are you up for the challenge?

What gets Volunteer Managers up and going when their get up and go has left the building?

For this post we're pleased to welcome guest blogger Kate James who share's her personal reflections on why volunteer managers do what they do.

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I think I started identifying myself as a Volunteer Manager long before I even knew what one was! My first experience as a volunteer was in my late teens. I had the opportunity to help out at the school my mum was working in at the time which was for children with a range of disabilities. It was the most amazing thing that I have ever done. Giving my time to bring a little bit of sunshine in to their lives was incredibly rewarding. Come rain or shine, through my own health problems, I was in the classroom day after day for weeks until the end of term came around and the school closed for summer. During that time, I learnt so much about these inspiring kids but also a lot about myself. I spent a lot of time thinking about my motivations for volunteering and what exactly it was that was getting me out of bed in the morning. I was making a difference.

Careers advice at school wasn't great. The majority of young teens don't know the answer to the question “what do you want to be?” or “what do you want to do?” and when I was at school I don’t think volunteer managers even existed! It certainly wasn’t a recognised career path and people who worked with volunteers were seen as cardigan wearing do-gooders who didn’t really understand what professionalism was. Thank goodness things have changed!

Today, I find myself managing volunteers from all walks of life. Each volunteer I have the pleasure of working with has chosen to volunteer for their own reasons and my motivations for being involved with volunteers haven’t actually changed all that much. The reason I do what I do is because I care. I care about individuals and I like to think that in some small way I can make their world, our world, a better place. We all have a responsibility to leave a legacy regardless of who we are, where we are from or what we do. This can be profound, such as the incredible achievements of some of our Olympic heroes or something as simple as smiling at a stranger and making their day.

All too often, this legacy is measured in financial terms or in how high someone can climb the career ladder, what car they drive or how big their house is. Take all this away and what are you left with? A simple soul. That’s why I think volunteering is so powerful, such an inspiring, exciting, fulfilling activity that enables any, every, simple soul to leave their legacy and in my career I am in the privileged position of being able to support others to do this to the very best of their ability

Until fairly recently, although I suppose I have had a recognised job title, I have found it really hard to identify myself as a ‘professional’ with a career, even though I have grown more and more passionate about professionalism as the years have passed. I considered myself a failure academically as I didn’t go to university and in many ways a failure professionally because I had predominately ‘just’ worked with volunteers in the voluntary sector whilst my school friends had gone on to travel the world and have seemingly glittering careers and fantastic lives. But managing volunteers well and working with them to make their difference takes a whole heap of skills and personal qualities that take time, effort and practice. It takes dedication and willingness, strength and patience. I learn every day and if all of this doesn’t make me a professional then what does?!

Yes, I get extremely frustrated at the hoops we all have to jump through. The paperwork and procedures, the way volunteering is often misunderstood and misrepresented in the press, the way it falls in and out of fashion depending on who is residing at Number 10. But what keeps me coming back for more are the volunteers I get to meet as I travel my journey of volunteer management.

I have recently worked with a volunteer who has decided to completely rethink her life. She has a well paid job in the city with a well respected company but has had enough of the continual stress and unrelenting pressure to chase profit all day long. It gladdened my heart to know that she had had such a positive experience and her words made me beam: “Isn't it strange how something so simple as volunteering to do data entry can trigger a change in life's course?  But I guess that's what makes life so interesting”

As we know, each volunteer has a different reason for giving their time and it is part of our role as good volunteer managers to understand these motivations but I think sometimes we need to take a step back, look in the mirror and remind ourselves of our own journey. Our numbers are now growing and we have resources, networks and qualifications. We have a voice. But what gives us a reason for being is all the amazing people out there who want to make a difference. This is what makes me get up day after day and it is volunteers themselves who inspire me to be a better person and be better at what I do.

Kate James is a happy, Hertfordshire based Volunteer Manager who has been working with volunteers for over 10 years. Kate has worked in the fields of mental health and disability and is currently supporting volunteers across the UK for a national charity.  You can contact Kate by email or via her Twitter account.