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The voluntary sector sits at the very heart of the UK’s civic life. We know this. You know this. And judging by recent policy discussions, it appears the Government recognises this too. Here at TeamKinetic, our entire purpose is to support and scale the incredible work of charities, NGOs, and community groups across the country. We build the tools that empower volunteer managers to connect, train, and celebrate the millions of people who dedicate their precious time to making a difference.

That is why, when reports emerged about a proposed policy to mandate volunteering—specifically for individuals seeking settlement as part of a new “contribution-based” model—our reaction was surprised disappointment. On one hand, we are genuinely heartened that the current administration recognises the profound, essential role the voluntary sector plays in addressing social, environmental, and economic challenges. Acknowledging our value is a step forward for the sector.

But on the other hand, the proposed method—compulsion—represents a fundamental misunderstanding of what volunteering is. It is a philosophical and practical error that threatens to destabilise the very sector it claims to support.

Simply put: You cannot mandate the voluntary spirit.

The Soul of a Sector: Choice, Not Coercion

The essence of volunteering is inherent in the word itself. Tracing its roots to the Latin voluntas, it means free will or desire. A volunteer is someone who offers their time, skills, and commitment without expectation of material reward and, crucially, without duress. This act of genuine, uncoerced contribution is the source of the sector’s power, its purity, and its profound societal effect.

When the act of giving time becomes a bureaucratic hoop to jump through—a condition of belonging or a prerequisite for permission to remain—it ceases to be volunteering and becomes, at best, unpaid, coerced labour, and at worst, a form of exploitation.

This isn’t just semantics; it’s a matter of professional integrity. Our clients—the thousands of charities we partner with—rely on the goodwill, motivation, and positive energy of their volunteers. That energy is derived from the autonomy and ownership a volunteer feels over their contribution. They choose the cause, the time, and to show up because they believe in the mission.

When that choice is removed and replaced with a mandate, the entire dynamic shifts from one of mutual empowerment to one of administrative enforcement. This undermines the dignity of the individual and strips the voluntary organisation of the authentic engagement it needs to succeed. As hundreds of charities have already articulated, many of whom work directly with migrant communities, this proposal is not only impractical but also morally unsound. Volunteering is a gift, and to enforce a gift with a threat is to destroy its value entirely.

The Practical Impossibility: A System Designed for Failure

Beyond the philosophical objections, our core concern—as experts in volunteer infrastructure and management software—is that this policy is simply unworkable.

A functional volunteer programme requires careful management, including recruitment, training, supervision, and, critically, recognition. Our software is designed to streamline these processes for genuinely motivated individuals. But imagine, for a moment, trying to manage a workforce whose sole motivation is the avoidance of sanction or the fulfilment of a settlement condition.

The administrative burden on already stretched charities would be catastrophic:

1. Vetting and Risk Management: Organisations would be forced to rapidly absorb a vast new cohort of individuals, potentially with varying language skills, trauma backgrounds, and complex support needs, all while operating under immense pressure and tight timelines. The necessary vetting and training to ensure safety and quality control would be overwhelming and costly.
2. Reporting and Compliance: Charities would be placed in the invidious position of becoming an extension of the Home Office. They would need to track, monitor, and formally report on hours served, attendance, and “contribution” to satisfy bureaucratic requirements, or else risk jeopardising an individual’s legal status. This level of punitive compliance is utterly corrosive of the voluntary sector’s supportive, community-focused mission. Charities exist to help people, not to police them.
3. The Retention Trap: Volunteer retention is hard enough when individuals are genuinely committed. Retention for a coerced volunteer would be nonexistent. Coerced volunteers often lead to high turnover, poor work quality, and a negative cultural impact, consuming far more management time than they generate in value. Managers would be forced to dedicate resources to supervising a mandatory workforce instead of nurturing a willing one. This would divert essential resources—time, money, and emotional energy—away from vital frontline services.

We see this not as a solution, but as a severe drain on our sector’s capacity. Instead of boosting social contribution, it risks damaging the existing ecosystem by forcing charities to divert their scarce resources to administer a hostile, unproductive bureaucratic exercise. The value generated by a willing volunteer cannot be measured on the same scale as the liability created by a coerced one.

A Better Way: Removing Barriers, Not Imposing Mandates

Suppose the Government is serious about maximising the social contribution of all UK residents, including those who have recently arrived. In that case, the focus should be on removing barriers, not imposing punitive mandates.

We already know that refugees and migrants often demonstrate a high propensity to volunteer; they seek to integrate and give back to their new communities out of genuine gratitude and a desire to connect. Our data show that when barriers are lowered—such as providing accessible language training, funding travel costs, and simplified registration—contributions naturally flourish.

The voluntary sector needs sustainable investment in its infrastructure and its volunteer managers. It needs certainty, capacity building, and support to ensure it can onboard, train, and engage people safely and effectively. It does not require a deluge of unwilling participants who fundamentally undermine the spirit of its operations.

The commitment must be mutual: the individual contributes voluntarily, and the organisation provides a meaningful, supportive opportunity. Any policy that attempts to replace this foundational principle of choice with compulsion is a pathway to failure. It is ill-conceived, it is counterproductive, and it is entirely unworkable.

We urge the Government to recognise the strength of the sector’s unified opposition and to reconsider this proposal. Let us work together to champion genuine volunteering—the kind driven by free will—and ensure that the integrity and impact of the UK’s essential voluntary sector are not compromised for the sake of a flawed policy. The voluntary sector deserves respect, not administrative sabotage.

Guest Blog, written by Ruth Leonard

Involving volunteers is all about building relationships. This is where meaningful change happens. On International Volunteer Managers’ Day, we celebrate those who make volunteering possible – the people who develop these relationships which enable others to create real impact in their communities. Being bold isn’t always about grand gestures; sometimes it’s about the small, intentional steps that create powerful ripples of change.

Volunteer Involvement is not about filling gaps or completing tasks; it’s about connecting people to purpose and possibility. Volunteers bring their skills, passions, and lived experiences – and when we create space for that, communities thrive. Yet, volunteer numbers across the UK appear to be declining. Is this in part because we respond by marketing volunteer opportunities as products to be consumed? For me, volunteering isn’t
about transaction; it’s about agency – and creation.

As I’ve said before: “People-powered services should be exactly that – powered by people, not by systems or processes.”

This shift begins with small, everyday actions: listening to volunteers’ motivations, being flexible with roles, and recognising their contributions. Relationships drive retention, satisfaction, and impact. When volunteers feel heard, valued, and trusted, they don’t just stay longer – they become catalysts for community-led change.

The boldest step we can take is to move from managing to connecting. Instead of asking, “how do we fill this role?” what happens when we ask, “what matters to this person, and how can we create space for it?” This approach not only strengthens relationships but also unlocks creativity and inclusion. Volunteering thrives when we stop telling and start facilitating.

Bold change doesn’t have to be big. Every “thank you,” every conversation, every moment of recognition builds a sense of mattering – that what someone does is valued, and that they are valued. Too often, we measure volunteering in hours and outputs, but the true value lies in connections and shared purpose. When volunteers see the difference their contribution makes, that’s when they feel most fulfilled.

To enable volunteering to thrive, we must also support those who involve them. Confidence comes from understanding, community, and self-reflection. Volunteer management is both a skill and a profession – one that requires empathy, creativity, and resilience. As England’s Vision for Volunteering looks towards, “people supporting volunteers work alongside them as equals, channelling their interests and passions to make change.”

So, this International Volunteer Managers’ Day, ask yourself: What bold step will you take to strengthen relationships to make change in volunteering?

Bold doesn’t mean big – it means intentional. It means choosing to act differently, trusting that small steps can lead to transformative change.

To quote Margaret Wheatley, “very great change starts from very small conversations, held among people who care.”

Let’s keep those conversations going – and together, let’s be bold and make change.

If you’re a TeamKinetic user, you can come along to Ruth’s Masterclass on Wednesday 5th November at 10am. Just go to Help & Support → Masterclasses & Training within your system to book for free.

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