Job opportunity with Camphill Village Trust

Job Title: Community Connector / Coproduction Lead

Reporting to: Co-Production Project Manager

Salary: £10.50 an hour

Hours: Part Time (18.75 hours per week)

Location: Stourbridge Community, with occasional travel to other regions across the Trust

The role

We have an exciting, permanent opportunity, that we will enable us to build upon our commitment working in a co-productive way, creating opportunities for people we support to have a ‘Life of Opportunity’.

We are seeking an individual to be our part time Community Connector / Coproduction Lead, based within Stourbridge. The successful candidate will need to have motivation, enthusiasm and creativity to engage and inspire people to grow in confidence and take responsibility in their own lives.

This is a rewarding role for someone who thrives on implementing change through co-production, transforming the way we work with people with learning disabilities and autism. Enabling people to take responsibility and become a valued citizen in the local community.

Reporting to the central Co-production Lead you will support community initiatives, projects and activities in a co-produced way, harnessing collective talents to achieve positive outcomes. The successful candidate will also work closely with the managers and staff to help drive up quality and be responsive to the people we support.

The role will involve:

• leading and developing community-based projects to engage people we support
• developing local initiatives consistent with outstanding practice in social care.
• create opportunities to ensure every voice is heard and ideas are valued.
• facilitate forums for people we support
• encourage the use of “CVT Connect” and Zoom technology as platforms to help connect people.
• prepare and share accessible information, fact sheets and policies.
• support the completion of “Quality of life” reviews and “My life” surveys. Gathering people’s views, facilitating feedback sessions and coproducing action plans.
• develop contacts within the local area, creating closer partnerships with key organisations.
• facilitate events and activities for the benefit of the wider community.
• create opportunities for people we support to become more active and connected within the wider community.
• work with the general manager to develop new opportunities in the locality with the aim enabling all people we work with to have a ‘Life of Opportunity’.

The successful candidate will have:

• strong personable qualities and can demonstrate a strong drive to delivering excellent person-centred services.
• experience of planning and delivering projects and initiatives.
• have strong communication skills and the ability to communicate with all abilities; written and verbally.
• be able to lead, mentor and coach others to sustain motivation to get involved and stay involved in activities and initiatives.
• experience working with adults, within social care and learning disabilities sector.
• at least 2 years’ experience in a similar role
• have a level 3 social care management qualification or equivalent

You will be PC literate, hold a full UK driving licence and be willing to travel to other regions within the Trust and other locations such as the North, London and Birmingham.

Next Steps

For an informal discussion about this opportunity, please contact Philip Gibson on 07824 463798.

For more information about the Trust, how we work and about co-production please visit

To apply

To apply visit:

Closing date: TBA, this advert may be closed early upon receipt of suitability sufficient applications
Interview date: to be arranged and held by Zoom due to the current situation surrounding Covid-19.

Please note we will not wait until the closing date to arrange interviews, so if we have filled the vacancy before the advertised closing date, we will close this advert early.

Successful applicants for this role will require an Enhanced DBS check. We are committed to safeguarding and promoting the welfare of vulnerable adults. We will undertake checks of successful candidates before starting work, which will include an Enhanced DBS check. For more details please see our webpage on the recruitment process.

Seven Deadly Sins [7] Detachment @DudleyCVS @NCVOVolunteers #wiseupwednesdays

sds -7Our seventh and final sin is DETACHMENT.   I’m talking about detachment by those who manage your group or organisation, who may well be a team of volunteers.

Prime examples of this deadly sin are:

Refusing to engage with volunteers – seeing themselves as separate from, or better than volunteers, which is never a good thing. Strong organisations are those were everyone is treated equally be they a volunteer or the Chief Officer.  Mingling with volunteers at events and taking time to chat to them is important and a great way to build strong relationships.

Management not seeing the relevance of volunteers – this could include ignoring volunteers’ contributions, refusing to make time on agendas for meetings to discuss volunteering issues, or even not supporting the person responsible for volunteers e.g. bringing in unrealistic targets or expectations for the volunteer co-ordinator or volunteers.

Management not seeing the value of volunteers – not seeing any value in the time and input from volunteers, or what they bring to the organisation.

“We don’t need to thank our volunteers or treat them well, they’ll turn up anyway!”

is not a good attitude but this was a comment from a Volunteer Co-ordinator I met. They didn’t see the value in any kind of structured support for volunteers either. Hmm I wonder why they couldn’t keep volunteers?

Not resourcing volunteers – we are talking about time not just money here. Volunteers are not “free labour” although I’ve heard them be referred to as exactly that in the past. Resourcing volunteering is not just about finding funds to pay out-of-pocket expenses, fund training or purchase special polo shirts, although these are important things to factor into funding bids: it’s about investing time to ensure that volunteers are involved in the organisation, following good practice guidelines. Nominating someone to be responsible for volunteers and ensuring that person has the time, and capacity to do it as part of their role is essential.  Giving volunteer management responsibilities to someone who is already over stretched is never going to work!  Have you assessed their skills? Do they need mentoring from another member of staff, or do they need some training in volunteer management skills?

Not seeking their views – overlooking volunteers’ views and opinions may not seem like a sin to those who manage an organisation, but it’s a useful exercise to seek them and volunteers have come up with ideas to develop, or improve services/projects in some organisations. It’s useful to remember too that if you work with clients/service users, volunteers are often the people with time to sit down and chat with them, which puts the volunteers in a unique position of spotting issues and ways to improve the service.

Not recognising and celebrating their volunteers – see 6th Deadly Sin post

Being resistant to new volunteers – where some purely volunteer-led groups have developed and needed to recruit volunteers who are not board/committee members, this can become an issue.  New volunteers joining the group may not be made welcome as existing volunteers have their own way of doing things and don’t want to change. One group I supported, closed with £26,000 in the bank, as new board members would not stay with the group due to the Chairman’s attitude to ‘outsiders’!  The existing board had been together for many years and chose to close the group rather than change.

I need help!

The Volunteer Centre can help you with any area of good practice when involving volunteers, so please get in touch or 01384 573381 and ask for Eileen