Volunteer Management Policy

Singapore Cycling Federation

Volunteer Management Policy

Editor Date Edit Detail Version Control

Intern 17th Jan 2020 1

Singapore Cycling Federation

OCBC Arena

5 Stadium Drive, #02-44

Singapore 397631

Tel. 67846621

About the Singapore Cycling Federation

The Singapore Cycling Federation (SCF) was established in 1958 and is registered

with the Registry of Societies. It is recognized by Sport Singapore (Singapore Sports

Council) as the national governing body for the promotion and development of the

sport of cycling. It is affiliated to the Singapore National Olympic Council (SNOC),

the ASEAN Cycling Association (ACA), the Asian Cycling Confederation (ACC) and

Union Cycliste Internationale (UCI). The SCF is also a Charity and an Institution of

Public Character (IPC).

SCF is responsible for the licensing of competitive cyclists, sanctioning of local

cycling events, and to ensure compliance with UCI international regulations in

competitions world-wide, involving Singapore-registered cyclists and Singaporeregistered


SCF represents the interests of six main cycling disciplines of Road, Track, Mountain

Bike (MTB), BikeTrial, Cycling Esports and BMX racing.


Volunteering has been on the rise in Singapore. A study conducted by the National

Volunteer and Philanthropy Centre states the number of volunteers in Singapore has

doubled from 2014 to 2016. The rise of movements such as the Singapore Cares

Movement also contributed to the rise volunteering among the youths in Singapore.

According to Ministry of Culture, Community and Youth (MCYY), in their annual

survey done in 2020, more people have been stepping forward to give their time to

good causes. With the advent of technology, Giving.sg, an online website that

matches the people with volunteering opportunities, now stands at more than

220,000 registered users, with the number of new users increasing by 35 per cent in

the past year. With volunteering gaining such a steady traction, SCF can also

consider recruiting volunteers in helping with their operation.

Objectives - SCF Volunteer Management Policy

The SCF Volunteer Management Policy has been developed with the specific intent

to provide SCF with guidelines on how volunteers should be managed.

The document policy will include the following:

1. SCF’s Commitment to Safe Sport

2. Volunteers’ Code of Conduct

3. Allowances & Claims

4. Volunteer Recruitment & Role Allocation

5. Volunteer Data and Communication

6. Volunteer Orientation

7. Volunteer Training

8. Handling of Grievances and Complaints

9. Volunteer Recognition and Reward

10. Feedback and Review

Rights to amend

The SCF reserves the right to amend the clauses listed in this document, from time

to time, in order to protect the interests of the Federation and the volunteer


Our Commitment

(as extracted from SCF’s Safe Sport Commitment)

Singapore Cycling Federation is committed to ensuring the safety and wellbeing of

our staff, volunteers and participants. Our policies and procedures seek to address

risks to safe sport and to establish safe sport culture and practices. Our safe sport

commitment is accessible on our website (http://cycling.org.sg); and this have been

communicated to the Management Committee, Secretariat, and all contractual Staff.

We regularly review our policies, gain endorsement of changes and advise our staff

(full time and contractual) of changes.

We are committed to safe sport

Through our Safe Sport Framework, we document our clear commitment to keeping

sport safe from harassment and abuse. We communicate our commitment to the

public, SCF Representatives, Stakeholders, staff, volunteers and participants and

give them access to a copy of our commitment statement.

Our staff and volunteers know the behaviour we expect

We ensure that all representatives of Singapore Cycling Federation understand their

role and the behaviour we expect in relation to keeping the sport of cycling safe from

harassment and abuse through application of the Code of Behaviour. We utilise clear

position descriptions which clearly state relevant safe sport requirements. We have a

Code of Behaviour, which is approved and endorsed from Sport Singapore that

outlines our expectations for behaviour towards participants (including volunteers).

Our staff (full time and contractual) is given a copy of and have access to the Code

of Behaviour and is indicated, in writing, that they have read and are committed to

the Code of Behaviour.

Code of Conduct

The code of conduct aims to ensure that all volunteers understand the standard of

conduct which is expected. Volunteers should adhere to the code of conduct when

carrying out duties and interactions.

It is important for the volunteers to be aware that their image and behaviour reflects

the federation’s image. The federation expects every volunteer to behave with

integrity, fairness and trust.

Volunteers are expected to:

• Be present for duties, unless there are unforeseen circumstances which

causes the volunteer to not be able to report.

• In the event where the volunteer is unable to report, he/she should

immediately inform the volunteer manager and find another volunteer to

replace his/her role if possible

• Carry out duties responsibly, safely and in a competent manner

• Maintain confidentiality of all data and information obtained while volunteering

• Observe all safety protocols

Volunteers should not:

• Act in any way that may create liability or bring into disrepute SCF and its


• Disclose confidential client information to public

• Use SCF’s property, resources, information and funds for unauthorised


• Falsify/change any record documents

• Act as spokesperson for SCF unless prior permission has been given

• Drink alcoholic beverages while on duty or on SCF’s premises

• Smoke while on duty or on SCF’s premises. Smoking is only allowed outside

of the office’s building

• Hint, imply or ask federation’s clients directly or indirectly for gratuities or ‘tips’

Breaching the code of conduct will result in disciplinary actions being taken against

the volunteer. The disciplinary actions which can be taken are as follows:

• Verbal Warning

For minor breaches of discipline or failure to achieve the required standards of

performance, a formal Verbal Warning may be given to the volunteer by the

volunteer manager

• Written Warning

For serious offences or because of the volunteer’s failure to improve following a

Verbal Warning, he/she may be issued with a Written Warning by the volunteer


• Suspension

As a precaution, the volunteer may be suspended from his/her job while SCF

investigates any allegations against the volunteer. The suspension is not a

sanction against the volunteer and will not prejudice the outcome of any

subsequent disciplinary interview with him/her.

• Dismissal

If volunteer fails to improve even after committing an offence and receiving

warnings (be it verbal or written), his/her volunteer appointment with the SCF will

be discontinued.

Volunteers are not obliged to remain in SCF for a minimum period of time and are

free to leave as they please. However, for both parties to get the most out of the

experience, a period of at least 6 months will be ideal.

Volunteers will only need to report for duty on days where they are needed for event

planning or to help with the event execution. The timing to report and duration of the

event will vary from event to event.

Allowances and Claims

Volunteers will receive a fixed sum of money as their allowance for the event. This

allowance will cover the transport and meal costs of the volunteer. It is important to

take note that this allowance is not the volunteer’s salary. The amount of allowance

to allocate for each volunteer will be determined by the following factors:

1. Location of the event

If the venue where the event is held is not near any MRT stations or bus stops (E.g.

Changi Coast), the allowance allocated for the volunteer should be higher to cover

their transport costs. Vice versa for when location of the event is held at areas that

are accessible via public transport.

2. Time of the event

Depending on the time which the volunteers must report to the venue, the availability

of public transport will be affected (E.g. 5am reporting time but MRT is not open for

operation yet). If reporting time is at such timings, allowance allocated for the

volunteer should be higher to cover their transport costs. Vice versa if the timing of

the event is when public transport is readily available.

3. Hours of event

Consider giving more allowance if the duration of the event is held over long hours.

Vice versa if the event is a short one.

4. Provision of food

If food and refreshments are not provided and volunteers will have to buy their own

meals, the allowance allocated for them should be higher and vice versa if there will

be food packed for them.

If a volunteer was instructed to buy something for event use and the money spent

was out of his/her pockets, SCF must reimburse the sum of money back to the

volunteer. Volunteers must get the claims form from the volunteer manager to apply

for their claims. Only claims for items bought under instruction from an SCF staff and

for the use in events operation will be approved.

Allowances and the reimbursement of cash (if any) will be either given to the

volunteers as cash after the end of each event or be transferred into their bank


Volunteer Recruitment and Role Allocation

Anyone over the age of 16 years is applicable to become an SCF volunteer.

Before volunteers are recruited to join the SCF, each individual volunteer or group of

volunteers will be interviewed and assessed. If any of the volunteers are found to

have a criminal background, SCF would exercise caution when recruiting them. For

example, if the volunteer has a criminal record involving theft, roles that require the

individual to deal with monetary assets would not be considered for the volunteer.

When creating roles for the volunteers, the volunteer manager would also ensure

that the roles allow for the volunteer to learn or develop skills instead of merely

fulfilling mundane administrative tasks. Furthermore, the risks associated with the

roles created should also be carefully assessed.

This would be done through a simple risk assessment to identify the likelihood of the

risk occurring and the severity of the risk:

Risk Impact Potential frequency of

risk occurring

Severity of risk should it


Low Rare, unlikely to occur Little damage should the

risk occurred

Medium Occurred before, but not


Moderate impact if risk

occurred, but may still be


High Common, high probability

of occurring in the future

Catastrophic impact on

the organisation

Some of the risks that include:

1. People; risk of injury to volunteers/clients

2. Equipment; damage to machinery

3. Financial; theft and mismanagement of funds

4. Confidentiality; divulgence of confidential information

5. Reputation; misrepresentation of organisation

6. Mission-criticality; risk of important deadlines not met

If both the likelihood of the risk and the severity of the risk is high, the volunteer

manager would assign the task to a full-time SCF staff to handle it unless the

volunteer manager is able to establish prevention strategies throughout the volunteer

programme, such as:

Area Prevention Strategy Type of risks addressed


Provide information during

induction to inform

volunteers of their expected

responsibilities and their role

in risk awareness &




Provide training on health

and safety measures to

equip volunteers with the

skills to carry out their tasks

safely. Provide training on

the Do’s and Don’ts

People, Equipment,

Confidentiality, Reputation

Emergency Procedures Develop contingency plans

and safety protocols

People, Mission-criticality


Conduct screening

commensurate with risk

level of the position

People, Financial

Volunteer Data and Communication

As part of SCF’s commitment to create an effective volunteer management system,

data collected from volunteers will be stored in an online volunteer database.

Information such as the following will be collated and uploaded onto the database:

• Volunteer contact details

• Volunteer emergency contact

• Next of kin information

• Formal records of volunteer contributions

• Specific volunteer skills and qualifications

• Feedback collected from volunteers during discussions

SCF values the privacy of every volunteer and are committed to protect the personal

data collected. The SCF will take all practicable steps to protect against the

unauthorised or accidental access, collection, use, disclosure, copying, modification,

disposal or any other similar risks. The SCF will also be compliant to the minimum

requirements of the personal data protection act (PDPA), regardless of the format in

which the data is recorded.

SCF also believes that effective communication contributes significantly in creating a

successful volunteer management system. Several channels will be made available

to ensure lines of communication are open between staff and volunteers,including:

Open Door Policy:

Volunteers can approach any SCF staff member at any time to provide feedback,

ask questions or seek advice.

Online Discussion/Chat Groups:

An online chat group will be created on WhatsApp and be available to all volunteers.

It will serve as a platform for the volunteer manager to disseminate important details,

for volunteers to have discussions or ask any questions they have. Volunteer efforts

and opportunities will also be posted through the chat group on top of other platforms

such as e-mails etc.

Volunteer Manager:

An individual will be appointed as the role of volunteer manager. He/she will be the

focal point of communication between the organisation and the volunteers. He/she

will also deal with any grievances of volunteers within the organisation


The SCF website will be regularly be updated and contain all policies and

procedures for volunteers to review.

Volunteer Orientation

Any new volunteer which joins SCF has would be provided with an orientation

session to help them be familiar in their new working environment. This orientation

would comprise two aspects, (a) familiarising the volunteers with SCF and (b)

familiarising the volunteers with each other. Both aspects of the orientation will be

organised and planned by the volunteer manager.

Familiarising the volunteers with SCF

When familiarising the volunteers with SCF, some important aspects to be covered


1. An explanation of what the SCF does and its history including how it came

about and it evolved

2. A description of some of the key programmes which the SCF organises and

the purpose of these programmes.

3. An overview of the SCF, including the organisational structure to enable the

volunteer to understand the roles of each employee in SCF

4. An introduction and tour of the SCF office and training facilities.

5. General policies and procedures, highlighting those which will impact the

volunteers the most. (e.g. lines of communication, reporting times, claims and


6. A briefing on the SCF Volunteer Management Policy and to answer any

additional questions they might have

Familiarising the volunteers with each other

On top of familiarising the volunteers with the SCF organisational set-up, it is also

equally important for them to know one another as the volunteers will be working

closely in many overlapping areas. The volunteer manager would organise bonding

sessions for the volunteers or to have some ice breaker sessions so volunteers can

know each other better. The volunteer manager would ensure that the organised

activities would not be dangerous or breach any policies which SCF has in place.

Volunteer Training

All volunteers will be given access to training and education to adequately fulfil their

volunteer role. These training may be in the form of mentoring with an SCF staff,

briefing sessions or relevant accredited training courses. Where courses attract a

fee, these fees will be covered by SCF if it meets the following criteria:

• Directly improves the quality of work output from volunteers

• It is a pre-requisite for the position

• It appears in the position description for the voluntary role

• Prior approval has been granted by the SCF Management Committee

Some example of the things which volunteers may learn while being on the job


• Sports Coaching

Volunteers may get the opportunity to join in for Safe Cycling coaching sessions,

be it for students in schools or for organisations (E.g. Thye Hua Kwan). During

these sessions, volunteers have the opportunity to learn about basic coaching.

This would include the management of a large group of participants, to the

breakdown of a task into smaller parts so that participants can better ‘digest’ the

information and how to alter a programme to better suit the needs of the


• Events Management

When events and competitions are being held, volunteers will have the

opportunity to take up various roles, be it in the planning or the execution of the

event. For event planning, some examples of the roles the volunteers can pick up

include: Route Plotting, Promotion/Marketing of Event and Liaising with

External Partners. For event execution, some examples of the roles volunteers

can pick up include: Registration Booth Management, Event Setup, Route


• Facility Management

Volunteers may also have the opportunity to learn more on facility management

while at the SCF Academy @ Centaurs. They can experience aspects of facility

management such as Facility Maintenance and Scheduling etc. They might

also get the chance to help out to assist the appointed coach in the conduct of

off-road cycling activities (MTB, BMX, Cyclocross)

• Other Learning Opportunities

As a form of upgrading the skill set and competency levels of the volunteers, training

for skills that are not necessarily required (E.g. Leadership, communication) may

also be provided for the volunteers. These forms of training will likely be held in the

form of workshops/classes and may require the help of external service providers to

conduct these enrichment programmes. Full time SCF staff can also join in these

programmes to help equip all of SCF’s staff with such ‘soft skills’ as they help the

SCF be ready to adapt to changes, innovate and develop more effective ways of

doing things.

Handling of Grievances and Complaints

In the event of a conflict occurring, whether is it between two volunteers or an SCF

staff and a volunteer, it should be resolved and handled swiftly. The volunteer

manager and the SCF General Manager would manage these disputes, including

those involving a fulltime staff.

Channels would be made available for volunteers to air their grievances. The

availability of these channels would also be made known to the volunteers so they

know what they should do, who they should go to when they have something they

want to clarify.

A general guideline for handling disputes in the workplace is as follows:

1. Identify the reason for the conflict and clarify each other’s position

More often than not, conflicts result from a misunderstanding between two

parties. The mediator (in this case the volunteer manager or the SCF General

Manager) should listen to both sides of the story and provide for the opportunity

for each party to fully respond. It is important to demonstrate empathy and

patience so all are clear on the issue.

Other common reasons for conflicts include:

• Heavy workload

• Unsuitable job scope

• Volunteers not feeling respected or their efforts are not recognised

• Poor relationship between staff and the volunteers

2. Facilitate understanding between both parties

Both parties would be encouraged to discuss the issues, collaborate and

compromise. Trying to get both parties to understand each other’s perspective

and resolve the conflict or identify a solution to the issue.

3. Involve a neutral mediator (optional)

If the volunteer manager feels that he/she will not be able to formulate a neutral

stance on the issue, it will be helpful to involve a neutral third party to formulate a

mutually agreeable solution – this could include the involvement of the SCF

General Manager.

4. Commit to the resolution

Once a mutually agreeable solution has been decided upon, summarise and

articulate what the parties have agreed upon. Reiterate the remedial actions each

party should adhere to.

5. Resolve disputes quickly

This is to prevent the issue from further escalating and affecting the dynamics of

the team.

Volunteer Recognition and Rewards

Prioritising the retention of the volunteers within the SCF is very important as a huge

amount of resources and time would be invested into recruiting and training the

volunteers. The best way of ensuring that the retention rate of these volunteers is

high will include recognition for them, letting them know that their contributions has

made a difference in the SCF and that their voices and feedback are being heard

and duly acknowledged.

Some methods which the volunteer manager can explore and implement are:

• Annual Volunteer’s Appreciation Day

The volunteer manager can schedule a day every year to thank the volunteers for

their contributions. Awards and certificates can also be presented to volunteers

that have displayed exemplary behaviour.

• Have frequent feedback sessions

Hold regular meetings with the volunteer group (E.g. End of every month, after

every event) so volunteers can have their input and feedback on whether there

are any areas of improvements that SCF can work on to better refine their

volunteer management system.

• E-newsletter

Create an e-newsletter for the volunteers. In the newsletter, the volunteer

manager can feature volunteers, update volunteers on upcoming volunteering

opportunities and allow volunteers to share more on their volunteering

experiences etc. This helps to foster better relationships between them and the


All volunteers will have the right to discontinue from their voluntary role. When a

volunteer decides to leave, the following should take place:

• A Certificate of Appreciation would be presented

• The Volunteer manager and the SCF General Manager will personally contact

the volunteer to thank him/her for their service

• Feedback – As a form of exit management, the volunteer will be requested to

complete a feedback survey (be it through a written or verbal form) to find out

how SCF can improve the volunteer management system

• Testimonial – As a form of good practice, the volunteer manager would

provide departing volunteer with a written testimonial detailing his/her

character, qualities and contributions.

Feedback and Review

To ensure that SCF is truly able to create and develop a volunteer programme that

meets the needs and expectations of the volunteers, having frequent meeting

sessions with the volunteers for them to voice their thoughts and opinions will be

organised. Reviewing the volunteer management policy is also equally important to

see if SCF are on the right track to achieving the goals and objectives. This process

can be split into two different components: (a) a review of the performances of the

volunteer and (b) followed by a review of the management system.

Volunteer Performance Review:

• The volunteer manager gathers feedback on an individual volunteer

• Feedback can be garnered from other volunteers, full time SCF staff,

members of public etc.

• The volunteer manager would then go through the feedback with the

volunteer, supporting each feedback with an example if possible.

• Possibilities of future training and developmental opportunities would also be


• Allow volunteer to voice any feedbacks or concerns they may have.

Policy Review:

• The volunteer manager sources for feedback on the volunteer management

policy or the broader framework.

• Feedback can be garnered from other volunteers, full time SCF staff,

members of public etc.

• Review all feedback to assess areas that needs improvement.

• Also take note of positive feedback received.

• Analyse the feedback in accordance with the policy’s visions and goals to see

if SCF is on the right track in achieving their objectives.

When the feedback has been garnered and assessed, the next step will be to refine

and make improvements to the volunteer system based on the feedback from

volunteers and SCF staff. Discussions and meetings can be held to discuss the next

possible step of action and how SCF should go about managing the system in the

years to come.