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Assisted Transportation Volunteer Driver Program

Volunteer Management Resources

Volunteer Management Resources / Links

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Volunteer Canada Volunteer Canada leads the advancement of volunteerism in strengthening society and improving quality of life in Canada. The Canadian Code for Volunteer Involvement was developed as part of the International Year of Volunteers 2001 celebrations. In 2004, Volunteer Canada updated the Code in partnership with the Canadian Administrators of Volunteer Resources (CAVR). It is designed to present a setting in which organizations can discuss how their volunteers are engaged and supported. http://volunteer.ca/home

Volunteer Canada, A Guide to Volunteer Management Resources, http://volunteer.ca/files/Volunteer_Program_Managemen.pdf Volunteer Alberta Established in 1990 with the primary purposes of creating Volunteer Centres and delivering National Volunteer Week program funding, Volunteer Alberta has evolved over time to become a bank of knowledge on volunteerism and the nonprofit/voluntary sector. http://www.volunteeralberta.ab.ca/ For information on general insurances required by nonprofits and charities, see the Volunteer Alberta Insurance Tool Kit http://www.volunteeralberta.ab.ca/insurance/general_info/types_of_insurance.html Volunteer Management Group (Edmonton) The Volunteer Management Group promotes and develops the volunteer management profession in a supportive environment through shared resources, education and advocacy. Check out the resources page on their website for useful resources that support Volunteer Management. http://www.vmgedmonton.ca/

Volunteer Edmonton Volunteer Edmonton believes in building healthy communities through volunteerism...one volunteer at a time. Through this mission, they serve the Edmonton and area community by providing information on volunteering. They can help explain what volunteering is, how to start and where to find the right opportunity--and it's all available on their website. http://volunteeredmonton.com/

Canadian Administrators of Volunteer Resources (CAVR) The criteria for certification of Volunteer Administrators or Managers can be found on the CAVR website. This can guide professional development for Volunteer Program Managers. http://www.cavrcanada.org/

http://www.cavrcanada.org/


http://volunteer.ca/home

http://volunteer.ca/files/Volunteer_Program_Managemen.pdf

http://www.volunteeralberta.ab.ca/

http://www.vmgedmonton.ca/

http://volunteeredmonton.com/



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Council for Certification of Volunteer Administration (CCVA) Responsible for the Certified in Volunteer Administration(CVA) credential in the US, this credential recognizes the practitioners in the field of volunteer resources management who meet specified standards as measured through an exam and performance based practice. This certification is the goal for the Canadian body as well. http://www.cvacert.org/about.htm Volunteer Administration: Professional Practice, Keith Seel, Ph.D, CVA, LexisNexis Canada Inc., 2010. This is the most recent resource to review competencies of Volunteer Administrators or Managers and can be used as a guide to volunteer program management, policy development and best practices. This resource is available on the CCVA website, or directly from LexisNexis. http://www.cvacert.org/cva-textbook.htm Charity Village In July, 1995, CharityVillage® went online and quickly became the leading online source of information, news, jobs, services and resources for the Canadian nonprofit community. Find an assortment of user friendly courses online. http://www.charityvillage.com/cv/charityvillage/welcome.html Information and Volunteer Center for Strathcona County As the leader in volunteerism in Strathcona County, they offer information and services to the volunteer community for consultations, helpful workshops, volunteer referral, and much more. http://www.ivcstrathcona.org/ St. Albert Community Information and Volunteer Center As a Volunteer Centre, they know volunteerism is vital to a healthy community. CIVC staff recognize that all services must be provided in a non-exploitive way that respects every individual’s dignity while matching them with agencies and organizations that will benefit from their contribution. http://www.stalbertcivc.com/ Volunteer Calgary Volunteer Calgary provides a critical link between organizations who need volunteers, and people who wish to donate their time to enrich our community. Hundreds of volunteer opportunities are listed in their searchable database, and local media help promote members' opportunities.

http://www.cvacert.org/about.htm

http://www.cvacert.org/cva-textbook.htm

http://www.charityvillage.com/

http://www.charityvillage.com/cv/charityvillage/welcome.html

http://www.ivcstrathcona.org/

http://www.stalbertcivc.com/


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Training managers of volunteers to develop and strengthen volunteer programs helps organizations effectively utilize volunteers. When volunteers feel valued and respected, they will continue to contribute their time. Volunteer Calgary offers a variety of workshops and training opportunities for any group or individual who works with volunteers and would like to learn more about volunteer management. http://www.volunteercalgary.ab.ca/ Energize Inc Energize, Inc. is an international training, consulting and publishing firm specializing in volunteerism. If these words are in your vocabulary--community service, membership development, auxiliary, community organizing, service-learning, lay ministry, pro bono work, supporter, friends group, political activist, service club-- we can help! Founded in 1977, Energize has assisted organizations of all types with their volunteer efforts--whether they are health and human service organizations, cultural arts groups, professional associations, or schools. http://www.energizeinc.com/ PRHelper.com This website is a great source for templates related to public relations, advertising, etc. http://www.prhelper.com/

Giving Constructive Feedback to Volunteers Offering useful feedback is an art that takes practice and good humor. This effective practice focuses on providing feedback to volunteers that will not provoke a defensive response, and was shared at the National Conference on Volunteering and Service in June 2009, by Steve McCurley, VM Systems. http://www.nationalserviceresources.org/practices/21439 National Survey on Giving, Volunteering and Participating The Canada Survey of Giving, Volunteering and Participating (CSGVP) provides the most comprehensive overview of the contributions of time and money Canadians make to nonprofit and charitable organizations and to each other. Conducted in 1997, 2000, 2004, and 2007, the CSGVP surveyed a random sample of Canadians on how they:

• Gave money and other resources to charitable and nonprofit organizations; • Volunteered time for charitable and voluntary organizations and for individuals directly;

and • Participated in organizations by becoming members.

http://www.nsgvp.org/

http://www.energizeinc.com/

http://www.prhelper.com/

http://www.nationalserviceresources.org/practices/21439

http://www.nsgvp.org/


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Volunteering Numbers, Using the National Survey of Giving, Volunteering and Participating for Volunteer Management, Norah McClintock http://www.givingandvolunteering.ca/files/giving/en/rp_manuals_vol_numbers_en.pdf How to measure volunteer satisfaction Your organization can't succeed without a team of keen and committed volunteers. That's why putting the right volunteer recruitment and retention strategies and tactics into practice is so important. Success depends on building strong relationships with your volunteers and keeping them happy. Volunteers that are trusted, feel valued and buy in to your mission one hundred percent are those most likely to stay involved with your organization. They could also recommend your organization to family and friends and help bring your volunteer recruitment numbers up. http://www.charityvillage.com/cv/research/rvol52.html

http://www.givingandvolunteering.ca/files/giving/en/rp_manuals_vol_numbers_en.pdf

http://www.charityvillage.com/cv/research/rvol52.html

The Canadian Code for Volunteer Involvement

ENG_Canadian Code.qxp 5/31/06 2:33 PM Page 1

Volunteer Canada and the Canadian Administrators of VolunteerResources would like to acknowledge the lead writers who providedtheir expertise and skills in revising the Canadian Code for VolunteerInvolvement. We thank:

Loisann Hauer, Organizational and Governance Leadership SpecialistCheryl Humphrey-Pratt, Consultant and TrainerNadine Maillot, Consultant and TrainerLiz Weaver, M. Mgmt., Organizational and Governance LeadershipSpecialist

We also recognize the contributions of the following sector leaders whoprovided feedback throughout the revision process:

Maria Ariganello; Nathalie Charette; Ann Coburn: Pat Gillis; KathyHarrison; Jenn Henneberry; Angela Klassen; Karen Kennedy; RuthMacKenzie; Lorraine McGratton; Natalie Muryn, as well as members ofthe AGRBQ – Association des gestionnaires de ressources bénévolesdu Québec, Volunteer BC, and Volunteer Canada’s Network of NationalVolunteer Involving Organizations.

This revised version of the Canadian Code for Volunteer Involvementwas funded by the Department of Canadian Heritage.

Acknowledgments

© Volunteer Canada, 2006

Également disponible en français

ISBN 1-897135-52-1

We acknowledge the financial support of theGovernment of Canada through the Department ofCanadian Heritage. The opinions expressed in thispublication do not necessarily reflect those of theDepartment of Canadian Heritage.

For further information on this subject or others relating to volunteering and volunteer management,please visit www.volunteer.ca/resource.

Copyright for Volunteer Canada material is waived for charitable and voluntary organizations for non-commercial use. All charitable and voluntary organizations are encouraged to copy and distribute this material.


1The Canadian Code for Volunteer Involvement

1. Background

• Volunteerism and the Voluntary Sector in Canada• Volunteer Canada• Canadian Administrators of Volunteer Resources• The Partnership• The Canadian Code for Volunteer Involvement: History, Importance and Purpose

2. The Canadian Code for Volunteer Involvement

• Overview: Elements of the Code• Values for Volunteer Involvement• Guiding Principles for Volunteer Involvement• Organizational Standards for Volunteer Involvement

3. Involving Volunteers: Adopting and Implementing the Code

• Step 1: Why Do Voluntary Organizations Exist?

• Step 2: Who Does What in Voluntary Organizations to Involve Volunteers?

• Step 3: Involving Volunteers in Voluntary Organizations - Organizational Standards Checklist

4. Glossary of Terms

5. Additional Resources

Table of Contents


2 The Canadian Code for Volunteer Involvement

Volunteerism and the Voluntary Sector in Canada

Every day, thousands of people voluntarily give theirtime and talent to thousands of organizations acro s sCanada. They give their time freely and with noexpectation of monetary reward. Their hours ofservice ensure that many activities are accom-plished and many people are helped. They buildhouses for the homeless, care for the elderly, andprovide counseling and support services. They areyouth group leaders, program coordinators, coachesand fundraisers. They represent every walk of life –professional, homemaker, student, retiree – as wellas every age and cultural group.

Canadians volunteer for over 161,000 voluntaryorganizations in the areas as diverse as health care,social services, sport and recreation, faith commu-nities, arts and culture, and education. Some ofthese voluntary organizations are large, structuredorganizations with staff and volunteers who workcollaboratively. Some are smaller grassroots organi-zations or community groups that are run solely byvolunteers or with very limited paid staff support.

Volunteer Canada

Volunteer Canada is a national organization engagedin the promotion of volunteerism across Canada. Asa national leader, Volunteer Canada strives to ensurethat volunteer efforts are promoted, re c o g n i z e d ,supported and safeguarded. Volunteer Canadaworks in partnership with:

• a network of close to 100 Volunteer Centres in communities across Canada, as well as a federation of approximately 110 Volunteer Centres in Quebec;

• a network of National Volunteer Involving Organizations that brings together volunteer development professionals working at the

national level of Canadian charities, public institutions and non-profit organizations;

• thirteen Local Networks and Host Organizationsinvolved in the Canada Volunteerism Initiative and representing all provinces and territories across the country;

• a membership base that represents the full spectrum of the voluntary, public and private sectors, including managers of volunteers, Volunteer Centres, non-profit agencies, community groups, government departments, corporations and individuals who are interested in volunteerism.

By developing resources and national initiatives,Volunteer Canada actively engages in research,training and promotional campaigns to increasecommunity participation and provide leadership onissues and trends in the Canadian volunteermovement.

Canadian Administrators of VolunteerResources

Canadian Administrators of Volunteer Resources(CAVR) is a national organization that promotes theprofessional administration of volunteer resourcesthrough established standards of practice, a codeof ethics and certification of membership. CAVRcollaborates with provincial, national and interna-tional organizations to support and enhancevolunteer resource management in Canada.

The Partnership

Volunteer Canada and CAVR provide leadership inpromoting and enhancing volunteerism in Canada.They have collaborated on a number of projectsand initiatives in the past. In January of 2005,Volunteer Canada and CAVR embarked on a newpartnership to consolidate the Canadian Code for

1. Background



Volunteer Involvement (Volunteer Canada, 2000) andthe CAVR Standards of Practice (CAVR, 2002).

The result is a revised Canadian Code for VolunteerInvolvement that integrates elements of the originalCode with the Standards of Practice of the CAVR.Volunteer Canada and CAVR are proud to present thisrevised edition of the Canadian Code for VolunteerInvolvement to the voluntary sector.

The Canadian Code for Volunteer Involvement:History, Importance and Purpose

History of the Canadian Code for Volunteer Involvement

The original Canadian Code for Volunteer Involvementwas launched in December 2000 as a kickoff to theInternational Year of Volunteers (2001). The Code wastargeted at boards of directors of voluntary organiza-tions and intended to promote discussion about therole volunteers play in their organizations. AcrossCanada, many organizations worked to adopt andimplement the Code into their work with volunteers,and in doing so, created a solid base for involving vol-unteers in their organizations. Building on this success,Volunteer Canada and CAVR recognize the importanceof being at the forefront of information delivery andproviding continual leadership to voluntary organiza-tions. This revised Canadian Code for VolunteerInvolvement enables organizations to enhance theirexisting practices and continue to ensure that solidfoundations are in place for involving volunteers in theirorganizations.

Importance of the Canadian Code for Volunteer

Involvement

Volunteers and the voluntary sector continue to play avital role in Canadian society. Volunteers acrossCanada are engaged in delivering services andprograms that improve and enhance the life of thec o m m u n i t y. The original Code assisted organizations in:

• communicating the values and benefits received from volunteer involvement;

• providing a framework for decision making, taking into account organizational values and guiding principles; and

• developing standards for involving volunteers in meaningful ways to ensure successful integration of volunteers for both the organization and its volunteers.

The revised Canadian Code for Volunteer Involvementwill continue to support organizations in the sameways.

Purpose of the Canadian Code for Volunteer

Involvement

The Canadian Code for Volunteer Involvement is aroad map for voluntary organizations, large or small,that proposes strategies to effectively involve volun-teers. In many organizations, support of volunteersthrough volunteer programs exists only at the peripheryof the organization. Volunteers are viewed as a “nice tohave” but not as critical components of the organiza-tion’s work or success. The Code proposes ways tointegrate volunteer involvement strategically into theorganization, and helps leaders in the organizationunderstand the value and role of volunteers.

The Canadian Code for Volunteer Involvement isdesigned to set the stage for organizations to discusshow their volunteers are engaged and supported. It isstructured to initiate thought and discussion about therole volunteers can play in helping the voluntary organi-zation achieve its purpose or mission. This resourceprovides a starting point for this kind of thinking anddiscussion.



Overview: Elements of the Code

The Canadian Code for Volunteer Involvementconsists of three important elements:

• Values for Volunteer InvolvementCore statement on the importance and value of volunteer involvement in voluntary organizationsand Canadian society

• Guiding Principles for Volunteer InvolvementPrinciples that detail the exchange between voluntary organizations and volunteers.

• Organizational Standards for Volunteer InvolvementStandards that organizations should consider indeveloping or reviewing how volunteers areinvolved in their organizations.1

Values for Volunteer Involvement

Volunteer involvement is vital to a just and democratic

society.

• It fosters civic responsibility, participation and interaction.

Volunteer involvement strengthens communities.

• It promotes change and development by identifying and responding to community needs.

Volunteer involvement mutually benefits both the

volunteer and the organization.

• It increases the capacity of organizations to accomplish their goals, and provides volunteerswith opportunities to develop and contribute.

Volunteer involvement is based on relationships.

• It creates opportunities for voluntary organizations to accomplish its goals by engaging and involving volunteers, and it allowsvolunteers an opportunity to grow and give back to the community in meaningful ways through voluntary organizations.

Guiding Principles for Volunteer Involvement

Volunteers have rights. Voluntary organizations

recognize that volunteers are a vital human resource

and will commit to the appropriate infrastructure to

support volunteers.

• The organization’s practices ensure effective volunteer involvement.

• The organization commits to providing a safe and supportive environment for volunteers.

Volunteers have responsibilities. Volunteers make a

commitment and are accountable to the organization.

• Volunteers will act with respect for beneficiaries and community.

• Volunteers will act responsibly and with integrity.

2. The Canadian Code for Volunteer Involvement

1 These standards have consolidated the standards published in the original Code (2000) and the standards adopted by CAVR (2002)



O rganizational Standards for Vo l u n t e e rI n v o l v e m e n t

Standard 1: Mission-based ApproachThe board of directors, leadership volunteers and staffacknowledge and support the vital role of volunteers inachieving the organization’s purpose and mission.

Standard 2: Human ResourcesVolunteers are welcomed and treated as valued andintegral members of the organization’s humanresources team. The organization has a plannedapproach for volunteer involvement that includeslinking volunteers to the achievement of the mission,providing the appropriate human and financialresources to support the volunteer program, andestablishing policies for effective management.

Standard 3: Program Planning and PoliciesPolicies and procedures are adopted by the organiza-tion to provide a framework that defines and supportsthe involvement of volunteers.

Standard 4: Program AdministrationThe organization has a clearly designated individualwith appropriate qualifications responsible for thevolunteer program.

Standard 5: Volunteer AssignmentsVolunteer assignments address the mission or purposeof the organization and involve volunteers in meaning-ful ways that reflect the abilities, needs and back-grounds of the volunteer and the organization.

Standard 6: RecruitmentVolunteer recruitment incorporates internal andexternal strategies to reach out and involve a diversevolunteer base.

Standard 7: ScreeningA clearly communicated screening process is adoptedand consistently applied by the organization.

Standard 8: Orientation and TrainingEach volunteer is provided with an orientation to theorganization, its policies and practices, including therights and responsibilities of volunteers. Each volunteerreceives training customized to the volunteer assign-ment and the individual needs of the volunteer.

Standard 9: SupervisionVolunteers receive a level of supervision appropriate tothe task and are provided with regular opportunities togive and receive feedback.

Standard 10: RecognitionThe contributions of volunteers are consistentlyacknowledged with formal and informal methods ofrecognition.

Standard 11: Record ManagementStandardized documentation and records manage-ment practices are followed and in line with relevantlegislation.

Standard 12: EvaluationThe impact and contribution of volunteers and thevolunteer program are continually evaluated to ensurethe needs of the organization are being met in fulfillingits mandate.



Step 1: Why Do Voluntary Organizations Exist?

Strong organizations deliver programs and servicesthat influence and impact the community. In turn,the community also influences voluntary organiza-tions through demographics, trends and needs. It isimportant to understand how trends in thecommunity and the voluntary sector can impactvoluntary organizations. By understanding theinfluence of trends in the voluntary sector, volun-teers can be more effectively involved. Surveys suchas the Canada Survey of Giving, Volunteering andParticipating (www.givingandvolunteering.ca ) andthe National Survey of Non-Profit and VoluntaryOrganizations (www.nonprofitscan.ca) are usefulresources for the identification and analysis oftrends.

Whether formal or informal, voluntary organizationsare made up of individuals who work together toachieve the purpose or mission of a cause that isimportant to them. The mission of an organizationtells us why the organization exists and the natureof its overall mandate or goal. The mission shouldanswer the question “Why are we here?” Further, itis important to ask:

• How does our organization achieve its mission?• What are the programs and services that

contribute to fulfilling the mission?

By adopting the Canadian Code for VolunteerInvolvement, voluntary organizations make a com-mitment to not only strengthen their volunteerprograms, but to strengthen the capacity of theorganization to meet both its mandate and theneeds of the community.

The right track to involving volunteers…

• Trends that are happening in the voluntary sector at a local and a national level areunderstood by the organization.

• The demographic makeup of current volunteerswithin the organization can be articulated.

• A core client base has been defined by the organization and the demographics of the community are known.

• The organization understands and responds to the needs of the community.

• Organizational standards for volunteer involvement adopted by the voluntary organization have taken into consideration voluntary sector trends and trends occurring within the local community (including current legislations and best practices).

• Values and guiding principles from the Canadian Code for Volunteer Involvement arereviewed during the strategic and annual planning process.

• Values and guiding principles from the Canadian Code for Volunteer Involvement areincorporated within the governance policy of the organization.

• Values and guiding principles are incorporated into the organization’s values, vision and mission statement.

• The organization has a philosophical statement or policy about volunteer involvement.

3. Involving Volunteers: Adopting and Implementing the Code



Step 2: Who Does What in VoluntaryOrganizations to Involve Volunteers

Voluntary organizations accomplish their goals throughtheir human resources. Individuals come together tomake positive change in their communities, and are acritical resource to the voluntary sector. They areengaged in organizations in a number of differentways. Each individual contributes to the organization tohelp achieve its purpose or mission and has a role toplay in ensuring the successful involvement of volun-teers. The following overview of the different roles thatindividuals assume in an organization can provide anunderstanding of how they can contribute to involvingvolunteers.

Manager of Volunteer Resources2

Volunteer programs do not exist in isolation within anorganization. For volunteer involvement to be effective,there must be acceptance and support from peoplewithin the organization. Many voluntary organizationshave a dedicated staff person responsible formanaging the volunteer program. This person is oftencalled the Manager of Volunteer Resources. In othersmaller organizations, the Manager of VolunteerResources may be a volunteer. Regardless of whetherthe managers of volunteer resources are paid staff orvolunteers, their main responsibility is to ensure thatvolunteers are recruited and engaged effectively, andthat volunteer involvement standards are consistentlyapplied within the organization. Increasingly, manage-ment of volunteer resources is viewed as a function ofhuman resource management.

What can Managers of Volunteer Resources do to

assist the implementation of the Code?1. Review and understand the Canadian Code for

Volunteer Involvement.2. Discuss the role and expectations of volunteers in

the organization.3. Review the Organizational Standards Checklist

and identify strengths and gaps in your volunteer resources program.

4. Ensure that Organizational Standards for volunteer involvement are consistently applied within the organization.

5. Manage and lead volunteers within a supportive environment and culture for volunteer involvement excellence.

6. Identify potential strategies for increasing the effective involvement of volunteers.

7. Manage the volunteer resources to ensureeffective integration into the organization.

Board of Directors Voluntary organizations are governed or led by avoluntary board of directors. The role of a board canvary from organization to organization, but in general,boards are responsible for providing leadership andstrategic direction to the organization based on itsmission/mandate, and for governing the affairs of theorganization on behalf of its members. Some boardsprovide input, helping out with the day-to-day opera-tions of the organization, while other boards operatefrom a governance position with a focus on thedirection and growth of an organization in partnershipwith staff. It is the board that establishes the purposeor mission, values and governing policies of yourorganization.

It is important to understand how a board operateswhen adopting and implementing the Canadian Codefor Volunteer Involvement. Some boards may need toapprove the policies associated with each organiza-tional standard for volunteer involvement. Other boardsmay just approve the values and guiding principlesassociated with involving volunteers, while policy devel-opment and implementation is left to senior staff in theorganization.

Board members are volunteers. As such, they have anessential role to play in demonstrating the value ofvolunteer involvement through their actions.

2 It is recognized that titles vary from one organization or group to another. In this text, reference made to “managers of volunteer resources” should be considered to represent any individualwho has been assigned the administration and management duties relating to volunteer involvement.



What can the Board of Directors do to assist in the

implementation of the Code?1. Review the Canadian Code for Volunteer

Involvement.2. Discuss whether the values are consistent with

the board’s vision for volunteer involvement in your organization.

3. Review the Organizational Standards Checklist (provided in Step 3). Discuss whether the organization currently fulfills these standards and/or identify any gaps.

4. Make a commitment to adopt the Code.5. Communicate to all staff and volunteers the

organization’s commitment to making effective volunteer involvement an integral part of achieving the organization’s mission.

Executive Director or Leadership VolunteersExecutive Directors are present in many voluntaryorganizations. Their role is to support the gover-nance of the board while ensuring that programsand operations of the organization are delivered.They also have a role to play in ensuring volunteersare integrated into the work of the organization andthat volunteer involvement standards are supportedand adopted.

In many grassroots or community based voluntaryorganizations, this may be a role that is also part ofthe board and performed by leadership volunteerswithin the organization.

What can Executive Directors or Leadership Vo l u n t e e r s

do to assist in the implementation of the Code?1. Review the Canadian Code for Volunteer

Involvement.2. Discuss the role and expectations of volunteers

in the organization.3. Review the vision, mission and values of your

organization and discuss how they align with the values and guiding principles of the Code.

4. Review the Organizational Standards Checklist (provided in Step 3). Discuss whether the

organization currently fulfills these standards and/or identify any gaps.

5. Create and lead a supportive environment and culture for volunteer involvement excellence.

6. Communicate to all staff and volunteers the organization’s commitment to making effective volunteer involvement an integral part of achieving the organization’s mission.

7. Identify potential strategies for increasing the effective involvement of volunteers. Strategies may be directed at either staff or volunteers.

8. Identify and obtain resources (financial and/or human) required to effectively involve and support volunteers.

VolunteersRegardless of the size or structure of voluntaryorganizations, volunteers are individuals who givefreely of their time to help the organization fulfill itsmandate. Volunteers are an important humanresource for any voluntary organization. They bringa passion for the cause and a commitment to thepurpose, and are highly motivated by their choice ofinvolvement. It is important that voluntary organiza-tions understand what attracts volunteers to theirorganization and how they can best maximize thisvital human resource.

What can Volunteers do to assist in the

implementation of the Code?1. Understand how volunteer work links to the

organization’s mission.2. Recognize that volunteers have both rights

and responsibilities as these relate to their involvement in the voluntary organization.

3. Operate within the Organizational Standards forvolunteer involvement adopted by the organization.



Everyone in a voluntary organization has a role to play in ensuring successful volunteer involvement. Too often, the man-agement or oversight of volunteers is left as the responsibility of a single individual or department within the organiza-tion. Effective volunteer involvement is everyone’s responsibility.

The right track to involving volunteers…

• Volunteer involvement is included in the annual operating plans with allocated resources.• The board is aware of the Canadian Code for Volunteer Involvement and understands how the organization

plans to use it.• A dedicated individual works with volunteers and has the appropriate skills and knowledge to manage

volunteer resources.• A current organizational chart outlines the roles and responsibilities of staff and volunteers in the organization.• Staff and volunteers are empowered to take action on responsibilities and tasks. • The board and senior management demonstrate a strong commitment and understanding of volunteer

involvement and management.

Table 1 Understanding Who Does What in the Organization (see next page) shows the key roles, responsibilities andaccountabilities within a voluntary organization. It can be adapted for any organization. For large, complex organizations, acolumn identifying the roles, responsibilities and accountability of staff working directly with volunteers might be incorporated.For grassroots organizations, some of the columns might merge, as individuals working for smaller organizations oftenplay multiple roles. It is important to recognize that each organization is unique; this table provides a frame of referencefor organizations to define who is responsible for what and who is accountable for ensuring that volunteers are effec-tively involved and able to contribute to the mission and programs of the organization.



Table 1: Understanding Who Does What in the Organization

C reate, lead ande n s u re a supportivee n v i ronment andc u l t u re for volunteeri n v o l v e m e n t

(Policy Focus)

Define and re v i e wvision, mission andvalues aro u n dvolunteer involvementDevelop a strategicplan that considersintegrating volunteerinvolvement as a corefunction and re s o u rc eto support achieve-ment of the mission

Identify and developgovernance policies

Develop policies forp rogram and opera-t i o n s

Develop a policya p p roach to humanre s o u rce manage-ment and incorporatethe volunteer involve-ment standard s

C reate and lead asupportive enviro n-ment and culture forvolunteer involvement

(Policy and Delivery

F o c u s )

Review vision, missionand valuesAssist with strategicplan developmentDevelop and manageoperational strategiesand goals and theannual plan

Manage to supportgovernance policies

Identify and obtain there s o u rces (human andfinancial) re q u i red forp rograms and opera-tions to be delivere d

E n s u re effective man-agement of humanre s o u rce strategies inthe organizationLead the involvementof volunteers and theintegration ofvolunteer involvements t a n d a rds andp r a c t i c e s

Manage and lead vol-unteers within a sup-portive enviro n m e n tand culture forvolunteer involvement

(Policy and Delivery

F o c u s )

Link operational workto vision, mission andv a l u e sManage annualoperating goals ands t r a t e g i e s

Manage to supportg o v e rnance policies

Manage the volunteerre s o u rces so thatp rograms and opera-tions are supported

Transfer humanre s o u rce manage-ment strategies to thevolunteer pro g r a mE n s u re that volunteerinvolvement standard sa re consistentlyapplied within theo r g a n i z a t i o n

Individually contributeto support an enviro n-ment and culture forvolunteer involvement.

(Delivery Focus)

Understand howvolunteer work links tovision, mission andv a l u e sUndertake volunteerwork to achieve oper-ational goals ands t r a t e g i e s

Follow policies

P rovide volunteerservice and leadershipfor effective pro g r a md e l i v e r y

Operate within andsupport the volunteerinvolvement standard sfor delivery of qualityp rograms and/ors e r v i c e s .

Executive Directors Managers of

or Leadership Volunteer Resources

Board Members Volunteers (paid or volunteers) Volunteers

Specific Roles in

Organization

Vision, Mission, Values

and Strategic Plan

Governance Policy

Programs and

Operations

Human Resources

Management

(Volunteer

Involvement)

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Step 3: Involving Volunteers in VoluntaryOrganizations - Organizational StandardsChecklist

By adopting the standards outlined in this resource,the organization demonstrates a commitment tounderstanding and involving volunteers in the work itdoes to achieve its mandate. By adopting and imple-menting the detailed practices outlined for eachstandard, organizations send a strong message to vol-unteers, staff, funders and the community that involve-ment of volunteers is vital and an integral part of thestrategic plan.

The organizational standards provide a basic set ofstandards to which all organizations should aspire.

Standard 1: Mission-based Approach

Volunteers help the organization achieve its mission

and objectives. Volunteer involvement must be aligned

with the organization’s goals and resource allocation.

The board and senior management should understand

and approve of the direction of the volunteer program.

The board of directors, leadership volunteers and staffacknowledge and support the vital role of volunteers inachieving the organization’s purpose and mission.

• The board of directors adopts a statement declaring the vital role of volunteers in achieving the organization’s mission.

• The organization’s planning process incorporates volunteer involvement.

• The board has approved the overall strategy for volunteer involvement.

• A budget is allocated for volunteer involvement.• Adequate space and equipment are allocated for

volunteers to perform their assignments.• Appropriate insurance is acquired to minimize

volunteer liability.• Volunteer involvement goals are evaluated regularly

by the board of directors.

Standard 2: Human Resources

A healthy organization encourages volunteers to grow.

Volunteers are supported and encouraged to become

involved and to contribute in new ways beyond initial

assignments. Volunteers need to be included as equal

members of the team. The definition of team should not

be limited to those who are paid within the organization.

Involved and informed volunteers who feel part of the

team are far more likely to continue contributing their

valuable time and skills.

Volunteers are welcomed and treated as valued andintegral members of the organization’s human re s o u rc e steam. The organization has a planned approach forvolunteer involvement that includes linking volunteersto the achievement of the mission, providing theappropriate human and financial resources to supportthe volunteer program, and establishing policies foreffective management.

• Staff is given training and recognition to work effectively with volunteers.

• Input from volunteers is welcomed and solicited forthe organization’s planning and evaluation.

• Volunteers are encouraged to grow within the organization.

• Volunteers are included as equal members of the team.

Standard 3: Program Planning and Policies

Policies and procedures help clarify responsibilities and

ensure consistency. They should be developed and

documented on a broad spectrum, from volunteer

assignments and screening, to grounds for dismissal.

The organization’s board of directors needs to ensure

volunteer policies are congruent with other policies

within the organization. The manager of volunteer

resources is responsible for identifying the specific

policies and procedures required.



Policies and procedures are adopted by the organization to provide a framework that definesand supports the involvement of volunteers.

• The organization’s planning process incorporates volunteer involvement.

• The board has approved the overall goals for volunteer involvement.

• Governance and operational policies are in place, are reviewed regularly, and incorporate volunteer involvement practices.

• Policies and procedures are communicated to all staff and volunteers.

• Policies and procedures are followed consistently and equitably.

• Policies and procedures are consistent with national and provincial/territorial Human Rights Codes, The Freedom of Information and P rotection of Privacy Act, and pro v i n c i a l / t e r r i t o r i a lemployment standards legislation.

Standard 4: Program Administration

Managing volunteers is both an art and a science.

The job demands a wide range of skills with a high

level of complexity. Regardless of whether they are

s t a ff members or volunteers, managers of volunteers

should have the necessary skills, experience and

support to do the job well.

The organization has a clearly designated individualwith appropriate qualifications responsible for thevolunteer program.

• The designated person has an appropriate levelof education and experience to manage the volunteer program.

• A written job description for the designated person is developed and reviewed regularly.

• The designated person is a member of the management or administrative team or key leadership volunteer.

• The designated person works collaboratively with staff, the local Volunteer Centre and other

organizations to encourage the effectiveness of the volunteer program.

• Professional development opportunities areprovided on a regular basis.

• The performance of the designated person is reviewed regularly and includes feedback from both staff and volunteers.

Standard 5: Volunteer Assignments

Assignments should be developed to address the

needs of the organization and the volunteer.

Volunteer assignments should be linked to the

organization’s mission. Individual needs vary

considerably, so successful volunteer programs

adapt volunteer assignments to fit these needs

when possible. It is necessary to periodically review

volunteer assignments to ensure their relevance and

value.

Volunteer assignments address the mission orpurpose of the organization and involve volunteersin meaningful ways that reflect the abilities, needs andb a c k g rounds of the volunteer and the organization.

• Volunteers and staff (including bargaining units of unions where applicable) are consulted whendeveloping new assignments.

• Volunteer assignments have written descriptions that include duties, responsibilities,skills needed, time required and benefits.

• Volunteer assignments are developed to reflect the needs of the organization and the needs of volunteers.

• Volunteer assignments are reviewed periodicallywith staff, volunteers (and bargaining units of unions where applicable) to ensure relevance and value.

• Volunteers with special requirements or challenges can become involved with the organization.

• The level of risk is assessed and minimized for all volunteer assignments.



Standard 6: Recruitment

Effective recruitment messages are realistic and clear.

They leave an accurate impression of the organization

and its needs. Genuine effort should be made to

recruit and select volunteers from a broad range of

backgrounds. A healthy organization has a mix of age,

gender, ethnicity, and abilities in its volunteer group.

Volunteer recruitment incorporates internal andexternal strategies to reach out and involve a diversevolunteer base.

• Recruitment messages are realistic and clear about the volunteer assignments and expectations.

• Various techniques are used to recruit volunteers.• Recruitment messages indicate that screening

procedures are followed in the organization.• Genuine effort is made to recruit and select

volunteers from a broad range of backgrounds and experiences to represent the community served by the organization.

• Selection of volunteers is based on actual requirements and pre-determined screening measures.

Standard 7: Screening

Screening is an essential process that lasts for

the duration of a volunteer’s involvement with the

organization. Screening procedures are delivered

consistently with no exceptions made for certain

individuals. Screening protocols are assigned to

positions because of inherent risk; individuals do

not determine screening. Screening should be viewed

as evidence that the organization cares about its

programs and its people.

A clearly communicated screening process is adoptedand consistently applied by the organization.

• Screening is considered to be an essential processthat continues throughout the volunteer’s

involvement with the organization.• Policies relating to screening practices are

developed, adopted and clearly communicated to staff and volunteers.

• All volunteer assignments are assessed for level of risk.

• Appropriate screening tools are used according to the level of risk of the assignment.

• Once defined, screening practices are delivered consistently with no exceptions made for certain individuals.

Standard 8: Orientation and Training

An orientation clarifies the relationship between volunteers

and the organization. It familiarizes volunteers with the

organization by providing information on the policies

and procedures that influence work and involvement

with others. Volunteers need adequate training to

perform tasks without putting themselves or others at

risk. Training prepares volunteers to do the work

required by the position and to meet the expectations

of their volunteer assignments.

Each volunteer is provided with an orientation to theorganization, its policies and practices (including therights and responsibilities of volunteers) and receivestraining customized to the volunteer assignment andindividual needs of the volunteer.

• Volunteers receive information on the history,mission and structure of the organization.

• Volunteers receive information on the policies and procedures specific to their volunteer assignment.

• Volunteers are given adequate training for performing their assignment without putting themselves or others at risk.

• Volunteers are informed of the boundaries and limits of their assignments.

• Volunteers have ongoing training opportunities to upgrade their skills and adapt to changes in the organization.



Standard 9: Supervision

Prior to the placement of volunteers, the supervision

level of the assignment should be determined b a s e d

on the complexity and risk of the assignment. Each

volunteer should know who their supervisor is.

Supervision increases the motivation of volunteers,

helps ensure the organization’s mandate is met and

gives volunteers a sense of belonging within the

organization.

Volunteers receive a level of supervision appropriateto the task and are given regular opportunities tooffer and receive feedback.

• The complexity and risk of each assignment determines the level of supervision.

• Volunteers are assigned and introduced to their supervisors at the start of their assignment.

• The performance of volunteers is evaluated on a regular basis.

• Random spot checks with volunteers (and clients) are used to verify volunteer performance.

• Volunteers are given and encouraged to use mechanisms for providing input to the organization.

• Situations requiring reprimand and dismissal follow policies and procedures fairly and consistently, while respecting the safety and dignity of all concerned.

Standard 10: Recognition

An effective volunteer program acknowledges

volunteers throughout the year by knowing volunteers

as individuals and providing recognition that is

meaningful on an ongoing basis. In addition, it

is essential that those responsible acknowledge

internally and publicly (where appropriate) the

importance of volunteer involvement to the

organization.

The contributions of volunteers are consistentlyacknowledged with formal and informal methods ofrecognition.

• Senior management acknowledges the efforts of volunteers.

• Formal methods of recognition are delivered consistently.

• Informal methods of recognition are delivered ina timely and appropriate manner.

Standard 11: Records Management

Records should be maintained on every volunteer

involved with the organization, using a confidential,

s e c u re system. Records should include application

forms, re c o rds of interviews, assignment descriptions,

letters of reference, performance appraisals and

current contact information. Records are also useful

in evaluating the impact of the volunteer program

through the contribution and time donated by

volunteers.

Standardized documentation and records manage-ment practices are followed and in line with relevantlegislation.

• Records are kept for each volunteer using a confidential, secure system respecting the privacy of personal information.

• Statistical information about the volunteer program is regularly shared with staff and volunteers in the organization.

• With appropriate agreement, testimonials aboutvolunteer involvement are shared within the organization to promote volunteer involvement.

• The organization keeps informed of new legislation, Human Rights Codes and other relevant guidelines for record management, privacy and confidentiality practices.



Standard 12: Evaluation

Volunteer involvement should be evaluated regularly

to ensure that involvement of volunteers is contributing

to the organizations mandate. An evaluation of

volunteer involvement should include: reviewing goals

and objectives, identifying results achieved, obtaining

feedback from current volunteers and clients, collecting

and reviewing both quantitative and qualitative data

about volunteer involvement.

The impact and contribution of involving volunteersand of the volunteer program are continually evaluatedto ensure the needs of the organization are being metin fulfilling its mandate.

• Performance goals are established annually for thevolunteer program.

• Achievement of performance goals is assessed onan annual basis.

• Volunteer involvement goals are evaluated regularlyby the board of directors.

• Opportunities exist for volunteers to give feedback to the organization about their involvement.



Board

Capacity

Executive Director (ED)

Leadership Volunteers

Manager of Volunteers

Mission

Organizational Standards

Policies

Procedures

Those persons whose responsibility it is to provide leadership and directionto the organization and govern the affairs of the organization on behalf ofits members. For the purposes of this document, the term “board” is usedto refer to a board of directors, members of the executive, board ofgovernors or a board of trustees, administrators, clergy, leaders, coaches,coordinators, officials, parents, participants or anyone else involved in thegovernance or decision making of the organization.

The human and financial resources, technology, skills, knowledge andunderstanding required for organizations to do their work and fulfill what isexpected of them by stakeholders.

The most senior staff position in the organization. The ED is responsible forthe entire organization and reports directly to the board. The ED’s role is tosupport the governance of the board while ensuring that programs andoperations of the organization are delivered.

Individuals who are mainly responsible for supporting the governance ofthe board while ensuring that programs and operations of the organizationare delivered (in the absence of paid staff).

An administrator of volunteer resources is a professional who applies thebest practices in volunteer management in compliance with nationallyaccepted standards to identify, strengthen and effectively maximizevoluntary involvement for the purpose of improving the quality of life of individuals and of communities. The term “administrator” is used in ageneric way to represent all other titles used in the voluntary sector(director, coordinator, manager, leader, etc). In some organizations, the titleof the person responsible for managing volunteers may not even reflectthis role. Throughout the Code, the term “Manager of Volunteers” is used.(CAVR definition)

The mandate for why an organization exists. The overall goal of the organi-zation, this is often referred to as the “raison d’être” of an organization.

Standards that organizations should consider in developing or reviewinghow volunteers are involved in their organizations. This is a basic set ofstandards to which all organizations should aspire.

Specific statements of belief, principle or action that tell us what to do.

A series of steps to assist in implementing policy. The steps indicate whowill do the work and how it will be done.

4. Glossary of Terms



Staff

Voluntary Organizations

Volunteerism

Volunteering

Volunteer

Volunteer Resources Management

Individuals who work on behalf of an organization and who receive financialcompensation.

Organizations whose work depends on: serving a public benefit; on volun-teers for at least its governance; on some financial support from individualsand on limited direct influence by governments, other than in relation to anytax benefits accruing the organization. A voluntary organization can be alarge, structured organization or a small, community or grassroots organization.

Refers to the contribution of time, resources, energy and/or without monetarycompensation.

The most fundamental act of citizenship and philanthropy in our society.It is the offering of time, energy and skills of one’s own free will.

Any person who gives freely of their time, energy and skills to contribute tothe goals of a voluntary organization.

The practice and profession of leading teams of individuals (volunteers) to support and enhance core programs and services of an organization. This practice is also a component of human resource management of theorganization and should be closely aligned.



Universal Declaration on Volunteering: International

Association for Volunteer EffortThe International Association for Volunteer Effort (IAVE)adopted a Universal Declaration on Volunteering for allvoluntary organizations. The declaration provides broadstandards for volunteering that can be used by allorganizations.

International Association for Volunteer Effort:

www.iave.org

Universal Declaration on Volunteering:

www.iave.org/resources_udecl.cfm

Federal and Provincial Human Rights CodesVolunteer programs are governed by the CanadianHuman Rights Code and provincial human rights codes.Voluntary organizations should be aware of the contentof these codes and ensure that their programs complywith the regulations identified in them.

Volunteer Canada’s Safe Steps to ScreeningVolunteer Canada has developed a variety of resourcesdesigned to assist organizations in assessing andmanaging risk in their volunteer programs. Thesere s o u rces can be accessed at www.volunteer.ca/screeningand can be ordered online.

Volunteer Canada’s Volunteer Resource Centre Volunteer Canada has a number of resources that canbe accessed and ordered online through

www.volunteer.ca/resource

5. Additional Resources

Canada Survey of Giving, Volunteering and Participating

www.givingandvolunteering.ca

National Survey of Non-Profit and VoluntaryOrganizations

www.nonprofitscan.ca

Volunteer Canada330 Gilmour StreetOttawa, Ontario CANADAK2P 2P6

www.volunteer.ca

Canadian Administrators of Volunteer Resources

www.cavr.org


The Canadian Code forVolunteer Involvement:An Audit Tool

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The Canadian Code for Volunteer Involvement: An Audit Tool i

AcknowledgmentsVolunteer Canada gratefully acknowledges the author, Liz Weaver, for herwork on the original document Volunteer Management Audit: TheCanadian Code for Volunteer Involvement.

Volunteer Canada would like to thank the following group of people fortheir time and expertise towards the development of this new edition ofthe Audit Tool:

Nathalie CharetteCheryl Humphrey-PrattNadine MaillotAlan Webb

This resource was produced through the Canada Volunteerism Initiative,financed by the Government of Canada.

© Volunteer Canada, 2006

Également disponible en français

ISBN 1-897135-95-5

We acknowledge the financial support of theGovernment of Canada through the Department ofCanadian Heritage. The opinions expressed in thispublication do not necessarily reflect those of theDepartment of Canadian Heritage.

For further information on this subject or others relating to volunteering and volunteer management,please visit www.volunteer.ca/resource.

Copyright for Volunteer Canada material is waived for charitable and voluntary organizations for non-commercial use. All charitable and voluntary organizations are encouraged to copy and distribute this material.

Audit_Tool.qxd 5/29/07 10:26 Page i

The Canadian Code for Volunteer Involvement: An Audit Tool 1

TABLE OF CONTENTS Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Overview: The Canadian Code for Volunteer Involvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Guiding Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Organizational Standards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5

The Canadian Code for Volunteer Involvement: An Audit Tool . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6Step 1: Why does your organization exist? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6Step 2: Who does what in your organization? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6Step 3: Involving Volunteers – the Organizational Standards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

The Audit Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Step 1: Why does your organization exist? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8AUDIT SHEET: VALUES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8AUDIT SHEET: GUIDING PRINCIPLES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Step 2: Who does what in your organization? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Step 3: Involving Volunteers in Voluntary Organizations – The Organizational Standards Checklist . . . . . . . . 12OPTION 1: Overview– the Organizational Standards Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13OPTION 2: Involving Volunteers – the Organizational Standards Checklist . . . . . . . . . . . . . . . . . . . . . . . . . 15

AUDIT SHEET: STANDARD 1 – MISSION-BASED APPROACH . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16AUDIT SHEET: STANDARD 2 – HUMAN RESOURCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17AUDIT SHEET: STANDARD 3 – PROGRAM PLANNING AND POLICIES . . . . . . . . . . . . . . . . . . . . . . . 18AUDIT SHEET: STANDARD 4 – PROGRAM ADMINISTRATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19AUDIT SHEET: STANDARD 5 – VOLUNTEER ASSIGNMENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20AUDIT SHEET: STANDARD 6 – RECRUITMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21AUDIT SHEET: STANDARD 7 – SCREENING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22AUDIT SHEET: STANDARD 8 – ORIENTATION AND TRAINING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23AUDIT SHEET: STANDARD 9 – SUPERVISION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24AUDIT SHEET: STANDARD 10 – RECOGNITION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25AUDIT SHEET: STANDARD 11 – RECORD MANAGEMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26AUDIT SHEET: STANDARD 12 – EVALUATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Additional Audit Sheets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28AUDIT SHEET: FINANCIAL VALUE OF VOLUNTEER CONTRIBUTIONS . . . . . . . . . . . . . . . . . . . . . . . 28AUDIT SHEET: EXPENSES OF THE VOLUNTEER PROGRAM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

Enhancing Volunteer Involvement: Sharing the Outcomes of the Audit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

Training Tools and Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

Communications Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

More Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37


The Canadian Code for Volunteer Involvement: An Audit Tool2

IntroductionThe Canadian Code for Volunteer Involvement (the “Code”) was first launched by Volunteer Canada as one of theflagship resources developed for the International Year of Volunteers in 2001. The Code was revised in 2006 througha partnership between Volunteer Canada and the Canadian Administrators of Volunteer Resources (CAVR). Thisdocument, now called The Canadian Code for Volunteer Involvement: An Audit Tool is adapted from and reflects therevisions in the most recent version of the Code.

In this document, the “Code” always refers to the 2006 edition.

The Code has three important elements that articulate overarching values, guiding principles and organizationalstandards applicable to volunteer programs in non-profit and voluntary sector organizations.

The values statements in the Code focus on core values that are integral to volunteer programs. They highlight theimportant role volunteerism and volunteer involvement play in ensuring citizen engagement in society to the benefitof communities. The values statements also recognize the reciprocity of the organization/volunteer relationship.

Organizations can use this Audit Tool to analyze their volunteer program and to identify and prioritize areas fordevelopment. In its most formal application, the Audit Tool can be used as part of a process within an organizationto formally adopt the Canadian Code for Volunteer Involvement.



Overview: The Canadian Code for VolunteerInvolvementThe following pages provide a brief summary of the Code itself. When using this Audit Tool, you will need the fullversion of the Code.

The Code outlines a framework against which an organization can measure itself. The framework is made up ofvalues, principles and standards. Together these express elements of organizational philosophy and operations withparticular reference to volunteer involvement.

In each case (the values, the principles and the standards), the Code presents generic statements, broadly relevantto voluntary organizations in Canada. Some of these statements may need to be adapted by your organization togive more precise meaning. In this way the Code and the Audit Tool should both be useful to all voluntaryorganizations in Canada.

ValuesThe four Values for Volunteer Involvement describe what it is about volunteering that is of value to an organization.

VALUES FOR VOLUNTEER INVOLVEMENT

Volunteer involvement is vital to a just and democratic society.It fosters civic responsibility, participation and interaction.

Volunteer involvement strengthens communities.It promotes change and development by identifying and responding to community needs.

Volunteer involvement mutually benefits both the volunteer and the organization.It increases the capacity of organizations to accomplish their goals, and provides volunteers withopportunities to develop and contribute.

Volunteer involvement is based on relationships.It creates opportunities for voluntary organizations to accomplish goals by engaging and involvingvolunteers, and it allows volunteers an opportunity to grow and give back to the community in meaningfulways through voluntary organizations.



Guiding PrinciplesTwo Guiding Principles supplement the values statements and further articulate the reciprocal relationship betweenthe organization and the volunteers. The guiding principles ensure that there is commitment and support for thevolunteer program from perspectives of both organization and volunteer. This means understanding the rolevolunteers play in achieving the organization’s mission or purpose and it means ensuring that appropriate resources,both human and financial, are in place to support volunteers and the volunteer program.

The guiding principles also recognize that volunteers must make a commitment. Volunteers must act with bothresponsibility and accountability to the organizations they serve. The guiding principles are designed to provide aframework for volunteer programs.

GUIDING PRINCIPLES FOR VOLUNTEER INVOLVEMENT

Volunteers have rights. Voluntary organizations recognize that volunteers are a vital human resource and willcommit to the appropriate infrastructure to support volunteers.• The organization’s practices ensure effective volunteer involvement.• The organization commits to providing a safe and supportive environment for volunteers.

Volunteers have responsibilities. Volunteers make a commitment and are accountable to the organization.• Volunteers will act with respect for beneficiaries and community.• Volunteers will act responsibly and with integrity.

Organizational StandardsThe third element of the framework in the Code is a set of twelve organizational standards for the volunteerinvolvement program. These twelve statements are the core standard practices that any non-profit organizationshould have in place to enable an effective volunteer program. The organizational standards are high-level standardsand the Canadian Code for Volunteer Involvement provides a more detailed approach to each of the standards ofpractice. Many organizations have used this detailed approach to assess their volunteer involvement programs andtheir volunteer management practices.

The organizational standards for volunteer involvement largely follow the volunteer management cycle:implementation of appropriate policies and procedures for the volunteer program; volunteer position design;volunteer recruitment and retention strategies; and volunteer recognition. The first organizational standard forvolunteer involvement (Mission-based Approach) links back to the values and guiding principles by requiring that theboard of directors, leadership volunteers and staff within the organization understand how the volunteer programassists the organization in achieving its mission or purpose and provide appropriate resources to support volunteerinvolvement. Without that first standard in place, the volunteer program is often perceived as(or functions as) anadjunct to the organization rather than an integral element that supports and enables the delivery of services and theachievement of the organization’s mission or purpose.



ORGANIZATIONAL STANDARDS FOR VOLUNTEER INVOLVEMENT

Standard 1: Mission-based ApproachThe board of directors, leadership volunteers and staff acknowledge and support the vital role of volunteers inachieving the organization’s purpose and mission.

Standard 2: Human ResourcesVolunteers are welcomed and treated as valued and integral members of the organization’s human resourcesteam. The organization has a planned approach for volunteer involvement that includes linking volunteers to theachievement of the mission, providing the appropriate human and financial resources to support the volunteerprogram, and establishing policies for effective management.

Standard 3: Program Planning and PoliciesPolicies and procedures are adopted by the organization to provide a framework that defines and supports theinvolvement of volunteers.

Standard 4: Program AdministrationThe organization has a clearly designated individual with appropriate qualifications responsible for the volunteerprogram.

Standard 5: Volunteer AssignmentsVolunteer assignments address the mission or purpose of the organization and involve volunteers in meaningfulways that reflect the abilities, needs and backgrounds of the volunteer and the organization.

Standard 6: RecruitmentVolunteer recruitment incorporates internal and external strategies to reach out and involve a diverse volunteerbase.

Standard 7: ScreeningA clearly communicated screening process is adopted and consistently applied by the organization.

Standard 8: Orientation and TrainingEach volunteer is provided with an orientation to the organization, its policies and practices, including the rightsand responsibilities of volunteers. Each volunteer receives training customized to the volunteer assignment andthe individual needs of the volunteer.

Standard 9: SupervisionVolunteers receive a level of supervision appropriate to the task and are provided with regular opportunities togive and receive feedback.

Standard 10: RecognitionThe contributions of volunteers are consistently acknowledged with formal and informal methods of recognition.

Standard 11: Record ManagementStandardized documentation and records management practices are followed and in line with relevantlegislation.

Standard 12: EvaluationThe impact and contribution of volunteers and the volunteer program are continually evaluated to ensure theneeds of the organization are being met in fulfilling its mandate.



The Canadian Code for Volunteer Involvement: An Audit ToolThis Audit Tool has been developed to help community groups, non-profits and charitable organizations to assesstheir volunteer involvement practices. It can be used by organizations that have adopted The Canadian Code forVolunteer Involvement, as well as by those that have not.

The Audit Tool is a series of audit sheets. Each one contains a number of questions about a specific area of theCode, against which you can assess your volunteer program and the organization as a whole.

The Audit will provide important information about volunteer involvement and management practices within yourorganization. It will generate reflection and action to increase the positive impact of your volunteer program on themission of your organization and on the lives of your volunteers.

The Audit follows the design of thee Code itself. Audit sheets grouped along the three-step process will guide yourorganization through timely research and relevant discussions with key people.

Step 1: Why does your organization exist?You will gather basic information about your organization and analyze its mission, with a particular focus on therole of volunteers in achieving that mission. You will compare and contrast the values and principles of yourvolunteer program against the values statements and guiding principles described in The Canadian Code forVolunteer Involvement. You will explore whether they need to be amended as appropriate to the context of yourorganization.

Step 2: Who does what in your organization?You will gather information about the different roles across the organization with respect to management andsupport of volunteers. You will profile the volunteer program including the number of volunteers and their specificroles within the organization.

Step 3: Involving Volunteers – the Organizational StandardsThis step has two options – one which is quite detailed and one which is less so – you can choose one or otheror both. Option 1 is a tool for broadly assessing the extent to which operational elements of the volunteer program, orthose related to the program, are in place to meet the Organizational Standards in the Code.Option 2 makes up the remainder of this document. It is a thorough audit, guiding you through an in-depthreview of the operations, policies, procedures and resources used to implement the volunteer program in yourorganization. You will record innovative approaches that have been developed and challenges that theorganization faces when assessing the volunteer program against each of the standards.

Use some or all of these tools in whatever way they make sense in your organization. Some suggestions are givenat various points through the Audit.

The final section of the Audit goes beyond the Code itself and helps you examine how a strong volunteer programhelps and could help in other aspects of the work of the organization. You will explore how volunteer resources



The Audit Processmanagement and practices are shared within and beyond your organization.



Step 1: Why does your organization exist?

AUDIT SHEET: VALUES

The mission or purpose of voluntary organizations is the fundamental reason that these organizations exist. Volunteerprograms maybe fundamental to this mission or they may be designed primarily to respond to a specific need orservice delivery requirement in the organization.

The Canadian Code for Volunteer Involvement articulates core values and guiding principles that are applicable to allvolunteer programs regardless of size. This section of the Audit will be most relevant to those organizations whosecore mission has some relationship to civic responsibility, participation and/or membership of community.

Other organizations – those whose mission doesn’t in principle require volunteering, may also want to reflect on boththe values statements and guiding principles.

List the values of your organization. (If there are no documented values, what do you think the organization valuesmost?)

Our Values:

Do any of these values connect to the Values for Volunteer Involvement in the Code? If so, how?



Value in the Code Our Organizational Value Notes

Volunteer involvement is vital to a just and democratic society: It fosters civic responsibility,participation and interaction

Volunteer involvement strengthens communities: It promotes change and development by identifying and responding to community needs

Volunteer involvement mutually benefits both volunteer and organization: It increases capacity of organizations to accomplish goals and it provides volunteers with opportunities to develop and contribute

Volunteer involvement is based on relationships

How does / would your organization articulate its philosophy around volunteer involvement?

AUDIT SHEET: GUIDING PRINCIPLES

The guiding principles in the Code are statements intended to guide decision-making in the crafting of policy andprocedures. They begin to outline what an organization’s values mean in practice. If your organization has a list ofprinciples, use the audit sheet to see how they compare to those in the Code.

Your organization may not use the term ‘Guiding Principles’, but there may be other statements or documentationthat your organization uses to ensure consistency between operations and the values and mission. Quite often,organizations may not be explicit about principles – they may be entwined with other key statements such as theVision, Mission or Objectives. If you can’t find documented statements of principles, use the chart below to seewhether the Code suggests what they might be for your organization.

Another option for using this chart is to consider the ‘evidence’ that the principle in the Code is relevant to yourorganization. For example, what evidence is there within the policies and procedures of your volunteer program thatmight indicate a commitment to a safe and supportive environment for volunteers?



Guiding Principles in the Code Our organizational principles Notes

Volunteers have rights. Voluntary organizations recognize that volunteers are a vital human resource and will commit to the appropriate infrastructure to support volunteers.

The organization’s practices ensureeffective volunteer involvement.

The organization commits to providing a safe and supportive environment for volunteers.

Volunteers have responsibilities. Volunteers make a commitment and are accountable to the organization.

Volunteers will act with respect for beneficiaries and the community.

Volunteers will act responsibly and with integrity.

Summary

Values and Guiding Principles: some things to consider- Have the board of directors, staff and volunteers discussed the role and effectiveness of the volunteer program in

supporting the mission of the organization?- What are important values for volunteer involvement in the organization?- If the organization already has values statements in place, are these applied equally to volunteer involvement?- Where are the gaps in valuing the contributions of volunteers to the organization?- Are the guiding principles relevant to the organization?- How does the organization express its support for and expectations from volunteers supporting the organization?



Step 2: Who does what in your organization?The following grid, based on page 10 of the Code, will help you to identify a clear division of responsibility aroundthe volunteer program. In some cases you may want to add columns (for example to distinguish two groups ofvolunteers) or rows (for example if the management of volunteers is done by more than one person).

To complete each box, ask your self questions like: What specific tasks do these people (along the top row)undertake that impacts on the area listed down the first column? The grid on page 10 of the Code includes examplestatements.

Executive Director Managers of Board Members or Leadership Volunteer Other Staff Other Volunteers

Volunteers Resources

Specific Roles

Vision, Mission and Strategic Plan

Governance Policy

Programs and Operations

Human Resources Management (Volunteer Involvement)



Step 3: Involving Volunteers in Voluntary Organizations – The Organizational Standards Checklist

The Code contains twelve organizational standards. Each standard is akey element of an effective volunteer resources program. This section ofthe Audit contains two options.

Option 1 – an audit sheet that provides a high-level overview of thevolunteer program

Option 2 – an in-depth analysis, with one audit sheet for each of thetwelve standards

There are several ways to use these options. A few ideas are outlinedbelow, but you should make your own adjustments based on yourunique needs. You may also choose to use other tools and methodsoutside the scope of this tool, such as focus groups, stakeholderanalysis, SWOT analysis, etc., to supplement your assessment.

Option 1 onlyThis will give you a general sense of how your organization measuresagainst the Code. It is probably not detailed enough to identify areasthat require change, but maybe sufficient for checking that things aregoing well or for a quick report on program status to a Committee orto your Board of Directors.

Option 1 with stakeholdersThis might encourage your stakeholders to contribute to the identifyingareas of your program which might need change.

Option 1 to prioritize Option 2You might use Option 1 as a first step to identify which of theorganizational standards are most important and urgent, followed bythe relevant sheets available in Option 2.

Option 2 onlyThis is the most comprehensive model. In this model, you arecommitting to a full audit of all aspects of the volunteer program.

Stakeholder Participation: A 360-degree process

As suggested in the stakeholder

example, you might involve others in

your organization in completing this

section, providing you with their

views about the volunteer program.

In order for a 360-degree evaluation

to be successful, you should recruit a

range of participants such as board

members, staff, volunteers and

clients of the volunteer program.

This provides the organization and

the manager of volunteers with

additional feedback and an array of

views about the program. It also

provides a comparison to which the

manager of volunteers may evaluate

his or her responses relative to the

other respondents. A 360-degree

approach requires more energy and

investment, but can result in a much

more thorough and honest audit that

is more genuinely ‘owned’ by the

organization and all its stakeholders.



OPTION 1: Overview– the Organizational Standards Checklist

AUDIT SHEET: KEY ELEMENTS OF A VOLUNTEER RESOURCES PROGRAM

The following audit sheet is based on the Organizational Standards outlined in the Code and provides a high-leveloverview of volunteer involvement strategies. As you assess your current volunteer involvement practices, measurethese against each of the Standards by determining if you currently have such practices in place or not.

Elements of Volunteer Currently in place Currently in place Not currently Not applicableResources to a large degree to some degree being done not relevantManagement

Written statementon role of volunteers in supporting or achieving the mission

Policies and procedures for volunteer program

A qualified persondesignated to manage the volunteer program

A volunteer screeningprocess which iscommunicated andconsistent

Meaningful volunteer assignments reflecting a variety of opportunities

Volunteer recruitment and selection reaching out to diverse community sources

Orientation and training provided for all volunteer positions



Elements of Volunteer Currently in place Currently in place Not currently Not applicableResources to a large degree to some degree being done not relevantManagement

Appropriate supervision is provided with the ability of the volunteer to give and receive feedback

Volunteers arewelcomed and treated as valuable members of staff

The contributions of volunteers are regularly acknowledged in formal and informal ways

Note any innovative approaches developed or challenges faced by your organization related to involving andmanaging volunteers:



OPTION 2: Involving Volunteers – the Organizational Standards Checklist

This part of the Audit enables a more detailed evaluation and review of each of the 12 organizational standards forthe volunteer program. In this section, respondents are again asked to rate the effectiveness of the program on afour-point scale, allowing you to identify strong components for each of the standards and areas where programimprovements might be required.

If you are using a 360-degree evaluation approach, you may want to include the questions found in the boxes at theend of each of the rating sections for comments and suggestions from the evaluators. These questions also providean opportunity for the individual managing the volunteer program to reflect on the innovative approaches orchallenges faced by the organization and the volunteer program relative to each standard. This reflection could beused to develop a report on the volunteer management audit and on the volunteer program.

If you completed Option 1 before Option 2, check back to see whether there are differences between them. Whenyou have completed each audit sheet, review the ratings in Option 2 against the more general ratings in Option 1.

Here are some questions to consider:

Which of the twelve organizational standards are strengths for us?

Where are the gaps for the volunteer resources program?

What do we need to do to address the gaps?

What are short, medium and long term issues for the volunteer program?

Once you have completed Step 3 of the Audit, you should have defined the current state of the volunteer programand identified some areas where strategies could be developed to improve the volunteer resources program. In thefinal section of this guide, there are tools which will assist you with prioritizing your development strategies.



AUDIT SHEET: STANDARD 1 – MISSION-BASED APPROACH

The board of directors, leadership volunteers and staff acknowledge and support the vital role of volunteers inachieving the organization’s purpose and mission.

Elements of VolunteerResources ManagementThe board of directorsadopts a statementdeclaring the vital role ofvolunteers in achieving theorganization’s mission.

The organization’splanning processincorporates volunteerinvolvement.

The board has approvedthe overall goals forvolunteer involvement.

A budget is allocated forvolunteer involvement.

Adequate space andequipment are allocatedfor volunteers to performtheir assignments.

Appropriate insuranceis purchased to minimizevolunteer liability.

Volunteer involvementgoals are evaluatedregularly by the board ofdirectors.

Currently in placeto a large degree

Currently in placeto some degree

Not currently beingdone

Not applicablenot relevant

Please provide comments on innovative approaches or challenges faced by your organization related to the role ofvolunteers in assisting the organization achieve its mission or purpose:



AUDIT SHEET: STANDARD 2 – HUMAN RESOURCES

Volunteers are welcomed and treated as valued and integral members of the organization’s human resources team.The organization has a planned approach for volunteer involvement that includes linking volunteers to theachievement of the mission, providing the appropriate human and financial resources to support the volunteerprogram, and establishing policies for effective management.

Elements of VolunteerResources ManagementStaff is given training andrecognition to workeffectively with volunteers.

Input from volunteers iswelcomed and solicitedfor the organization’splanning and evaluation.

Volunteers areencouraged to growwithin theorganization

Volunteers are included asequal members of theteam.





Please provide comments on innovative approaches or challenges faced by your organization related to the wayvolunteers are welcomed and treated as valued and integral members of the organization’s human resources team.



AUDIT SHEET: STANDARD 3 – PROGRAM PLANNING AND POLICIES

Policies and procedures are adopted by the organization to provide a framework that defines and supports theinvolvement of volunteers.

Elements of VolunteerResources ManagementThe organization’splanning processincorporates volunteerinvolvement.

The board has approvedthe overall goals forvolunteer involvement.

Governance andoperational policies are inplace, reviewed regularlyand incorporate volunteerinvolvement practices.

Policies and proceduresare followed consistentlyand equitably.

Policies and proceduresare consistent withnational and provincialHuman Rights Codes, theFreedom of Informationand Protection of PrivacyAct, and provincialemployment standardslegislation.





Please provide comments on innovative approaches or challenges faced by your organization in developing andintegrating policies and procedures related to involving volunteers in your organization.

Please provide comments on the role of the manager of volunteers and the innovative approaches or challengesfaced by your organization related to involving and managing volunteers.



AUDIT SHEET: STANDARD 4 – PROGRAM ADMINISTRATION

The organization has a clearly designated individual with appropriate qualifications responsible for the volunteerprogram.

Elements of VolunteerResources ManagementThe designated personhas an appropriate level ofeducation and experienceto manage the volunteerprogram.

A written job descriptionfor the designated personis developed and reviewedregularly.

The designated person isa member of themanagement oradministrative team or keyleadership volunteer.

The designated personworks collaboratively withstaff, the local VolunteerCentre and otherorganizations toencourage theeffectiveness of thevolunteer program.

Professional developmentopportunities are providedon a regular basis.

The performance of thedesignated person isreviewed regularly andincludes feedback fromboth staff and volunteers.





Please provide comments on innovative approaches or challenges faced by your organization related to theidentification of a designated person and systems to support volunteer involvement.



AUDIT SHEET: STANDARD 5 – VOLUNTEER ASSIGNMENTS

Volunteer assignments address the mission or purpose of the organization and involve volunteers in meaningful waysthat reflect the abilities, needs and backgrounds of the volunteer and the organization.

Elements of VolunteerResources ManagementVolunteers and staff (andunions) are consulted whendeveloping new assignments.

Volunteer assignments havewritten descriptions thatinclude duties, re s p o n s i b i l i t i e s ,skills needed, time re q u i re dand benefits.

Volunteer assignments aredeveloped to reflect theneeds of the organization andthe needs of volunteers.

Volunteer assignments arereviewed periodically withstaff, volunteers (andunions) to ensure relevanceand value.

Volunteers with specialrequirements andchallenges can becomeinvolved with theorganization.

The level of risk is assessedand minimized for allvolunteer assignments.





Please provide comments on innovative approaches employed or challenges faced by your organization whendeveloping volunteer assignments and when placing volunteers within your organization.

Some questions to consider about current and new volunteer positions:- How does this volunteer position enable the organization to achieve its mission or purpose?- Does this volunteer position provide meaningful activity for the volunteer?- Is this a position which would interest me?- Is this volunteer position supported by staff within the organization?- Does our staff believe in and value the involvement of volunteers in our organization?



AUDIT SHEET: STANDARD 6 – RECRUITMENT

Volunteer recruitment incorporates internal and external strategies to reach out to and involve a diverse volunteer base.

Elements of VolunteerResources ManagementRecruitment messagesare realistic and clearabout the volunteerassignment expectations.

Various techniques areused to recruit volunteers.

Recruitment messagesadvise that screeningprocedures are in place.

Genuine effort is made torecruit and selectvolunteers from a broadrange of backgrounds andexperiences to representthe community served bythe organization.

Selection of volunteers isbased on actualrequirements andpredetermined screeningmeasures.





Please provide comments on innovative approaches employed or challenges faced by your organization whenrecruiting volunteers with diverse skills and abilities to your organization.



AUDIT SHEET: STANDARD 7 – SCREENING

A clearly communicated screening process is adopted and consistently applied by the organization.

Elements of VolunteerResources ManagementScreening is considered tobe an essential processthat continues throughoutthe volunteer’sinvolvement with theorganization.

Policies relating toscreening practices aredeveloped, adopted andclearly communicated tostaff and volunteers.

All volunteer assignmentsare assessed for level ofrisk.

Appropriate screeningtools are used accordingto the level of risk of theassignment.

Screening practices aredelivered consistently withno exceptions made forcertain individuals.





Please provide comments on innovative approaches employed or challenges faced by your organization whendeveloping strategies to screen volunteers.



AUDIT SHEET: STANDARD 8 – ORIENTATION AND TRAINING

Each volunteer is provided with an orientation to the organization, its policies and procedures, including the rightsand responsibilities of volunteers. Each volunteer receives training customized to the volunteer assignment and the

Elements of VolunteerResources ManagementVolunteers receiveinformation on the history,mission and structure ofthe organization.

Volunteers receiveinformation on the policiesand procedures that relateto their assignment.

Volunteers are givenadequate training forperforming theirassignment withoutputting themselves orothers at risk.

Volunteers are informed ofthe boundaries and limitsof their assignment.

Volunteers haveongoing trainingopportunities to upgradetheir skills and to learn ofchanges in theorganization.





Please provide comments on innovative approaches employed or challenges faced by your organization whenorienting and training volunteers.



AUDIT SHEET: STANDARD 9 – SUPERVISION

Volunteers receive a level of supervision appropriate to the task and are provided with regular opportunities toreceive and give feedback.

Elements of VolunteerResources ManagementThe complexity and risk ofeach assignmentdetermines the level ofsupervision.

Volunteers are assignedand introduced to theirsupervisors atcommencement of theirassignment.

The performance ofvolunteers is evaluated ona regular basis.

Random spot checks withvolunteers and clients areused to check in onvolunteer performance.

Volunteers are given andencouraged to usemechanisms for providinginput to the organization.

Situations requiringreprimand and dismissalfollow policies andprocedures fairly andconsistently whilerespecting the safety anddignity of all concerned.





Please provide comments on innovative approaches employed or challenges faced by your organization whensupervising volunteers.



AUDIT SHEET: STANDARD 10 – RECOGNITION

The contributions of volunteers are regularly acknowledged with formal and informal recognition methods.

Elements of VolunteerResources ManagementSenior managementpublicly acknowledges theefforts of volunteers.

Formal methods ofrecognition are deliveredconsistently.

Informal methods ofrecognition are deliveredin a timely and appropriatemanner.





Please provide comments on innovative approaches employed or challenges faced by your organization whenrecognizing volunteers for their contributions to your organization.



AUDIT SHEET: STANDARD 11 – RECORD MANAGEMENT

Standardized documentation and records management practices are followed and in line with relevant legislation.

Elements of VolunteerResources ManagementRecords are kept for eachvolunteer using aconfidential, securesystem respecting theprivacy of personalinformation.

Statistical informationabout the volunteerprogram is regularlyshared with staff andvolunteers in theorganization.

With appropriateagreement, testimonialsabout volunteerinvolvement are sharedwithin the organization topromote volunteerinvolvement.

The organization keepsinformed of newlegislation, Human RightsCodes and otherRelevant guidelines forrecord management,privacy and confidentialitypractices.





Please provide comments on innovative approaches employed or challenges faced by your organization in keepingrecords related to the volunteer program.



AUDIT SHEET: STANDARD 12 – EVALUATION

The impact and contribution of involving volunteers and of the volunteer program are continually evaluated to ensurethe needs of the organization are being met in fulfilling its mandate.

Elements of VolunteerResources ManagementPerformance goals areestablished annually forthe volunteer program.

Achievement ofperformance goals isassessed on an annualbasis.

Volunteer involvementgoals are evaluatedregularly by the board ofdirectors.

Opportunities exist forvolunteers to givefeedback to theorganization about theirinvolvement.





Please provide comments on innovative approaches employed or challenges faced by your organization whenevaluating the volunteer program and volunteer involvement.



Additional Audit SheetsThe following audit sheets do not relate directly to the Code, but may be of use in your organization and couldcontribute valuable information to an overall audit.

AUDIT SHEET: FINANCIAL VALUE OF VOLUNTEER CONTRIBUTIONS

If you track the number of volunteers and the number of volunteer hours contributed, you can use this data toestimate the dollar equivalent of the contribution that volunteers have made to the organization. Some organizationsgo the next level and track all of the other financial donations, special events ticket purchases and in-kind supportprovided by volunteers to the organization. These financial and in-kind contributions impact the organization eitherdirectly or indirectly through financial support or dollars saved on program delivery costs. This table can help youconsider some of the contributions and their impact on your organization.

NOTE: In some discussions on this subject, the numbers are sometimes referred to as a measure of ‘the’ value ofvolunteers. The total value of volunteers in your organization goes far beyond the simple conversion of volunteerhours into dollar figures as a donation in kind. The last section of the table encourages you to list some of the non-dollar value that your volunteers contribute. You could easily expand on this idea. In particular, because of the natureof what is valuable about volunteers, narrative statements gathered from stakeholders (literally, stories about thework of the organization) are legitimate elements of an audit of the value of volunteer contributions.

Type of Contribution

Program Volunteer Hours

Board Member Hours

Committee Volunteer Hours

Total Volunteer Financial

Donations to Organization

Total of Volunteer Ticket Purchases forSpecial Events

Total In-Kind Support – meeting space,materials, refreshments

Total Human Resources Support –meeting facilitation, workshop leaders,trainer, etc.

Other Support (please detail)

Total Volunteer Contribution as in-kinddonation:

In what other ways do volunteers addvalue to your organization?

Number of Volunteers Estimated/Real $ value



AUDIT SHEET: EXPENSES OF THE VOLUNTEER PROGRAM

This helps you to get a better understanding of the costs of the volunteer program. It will help you review andconsider the size of the volunteer resources budget, and make comparisons to the size of the total budget. Thevolunteer resources budget should include the appropriate amount of salaries and benefits for all staff supporting thevolunteer program. If the manager of volunteers is only working half-time supporting the volunteer program andreceives an annual total compensation of $30,000, then you would include $15,000 in the volunteer resourcesbudget line. Other volunteer resources budget items might include administrative costs such as postage, telephone,a portion of rent, computer and web access, volunteer recognition, etc. In many cases, the volunteer resourcesbudget is not maintained as a separate line budget and so you may have to approximate some of the costsassociated with the volunteer resources budget. Below is a table to assist you.

Are these figures consistent with the number of volunteers involved in the organization?

Item – Expenses

Salaries and Benefits

Rent

Telephone, Fax, Internet

Postage

Printing

Administrative Supplies

Technology

Meetings and Travel

Professional Development

Volunteer Recognition

Other items

TOTAL Expenses

Organization Budget Volunteer Resources Budget



EvaluationOnce the audit is complete, you will need to evaluate the learning. At one level, the process of evaluation isintegrated into each of the audit sheets--whereeveryou have checked that an issue is not applicable or not relevantto the volunteer program in your organization. You next need to consider each of the audit sheets and decide theirrelative importance. In this case, evaluation is part of a prioritizing process.

You can use the same approaches to evaluation as described in the section on The Audit Process:A one-person evaluationThe 360 degree approachFocus GroupsMultiple Sources

Learnings about the Audit Process



Enhancing Volunteer Involvement: Sharing theOutcomes of the AuditThe final section of the audit will help you to consider the steps to be taken once the audit is complete. Theseinclude ideas about communicating what has been learned through the audit process and a plan of action based onwhat you’ve learned.

This section requires you to consider how knowledge and resources are developed and the degree to which thesetools and practices are shared internally and externally. There are four areas of questions related to organizationalpolicies, volunteer program statistics, volunteer resource program materials, and training tools and activities.

After completing this section, you should be able to identify and develop a communications strategy for thevolunteer resources program.

Organization Policies – Volunteer Resources

Has the Board of Directors adopted a policy statement about the role of volunteers in achieving the mission ormandate of the organization?

Yes, and shared with others in the organization (including national/provincial/local chapters) Yes, but we have not shared it with others in the organization In process of development NoOther (please specify)

Does the volunteer resources program have a formal (written and circulated) Policies and Procedures Manualthatis available to staff and volunteers?

Yes, and shared with others in the organization (including national/provincial/local chapters)Yes, but we have not shared it with others in the organization In process of development NoOther (please specify)

Volunteer Program Statistics

Does the organization collect statistics on the number of volunteers providing services and service hours?

Yes, and shared with others in the organization (including national/provincial/local chapters)Yes, but we have not shared it with others in the organization In process of development No


Other (please specify)

Are volunteer involvement statistics shared with the senior management and Board of Directors of the organization?


Are volunteer involvement statistics disseminated publicly to the community you serve through writtenreports, newsletters, or annual reports?


Volunteer Resource Program Materials

Is information about the primary staff person responsible for volunteers available, including position descrip-tion, roles, compensation levels, etc.?


Does the organization have formal volunteer recruitment tools and strategies?

Yes, and shared with others in the organization (including national/provincial/local chapters)Yes, but we have not shared it with others in the organization In process of development No



Other (please specify)

Does the organization have formal tools for screening and placing volunteers?


Does the organization have formal tools for orienting and training volunteers?

Yes and shared with others in the organization (including national/provincial/local chapters)Yes, but we have not shared it with others in the organization In process of development NoOther (please specify)

Does the organization have formal tools for supervising and evaluating the performance of volunteers?


Does the organization have formal tools and/or processes for recognizing the contributions made by volunteers?





Training Tools and Activities Please describe the volunteer program management training opportunities at the annual or bi-annual nationalconference of the association/organization.

Please describe the volunteer program management training opportunities which might occur at the provincial orregional conferences or meetings.

Please describe the volunteer program management training opportunities which might occur at local affiliates.

Please describe any volunteer program management resources or tools which have been developed and shared bya national, provincial or local affiliate.

Please describe any online volunteer program management training which is provided by the national, provincial, orlocal affiliates.



Communications Planning Completing the Audit Tool will provide you with some useful and succinct information about the current state of the program and potential activities to further enhance and develop volunteer management practices. It can also provide the background data for developing a communications or positioning tool for enhancing volunteerinvolvement. To develop an effective communications plan, there are a number of excellent on-line resources tosupport communications planning.

In general, when planning communications, consider the following steps:

The first step in developing a communications plan is clear goals and measurable progress. This step requiresthat the communications plan or strategy identify clearly what the goals of the communications should be. Formany volunteer programs there might be dual strategies of positioning the volunteer program within theorganization and using the information in this Audit Tool to attract more volunteers to your program.

The second step is to identify who the primary audience of the communication will be and who the secondaryaudience might be. Audience identification is essential so that the message can be targeted appropriately. Manyvoluntary sector organizations believe that their audience is the entire community but this often leads to themessage being lost because it is not focused and direct.

The third step in the communications strategy is to develop a clear, simple and concise message. Developingcommunication goals and identifying the primary audience should make developing the message easier. TheAudit Tool will also provide you with some insight as to the message you wish to promote as strength of theorganization.

The fourth and fifth steps in the communications plan include planning the communications process andspecifying what people should do. Internal stakeholders including staff, board members, volunteers, and clientsare often your best communicators but they need the information and appropriate tools to effectivelycommunicate the appropriate message. You might also consider developing training tools for the individuals whohave been assigned to carry the message forward. Let them know the action which is needed now.

The final steps in the communications plan include actualizing the plan by matching strategy and tactics to yourtarget audience and budgeting for success.

Communications, in order to be effective, requires a planned and thoughtful approach. This resource guide willprovide you with specific strategies to develop your message and target your communications.



ConclusionThe Canadian Code for Volunteer Involvement: An Audit Tool is a tool which your organization can use to gain abetter understanding about the nature of your volunteer program and identify areas which might be furtherdeveloped. As a tool, it will provide you with resources and information. However, it is only as effective as the timeand effort you put into the audit and in understanding what you have learned.

Effective volunteer involvement and development requires attention not only to the current state of the program butalso an awareness of the environmental and demographic trends that impact the organization and the community inwhich the organization exists. The volunteer program cannot exist in isolation; it is connected to the communitythrough its volunteers and the clients the program is designed to serve.

Individuals involved in volunteer management and development must use creative strategies to continually improvethe involvement of volunteers as volunteers are often a critical asset to the organization. Understanding the coreelements of the volunteer program through a review of the organizational standards will help to ensure thatvolunteers are engaged and involved appropriately in achieving the mission and purpose of the organization.

For more information, please contact: Volunteer Canada1-800-670-0401 or by email at [email protected]



More ResourcesThere are a large number of online resources, tools and information to assist with the development of the volunteerprogram in your organization. These sites also provide links to other volunteer management resources which can befound on the world wide web.

Volunteer Canada – www.volunteer.ca and www.volunteer.ca/resources

The website of Volunteer Canada has a number of downloadable resources for volunteer management programsand a searchable online resource centre. The site also hosts an on-line version of The Canadian Code for VolunteerInvolvement.

Canadian Administrators of Volunteer Resources (CAVR) – www.cavr.org

CAVR is a national organization that promotes the professional administration of volunteer resources throughestablished standards of practice, a code of ethics and certification of membership. The website highlights theirvarious programs, services, and resources that support and enhance volunteer resource management in Canada.


2011 Volunteer Motivators

The Five Levels of Maslow's Hierarchy of Needs By Kendra Cherry, About.com Guide

Psychologist Abraham Maslow first introduced his concept of a hierarchy of needs in his 1943 paper "A Theory of Human Motivation". This hierarchy suggests that people are motivated to fulfill basic needs before moving on to other needs.

Maslow’s hierarchy of needs is most often displayed as a pyramid. The lowest levels of the pyramid are made up of the most basic needs, while the more complex needs are located at the top of the pyramid. Needs at the bottom of the pyramid are basic physical requirements including the need for food, water, sleep and warmth. Once these lower-level needs have been met, people can move on to the next level of needs, which are for safety and security.

As people progress up the pyramid, needs become increasingly psychological and social. Soon, the need for love, friendship and intimacy become important. Further up the pyramid, the need for personal esteem and feelings of accomplishment take priority. Maslow emphasized the importance of self-actualization, which is a process of growing and developing as a person to achieve individual potential.

Why do we need to know this?

Understanding what motivates volunteers is critical to planning, recruitment, recognition and communications. Volunteers engage in organizations to learn new skills or practice known ones, to enjoy the friendship of others, build community for themselves and the organization, help achieve progress in a role or organization, help solve problems, and do good for others. These belonging, esteem, and philanthropic reasons are at the highest level of human need. The implications when communicating to volunteers, sponsors and donors is to match the motivator with the messaging.

http://psychology.about.com/bio/Kendra-Cherry-17268.htm

http://psychology.about.com/od/profilesmz/p/abraham-maslow.htm

Contacts of Interest

For more facts and figures about Edmonton’s nonprofit sector, the following umbrella organizations, funding groups and sector support organizations are excellent resources:

Edmonton Sports Council Edmonton Federation of Community Leagues Edmonton Community Foundation Edmonton Arts Council United Way of Edmonton Resource Centre for Voluntary Organizations (RCVO) Volunteer Edmonton The Support Network The Muttart Foundation The City of Edmonton Family and Community Support Services (FCSS)

Links to these organizations, the studies and publications used in this brochure, and further information on the nonprofit sector can all be found at : www.ecvo.ca/about/nonprofit-sector

Edmonton’s

Nonprofit

Sector Edmonton Chamber of

Voluntary Organizations

308, 10310 Jasper Avenue NW

Edmonton, Alberta, T5J 2W4

Phone: 780-428-5487

Fax: 780-428-1930

E-mail: [email protected]

www.ecvo.ca

About Canada’s

Nonprofit Sector The Nonprofit Sector is central to Canadian quality of life. Critical to Canada’s national welfare, the sector adds value to the economy, delivers critical social and societal supports, strengthens democracy, and improves the health, welfare and safety of Canadians. The sector is comprised of nonprofit societies, registered charities, and unregistered groups that provide programs and services for public benefit. Other terms for the nonprofit sector include: civil society, voluntary sector, third sector, social sector, community-based sector, and NGOs. The nonprofit sector is as important to Canada’s success as the private and public sectors. 69,000 of Canada’s nonprofit organizations employ 1.2 million Canadians or 7.2% of the country’s entire paid workforce. These nonprofits and charities (which do not include hospitals, religious organizations or post-secondary institutions) employ more individuals than Canada’s construction and hospitality industries combined.1 In 2007, the nonprofit sector represented 7.8% of Canada’s Gross Domestic Product (GDP), making the sector a larger financial contributor than the automobile or retail industries.2

In Alberta

and Edmonton

Alberta is home to over 19,000 nonprofit organizations employing almost 176,000 people and supported by over 2.5 million volunteers.3 In 2003, Alberta’s nonprofit sector generated total revenues of $9 billion.4 There are over 8,000 registered nonprofits in the Edmonton Capital Region; 4,000 are located within Edmonton.5 These organizations range from sports and recreation clubs to social services providers to advocacy associations and include religious organizations, post-secondary institutions and hospitals. Edmonton’s nonprofits receive approximately 33% of their funding from the federal, provincial and municipal governments.6 In addition, organizations receive financial support from community and private foundations such as the United Way, Edmonton Community Foundation and the Muttart Foundation. Corporate sponsorship, investments, earned income and private donations are some of the other ways charities and nonprofits make up the remaining amounts.

Community Minded

Edmonton

Edmontonians are proud of their high standard of living and actively participate in the nonprofit sector and the community: 46% of Edmonton residents volunteer.7 24% donated to registered charities or

nonprofits in 2007 30% participate in amateur sports. 51% of Edmontonians have an Edmonton

Public Library card. 30% are involved in community activities.8 67% attended a festival; 56% enjoyed free public art; 55% attended live theatre and/or museums; 51% attended a multicultural performance

or concert; 46% visited an art gallery or visual arts display in 2007.9 1. HR Council for the Voluntary Sector, 2003 2. Imagine Canada, 2009. 3. A Workforce Strategy for Alberta’s Nonprofit and Voluntary Sector, Government of Alberta, Department of Employment and Immigration, 2007 4. Canadian Centre for Philanthropy, 2004. 5. Edmonton Chamber of Voluntary Organizations, 2007. 6. National Survey of Nonprofit and Voluntary Organizations, Statistics Canada, 2004 7. Volunteer Edmonton, 2007 8. Who We Are, City of Edmonton, 2009 9. 2007 Annual Report, Edmonton Cultural Capital, Cultural Capitals of Canada Program, 2008

According to the Canada Survey of Giving, Volunteering and Participating (CSGVP), 48% of Alberta residents aged 15 and over (1.2 million people) volunteered in 2004. Each volunteer contributed an average of 175 hours, for a total of 214.5 million hours or the equivalent of approximately 112,000 full-time jobs.

Much comes from the few Although many Albertans volunteer, the majority of volunteer hours are contributed by a small minority. One in ten volunteers contributed 49% of all hours. These volunteers accounted for 448 hours or more over the course of the year. A further 26% of volunteer hours came from the 15% of volunteers who contributed between 195 and 447 hours. Together, this top 25% of volunteers (representing 12% of all Alberta residents) contributed 75% of total volunteer hours. What volunteers do The most common activities performed by Alberta volunteers were fundraising (50% of volunteers did this), organizing or supervising events (49%), sitting on a committee or board (37%), and teaching, educating, or mentoring (36%). Compared to the rest of Canada, Alberta volunteers were more likely to fundraise (reported by 50% of Alberta volunteers vs. 45% of volunteers in the rest of Canada), teach, educate, or mentor (36% vs. 30%), provide health care or support (25% vs. 18%), and coach, referee, or officiate (22% vs. 18%). Where they volunteer Albertans were most likely to volunteer with Sports & Recreation organizations (14% volunteered), followed by Education & Research (13%), and Social Service (12%), organizations. Smaller numbers volunteered with Law, Advocacy & Politics (3%), Associations & Unions (2%), and Grant-making Fundraising (1%) organizations. Volunteers contributed the largest average of hours to Business and Professional Associations and Unions (155), followed by Sports & Recreation organizations (121), Arts & Culture (120), and Religious (116) organizations. They contributed much fewer hours to organizations working in the areas of Health & Hospital (72) and Grant-making, Fundraising & Voluntarism Promotion (25). The motivations of volunteers Alberta volunteers were most likely to say they volunteered because they wanted to make a contribution to the community (93%), to use their skills and experiences (78%), or had been personally affected by the cause the organization supports (65%). Comparatively few volunteers volunteered in order to fulfill religious beliefs or obligations (25%) or to improve their job opportunities (21%).

Volunteering in

ALBERTA

50%

25%15%

10%8%17%

26%

49%

0%

20%

40%

60%

Up to 71 hours 72 - 194 hours 195 - 447 hours 448 hours or more

Percentage of Volunteers and Percentage of Total Volunteer Hours by Annual Hours

Volunteered

% of volunteers % of total volunteer hours

8%8%

15%16%

21%21%22%

24%25%25%26%

36%37%

49%50%

0% 20% 40% 60%

OtherFirst-aid or emergency services

Environmental protectionCanvassing

Maintenance or repairDriving

Coaching or refereeingOffice work

Health care or supportCollecting or distributing food

Counseling or providing adviceTeaching or mentoring

Sitting on committee or boardOrganizing or supervising events

Fundraising

Percentage of Volunteers Engaging By Type of Volunteer Activity

1%

2%

2%

3%

3%6%

8%

10%

12%

13%

14%

25

100

155

96

120

89

72

116

96

82

121

Grant-making & fundraisingEnvironment

Bus./Prof./Assoc./UnionsLaw, advocacy & politics

Arts & cultureDevelopment & housing

Health & hospitalsReligion

Social serviceEducation & research

Sports & recreation

Percentage of Population Volunteering and Average Annual Hours Volunteered By

Type of Organization

% of population volunteering Average volunteer hours

93%

78%

65%

53%

51%

47%

25%

21%

0% 50% 100%

To make a contribution to the community

To use skills & experiences

Personally affected by the cause the organization supports

To explore one's own strengths

To network with or meet people

Friends also volunteer

Religious obligations

To improve job opportunities

Percentage of Volunteers Reporting Motivations for Volunteering

Imagine Canada 2 Carlton Street, Suite 600Toronto, ON M5B 1J3 Tel: 416-597-2293 Fax: 416-597-2294

© 2008, Imagine Canada

This project is funded by the Government of Canada’s Social Development Partnerships Program.

Barriers to volunteering Albertans who did not volunteer were most likely to say it was because they did not have the time (71%), were unable to make a long-term commitment (60%), or donated money instead of volunteering (44%). They were much less likely to report the costs of volunteering (16%), having contributed enough time already (16%), or dissatisfaction with previous volunteer experiences (9%) as reasons for not volunteering. Personal and economic characteristics of Alberta volunteers: age and sex1 Alberta residents aged 35 to 44 were most likely to volunteer (59% volunteered), followed by those 15 to 24 (51%). The likelihood of volunteering decreased with age among those 45 years and older, with residents 65 years and older being the least likely to volunteer (34%). However, volunteers aged 65 and older tended to contribute the most hours on average (254), followed by those aged 45 to 54 (216). Albertans aged 45 to 54 contributed a disproportionately large percentage of total volunteer hours, given their numbers (they made up 19% of the population but contributed 24% of total volunteer hours). By contrast, those aged 25 to 34 contributed a disproportionately smaller percentage (19% of the population vs. 13% E of total hours). Women in Alberta were more likely to volunteer than were men (51% vs. 44%) and tended to contribute more hours on average (189 for women vs. 159 for men). Accordingly, female residents contributed a disproportionately large percentage of total volunteer hours, given their numbers (they made up 50% of the population but contributed 57% of total volunteer hours).

1 Volunteering tends to vary with the personal and economic characteristics of the individual. This fact sheet focuses on age and sex, but many other characteristics are important. For more information, readers should refer to Caring Canadians, Involved Canadians: Highlights from the 2004 Canada Survey of Giving, Volunteering and Participating, available at http://www.givingandvolunteering.ca/pdf/CSGVP_Highlights_2004_en.pdf This project is funded by the Government of Canada's Social Development Partnerships Program. The opinions and interpretations in this publication are those of the author and do not necessarily reflect those of the Government of Canada.

Percentage of Population Who Volunteer and Distribution of Volunteer Hours by Age and Sex

% Volunteering Average Volunteer

Hours % of Pop. % Volunteer Hours

Age 15 to 24 51% 154 19% 18% 25 to 34 40% 143E 19% 13%E 35 to 44 59% 158 20% 22% 45 to 54 50% 216 19% 24% 55 to 64 46% 158 11% 10% 65 and over 34% 254 12% 13%E Sex Male 44% 159 50% 43% Female 51% 189 50% 57%

E Use with caution

Volunteering in

ALBERTA

71%

60%

44%

42%

25%

24%

22%

16%

16%

9%

0% 40% 80%

Did not have the time

Can`t make long-term commitment

Gave money instead of time

No one asked

Health or physical problems

Didn't know how to get involved

Had no interest

Financial cost of volunteering

Already gave enough time

Dissatisfied with past experience

Percentage of Non-Volunteers Reporting Barriers to Volunteering

Volunteer Canada, in partnership with Manulife Financial, Carleton University Centre for Voluntary Sector Research & Development and Harris/Decima

Summary of Findings of a Pan - Canadian Research Study

www.cvsrd.org

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Acknowledgements

Research TeamResearch Co-ordinator Melanie HientzResearch Assistant Ella Murphy-ZommerschoePrincipal Investigator Paula Speevak SladowskiResearch Advisor Dr. Christopher StoneyCommunity Researchers Rebecca Hall Anna Maranta Isaac Cockburn Catherine WatersHarris/Decima Megan Tam, Vice-President Doug Anderson, Senior Vice-President Advisory CommitteeDr. Caroline Andrew Director of the Centre on Governance, University of OttawaDr. Christopher Stoney Director of the Centre for Urban Research & Development, School of Public Policy & Administration, Carleton UniversityRobin Wisener Policy Analyst, Human Resources & Skills Development Canada, Community Development & Partnerships DirectorateShawn Menard Centretown Citizens Community AssociationJacqueline Nyiramukwende Facilitator URANGANO, Rwandan Grandmothers GroupWendy Mitchell Director of Corporate Citizenship & Fund Development Volunteer CanadaRuth MacKenzie (co-chair) President & CEO, Volunteer CanadaNicole Boivin (co-chair) Senior Vice-President, HR & Communications, Manulife Financial

Focus Group Host OrganizationsChester, Nova Scotia Lunenburg Queens Volunteer CentreMontreal, Quebec Service bénévole de l’Est de MontréalOttawa, Ontario Centretown Citizens Community AssociationMoose Jaw, Saskatchewan Joe’s PlaceVancouver, British Columbia Vantage PointYellowknife, Northwest Territories The Centre for Northern Families

ISBN #978-1-926530-02-4This research and related resources can be accessed by visiting www.volunteer.ca

Funding for this research was provided by Manulife Financial.

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Introduction How can we bridge the gap between what Canadians are looking for in volunteering today and how organizations are engaging volunteers?

As a first step, we must recognize that the volunteer experiences individuals are looking for change significantly as they move through the different stages of life. Organizations need to be aware of and adapt their volunteer recruitment and retention programs accordingly. This is critical for sustaining and growing an effective and vibrant voluntary sector in Canada.

To support this process, a research study conducted on behalf of Volunteer Canada in the summer of 2010 provides the most current national data about the changing culture of Canada’s voluntary sector and the perspectives of four key groups: youth, baby boomers, families, and employer-supported volunteers.

The results offer practical information that non-profit and charitable organizations can use to improve the way they involve volunteers by

exploring the characteristics, motivations, and experiences of current volunteers, past volunteers, and those who have yet to try volunteering.

Specifically, the study captured what these groups want in their volunteer experiences, how easy it is for them to find satisfying volunteer roles and what organizations can do to enhance their volunteer base and ultimately build stronger communities.

The results show that fostering meaningful volunteer engagement in Canada today is not just a capacity issue, but also a strategic one that must evolve with the trends to meet the needs of both organizations and volunteers themselves.

Respondents indicated that the optimal formula to engage volunteers strikes a balance between: Designing specific, set roles and being open to volunteers determining the scope of what they can offer; Being well organized but not too bureaucratic; and Matching skills to the needs of the organization but not assuming that everyone wants to use the skills related

to their profession, trade, or education.

In conjunction with the public and private sectors, Canada’s voluntary sector is an important third pillar of Canadian society and a major contributor to our nation’s world-renowned ability to build quality communities. As such, finding this balance as we aim to build a better future for our communities is essential.

The new 2010 research gathered practical information for use by volunteer organizations to attract and retain skilled, dedicated volunteers among four specific demographic groups: youth, families, boomers and employer-supported volunteers.

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As we had learned from the “Canada Survey of Giving, Volunteering and Participating 2007”, our study also found that about half of Canadians over the age of 15 were currently involved as volunteers (within the last 12 months), and we gained some additional insights into what drives their loyalty.

Recognized as one of the largest voluntary sectors in the world, Canadians are generous with their time and passionate about their communities, collectively contributing two billion hours of volunteer time yearly, an average of 168 hours each.

Ultimately, volunteering in Canada is an enriching experience both for the volunteers, as well as those who are beneficiaries of the contribution of volunteers.

As we mark 10 years since the United Nations International Year of Volunteers in 2001, applying the lessons learned from this research can help bridge the gap to more meaningful volunteer engagement, and solidify volunteerism not just as a fundamental value of a civil society but as a true act of Canadian citizenship.

What’s Different About This Research?

While the role of volunteers was explored on a general level in the four national surveys between 1997-2007, the objective of this new 2010 research was to gather practical information through a more in-depth exploration of four specific demographic groups: youth, families, baby boomers and employer-supported volunteers.

The thrust of the research approach was based on the premise that building the capacity of organizations to effectively engage volunteers involves:

Greater promotion of volunteering to the public; and Helping organizations to create quality volunteer opportunities that appeal to today’s volunteers.

People with the ‘on-the-ground experience’ who coordinate volunteers or lead volunteer teams may recognize findings that confirm what they have known anecdotally from their own experiences.

In other cases, the research challenged myths about volunteering and also uncovered some new insights [please see ‘The Characteristics of Volunteering Today’ on pg. 9].

Applying the lessons learned from this research can help bridge the gap to more meaningful volunteer engagement, and solidify volunteerism both as a fundamental value of a civil society and a true act of Canadian citizenship.

The 2010 research findings are based on a literature review of more than 200 documents, a general population telephone survey of 1,016 households, a survey of 551 volunteers, 18 focus groups around the country, in both urban and rural settings, with 236 participations, and an online survey of 208 non-profit and voluntary organizations. All primary research was conducted in Canada.

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Highlights of the FindingsThe Legacy of ‘Uber Volunteers’A key discovery common to past surveys was the fact that a small group of ‘uber volunteers’ was responsible for the vast majority of volunteer hours. This fact highlighted the vulnerability of volunteer engagement – that it relies on a small group of individuals.

Given that these ‘uber volunteers’ are aging, and tend to represent the traditional volunteer, it is critical to be aware of the demographic groups who are following this age group, and be strategic in how to engage them in order to mitigate future shortages of volunteer contribution.

Identifying the GapsIt was therefore apparent that some Canadians are motivated to volunteer extensively, many occasionally, and a minority not at all. This disparity points to a disconnect between the volunteer opportunities that organizations are offering, and the kind of volunteer experiences that Canadians are looking for to move them to action.

The primary gaps identified by the research were:

Many people are looking for group activities BUT few organizations have the capacity to offer them;

Many people come with professional skills BUT many professionals are looking for volunteer tasks that involve something different from their work life;

Organizations are expected to clearly define the roles and boundaries of volunteers BUT many volunteers want the flexibility to initiate what they have to offer (i.e., create their own volunteer opportunity);

Many organizations still want long-term commitment BUT many more volunteers are looking for shorter-term opportunities; and

Many organizations focus on what they need BUT besides helping others, many volunteers come with their own goals to be met.

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The Potential of ‘Past Volunteers’This study identified that 33% of Canadians are not currently volunteering, but have done so in the past. Analyzing this group shed some light on the barriers, challenges, and disappointments they encountered.

The results also suggest the most promising opportunity to expand the volunteer base is among past volunteers by addressing their issues -- such as perceived organizational politics or not feeling that they were making a real difference – and by helping match their interests and skills with activities that will have a direct benefit to people.

We also heard from the 13% of Canadians who have never volunteered and we received some ideas about what might attract them in the future, such as volunteer opportunities involving manual labour.

What Trends Are We Seeing in Volunteer-Involving Organizations? Advances in technology, shifting demographics and increased resource pressures mean today’s organizations must re-evaluate all facets of their volunteer policies and practices, and ultimately embrace different approaches.

Organizations reported five common characteristics of their volunteer programs:

1. Their volunteer base tends to be younger; 2. Many of their leadership volunteers are older; 3. More new Canadians are seeking volunteer opportunities; 4. Most do not have the tools, training, and strategies in place to engage youth, families, baby boomers, and employer-supported volunteers, particularly using a skills-based approach; and 5. Many do not have the capacity to involve groups.

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Advice to OrganizationsUnique Versus Common FindingsSome findings were unique to a specific group. For example, while youth cited volunteering with friends as a priority, family volunteers prefer group activities where their children can actively participate, and boomers indicated being driven by an organization’s cause as their primary motivation. Employer-supported volunteers pointed to the equalizing benefits of volunteering, where more rigid corporate hierarchies could be put aside.

What Does This Mean For Organizations That Engage Volunteers?Despite these differences, all groups shared the following recommendations for improving the volunteer experience:

Build meaningful relationships with volunteers – Understanding where potential volunteers are in their life cycle as well as their personal goals and motivations is as important as knowing what skills and experience they can offer. Try to create an open dialogue where volunteers feel comfortable letting organizations know what would make their experiences most satisfying, when they need a change, and when it is time for them to move on.

Develop integrated HR strategies that include volunteer management – HR policies and practices need to be based on the scope, requirements, and boundaries of the position and not whether or not the person is paid. These strategies should include the creation of an inclusive and safe working environment, effective initial engagement techniques, opportunities for training and recognition, how work will be evaluated, and feedback mechanisms to ensure two-way communication between the organization and those working on the front line.

Be flexible and accommodating with volunteers – Being willing to adapt to the changing schedules of volunteers and creatively modify volunteer roles to respond to any specific physical and mental health issues in order to make volunteering accessible. This can help an organization broaden its community engagement and gain valuable insights that will potentially expand the organization’s reach.

Be sensitive to gender, culture, language and age – Multi-generational, multi-cultural, diverse volunteer bases that reflect the changing demographics of today’s society will better position an organization to serve a range of communities. Closely examining the nature and scope of volunteer programs through these different lenses will have positive ripple effects throughout the organization. Remember that human rights and employment standards also apply to volunteer engagement.

Provide greater online engagement – Leveraging the power of the internet and social media technologies are imperative as these are the primary means to search for and promote volunteer opportunities in today’s increasingly wired world.

Develop customized, balanced approach to engagement – Ensuring a quality volunteer experience and tailoring approaches to individual volunteers will help to solidify and increase our national volunteer base.

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Common Themes There were several common threads in the findings across all four groups, which also captured the views of Canadians in three distinct categories: current volunteers, past volunteers (those who have volunteered before, but currently don’t), and ‘never’ volunteers (those with no volunteer experience).

Current VolunteersCurrent volunteers tend to be loyal and perhaps even champions of volunteering for at least some period of time. They indicated an extremely high commitment to volunteering, with 88% offering responses of eight out of 10 to represent their likelihood of volunteering in 2011. Nearly nine out of 10 (88%) current volunteers also offered very high ratings (eight or higher out of 10) on how strongly they would recommend volunteering to others.

Past VolunteersPast volunteers placed slightly higher importance on self-improvement, such as learning a new skill, gaining new experience or accessing training, as well as improving employment or academic prospects. Almost a third (31%) of past volunteers said they will likely volunteer in the next 12 months, and 76% indicated that they would recommend volunteering to others.

Volunteers tend to be loyal even though some felt their expectations for the volunteer experience were not met to their satisfaction. Current and past volunteers listed the following examples to describe why they felt their volunteer experience was less than ideal:

Perceived organizational politics; Belief that their skills were not being put to the best use; Feeling like they were not making a difference; and Frustration with lack of organization related to the volunteer activity.

The research suggests that focusing renewed recruitment and retention efforts on past volunteers would most likely yield the most success to boost volunteer rates and expand the volunteer base.

‘Never’ VolunteersWhile only 13% of respondents indicated they have never been a volunteer before, almost two-thirds (62%) of this group also indicated it is unlikely they would volunteer in the next 12 months.

One of the most unique findings was that, as disinclined as they are to become volunteers, more than a quarter (26%) of this small segment of the population indicated they would be particularly interested in providing volunteer support in the form of hands-on trade knowledge or manual labour.

31% of past volunteers said they will likely volunteer in the next 12 months, and 76% indicated that they would recommend volunteering to others – focusing recruitment and retention efforts on this group would most likely yield the most success.

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The Characteristics of Volunteering Today

The research provided a new understanding of the complexities of the volunteering relationship, including identification of the following characteristics that shape the nature of the interaction between today’s volunteers and volunteer-involving organizations.

Volunteering Changes Throughout Our LifecycleWhat volunteer opportunities Canadians seek evolves during our lifetime with changing priorities and circumstances related to the demands of school, work, and family. For example, parents may be volunteering in their children’s activities, or with an organization related to the illness of a family member, and volunteers often withdraw when this direct link no longer is applicable to their lives. Organizations need to find ways to help people make the transition to supporting broader community issues.

Volunteers Today Are DifferentToday’s Canadians tend to be more goal-oriented and have greater structure in their school, work, family, and social lives. They are mobile, technologically savvy, value autonomy, and have multiple interests and roles within the community.

Volunteering is a Two-Way RelationshipThe research uncovered a common emphasis on the need for reciprocity in the volunteer relationship. That is, the goals of the volunteer should be addressed while at the same time considering the needs of the organization. Respondents indicated a preference for having these mutual needs openly expressed, negotiated and met whenever possible.

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Volunteering is PersonalThe study found that Canadians consider how they want to volunteer as a very personal decision. Some want to work directly with people, others said they prefer more opportunities to volunteer virtually (‘remote’ or online volunteering), while others indicated a specific preference for manual labour.

Volunteering is a Way to Transfer and Develop SkillsThe study found three key ways in which volunteering allows for the transfer and development of skills:

Developing skills – volunteers can gain experience to satisfy educational or community requirements as well as to enhance their future employability;

Offering skills – through volunteering, individuals can share their skills, talents, knowledge and professional services; and

Mentoring – volunteers can mentor others directly to pass along specific skills to those seeking to gain them.

Volunteering in Groups Appeals to All AgesRespondents in all age groups noted the appeal of opportunities to volunteer as part of a group, especially among those who fell in the youth, family and employer-supporter volunteer categories. The benefits of group volunteering include the chance to engage in a social activity and expand business networks.

Finding Satisfying Volunteering is Not Easy for Everyone Many past volunteers and those who have never volunteered indicated that they did not know where to find a volunteer opportunity that matches their interests, skills, and schedule. This was particularly true among youth.

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Defined as between 15-24 years old, youth represent the future of volunteering and the relatively small size of this group makes effective recruitment techniques particularly important. The following are highlights of the study’s key findings related to youth volunteers:

The Characteristics of Youth Volunteers• Career-focused, flexible and receptive to new ideas • More open-minded – have grown up being exposed to greater diversity than previous generations• Energetic and enthusiastic – have high levels of vitality • Technologically savvy – respond to innovative online communications and recruitment techniques• Prefer peer camaraderie – enjoy meeting new people and volunteering with friends • Affected by mandatory community service requirements needed for high school graduation in some provinces and territories• See volunteering as supporting their job search, skills development, and networking• Sensitive to perceived age discrimination – need to feel respected and given responsibility

Youth Volunteer Interests• Most likely to volunteer for education/research organizations, or sports/recreation • Somewhat more likely to volunteer for social service organizations• Enjoy international volunteering as ‘world citizens’ and define ‘community’ as being global • Most likely to volunteer for organizations that support environmental issues • Need flexible volunteer opportunities to accommodate other commitments for school, work, friends and family• Look for volunteer descriptions that clearly define what they will do and its broader impact • Appreciate opportunities to receive constructive feedback and certification where possible• Relate best to other youth and therefore value volunteer activities involving other youth

Barriers to Youth Volunteering• Lack of time or inability to make a long-term commitment• Not being asked orunsure how to become involved• Feeling that their opinions and insights are not valued, respected or taken into account • Perception that youth need services instead of seeing youth as having skills to give to organizations)

“Organizations need to get to know their youth volunteers personally, and learn about their skill set; this will improve long-term engagement with us.”

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The relationship between the private sector and the voluntary sector assumes corporations are held accountable for their social and environmental impact, as well as their financial performance. Employee Volunteer Programs (EVPs) are based on the philosophy that community volunteer work is a matter of corporate concern and another measure of social responsibility. EVPs can also have a positive impact on workforce morale, skill development, productivity, job satisfaction and employee retention.

The following are highlights of the study’s key findings related to employer-supported volunteers (ESVs):

The Characteristics of Employer-Supported Volunteers• Results-oriented – ESVs want short-term, high-skilled volunteering opportunities• Measuring progress – ESVs like to measure their efforts and know the impact is worth the time they’re contributing• Volunteerism as a hobby – volunteering is seen as an activity distinct from work, with a clear end product• Flexible volunteering – ESVs want the ability to work remotely and to know the minimum hours expected • Structured volunteering – ESVs do not want to contribute to an organization that isn’t structured or efficent

Employer-Supported Volunteer Interests• Prefer opportunities to learn new skills, valuable to both employee and their company• Some indicated they do not want to perform the same job for a volunteer organization as they do for their employer• Prefer organizations with the admin and HR support to efficiently run programs and ensure follow-up • Look for opportunities without rigid hierarchies and volunteers are treated equally• Enjoy meaningful volunteer engagement, not just ‘one-day’ company volunteer events

Barriers to Employer-Supported Volunteering• The perception that applying for an employer-supported volunteer opportunity is a time-consuming or complex process • Expectations that volunteers want to commit to an extended, open-ended period instead of tasks with definable timeframes• Lack of recognition of volunteers’ restrictions (e.g., conflicting work schedules or personal/family commitments)• Insensitivity to diversity issues, inflexibility re: time/space; inability to volunteer remotely

“I would like to see the results of my volunteering, which would ideally consist of clearly defined tasks that are different from what I do at my everyday job.”

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The demand for opportunities where families can volunteer together is great, but the current supply of these opportunities is small. However, the number of volunteers who are parents of school-aged children make this a distinct demographic worth considering. Family volunteers tend to value charitable activities highly and recognize that family participation in volunteer work can contribute to a happy, stable and rewarding life.

Family volunteering is gaining prominence as a specific form of volunteering to allow children and teens to gain confidence and self-esteem through volunteering with the guiding hand of a family member.

It’s also a way of dealing with lack of time as a barrier to volunteering, as many Canadians with busy lives see family volunteering as an opportunity to spend quality time with family, while also giving back to their community and mentoring their children. The following are highlights of the study’s key findings related to family volunteers:

The Characteristics of Family Volunteers• Busy schedules – challenging to find enough time and juggle the schedules around babies, young children and teens, and sometimes aging parents• Family cohesion – perception that volunteering together provides a thread to connect various members of a family• Generational differences – organizations need to recognize and handle the range of family members differently• Passing on values – parents often look for ways to engage their teenage children in volunteering in order to instil values, shift attitudes of entitlement and boost social awareness

Family Volunteer Interests• Opportunities to develop youth through volunteering (builds character and parents can teach skills)• Virtual volunteer opportunities where families can participate via Skype or other online methods• Casual opportunities (‘one-offs’ or ‘two-offs’) to allow family volunteers to try out assignments• Opportunities that can be perceived as ‘family-friendly’ and enjoyable for all ages

Barriers to Family Volunteering• Lack of time• Inappropriate volunteer activities for children due to client confidentiality or sensitivity issues• Need for adequate supervision of children – opportunities that incorporate child care with volunteer time are valued• Lack of awareness of volunteer activities that may be appropriate for the inclusion of children• Concern that organizations don’t make enough of an effort to get to know family members in order to match them with appropriate activities

“I want to volunteer as a family to instil the sense of volunteerism in my children to continue the betterment of community later in life.”

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Baby boomers are defined as being the generation born between 1945 and 1962, who are now approaching retirement.

With the average number of hours volunteered highest among seniors, the addition of retired boomers could have a dramatic impact on the number of volunteers, their skills pool and collective commitment. This is particularly important to offset the current group of aging seniors who have made up the bulk of the ‘uber volunteers’ thus far, and are now edging into later years and retiring from their ‘volunteer careers’.

Of particular note are the increasing numbers of recent immigrants of boomer age. This group could play a pivotal volunteer role in helping to integrate and support new immigrants into Canadian society, thanks to their unique cultural and linguistic skills. The following are highlights of the study’s key findings related to boomer volunteers:

The Characteristics of Boomer Volunteers• Clear leaders -- in terms of average hours of volunteering compared to other groups• Impressive overall participation rates – consistently among the highest• Meaningful engagement – boomers look for purpose in their volunteer activities• Available time and flexibility – boomers have more time and relatively flexible schedules compared to other groups• Expectation of organization – boomers want organizations to be efficient and effective in their management of volunteers and staff• Loyalty – Boomers indicated they are willing to stay at an organization for many years as long as they are treated well

Boomer Volunteer Interests• Activities that reinforce their strong sense of social commitment• Organizations that allow boomer volunteers to work independently and have a sense of ownership over the project• Projects where boomers can clearly see the impact they are making• Activities that offer a chance to act outside their skill/knowledge base (boomers perceived activities different from their daily work to be refreshing)• Casual or short-term opportunities where boomers can see what the organization is like before making a long-term commitment

Barriers to Boomer Volunteering• Smaller organizations that need volunteers to do ‘everything’ and don’t match boomers’ skills with tasks• The perception that larger organizations are downloading the responsibility of unwanted tasks from staff to volunteers• Not being recognized as a person with a wide skill set, but simply ‘a volunteer body’

“Canada has a wealth of boomers – foot soldiers of social change. They bring skill sets not being properly harvested; instead they are disappearing on golf courses.”

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RecommendationsThis latest research underlines the necessity of tailored approaches in order to retain and increase the volunteer base, especially if organizations are to have success with re-engaging past volunteers.

The results of this study clearly demonstrate that fostering meaningful volunteer engagement in Canada must evolve with the times to meet the needs of both volunteers and volunteer involving organizations.

Volunteers in all four groups shared the following general recommendations for improving the volunteer experience:

Build meaningful relationships with volunteers; Develop integrated HR strategies and practices for both paid employment and volunteer activities; Be flexible and accommodating with volunteers; Be sensitive to gender, culture, language and age; and Provide greater online engagement.

Organizations can create a more rewarding volunteer experience by: Laying out the goals, projected impact and value of the volunteer commitment; Clarifying ‘the what’, and being more flexible regarding ‘the where, how and when’ of volunteer activities; Engaging a volunteer’s unique skills, talents and interests to increase engagement and satisfaction; and Getting to know their volunteers better, including what individuals are looking to achieve by volunteering.

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In ConclusionThe motivations, interests and kinds of experiences individuals are looking for when considering volunteering change and evolve as Canadians move through the different stages of their lives.

Now, more than ever, organizations need to understand and facilitate these shifts in order to optimize their volunteer recruitment and retention programs. This is essential for sustaining and growing an effective and vibrant voluntary sector in Canada.

The optimal formula to build organizational capacity and strategically engage volunteers is one that strikes a balance between:

Designing specific, set roles and being open to volunteers initiating/defining the scope of what they can offer; Being well organized but not too bureaucratic; and Matching skills to the needs of the organization but not assuming that everyone wants to use the skills related

to their profession, trade, or education.

Finding this balance as we aim to build a better future for our communities is essential because Canada’s voluntary sector is an important third pillar of Canadian society (in conjunction with the public and private sectors), and a major contributor to our nation’s world-renowned ability to build quality communities.

As such, government, business and volunteer-involving organizations have a critical role to play in fostering a more meaningful volunteer experience, since the achievements of our nation’s volunteers are directly linked to Canada’s cultural, social and economic health and potential.

Every day, the lives of Canadians from coast to coast to coast are touched by volunteering, and it is an enriching experience both for the volunteers themselves, as well as those who are recipients or beneficiaries of the contribution of volunteers.

As we mark 10 years since the United Nations International Year of Volunteers in 2001, applying the lessons learned from this research can help bridge the gap to more meaningful volunteer engagement, and solidify volunteerism not just as a fundamental value of a civil society but as a true act of Canadian citizenship.

For more information, or to review the research summary report: ‘The World of Volunteering Today – Engaging Youth, Workplace, Family & Boomer Volunteers’, please visit www.volunteer.ca

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