CNIB Volunteer Engagement
Standards, Policies, Resources and Procedures
Table of Contents
CNIB Standards for Volunteer Involvement / 4
Roles and Responsibilities / 8
Section 1: Policies about Policies / 9
Section 2: Creating and Fostering an
Organizational Culture of Volunteerism / 10
Section 3: Human Resources, Planning
and Administration / 11
Section 4: Screening / 14
Section 5: Identifying Needs, Defining Roles,
Recruiting Volunteers / 17
Section 6: Interviewing and Background Checks / 22
Section 7: Orientation and Training / 28
Section 8: Placement, Supervision, Annual Reviews
and Discipline / 34
Section 9: Recognition and Retention / 38
Section 10: Record Keeping and Program Evaluation / 40
Value Statement, Goals, Guiding Principles andCNIB Standards for Volunteer Involvement
Value Statement
CNIB Volunteers are a respected and integral part of a unified team working together with staff towards a common goal: to enrich and enhance the lives of Canadians who are blind or partially sighted.
Sharing their time and a wealth of knowledge, skills and abilities, volunteers are meaningfully engaged in leadership, client support, advocacy, public education, philanthropy and administration.
Goals for Volunteer Engagement
Two broad goals define the strategic purpose, priorities and direction for volunteer engagement at CNIB:
Ensure volunteers’ contributions enrich and enhance the lives of Canadians who are blind or partially sighted. / Design roles to align with volunteers’ knowledge, skills, abilities, interests, and expectations.Volunteers will be fundamental to delivering programs and services in two key areas: quality of life and social inclusion. To do this, CNIB will invest in and commit to an integrated partnership approach that empowers volunteers to contribute meaningful and important work, side-by-side with staff. / We will become leaders in volunteer engagement. By intentionally designing roles that are appealing to different demographics, motivations, kinds of expertise, availability and interests, roles that are flexible, impactful and rewarding, CNIB will become an organization of excellence in volunteerism.
Guiding Principles
Volunteers have rights. CNIB recognizes that volunteers are a vital human resource and commits to the appropriate infrastructure to support volunteers.
- CNIB’s practices ensure effective volunteer involvement.
- CNIB commits to providing a safe and supportive environment for volunteers.
Volunteers have responsibilities. Volunteers make a commitment and are accountable to CNIB.
- Volunteers will act with respect for CNIB clients and community.
- Volunteers will act responsibly and with integrity.
CNIB Standards
1. Mission-Based Approach
CNIB’s Board of Directors and senior staff acknowledge, articulate,
and support the vital role of volunteers in achieving our purpose and mission. Volunteer roles are clearly linked to the mission.
2. Human Resources
Volunteers are welcomed and treated as valued and integral members of CNIB’s human resources team. CNIB has a planned,integratedapproach for volunteer involvement that includes providing appropriate resources to support volunteer involvement.
3. Program Planning and Policies
CNIB has adopted a policy framework that defines and supports the involvement of volunteers.
4. Program Administration
CNIB has clearly designated individuals with appropriate
qualifications responsible for supporting volunteer involvement.
5. Risk Management and Quality Assurance
Risk management procedures are in place to assess, manage or mitigate potential risks to the volunteers, CNIB and its clients that may result from the delivery of a volunteer-led program or service. Each volunteer role is assessed for level of risk as part of the screening process.
6. Volunteer Roles
Volunteer roles contribute to the mission or purpose of CNIB and clearly
identify the abilities needed. Volunteer roles involve volunteers in meaningful ways that reflect their skills, needs, interests and backgrounds.
7. Recruitment
Volunteer recruitment incorporates a broad range of internal and external
strategies to reach out to diverse sources of volunteers.
8. Screening
A clearly communicated and transparent screening process, which is aligned
with the risk management approach and Volunteer Canada’s 10 Steps of Screening, is adopted and consistently applied across CNIB.
9. Orientation and Training
Volunteers receive an orientation to CNIB, and its policies and practices,
appropriate to each role. Each volunteer receives training specific to the volunteer role and the needs of the individual volunteer.
10. Support and Supervision
Volunteers receive the level of support and supervision required for the role
and are provided with regular opportunities to give and receive feedback.
11. Records Management
Standardized documentation and records management practices and procedures are followed and are in line with current relevant legislation.
12. Technology
Volunteers are engaged and supported within CNIB through the
integration and intentional use of current technology. New opportunities to
strengthen volunteer engagement and capacity through the use of technology are evaluated continually.
13. Recognition
The contributions of volunteers are acknowledged by CNIB with ongoing
formal and informal methods of recognition, applicable to the volunteer role. The value and impact of volunteer contributions are understood and acknowledged within CNIB and communicated to each volunteer.
14. Evaluation
An evaluation framework is in place to assess the performance of volunteers and gauge volunteer satisfaction. The effectiveness of the volunteer engagement strategy in meeting CNIB’s mandate is also evaluated.
Roles and Responsibilities
Volunteer
A person accepted and registered by CNIB as a volunteer who freely, and without financial compensation, contributes time, skills and service to assist in fulfilling our mission.
Program Lead (Resource) (PL)
The individual responsible for ensuring that within their region, standards for volunteer involvement are consistently applied and that volunteer engagement is successful: it is meaningful for CNIB (it meets clients’ needs and contributes to the mission) and for the volunteers (it satisfies a wide range of motivations, expectations and needs).
Program Manager (PM)
The staff person responsible for ensuring PL and volunteer services have the resources and support necessary for success.
National Manager, Volunteer Engagement (NMVE)
The staff person responsible for ensuring CNIB‘s two broad goals for volunteer engagement are met, ensuring: 1) volunteers’ contributions enrich and enhance the lives of Canadians who are blind or partially sighted; and 2) that roles are designed to align with volunteers’ knowledge, skills, abilities, interests and expectations.
National Board of Directors
Volunteers responsible for providing leadership and strategic direction based on CNIB’s mission and mandate.
All CNIB Staff
All staff are responsible for ensuring CNIB has a culture of volunteerism and is a safe, supportive and welcoming environment for volunteers.
Section 1
Policies about Policies
Program Planning and Policies
Policies and procedures are adopted by CNIB to provide a framework that defines and supports the involvement of volunteers.
Policies, Resources and Procedures
1.1 All policies in this manual reflect CNIB’s values and mission and contribute to the ethical, safe and effective involvement of volunteers.
Responsibility: PMNMVE
Resources:
CNIB values and mission:
Best practices for volunteer engagement:
1.2 Volunteer program policies and procedures that provide a framework to define and support the involvement of volunteers are developed in consultation with Human Resources, parallel to and in line with the policies and procedures governing staff.
Responsibility: PMNMVE
Resource: Policies governing staff:
1.3 Volunteer program policies and procedures are consistent with national and provincial/territorial human rights codes, the freedom of information and protection of privacy act, and provincial/territorial employment standards legislation.
Responsibility: PMNMVE
Resources:Provincial, territorial and national laws:
1.4 All volunteer program policies apply to all volunteers.
Responsibility: PMNMVE
1.5 Previous volunteer program policies not contained in this current manual are henceforth considered null and void.
Responsibility: PMNMVE
1.6 Volunteer program policies and procedures are communicated to all staff.
Responsibility: PM, & NMVE
Procedure: This manual will be available on the staff portal; an announcement will be posted on the staff portal when the manual is updated.
1.7 Volunteer program policies and procedures are followed consistently and equitably.
Responsibility: PM, NMVEPL
1.8 Annually, this manual will be reviewed and, if required, updated.
Responsibility: NMVE
Procedure: Strike staff committee in October; solicit input, review, revise; submit to PM for approval in January.
Section 2
Creating and Fostering an Organizational Culture of Volunteerism
Standard
Mission-Based Approach
The board of directors, leadership volunteers and staff acknowledge and support the vital role of volunteers in achieving CNIB’s purpose and mission.
Policies, Resources and Procedures
2.1 CNIB adopts and communicates a statement declaring the vital role of volunteers in supporting CNIB’s mission.
Responsibility: NMVE
Procedure: The NMVE will work with the Programs and Services Committee to draft a statement; PSC Chair presents proposed statement to the Board.
2.2 Volunteers are involved in CNIB’s strategic planning process.
Responsibility: CEO
Procedure: To be determined by CEO.
2.3 The National Volunteer Strategy, developed in alignment with and support of the strategic plan, is communicated to the Executive Management Team andthe Community Based Support Committee.
Responsibility: PM
Resource: National Volunteer Strategy
S:\Everyone\Volunteer Resources\National Volunteer Strategy
Procedure: The national volunteer services team, in consultation with Client Service, HR, FD and other staff, and with leadership volunteers, evaluates progress and identifies goals and objectives for the national volunteer strategy each spring. The updated strategy is developed for presentation.
2.4 Volunteers are an integral part of the team. They are welcomed and encouraged to offer input regarding their assignments to their supervisors.
Responsibility: Volunteers
Section 3
Human Resources, Planning and Administration
Standards
Human Resources
Volunteers are welcomed, and treated as valued and integral members of CNIB’s human resources team. CNIB has a planned approach for volunteer involvement that includes linking volunteers to the achievement of our mission, providing the appropriate human and financial resources to support the volunteer program, and establishing policies for effective management.
Program Administration
CNIB has a clearly designated person with appropriate qualifications responsible for the volunteer program.
Policies, Resources and Procedures
3.1 All volunteers are stewarded by a PL. While a volunteer may be supervised by another staff person or volunteer, ultimately a PL is responsible for the volunteer’s file, and ensuring the volunteer is successfully stewarded through all stages of the volunteer engagement cycle.
Responsibility: NMVEPL
3.2 Expectations and guidelines for each staff person to support volunteers are included in every job profile and performance appraisal. An overview of volunteer services, the contributions of volunteers and working with volunteers is included in all new employee orientations.
Responsibility: PM
Resources: To be developed in collaboration with HR.
Procedures: To be developed in collaboration with HR.
3.3 Volunteer supervision requires skills and expertise. Staff who supervise volunteers and staff who regularly work with volunteers will receive training on the principles of effective volunteer management, including motivation, supervision and recognition.
Responsibility: PM, NMVEPL
Resources: To be developed by volunteer services team.
Procedures: To be developed by volunteer services team.
3.4 For volunteers who wish to grow within CNIB, there are opportunities for increased responsibility and opportunities for training and skill development.
Responsibility: All staff
3.6 A national budget is allocated for volunteer involvement.
Responsibility: PMNMVE
Procedure: NMVE to prepare a draft each summer/fall; PM to revise and approve for next fiscal year.
3.7 Volunteer services in each region has an adequate budget.
Responsibility: PM
Procedure: To be developed.
3.8 Appropriate insurance is acquired to minimize liability in programs and services delivered or supported by volunteers.
Responsibility: CFO
Procedure: As determined by CFO.
3.9 PLs have the resources they need to create and manage a volunteer program, including database software, external communications and marketing materials, orientation and training materials, and recognition materials.
Responsibility: PMNMVE
3.10 Adequate space and equipment are allocated for volunteers to perform their assignments.
Responsibility: PMPL
3.11 There is an internal communications strategy to ensure that current information about volunteer programs, services and involvement is regularly communicated to every staff person at CNIB.
Responsibility: NMVE
Resource: Internal communications strategy to be developed by national volunteer services team.
3.12 The effectiveness of local volunteer programs is ensured through collaboration between Coordinators, Volunteer Services and regional staff teams.
Responsibility: PLPM
Procedure: To be determined by PL and Local Manager.
3.13 There is a comprehensive job description for the position of Program Lead. Incumbents have experience, skills and training in the field, as well as a personal history of volunteerism.
Responsibility: PM
Resource: Standard Position description link to be provided when finalized.
3.14 Each Program Lead is provided with professional development opportunities on a regular basis.
Responsibility: PM, NMVE
Section 4
Screening
Standard
Screening
A clearly communicated screening process is adopted and consistently applied.
Policies, Resources and Procedures
4.1 Screening is not one step in the application process – rather, it is built into every aspect of the volunteer management cycle, from program planning and position design to evaluation.
Responsibility: PM, NMVEPL
4.2 PL will follow the 10 Safe Steps of Screening, as outlined by Volunteer Canada:
1. Determine the risk
CNIB can control the risk in its programs. Examining the potential for danger in programs and services may lead to preventing or eliminating the risk altogether.
2. Write a clear position description
Careful position descriptions send the message that an organization is serious about screening. Responsibilities and expectations can be clearly set out, right down to the position's dos and don'ts. A clear position description indicates the screening requirements. When a volunteer changes positions, the screening procedures may change as well.
3. Establish a formal recruitment process
Whether CNIB posts notices for volunteer positions or sends out flyers, we must indicate that screening is part of the application process.
4. Use an application form
The application form provides needed contact information. If the volunteer position requires other screening measures (medical exam, driver's record, police record check), the application form will ask for permission to do so.
5. Conduct interviews
The interview provides not only an opportunity to talk to the potential volunteer about their background, skills, interests and availability, but also to explore any doubts about the suitability of the candidate. In other words, the interview will help determine the "right fit".
6. Follow up on references
By identifying the level of trust required in the position and asking specific questions, the applicant's suitability may be easier to determine. People often do not expect that their references will be checked. Do not assume that applicants only supply the names of people who will speak well of them.
7. Request a Police Records Check
A Police Records Check (PRC) is just one step in a 10-step screening process. PRCs signal — in a very public way — that CNIB is concerned about the safety of its participants.
8. Conduct orientation and training sessions
Screening does not end once the volunteer is in place. Orientation and training sessions offer an opportunity to observe volunteers in a different setting. These sessions also allow organizations to inform volunteers about policies and procedures. Probation periods give both the organization and the volunteer time to learn more about each other.
9. Supervise and evaluate
The identified level of risk associated with a volunteer position will determine the necessary degree of supervision and evaluation. If the risk is great, it follows that the volunteer will be under close supervision. Frequent feedback in the first year is particularly important. Evaluations must be based on position descriptions.
10. Follow up with program participants
Regular contact with clients and family members can act as an effective deterrent to someone who might otherwise do harm. Volunteers should be made aware of any follow-up activities that may occur. These could include spot checks for volunteers in high-risk positions.
Responsibility:NMVEPL
Resources:
Risk and screening levels overview:
shared\Everyone\Volunteer Resources\2011 position descriptions\risk and screening levels.xls
Position description template:
shared\Everyone\Volunteer Resources\2011 position descriptions\Volunteer Position Description 2011 MASTER.dotx
Application forms:
shared\Everyone\Volunteer Resources\forms\Application Form
Interview form:
shared\Everyone\Volunteer Resources\forms\Interview Form\Volunteer InterviewForm.doc (to be developed: distinct interviews for levels / types of positions)
Reference check form:
shared\Everyone\Volunteer Resources\forms\Reference Checks\Reference Check Form.doc (To be developed: distinct professional and character reference questionnaires)
Orientation outline (to be developed)
Annual evaluation interview form (to be developed)
Client feedback form (to be developed)
Section 5
Identifying Needs, Defining Roles, Recruiting Volunteers
Standards
Volunteer Assignments
Volunteer assignments address the mission and purpose of CNIB and involve volunteers in meaningful ways that reflect the abilities, needs and backgrounds of the volunteer and CNIB.
Recruitment
Volunteer recruitment incorporates internal and external strategies to reach out to and involve a diverse volunteer base.
Policies, Resources & Procedures
5.1 Volunteer assignments will enhance the work of paid staff, never replace or supplant it.
Responsibility: PM, NMVEPL
5.2 Each PL will work with their regional teamto identify and prioritize volunteer needs.
Responsibility: PM, PL & Staff