CAVR 2009 CCVI Presentation
•
0 j'aime•490 vues
Presentation by R. Tollenaar Topic: Canadian Code for Volunteer Involvement (CCVI) Presented at VolpediA - CAVR 2009 Conference
![[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Recommandé
Recommandé
Contenu connexe
Similaire à CAVR 2009 CCVI Presentation
Similaire à CAVR 2009 CCVI Presentation (20)
Plus de Volunteer Alberta
Plus de Volunteer Alberta (12)
Dernier
Dernier (20)
CAVR 2009 CCVI Presentation
- 1. Using the Code to Enhance and Support Volunteers in Your Organization CANADIAN CODE FOR VOLUNTEER INVOLVEMENT VolpediA 2009
- 15. Step 1: Why do voluntary organizations exist?
Notes de l'éditeur
- Brainstorm on Flip chart trends. Code is a document that proposes a structure to involve volunteers into your organization. In order to effectively involve volunteers, we must understand what is happening in the voluntary sector (the trends).
- Who is More Likely to Volunteer – Give an example of a typical volunteer It is difficult to make generalizations but we do know that teenagers, those with school-aged children in the household and those with higher household incomes and higher levels of education are more likely than others to volunteer. In addition, we know that those who volunteer are also most likely to provide support in other ways. NOTE: The expression “religiously active” relates to those who “attend services weekly.” RELFECTION: Based on the characteristics of a “typical” Canadian volunteer, one could say that volunteerism is still viewed as an “elitist” activity and that people who volunteer could be perceived as privileged. What factors influence this traditional portrait of volunteers? Are recruitment practices focused on a certain clientele? Are there certain people who are more motivated to get involved? Should we be reading out to new target groups and encouraging them to get involved? – If so, how do we go about doing this? Or should we be designing opportunities that meet the needs and characteristics of the typical volunteer?
- CCVI is a road map for voluntary organizations (large or small) that proposes strategies to effectively involve volunteers Code helps to strategically integrate volunteers into the organization while helping leaders in the organization understand the value and role these volunteers play The revised code enables organizations to enhance their existing practices and continue to ensure that solid foundations are in place for involving volunteers into organizations
- Introduced on Dec 5 th ,2000 – the first official day of the International Year of Volunteers Because of the work of Volunteer Canada and volunteer centres across the country – the Code has become known as the “industry standard” or benchmark for volunteer involvement This second version of the Code is an evolution of the original. The revision was tweaked by Volunteer Canada, in partnership with CAVR and in association with professionals from across the voluntary sector. The Code is a roadmap for voluntary organizations of all sizes that are committed to involving volunteers as part of their human resources team. It is designed to help board and staff better understand the value and role that volunteers can play in their organization. For those of you that have already implemented the original code, please be assured that you will not have to “start over” Any work that has been done to date is relevant and important and will just require a few minor adjustments.
- The Code sets out to achieve the following goals: To strategically position volunteers within an organization. Volunteer involvement often exists at the margins or periphery of the organization – these programs are viewed as “nice to have” BUT NOT AS AN INTEGRAL PART OF THE ORGANIZATION The code is a tool that can be used to demonstrate the importance of effectively engaging and managing volunteers to support the mission of the organization Proposes a structure and approach to involving volunteers in the achievement of the organization’s mission The structure are the three components – Values, Guiding principles and organizational standards Provides a framework to generate discussion and reflection on the role and value of volunteers within an organization Proposes principles that support the leadership structure within an organization to create a sense of accomplishment and an enriching experience for the volunteer.
- In order to provide meaningful volunteer opportunities, based on the trends we are seeing, volunteer programs need to have some structure and thought behind them The code is a tool that can be used to examine the kind of program you have now and the program you need for the future The components of the code can create a forum for discussion amongst the board and staff to determine if the volunteer opportunities your organization provides are effective Volunteer managers also have the opportunity to articulate the standards that an organization needs to have in place.
- Most organizations have a mission or purpose statement as well as a set of values that guide the work they do. Values set the tone for the organization and shape the culture, practices and decision-making process for the organization Values outlined in the Code reveals the unique importance of volunteer involvement. An organization who adopts the values (to be included in the ones that already guide them) send a strong message that volunteers are valued and seen as an important human resource.
- Guiding principles look at the important relationship between voluntary organizations and volunteers. It describes a reciprocal approach – the organization makes a series of commitment to the volunteer while the volunteer also makes a series of commitment to the organization. There is an expectation that an investment will be made and a benefit received The principles refer to the rights and responsibilities of volunteers within the context of the organization
- Where the values and guiding principles are likely adopted by your board of directors , the standards (although they to may be adopted by the board – depending on how your organization functions) are really the responsibility of the individual or people who are responsible for volunteers . The standards allow us to effectively engage volunteers – if this occurs, they are more likely to contribute significantly to the organization.
- Step 1 – Know why voluntary organizations Exist! Organizations deliver programs and services that influence the community. In turn, the community also influences voluntary organizations through demographics, trends and needs. Importance of knowing trends Individuals work together to achieve the purpose of mission of the organization The mission of the organization answers the question “Why are we here?” Ask yourself…. How does your organization achieve its mission? What are the programs and services that contribute to fulfilling the mission? ACTIVITY: Linking volunteer Involvement to the Mission How do you know if you are on the right track? Trends are understood by the organization You know the demographic makeup of current volunteers in your organization and can describe that You have defined your core client base and you know the demographics oand needs of your community When looking at adopting the code you have considered the local and national trends Values and guiding principles are reviewed during the strategic and annual planning process Values and guiding principles are incorporated into the governance policy of your organization as well as the organization’s values, vision and mission statement You have a philosophical statement or policy about volunteer involvement.
- Volunteer Involvement is everybody’s job in an organization. Often it is seen as only that of the Mangers of Volunteer Resources. Identify the role each of these people play, and how the contribute or should contribute to the involvement of volunteers. Manager of Volunteer Resources Board of Directors Executive Director or Leadership Volunteers Volunteers. Other staff
- ACTIVITY: Assessing where you are at.