Action Team Volunteer Guidebook 7-15

www.compassionandchoices.org
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Action Team
Volunteer Guidebook

I. Welcome to Compassion & Choices
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II. Organizational Proﬁle: What You Need to Know
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III. Compassion & Choices Action Teams
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1. Action Teams Defined
a. What Is an Action Team
b. What Do Action Teams Do
c. What Are the Benefits of an Action Team
d. Who Do Action Teams Report to
e. Joining or Forming an Action Team
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2. Turning Volunteerism Into Action
a. National Volunteer Program
b. Volunteer Commitment
c. Volunteer Recruitment
d. Finding the “Right” Volunteers
e. Volunteer Position Description
f. Volunteer Orientation
g. Volunteer Training & Leadership Development
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3. Action Team Meetings
a. Managing the Meetings
b. Conducting Meetings With a Purpose
c. Agenda
d. Meeting Follow Up
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4. Creating an Action Plan
a. Identifying Local Priorities
b. Setting Goals and Objectives
c. Supporting Your Goals: Suggested Activities
d. Evaluating Effectiveness and Ongoing Planning
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IV. Coordinating With Compassion & Choices and Your Volunteer Manager
a. End-of-Life Assistance Requests
b. Legal Matters
c. Communication Guidelines
d. Establishing a Local Contact Interface
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/ ACTION TEAM GUIDEBOOK1

e. Handling Media Inquiries & Breaking News
f. Ordering Materials
g. Reporting
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V. Appendices
• Volunteer Guidelines
• FAQs for Action Teams
• Basic Requirements for Forming a C&C Action Team
• C&C Reference and Wordlist
• Media Policy for Volunteers
• C&C Confidentiality Agreement for Volunteers
• Reimbursable Expenses Guidelines
• Reporting Sample
• Action Plan Template
• Growth of a C&C Action Team
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I. Welcome to Compassion & Choices
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Dear Volunteer,
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Welcome to Compassion & Choices!
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First, we want to thank you for your interest and involvement with Compassion & Choices. We invite you to
join thousands of volunteers across the nation who actively contribute their time, energy, passion and skills to
help us help everyone have the best death possible.
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Compassion & Choices volunteers are coming together and forming Action Teams in communities throughout
the United States. Their work varies from town to town – advocacy, education, outreach, support – but their
efforts are changing laws, and people are finally talking about what it means to die with dignity! Because
volunteers like you are standing up, speaking out and taking action, this movement is having an impact!
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Volunteering with a team of others can be very rewarding and even more effective. But where do you start?
This Action Team Volunteer Guidebook is intended to give you and your fellow Action Team volunteers the
guidance to make the most of your efforts.
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Whether joining an existing Action Team or forming a new one, this Guidebook can help! The information,
tools and resources provided will support your team through all phases of development – from initiation to
planning and implementation.
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Now, let’s get started and take ACTION!
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Sincerely,
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Jessica Grennan
Director of Political Affairs & Advocacy 


II. Organizational Proﬁle: What You Need to Know
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About Us
Compassion & Choices is the leading nonprofit organization committed to helping everyone have the best
death possible. We offer free consultation, planning resources, referrals and guidance, and across the nation
we work to protect and expand options at the end of life.
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Our Vision
We want a society in which people receive state-of-the-art care and a full range of choices for dying in
comfort, dignity and control.
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Our Mission
Compassion & Choices improves care and expands choice at the end of life. We
support, educate and advocate.
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Our Values
Compassion & Choices’ work is guided by the principles of integrity, respect, excellence, and
collaboration.
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Our Overarching Strategy
We are leading the transformation from successful but isolated advocacy to peoples’ wide identification with a
social movement. We are building the abilities of healthcare consumers to demand the best possible end-of-
life care and promote autonomy and the relief of suffering. The following are our overarching strategies:
(1) Support: Provide clients and their families information and support for choice in end-of-life care,
including aid in dying for mentally competent, terminally ill adults.
(2) Educate: Provide accurate information and perspective on end-of-life issues to the general public,
healthcare and legal professionals, lawmakers, and the media.
(3) Advocate: Pass legislation and pursue litigation and policies that improve care and expand choice at
the end of life including aid in dying.
(4) Grow: Focus attention and resources on growing Compassion & Choices and the end-of-life
choice movement.
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Our History
For over thirty years Compassion & Choices has reduced people’s suffering and given them some control in
their final days – even when injury or illness takes their voice. We are experts in what it takes to die well.
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While our name has changed over the years, our commitment to educate and advocate for a full range of
options for end-of-life care has remained steadfast. For a complete timeline, follow our decades of milestones
in the modern end-of-life choice movement posted on our website, www.CompassionAndChoices.org.
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III. Compassion & Choices Action Teams
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1.) ACTION TEAM DEFINED
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a. What is an Action Team?
A Compassion & Choices (C&C) Action Team is a group of passionate and dedicated individuals who
volunteer in their state on grassroots efforts to enact legislation that improves care and expands
end-of-life choice.
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b. What do Action Teams do?
Actions Teams can perform a variety of functions depending on local and state interests and volunteer
capacity. Generally, they advance C&C’s mission by developing and organizing local programs in response to
local needs. This can include advocacy, providing community educational programming, fundraising, and
building local capacity by recruiting, training and informing volunteers, community leaders, local healthcare
providers and the public. There are many things Action Teams can do to propel the movement! You can start
by communicating with your doctor about your wishes regarding end-of-life choices including pain
management, treatment options, their willingness to follow your advance healthcare directives and whether s/
he supports aid in dying.
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c. What are the benefits of an Action Team?
Volunteering with a team of others can be particularly effective, especially when the team consists of
enthusiastic members with diverse skill sets and a commitment to effect change. Working with a C&C Action
Team provides many additional benefits. Make your advocacy and educational efforts stand out with access to
C&C’s information, tools and resources, such as:
• C&C supporters list
• C&C volunteer database
• C&C effective message training/resources
• C&C social media sites
• Education and outreach best practices
• Support of a C&C volunteer manager
• The value of volunteering with a well known mission and brand
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Perhaps the biggest benefit of working with a C&C Action Team is that you don’t have to start from scratch or
go it alone in order to make a difference in the end-of-life choice movement. There is no need to incorporate
or report your activities to the IRS because C&C follows all the government regulations on your behalf.
Joining or forming an Action Team with C&C is the fastest way to start taking action and making a difference.
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d. Who do Action Teams report to?
Action Teams report to an assigned C&C volunteer manager. The volunteer managers provide support and
guidance to volunteer activities. Depending on your state, the assigned C&C volunteer manager may be
intensively involved with your Action Team's activities, or may be less involved and act as a resource for your
Action Team's leader.
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e. Joining or forming an Action Team
To get started on your journey as a C&C Action Team volunteer, begin by signing up online at
www.CompassionAndChoices.org/volunteer. Then, watch the Volunteer Orientation Video located in the
online Volunteer Action Center and browse through the information, toolkits and other videos.
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Compassion & Choices
The Growth of an Action Team
Initiation
• Sign up with C&C's National
Volunteer Program
(compassionandchoices.
org/volunteer)
• Watch the online volunteer
orientation video.
• You will be contacted by
your assigned C&C
volunteer manager or team
leader.
• Educate yourself on the
end-of-life choice
movement.
• Read the Volunteer
Guidelines. Sign the
Confidentiality Agreement
and Media Agreement and
send to your C&C volunteer
manager or team leader.
• Read and understand the
Basic Requirements of
Forming an Action Team.
• Use the Action Team
Volunteer Guidebook to
start developing your Action
Team.
Planning
• Recruit at least five
volunteers to serve on
the Action Team for at
least two hours/week.
• Read the
Reimburseable
Expenses Guidelines.
• Appoint a "Team
Leader" to communicate
with the assigned C&C
volunteer manager and
coordinate Action Team
meetings. This role
requires ~ five hours a
week.
• Develop a plan of action
with clear objectives and
measureable activities.
• Obtain necessary
training for volunteers.
• Assign volunteers to
serve in roles such as
media/public relations,
coalition builder, field
activities coordination,
etc.
Implemention
• Hold regular meetings of
the Action Team.
• Establish consistent
communications with
your assigned C&C
volunteer manager to
align your activites with
C&C's strategy and to
keep abreast of
developments.
• Implement your team's
planned activities.
• Collect information and
report on your activities
to C&C.
• Evaluate your activities
for effectiveness, at
least once a year.
• Update your action plan,
as needed.
• Continue volunteer
recruitment and training.

After signing up, you will receive a welcome email and a C&C volunteer manager will contact you. If an
existing Action Team is in your area, the volunteer manager will connect you with the local team leader. If no
Action Team exists in your area, consider starting one. There are Basic Requirements for Forming a C&C
Action Team (see appendix).
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This Guidebook will help you plan the steps involved in creating an Action Team and/or ensuring that your
existing Action Team efforts are meaningful and rewarding.
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2.) TURNING VOLUNTEERISM INTO ACTION 
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Every day, through news stories, social media, word-of-mouth and other means, people are learning more
about C&C, and many feel compelled to act and volunteer their time. The success of Action Teams depends
upon the strength of our volunteers. Our volunteers are a vital resource to advancing the movement.
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a. C&C’s National Volunteer Program
C&C’s National Volunteer Program (NVP) provides a centralized structure and support for thousands of
volunteers across the nation. The NVP manages the online Volunteer Action Center, develops training and
resources for volunteers, provides a list of supporters, publishes a national volunteer newsletter (Volunteer
Voice), and maintains a volunteer database. http://bit.ly/1wy6hjp
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b. Volunteer Commitment
Starting an Action Team from scratch takes dedication, a serious commitment to leading others and a
responsibility to represent the C&C organization. Volunteer team leaders take on part of the volunteer
management role and serve as the point person for communications along with the assigned C&C volunteer
manager. In addition to commitment, volunteer team leaders and managing volunteers, in general, require
the following characteristics:
• Excellent communication
• Good organizational skills
• Cultural competencies
• Awareness of the importance of team building
• Ability to identify training needs
• Ability to motivate others
• Combination of efficiency and flexibility
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c. Volunteer Recruitment
Start your recruiting efforts with others, like you, who want to volunteer. Work with your C&C - assigned
volunteer manager to identify potential prospects to join your Action Team. The NVP can provide a list of
supporters in your area.
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There are other ways to recruit volunteers to join your Action Team. Many communities have volunteer centers
or websites where you can post a “Call for Volunteer” notice. If space allows, the notice should describe the
organization and nature of the volunteer position, allowing you
to specify the type of volunteer work needed and the amount
of volunteer hours required. This is an especially good method
for recruiting members with specific skill sets.
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d. Finding the Right Volunteers
When working with volunteers, a good fit is key to their
engagement and satisfaction and ultimately your Action
Team’s success. Know what characteristics and skills you need
in volunteers and create a volunteer recruitment plan to attract
volunteers that match your needs. Remember that every
volunteer has their own reasons for volunteering, and
providing them with options that allow them to express their
passion is essential for their continued motivation.
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Identifying and assessing needed skills is an ongoing effort.
After you assemble a core group of dedicated volunteers, you
may determine new skills and more volunteers are needed.
Consider the goals and activities your Action Team wants to achieve, and recruit accordingly. For instance, if
you want to focus on legislative advocacy, then seek volunteers with lobbying experience or strong skills in
public speaking, community networking, data collection and research, and who are passionate and persistent.
If your work involves community or physician education, other skills may be needed.
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e. Volunteer Position Descriptions
Whatever skills you seek, make sure the expectations for volunteer
service are clearly defined. Consider writing position descriptions for
Action Team roles such as team leader, media/public relations, outreach
coordinator, etc. In addition, ask volunteers to read the attached
Volunteer Guidelines.
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f. Volunteer Orientation
Once you have successfully recruited a volunteer, it is time for them to sign up with C&C’s National Volunteer
Program. All volunteers, no matter their personal experience, will need some level of introduction and

At a minimum, all volunteers should:
!• Understand and support the goals of
the local Action Team and C&C
• Know the resources and services
available within C&C, the state and the
local community
• Become knowledgeable on the issues
and laws that affect end-of-life options
• Maintain familiarity with the concerns
of Action Team members and
the community
• Support the team by being available to
participate in regular meetings, events
and initiatives
• Work to identify and recruit future
volunteers and leaders
When It’s NOT a Right Fit
When someone does not ﬁt  
the volunteer roles or duties
currently available, it’s better to be
honest and explain, than to enlist
someone who is clearly
not a good ﬁt.

orientation. Orientation is an important step in the volunteer experience as it lays the foundation for shared
expectations and good communication. While there is a lot of information to share with new volunteers, try to
avoid information overload! Focus on the big picture, like C&C’s mission and culture, and any goals or
priorities that affect them for now. Orientations can be conducted in-person or online. Go to the online
Volunteer Action Center to view the orientation video and for more training resources: http://bit.ly/1wy6hjp
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Key Aspects of a Good Orientation or Kick Off Meeting:
 
• A welcoming from the
volunteer manager
or leader
• A positive environment
• A clear, organized program
or presentation (use the
Volunteer Orientation
Video on the C&C website
as a part of your
presentation)
• Overview of the C&C
mission and culture
• Clear volunteer goals
(for a specific task or in a
specific role)
• A specific training plan with a
timetable for completion
• Mutual clarity around who
will manage and support
the volunteer
• Review guidelines and
standards that apply to
your Action Team
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g. Volunteer Agreement
Team leaders need to sign the Confidentiality Agreement for Volunteers and the Media Policy for Volunteers
agreement (see attached), and return to the C&C volunteer manager. In addition, any volunteer who is in a
leadership role, conducts formal public speaking or speaks to the media as a C&C volunteer, or is planning a
C&C event must sign both agreements and provide them to the team leader who will send the agreements to
the C&C volunteer manager. Both agreements can be found on the C&C Volunteer Action Center webpage
http://bit.ly/1wy6hjp.
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h. Volunteer Training & Leadership Development
When volunteers join the organization they will have access to online volunteer trainings, guidebooks and
toolkits. Depending on the role of the volunteer, specific trainings are also available such as using social
media to advance the movement, developing a speaker’s bureau, how to talk with your legislators, how to
write a letter to the editor, end-of-life (EOL) counseling and more. Go to the online Volunteer Action Center
for training resources: http://bit.ly/1wy6hjp
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In addition to training opportunities, make sure your volunteers are kept informed about breaking news
stories, changes in the law, progress in other states, organizational changes, issues and strategic planning.
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Give volunteers opportunities to develop their leadership skills and abilities by delegating responsibilities and
offering different types of volunteer service that broadens their knowledge and experience. Identifying and
developing future leaders is a powerful resource in sustaining the work of your local efforts and furthering
the movement.
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3.) ACTION TEAM MEETINGS
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In addition to offering a source of fellowship and social interaction, Action Team meetings can attract new
members and raise visibility in your community. Welcome volunteers to Action Team meetings and activities
by creating a pleasant and productive environment.
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a. Managing Meetings
The Volunteer Guidelines provide guidance to individuals in performing their volunteer service, but they are
also important in defining the terms and conditions for how the Action Team will function together as a group.
One of the first activities of the Action Team should be to determine how you will work together.
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Together, the team should set ground rules by:
• Taking the time to discuss how business will be conducted
• Determining who will make decisions and how
• Identifying any policies or procedures that might be helpful
• Setting a regular meeting schedule
• Discussing the structure of meetings, agendas, etc.
• Determining whether you have the technical equipment, expertise and capacity required for
people to attend the meetings virtually (e.g. via Skype, Google workgroups, teleconference).
Note: C&C does not have the resources to provide ongoing technical support for conducting
virtual Action Team meetings
• Take note of meeting outcomes and to-dos of each Action Team meeting – a helpful tool
when reporting back to C&C or when communicating expectations and understandings with
other volunteers
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By establishing ground rules early and creating a framework for how your Action Team will function, you will
place the focus on goals and objectives. Posting the ground rules at each meeting will remind team members
of the agreed upon rules and potentially prevent future communication problems.
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b. Conducting Meetings With a Purpose
Managing an effective meeting requires structure, order and a solid objective in mind. Volunteers may get
frustrated and disengaged when they feel their time has been wasted in disorganized meetings. To get the
most from your volunteers and meeting time, a meeting must have a specific and defined purpose.
When scheduling a meeting, send the agenda in advance with the desired outcome or objective of the
meeting stated near the top. Take time to think about who really needs to be there. Before you send the
meeting invite, ask yourself what you seek to accomplish. Are you alerting people to a change in the
movement or a shift in strategy? Are you looking to obtain volunteers for a particular event or function? Be
specific. Don’t use standing meeting agenda items with vague purposes or descriptions, such as a generic
“status update.”
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Start on time and end on time. To keep people engaged, try to keep meetings under two hours. Consider
planning a meeting agenda where the important information is shared and decisions made within the first
hour. Perhaps plan an activity that encourages all members to participate. Stay on track – don’t let one person
monopolize the conversation or derail the meeting.
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c. Agenda
It is also important to have a tight agenda, and a commitment to involving the Action Team participants in the
planning and execution of the meeting. Create an agenda that lays out everything you want to discuss in the
meeting along with a timeline on each item. Email the agenda to volunteers in advance. At the start of the
meeting, review the agenda and ask the team if anyone wishes to add something or if they need clarification
on an agenda item.
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d. Meeting Follow up
Follow up after the meeting by sending the outcomes and to-dos, typically within 24-48 hours. Recording the
meeting may be helpful in reporting back to C&C or in communicating with others a clear understanding of
what transpired during the meeting. Specifically outline what responsibilities were given, what tasks were
delegated, and any assigned deadlines to ensure that everyone is on the same page and knows their
responsibilities.
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By defining and structuring how your team will work together, you will honor volunteers’ time, better meet
volunteer expectations, and be most effective in achieving your Action Team goals. End each meeting
remembering to thank everyone for their time and talents. Appreciating and recognizing the contributions of
volunteers can make all the difference in their satisfaction and retention.
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4.) CREATING AN ACTION PLAN
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There is an old adage that says, "If you fail to plan, you’re planning to fail.” Action plans make your work
more intentional and help you to succeed! Besides, there are lots of good reasons to plot out the details of
your Action Team’s work in an action plan, including these:
• Credibility. An action plan shows members of the community and other stakeholders that your Action
Team and the C&C organization are well organized and committed to getting things done. Great
resources can be found at http://planningtowin.org.
• Completeness. To be sure you don't overlook any of the details.
• Capacity & Boundaries. Establish what is and isn't possible for your Action Team to do. Do you have
volunteer capacity? Do you have the resources you need?
• Efﬁciency. Save time, energy, and resources in the long run.
• Accountability. It is difficult to hold each other accountable for goals unless there is a written plan of
work to refer to.
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a. Identifying Local Priorities
Developing an action plan begins with knowing what C&C members, activists and volunteers want in your
geographic area. Contact your local C&C volunteer manager or the National Volunteer Program for
information on the current volunteer activities, laws and available end-of-life options in your area. They can
help you identify the local and state issues that need to be addressed and share information on the work of
Actions Teams in other states. Once local priorities are identified and you have consulted with your volunteer
manager to assure consistency with the national organization’s agenda, you can start taking action!
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b. Setting Goals and Objectives
An action plan should be complete, clear and current. A complete plan is one that goes beyond addressing
general goals you want to see accomplished, to identifying all the objectives — specific action steps — you
will take to help make your vision a reality.
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Determining what goals your Action Team will pursue can seem overwhelming at times. Your assigned C&C
volunteer manager can help your Action Team to determine goals and priorities. There is much work to
accomplish, but your Action Team may not have the capacity, resources or willingness to do it all. Instead,
your Action Team may decide to focus their work on only certain aspects or strategic areas of the C&C
mission. For instance, your Action Team goal may be to pass new legislation, and therefore your team decides
to concentrate all efforts conducting advocacy activities in order to achieve that end. A complete plan does
not mean that you plan to do it all. It does mean that the goal or goals you do decide to pursue are well
thought out and include the following:
• What action or change will occur;
• Who will carry it out;
• When it will take place and for how long;
• What resources (i.e., money, staff, equipment) are needed to carry out the change;
• What communication is necessary; and
• Who should know what.
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To make your objectives clear, frame them using the SMART acronym. It stands for specific, measurable,
achievable, realistic and time-bound. Objectives that contain these characteristics are more thought out, are
more likely to be understood by others and therefore are
more likely to be achieved. Make your action plan current
by focusing on the short and medium term (1-2 years). You
may have long-term goals (3 + years) you want to
accomplish, but it’s important for motivating and engaging
volunteers that your Action Team has immediate steps that
will lead you to your long-term goals. The end-of-life
choice movement is dynamic and constantly changing;
keeping your sights on the near term will increase the
likelihood that your objectives will be timely and relevant.


c. Supporting Your Goals: Suggested Activities
The C&C website contains valuable resources and ideas for volunteer and Action Team activities. The
Volunteer Action Center is a page on the C&C website dedicated to volunteer service; it is your resource hub
for toolkits, videos, trainings, checklists and more. Action Teams will find resources like those listed below to
build volunteer knowledge and capacity, lead activities that spark new awareness, and provide guidance to
improve outreach, advocacy and education efforts.
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Volunteer Toolkits
• Hosting a House Party – This toolkit is an excellent way for Action Teams to get the ball rolling for
fundraising or friend-raising! House parties provide a way to meet volunteers’ friends and build a base
of C&C supporters.
• How to Die in Oregon Home Screening – Action Teams can host a screening of this award-winning
documentary in their homes or local community center. The toolkit guides you through a step-by-step
plan for how to present and manage a discussion on this important, inspiring and emotional film. It even
provides ideas for next step activities to translate the inspiration to action.
• Barbara Mancini DVD Discussion – This story is about the unjust prosecution of a woman who honored
her terminally ill fathers’ choice to end his life. This twenty-five minute video gives viewers a sobering
look at laws that impact end-of-life choice. Use the toolkit to help plan a viewing of the DVD, facilitate a
compelling discussion and drive volunteers to take action.
• Social Media Toolkit – With the power of social media, you can be a trendsetter and play an important
role in helping others learn about the death-with-dignity movement and C&C. This toolkit provides best
practices and basic tips for successful social media activism.
• Letter Writing Toolkit – Action Teams can support or oppose public policy by engaging in a letter
writing campaign to legislators and other public officials, and writing letters to the newspaper editor(s),
in support of the death with dignity movement. This toolkit shows you how to be effective and make a
group activity out of letter writing.
• Petitions, Tabling and Canvassing Toolkit – Use this toolkit to amass support or opposition for legislative
action. It includes guidelines for how to get people to sign petitions whether you approach them on the
street, canvass door-to-door or they visit an event where your Action Team has a C&C table.
• Lobbying Toolkit – Everything from setting up meetings with legislators to attending a committee
hearing and holding a Lobby Day is covered in this toolkit. Be sure to use this toolkit and check in with
C&C staff before scheduling a lobbying visit.
• Student Activity Guide – Action Teams can reach out to students and encourage them to make death
with dignity the topic of their academic or advocacy projects. With this toolkit, students have suggested
activities and projects they can do on campus or in the greater community.
• Unwanted Medical Treatment Toolkit – If your Action Team wants to advocate to end unwanted medical
treatment, the tools in this kit will help you understand the facts, show you how to monitor the media
for relevant stories, give tips for how to communicate your own story, teach you how to monitor your
medical bills for unwanted services and fraud, and encourage you to start the conversation about
unwanted medical treatment with others.


• Public Speaking Toolkit – Be prepared for opportunities to speak about C&C and death with dignity in
public. This toolkit provides helpful tips for preparing your presentation, best practices for public
speaking, and some resources for staying up-to-date on the always-changing legal, social and political
landscape of end-of-life choice. Remember to read Media Policy for Volunteers and gain authorization
by a designated C&C employee before communicating with the media.
• African American Outreach Plan & Toolkit – This plan highlights the importance of improving outreach,
education and access efforts to the African American population. A companion toolkit guides staff and
volunteers to conduct outreach in a culturally competent way that honors and respects their traditions.
• LGBT Outreach Toolkit & Resource Guide – This toolkit contains valuable educational materials and
practical tools to advance the end-of-life choice movement. It helps staff and volunteers conduct
effective outreach to lesbian, gay, bisexual and transgender individuals.
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Resources
• Aid in Dying History and Background – Your actions are part of a movement going back over 100
years. This guide is designed to clarify some of the questions that arise around aid in dying.
• Guide to Drafting Aid-in-Dying Legislation in 2015 – Learn key terms, principles and a sample draft. This
guide to drafting death-with-dignity legislation is a resource for legislators and legislative staff,
and others interested in drafting and submitting death-with-dignity laws.
• Oregon’s Experience With Aid in Dying – Findings from the Death with Dignity Laboratory, by Barbara
Coombs Lee, Annals of the New York Academy of Sciences, “Rethinking Mortality: Exploring the
Boundaries between Life and Death,” July 2014. This article provides a summary of data highlights,
gleaned from scientific investigations and governmental reporting.
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d. Evaluating Effectiveness and Ongoing Planning
Periodically, and at least every year, take the time to reflect and review how your Action Team is performing.
Have your activities been successful in helping you reach your objectives and goals? Are your goals,
objectives and measurements still relevant? Are you collecting data – the right data - to evaluate? What
changes have occurred since your last planning session (i.e. laws, volunteer capacity, new needs emerged,
gaps in services identified, etc.)?
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If you have stated your objectives using the SMART framework, you can evaluate your teams’ effectiveness
using the measures you outlined at the start. Evaluation and ongoing planning is essential for sustaining your
work and keeping the movement growing.
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IV. Coordinating With C&C and Your Volunteer Manager
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C&C’s volunteer managers work with local Action Teams to provide leadership to volunteers and members.
The volunteer manager’s role is to lend support and assistance in strengthening any focus the local Action
Teams choose to promote. Volunteers should contact their assigned volunteer manager when needing
support for local initiatives or when dealing with issues of national concern or impact.


a. End-of-Life Assistance Requests and Inquiries
If a volunteer is approached by someone seeking assistance for a terminal illness, it’s important to direct them
to the End-of-Life Consultation (EOLC) program by visiting the website at www.compassionandchoices.org/
information or by calling 1-800-247-7421. The EOLC program has extensively trained counselors that offer
advance care planning and end-of-life options. All information is confidential.
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b. Legal Matters
If a volunteer is approached by someone who has received unwanted medical treatment or who has questions
about the legal implications of aid in dying for the family or physician, please contact your volunteer manager
to determine whether C&C’s legal department should be consulted.
!
c. Communication Guidelines
To assist Action Teams and staff, C&C has created a Communications Style Guide that includes new
terminology and the changing conversation around end-of-life choice, as well as word definitions,
punctuation, style and visual identity guidelines. It is the go-to resource for Action Teams when developing
any written product. Contact your assigned volunteer manager for a copy.
!
When communicating on behalf of C&C, the voice you use, whether verbal, written or graphic, should convey
these characteristics:
• caring
• nonjudgmental
• committed
• expert
• patient
• meaningful
!
Effective communication means choosing the appropriate materials and language for the appropriate
medium. C&C uses preferred language in our communications. As society considers important social
questions, language is important. Words matter! For example, reporters and editors often use the term
“assisted suicide” to describe a terminally ill patient’s choice to shorten a dying process that the patient finds
unbearable. Labeling that "suicide" is politicized language that implies a value judgment and carries with it a
social stigma. C&C believes the term “aid in dying” is accurate, value-neutral and understandable. Language
evolves, and the words we use and the philosophies behind them change over time. https://
www.CompassionAndChoices.org/userfiles/Wordlist-on-media-page-Jan-2015.pdf
!
Every piece of writing, no matter what size and use, benefits from editing. When reviewing and revising text,
print it and read it aloud to catch awkward phrases or sections. Refer to the most recent Associated Press
Stylebook as a first reference for capitalization, punctuation, abbreviation, spelling and usage. Deployment of
and adherence to the C&C Communications Style Guide will ensure C&C presents a consistently polished,
!


professional and recognizable brand across all of our digital and offline communications. Submit all written
pieces to your Volunteer Manger for approval.
!
d. Establishing a Local Contact Interface
When developing an Action Team, it is important to centralize communication and designate a team leader to
interface with your volunteer manager. The volunteer manager can set up a local email account for the Action
Team to receive and send correspondence. Having a C&C email account creates better identity to external
audiences as well as streamlines internal communications. You might also consider setting up a P.O. Box or
providing a physical address for receiving correspondence, ordering materials and resources from the national
office, or receiving items too large for electronic transmission.
!
e. Handling Media Inquiries and Breaking News
Breaking news can encompass a wide range of events. It may be that the opposition has launched a major
media buy, a terminal patient has opted to use aid in dying, or another issue that has the media anxious for a
response from our organization. While we certainly want to respond promptly to media inquiries, we also
need to be cautious about exactly how we respond. Do we know all the facts? Was the person involved a
member of our organization? What are the implications of our response? In such situations, contact your
volunteer manager and discuss the particular issue at hand, and someone from the national office will speak
directly to the media. Please see the attached Media Policy for Volunteers for additional information.
!
f. How to Access/Order Materials
If you are interested in ordering materials for outreach and educational purposes (i.e. brochures, postcards,
advance directives and toolkits) please consult with your volunteer manager and then send your request to
inventory_request@compassionandchoices.org, and remember to cc your volunteer manager. Please allow six
weeks for delivery and include the name of the product, quantity and your shipping address.
!
g. Reimbursable Expenses
C&C provides financial and human resources to support the work of volunteers and Action Teams. As a
nonprofit, these resources are limited, and the level of support can vary depending on C&C’s national
strategic goals. Volunteers and their C&C volunteer manager must discuss Action Teams’ needs and
predetermine all allowable expenses. The volunteer can then submit their allowable expenses to the C&C
volunteer manager via email for reimbursement. You can find out more about allowable expenses by reading
the attached Reimbursable Expenses Guidelines.
!
h. Reporting
Because C&C is at the forefront of a national grassroots movement that is changing daily, it is important to
capture the volunteer activities being conducted in our communities. The Action Team leader or point person
should work with their volunteer manager to identify the best ways to report your efforts. For example, a
weekly, monthly or quarterly report capturing such things as events hosted, activities conducted, number of
!


participants, etc. By capturing this information we can better determine growth in the movement, gaps in
services, and the challenges and opportunities we face ahead. A sample report can be found in the appendix.
!
V. Appendices
!
• Volunteer Guidelines
• FAQs for Action Teams
• Basic Requirements for Forming a C&C Action Team
• C&C Reference and Wordlist
• Media Policy for Volunteers
• C&C Confidentiality Agreement for Volunteers
• Reimbursable Expenses Guidelines
• Reporting Sample
• Action Plan Template
• Growth of a C&C Action Team


Compassion & Choices 
Volunteer Guidelines
!
Professionalism, reliability and follow through on commitments are important to
Compassion & Choices (C&C). As volunteers are an integral part of the C&C team, it is
essential that you commit to performing your volunteer service in a manner that
supports and advances the C&C mission and vision.
!
Volunteers agree to abide by and comply with the guidelines listed below when
conducting volunteer service with C&C.
!
VOLUNTEER GUIDELINES
!
1. C&C volunteers need to understand and support the goals of the national
organization. Becoming knowledgeable of the resources and services available
within the national organization, your state and your local community are also
important – as is the understanding of issues and laws that affect end-of-life
options. All volunteers shall view a volunteer orientation video for general
understanding of the end-of-life care and choice movement and C&C as well as
review the materials posted on the Volunteer Action Center page of the C&C
website.
!
2. Volunteers shall maintain a professional demeanor and attitude while performing
volunteer duties, shall follow through on commitments, and arrive promptly at
events and meetings. Dress appropriately for the environment you will be
working in. If you are unable to meet your commitment, a deadline or be
present when you are expected, let your volunteer manager (or Action Team
leader) know immediately so that s/he can make other arrangements.
!
3. C&C is committed to a professional and collegial environment. It is C&C policy
that no discrimination or harassment in its programs, activities or employment
will be tolerated. C&C staff and volunteers shall treat all people with dignity and
respect. There is no place for racism, classism, sexism, intolerance of faith or lack
thereof, or homophobia in an Action Team.
!
4. Maintaining the confidentiality and privacy of C&C’s clients, donors, supporters,
staff and our volunteers is mandatory. Concerns, health issues, personal
problems and financial status are not to be discussed with anyone other than the
appropriate C&C staff member unless confidentiality has been waived. Please
!1

see C&C Confidentiality Agreement for Volunteers (incorporate/refer to in
volunteer agreement).
!
5. C&C provides financial and human resources to support the work of volunteers
and action teams. Because these resources are limited and the level of support
may vary depending on C&C’s national strategic goals, volunteers and their C&C
staff contact/volunteer manager must discuss Action Teams’ needs and the
staff’s capacity to assist, and determine all allowable expenses. This
understanding should be reached during the action team’s planning phase and
before any resources have been used or committed. See attached reimbursable
expenses.
!
6. Volunteers are not authorized to communicate with the media without prior
approval by a designated C&C employee. Please see Media Policy for
Volunteers. When preparing to speak in public, memorize the C&C mission and
vision, and stay on message with talking points provided by C&C. Your personal
story is a powerful tool that can be woven into approved talking points.
!
7. C&C reserves the right to terminate volunteers from their volunteer service with
C&C, if it is deemed that the volunteer placement is not a good fit within the
Action Team or C&C organization and proper training and supervision has not
improved the relationship. After reasonable interventions, volunteers who are
consistently completing tasks incorrectly, not completing their assigned work at
all, being disruptive and distracting to others, or who have committed an
egregious act will be dismissed.
!
8. Volunteers who opt to end their volunteer service with C&C are requested to
notify their C&C staff contact two weeks before leaving volunteer service, when
at all possible. The staff appreciates your time, talents and interests, and knows
that changes in your volunteer status may occur. If time and the situation allows,
work to identify and recruit future volunteers and leaders who can build on your
hard work.
!
NOTE: Additional policies and procedures may be in place for specific programs or
that pertain to certain volunteer service. Your C&C staff contact will notify you of
specific policies and procedures you need to be aware of for your volunteer service.
!2

Frequently Asked Questions for Action Teams
!
The following set of questions and answers is intended to help Action Team volunteers
respond to general questions about Compassion & Choices and end-of-life issues.
!
Q: What is Compassion & Choices?  
A: Compassion and Choices is the nation's largest and oldest nonprofit organization
focused on choice and care at the end of life. Our vision is to have a society where
people receive state-of-the-art care and a full range of choices for dying in comfort,
dignity and control.
!
Q: What is an Action Team?
A: An Action Team is a group of volunteers who work within their local community or
state on grassroots efforts to advance the Compassion & Choices mission through out-
reach and education.
!
Q: What do Action Teams do?
A: Actions Teams can perform a variety of functions depending on local and state in-
terests and volunteer capacity. Generally, they advance the Compassion & Choices
mission by developing and organizing local programs in response to local needs. This
can include advocacy, providing community educational programming and client sup-
port and fundraising and building local capacity by recruiting, training and informing
volunteers, community leaders, local healthcare providers and the public. There are
many things action teams can do to propel the movement!
!
Q: What are the benefits of an Action Team?
A: Volunteering with a team of others can be particularly effective, especially when the
team consists of enthusiastic members with diverse skill sets and a commitment to ef-
fect change. Working with a C&C action team provides many additional benefits, in-
cluding access to C&C’s information, tools and resources, such as:
C&C supporters list
C&C volunteer database
C&C effective message training/resources
C&C social media sites
Education and outreach best practices
Support of C&C national staff
The value of aligning with C&C, the national leader on death with dignity
!
!

Q: What does the term “aid in dying” mean? 
A: “Aid in dying” refers to the practice of allowing mentally competent, terminally ill
adults to request a prescription for life-ending medication from their physician to con-
trol the time and manner of their own death.
!
Q: Is aid in dying the same thing as assisted suicide and euthanasia?  
A: No, aid in dying is NOT the same as assisted suicide nor euthanasia. Aid in dying is
the most neutral term to describe what advocates call death with dignity and oppo-
nents call assisted suicide.
!
Compassion & Choices does not endorse assisted suicide nor euthanasia. Assisted sui-
cide is intentionally encouraging or helping someone with poor mental health and dis-
ordered thinking to commit suicide. Assisted suicide is a crime in many states, includ-
ing Oregon and Washington, where aid in dying is legal.
!
Compassion & Choices doesn’t support euthanasia because someone else – not the
dying person – chooses and acts to cause death. Euthanasia is commonly thought of as
lethal injection, is often referred to as mercy killing and is illegal throughout the United
States.
!
Q: How do people make their end-of-life decisions known?
A: Compassion & Choices provides The Good to Go Toolkit, a step-by-step guide, on
how to fill out an advance directive and what it really means. It includes a values work-
sheet that addresses a number of important things to consider in end-or-life care. A
scale from 0 to 4 enables you to rate what's most important to you, such as preserving
your quality of life, dying in a short rather than lingering fashion, or what life-sustaining
measures you would like to be administered. The values worksheet helps you to act on
your spiritual beliefs in determining how you are cared for and how you navigate the
end of your life. This toolkit is really a guide to help you figure out the best way to let
your wishes be known, https://www.compassionandchoices.org/userfiles/Good-to-Go-
Toolkit.pdf.
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Q: What is the difference between a living will and an advance directive?  
A: A living will is a written legal document that spells out the types of medical treat-
ments and life-sustaining measures you want and do not want. Living wills are advance
directives. However, an advance directive provides you with many more options, in-
cluding the naming of a healthcare agent or medical durable power of attorney (POA).
!
The medical POA is a legal document that designates an individual — referred to as
your healthcare agent or proxy — to make medical decisions for you in the event that

you are unable to do so. However, it is different from a power of attorney authorizing
someone to make financial transactions for you.
!
An advance directive can also include a do not resuscitate (DNR) order – a request to
not have cardiopulmonary resuscitation (CPR) if your heart stops or if you stop breath-
ing. Advance directive forms vary slightly from state to state. Check the Compassion &
Choices website for links to state forms.

Basic Requirements for Forming a C&C Action Team
!
1. Establish a core group of at least five volunteers who will commit to volunteering for the
action team for at least two hours per week and attend regular meetings.
2. Appoint one person to be the point person between Compassion & Choices and the
Action Team. By using this system, ideas and messages are distributed with less
opportunity for miscommunication.
3. Appoint one person to be the convener of the group who coordinates the Action Team.
This person is expected to volunteer for the Action Team at least five hours per week.
This person does not have to be the same person as the point person and it is probably
a good idea to separate the responsibilities.
4. Assign other volunteer roles and responsibilities that help to advance Compassion &
Choices’ and your Action Teams’ goals. Examples of Action Team volunteer roles
include:
a. Media and public relations – helps get the word out about the Action Team’s
activities using traditional and digital media
b. Coalition builder – works with other organizations, houses of worship and
medical communities build a coalition to increase support
c. Field activities coordination - finds places and opportunities to build relations at
the person-to-person level.
d. Government relations – makes connections with government officials at all
levels.
e. Membership – encourages people to join the Action Team and participate
f. Logistics – finds places for meetings and events
g. Fundraising – encourages people to donate to Compassion & Choices
5. Share and delegate responsibilities with and among all Action Team volunteers. If one
volunteer is working more than 10 hours per week, it is critical that the team finds other
volunteers to help.
6. Comply with all applicable Compassion & Choices rules and guidelines.
7. Attend regular trainings provided by Compassion & Choices.

Talking About End-of-Life Options and Planning:
A Compassion & Choices Reference and Wordlist
advance directive – Encompasses a person’s living will and medical durable power
of attorney. Called “advance” because it is prepared prior to a health crisis in which it
would guide medical care. Advance directives vary by state and can include other
documents, such as a dementia provision. See also “living will” below. Examples are at
C&C’s website.
aid in dying – A medical practice that allows mentally competent, terminally ill adults
to request a prescription for life-ending medication from their physician, which the
person may self-administer if and when he chooses. It is currently authorized in Oregon,
Washington, Montana, Vermont and New Mexico. It is the preferred terminology of
several healthcare organizations. Terms like “assisted suicide” do not accurately
describe aid in dying (see below).
end-of-life choice – Describes the overarching goals of Compassion & Choices
(C&C). C&C’s mission is to improve care and expand choice at the end of life. C&C’s
vision is a society in which people receive state-of-the-art care and a full range of
options for dying in comfort, dignity and control.
death with dignity – The freedom to die peacefully and in control. It is also the
name given to aid-in-dying laws that have advanced in a number of states over the
years. Oregon’s landmark aid-in-dying law enacted in 1997 is called the Oregon Death
With Dignity Act. Washington State’s 2008 law is also the Death With Dignity Act.
DNR – Stands for ”do not resuscitate,” a medical order documenting an individual’s
request (made while that person is able and conscious, or by that person’s healthcare
proxy if he or she is not) that no measures be taken to resuscitate them should their
heart or breathing stop.
euthanasia – Also called as “mercy killing,” euthanasia is the intentional ending of a
person’s life, performed by a physician or other medical healthcare professional.
Euthanasia, like assisted suicide, is a criminal act in the United States. Compassion &
Choices does not support euthanasia or assisted suicide.

End-of-Life Consultation Program – A free C&C service that provides its clients
with expert consultation in navigating the healthcare system and understanding end-of-
life choices available in each state. Consultants offer assistance in completing advance
directives, make referrals to local services, give guidance on pain and symptom control,
and educate clients, their loved ones and healthcare professionals about patient-
centered end-of-life care.
hospice – A program in which an interdisciplinary team of caregivers provides comfort,
support and dignity to terminally ill patients when medical treatment is no longer
expected to cure the disease or prolong life. Hospice is provided wherever the person
resides, most often at home. It is voluntary and also involves and supports a patient’s
family and/or loved ones.
living will – A document that expresses a person’s end-of-life preferences should they
become unable to speak for themselves. A living will is only one component of an
advance directive, however. (See “advance directive,” above.)
MOLST/POLST – Medical (or Physician) Orders for Life Sustaining Treatment. A form
available in a growing number of states providing detailed guidance about an
individual’s wishes for end-of-life medical care. Part of advance healthcare planning and
prepared by a medical professional, they are often printed on brightly colored paper to
be easily found during an emergency.
palliative/total sedation – Also referred to as terminal sedation. The continuous
administration of medication to relieve severe, intractable symptoms that cannot be
controlled while keeping the patient conscious. This state is maintained until death
occurs.
physician-assisted suicide – Or simply “assisted suicide,” is an inaccurate
description of the medical practice of aid in dying, which is available in five states to
mentally competent adults who are terminally ill. See our fact sheet explaining that a
patient who requests life-ending medication when facing an imminent death is different
from a suicidal person with no such prognosis. According to the American Psychological
Association, they have “profound psychological differences.”
VSED – Stands for “voluntarily stopping eating and drinking,” an entirely legal option
for any individual who wishes to bring about his or her own death by refusing
nourishment orally or through a tube.
terminal prognosis, terminally ill – Describes an illness for which the medical
expectation is death within a few months. Aid-in-dying laws typically define terminal as
a life expectancy of six months or less.
(Revised 1/15)

Compassion & Choices Volunteer Media Policy
!
Compassion & Choices manages all media inquiries under the direction of its communications department.
Volunteers are not authorized to communicate with the media without express authorization by a designated
Compassion & Choices employee. Occasionally, the media contacts our volunteers, and the following are
procedures volunteers should follow if/when contacted.
!
1. If you are contacted by the media, tell them you need to call them back and ask for their contact number.
DO NOT make any comments. There may be a bigger picture or efforts underway that you are not aware
of.
2. Immediately contact the state director or outreach coordinator with the reporter’s name and contact info.
3. C&C staff will send the information to our media manager who will do the appropriate research and
contact the reporter to assess the nature of the request.
4. C&C staff will be in touch with you ASAP to let you know the outcome of that assessment and the
appropriate response. Often, our media manager handles the inquiry, but it is possible that you may be
authorized to talk with the reporter. In that case you would be provided support in advance of any
interview.
5. If you are authorized to speak with a media representative, do not refer them directly to other C&C staff
volunteers or clients. Instead of giving out contact information for any other person, refer media back to
C&C Media Relations Manager who can provide contact information for other C&C representatives as
appropriate.
!
I have read and understand that, unless expressly authorized by a designated Compassion & Choices
employee, I do not have authority to communicate with or respond to any journalist or media representative
about Compassion & Choices or information of any kind that I have gained during my volunteer duties,
including information about clients, staff, donors, volunteers, policies or business or operational practices,
including any proprietary information.
!
I agree to follow the process of media management as outlined above.
!
I understand that a violation of this policy and procedure may be grounds for termination from my volunteer
duties.
!
I understand that this agreement is valid during my term as a volunteer and for 50 years thereafter. Violation
may be subject to civil penalties. I understand that I may be required to renew this agreement in each
subsequent year of service.
!
____________________________ ____________________________ _____/_____/_____
Volunteer Print Name Signature Date
Compassion & Choices Volunteer Media Policy 12.2014
!1

Revised 2/24/2014
COMPASSION & CHOICES
CONFIDENTIALITY AGREEMENT FOR
DIRECTORS, EMPLOYEES AND VOLUNTEERS
I, _________________, the undersigned, understand and agree that in the performance of my
duties and activities associated with COMPASSION & CHOICES or any of its Chapters or Affiliates,
(hereafter “C&C”) I must maintain and safeguard the confidentiality of information about or
received from the clients, families, physicians and other caregivers, donors, prospects and
others with whom I or C&C correspond or are in any way involved in the activities of C&C. I
understand this responsibility continues at all times, whether or not I am providing services to or
am directly engaged in the activities of C&C, the clients, their families, physicians or other
caregivers, or contacting donors, prospects or others and continues if I cease my association
with C&C. This Agreement does not apply to discussions with any other person who has signed
this Agreement and does not extend to the repetition or citation of materials already published
by C&C or other materials related to or about C&C that are in the public domain without my fault
or action or in response to the order of a court or other public authority.
I will protect the integrity of all information, and in particular written records and documents
regarding clients and their families, physicians and other caregivers, donors and prospects, by
using and storing such information in an appropriate and safe manner. I will treat any
unpublished C&C documents and information as proprietary and confidential.
I agree not to publish, directly or indirectly, any information or materials about clients, families,
physicians and other caregivers or other persons associated with the activities of C&C (even as
data presented anonymously or in the aggregate) without first obtaining approval of the specific
content from an officer of C&C. Further, if such publication includes case studies or other
information that could reasonably lead to the identification of any person, I will obtain informed
written consent to such publication from the affected person or such person’s representative. I
further agree that while I am a Director, Employee or Volunteer of C&C I will not publish
information or opinions about the policies, procedures or operations of C&C without first
submitting such proposed publication (or a summary or any proposed oral presentation) to an
officer of C&C for review ,and comment. C&C reserves the right to require me to modify or
refrain from making the proposed publication or presentation and I agree to abide by such
requests.
I acknowledge and agree that, should I breach this Agreement, C&C or any affected Affiliate or
Chapter may bring a legal action to enjoin that breach to protect the confidentiality of clients,
families, physicians and other caregivers and the donors and prospects of C&C, and to
preserve the reputation and goals of C&C.
___________________________ ______________________________
Signature Date
___________________________ ______________________________
Name (printed) C&C Title

Volunteer Expense Reimbursement Policy

As a Compassion & Choices volunteer there might be instances where you may incur charges
related to your volunteering task.

Compassion & Choices has a standard expense report that is used to track and calculate
mileage and other reimbursements. This report must be turned into your volunteer manager
by the 4th of each month for reimbursement.

You do not need pre-authorization on mileage, tolls and parking expenses. You will need to
track your mileage either by odometer start to finish, or by mapping out the directions online to
calculate distance travelled. Please retain a receipt for any toll or parking expenses to turn in
with your monthly expense report.

Any other expense requires a volunteer manager or care managers prior
authorization/approval. These may include but are not limited to: gifts, supplies, meals, etc.

If you do drive 50+ miles to a location you are entitled to a meal if you so choose.

Please note, you are not required to request expense reimbursement. If you choose not to
request reimbursement you can use it towards an in-kind donation.

!
Sample Action Team Report
!
Key Metrics (not every category needs to be complete or have an activity)
!
State Summary: (Brieﬂy describe the political climate and goals of the Action
Team)
!
In state X, an aid in dying bill was recently introduced by Senator Obama on January 1.
There are currently XY co-sponsors. We expect a hearing will take place in the Judiciary
Committee around March 1. There are 15 members of the committee. Eight Democrats
and seven Republicans. We have counted:
!
Metric Category This Quarter
Number of new petition signatures
Favorable published letters to the editor
Favorable published op-eds
Local newspaper articles about aid in dying
Legislative visits
Educational outreach (groups, schools,meetings
panels)
Events (tabling, exhibitor)
New volunteers
New doctors
Strong Yes
Lean Yes
Lean No
Strong No

!
■ Activities
■ On January 15, the Action Team met in Springfield. We discussed the
hearing and how we are going to build support and line up speakers. Our
goal is to have 30 activists and 10 speakers. Jane will be organizing the
activists, and Lauren will manage the speakers.
!
■ Alex spoke with his doctor, Dr. Smith, about supporting aid in dying. He
agreed and will speak to his colleagues at the County Medical Society to
support the bill
!
■ Claire spoke with Assemblywoman Stokes about the aid in dying bill. She
agreed to support the bill

ACTION PLAN TEMPLATE
! 1
Before you plan
Creating a plan of action is a key step in developing a successful Compassion & Choices (C&C)
Action Team, but it’s not the first step! Before you start to plan, be sure that the following measures
have been considered and are in place:
Planning Prerequisites
1. Do your homework – be knowledgeable about the national and local issues that impact the
end-of-life choice movement.
2. Read and understand the Basic Requirements for Forming a C&C Action Team.
3. Establish a core group of at least five volunteers who will commit to attending regular
meetings and volunteering for the Action Team for at least two hours per week.
4. All volunteers must:
a. sign up for C&C’s National Volunteer Program (1-800-247-7421 or
volunteer@compassion&choices.org),
b. read the Volunteer Guidelines, and
c. view the online volunteer orientation video (http://bit.ly/1wy6hjp).
5. Connect with your assigned C&C volunteer manager.
With these prerequisites taken, you will have a better sense of your team’s level of commitment,
their capabilities and needs, and what to expect from C&C and your volunteer manager.
Now, Let the planning begin
Take the following steps to develop your Action Plan and meet your goals.
Step 1: Identify Local Priorities (see attached template form)
a) Discussion with your assigned volunteer manager
b) Conduct a SWOT analysis
c) Identify ideas/issues for strategic areas of focus
d) Rank local priorities
Step 2: Set Goals & Write Action Steps (see attached template form)
a) Take your local priorities and write them into goal statements.
b) Take your goal statements and use the action plan SMART objective worksheet to outline
all objectives and determine which activities you will conduct to meet each goal.
Step 3: Implement Action Steps
Utilize the skills of your action team volunteers and available resources to carry out activities.
Step 4: Evaluate Effectiveness
Conduct a periodic review (at least annually) of your Action Team’s performance. Determine
your effectiveness against the measures you outline in your objectives. Use your plan as the
basis for performance improvement and for ongoing planning.

! 2
Step 1: Identify Local Priorities Action Team Area: Albuquerque, NM
a) Connect with C&C: To identify the priorities in your area, start by talking with your C&C volunteer
manager. S/he can help you to identify the local and state issues that have been brought to their
attention as well as share information on the work of Action Teams in other states. Share this
information with your Action Team members.
b) Conduct a SWOT Analysis: A SWOT analysis is a useful way to understand your area and local
Action Team’s strengths and weaknesses, and for identifying both the opportunities that exist and
threats you might face. A SWOT analysis exercise is a powerful tool that can bring your Action Team
together and help you begin to formulate your strategy.
Strengths
What does your Action Team do well? What
unique resources can you draw on?
Weaknesses
What could your Action Team improve
upon? Where do you have fewer resources than
others? What are others likely to see as
weaknesses?
Opportunities
What opportunities are open to your Action
Team? What trends could you take advantage
of? How can you turn your team’s strengths into
opportunities?
Threats
What threats could harm your team? What is
your competition doing? What threats do your
team’s weaknesses expose you to?

! 3
Step 1: Identifying Local Priorities Action Team Area: Albuquerque, NM
c) Identify Local Strategic Areas of Focus. From the SWOT analysis, write what you think are the
most important issues/ideas for each of the C&C strategic areas below (It’s okay if you do not have
an issue/idea for every strategic area).
EDUCATE
EX: need to be strategic and target certain populations/audiences that can spread the wor
about EOL options (I.e health care providers)
ADVOCATE
EX: Find a legislator who will sponsor a bill in next year’s state legislature
SUPPORT
EX: Terminal patients need to know about EOL support resources in Santa Fe.
GROW
EX: Need more volunteers in southern part of town.
LOCAL
OPERATIONS
EX: Need to obtain outreach training for Action Team Volunteers
d) Rank Local Priorities. From the SWOT analysis, what are your top five most important
Issues/ideas overall (priorities can be all in one strategic area or spread amongst a few).
1
EX: need to be strategic and target certain populations/audiences that can spread the
word about EOL options (I.e healthcare providers)
2
3
4
5
Step 2.a.: Frame each of the above priorities into goal statements.
EX: Provide accurate information and perspective on end-of-life issues to the general public,
healthcare and legal professionals, lawmakers, and the media.

Compassion & Choices
The Growth of an Action Team
Initiation
• Sign up with C&C's National
Volunteer Program
(compassionandchoices.
org/volunteer)
• Watch the online volunteer
orientation video.
• You will be contacted by
your assigned C&C
volunteer manager or team
leader.
• Educate yourself on the
end-of-life choice
movement.
• Read the Volunteer
Guidelines. Sign the
Confidentiality Agreement
and Media Agreement and
send to your C&C volunteer
manager or team leader.
• Read and understand the
Basic Requirements of
Forming an Action Team.
• Use the Action Team
Volunteer Guidebook to
start developing your Action
Team.
Planning
• Recruit at least five
volunteers to serve on
the Action Team for at
least two hours/week.
• Read the Reimburseable
Expenses Guidelines.
• Appoint a "Team Leader"
to communicate with the
assigned C&C volunteer
manager and coordinate
Action Team meetings.
This role requires ~ five
hours a week.
• Develop a plan of action
with clear objectives and
measureable activities.
• Obtain necessary
training for volunteers.
• Assign volunteers to
serve in roles such as
media/public relations,
coalition builder, field
activities coordination,
etc.
Implemention
• Hold regular meetings of
the Action Team.
• Establish consistent
communications with
your assigned C&C
volunteer manager to
align your activites with
C&C's strategy and to
keep abreast of
developments.
• Implement your team's
planned activities.
• Collect information and
report on your activities
to C&C.
• Evaluate your activities
for effectiveness, at least
once a year.
• Update your action plan,
as needed.
• Continue volunteer
recruitment and training.

Action Team Volunteer Guidebook 7-15

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