Volunteer management 

Why do people volunteer?

People volunteer for a variety of reasons. If you want people to get involved and stay involved, you need to meet these needs. The motivation may be to:

	develop contacts for work or school
	an attraction to the philosophy and/or goals and objectives of an organization.
	gain academic credit
	develop skills and resources
	a desire to make a difference in the world
	personal satisfaction, a sense of self-worth, self-expression
	to be part of a group, achieve a sense of belonging
	meet like-minded people
	for the experience, to learn skills for future employment and other activities

Why do we need volunteers?

There are a variety of reasons to have volunteers in an organization. Although their work is valuable, volunteers do not simply replace paid staff. Organizations need volunteers to:

	to develop or enrich programs and projects
	to act as consultants and give input to decisions and issues that affect us
	to demystify social institutions, such as the media, research institutes and so on
	to reduce social isolation and alienation
	to encourage a sense of autonomy, control and hopefulness in determining our lives and the society we live in
	to teach the life and activist skills and resources needed to participate in community development throughout our lives

Where do we need volunteers?

You need to think about how you want people to volunteer. organizations can run into difficulties recruiting from a student population to take on tasks that many students are not familiar with, specifically fiscal management for non-profit groups and personnel management. Organizations need to identify what tasks volunteers will take on. If it's unlikely that the potential volunteers will have experience with these tasks, this will indicate what kind of orientation and training program you need to develop. Some common tasks are:

	organizing events - speakers, demonstrations, educational workshops, conferences and so on
	lobbying student council or university administration
	hosting speakers
	staffing reception in the office
	take on a board portfolio
	produce a booklet, poster, mess kit or other educational material
	organize an action, such as a demonstration, cleaning up a river bank or a community house warming
	host a community radio show, write articles for the newspaper or make a newsletter
	learn a skill and teach it others, such as bicycle repair, self-defense, consensus process

Self-directed volunteer programs

A lot of times, volunteers are grouped into working committees and allowed to decide what kind of research, education or action is needed to address the issue they want to work on. However, this desire to have self-directed volunteer groups does not mean that these groups don't need core support and training.

The group will flounder without enough direction from the board on what kind of ideas are appropriate, or if the group members don't have a common understanding of the issue or group process. Volunteers will be frustrated and drift away if they don't feel they have the skills to complete the work they want to do.
 

	Make sure that self-directed groups get off to a good start by:
	making up a standardized agenda for each work group to begin their meetings with, including a brainstorming method, introductions and information about how the organization can provide assistance.
	have a board member or staff person attend their first meeting, and once a month after that.
	make sure someone is responsible for reporting the group's activities to the board on a regular basis.
	hold large General Meetings where the members of different work groups can meet each other, talk about their work and share ideas.
	offer orientation sessions for new volunteers
	set office hours for the volunteer coordinator when volunteers can come and ask for help or information
	ask work groups to evaluate themselves each year
	ask work groups to evaluate the board and staff's efforts to keep them involved, trained and informed.

Recruitment

Organizations always need to replace the volunteers we've lost through turnover. Volunteers may be seasonal, joining up a bike club in spring and leaving each fall. Many new volunteers may join after a major event or a lot of publicity. Organizations may maintain a volunteer base that ranges from 5 to 200 people who have varying degrees of commitment. Think about what kinds of volunteers you want and what kind of seasonal trends you may need to follow.
 

To recruit volunteers you need to:

	let people know the organization exists
	give them some way to contact you
	give them training and information about you
	give them work that they can manage and are excited about
	at least make it look like your group is an organized, relaxed and supportive environment to work in

To do this you can:

	have information tables especially at registration, club days, orientation week. Tables can be staffed or unstaffed with a display.
	word of mouth still ranks high in successful recruitment
	arrange to talk to classes
	have an Open House
	take out an ad in a paper or on the radio or announce a need for volunteers in your newsletter
	have sign up sheets at an event, especially major events
	have an updated pamphlet and newsletter; these are crucial materials for your tables and class talks
	poster for an orientation meeting
	participate in volunteer fairs
	network with other volunteer run groups
	inserts in orientation kits
	poster for specific projects
	get media coverage
	have goodies at the table like T-shirts and buttons for sale
	develop a volunteer manual

Volunteer Placement

You need to have some kind of volunteer coordinator (someone in charge of looking after the care and feeding of volunteers) to help people find their way into the organization. Ideally, an interview with new volunteers, individually or in batches, would result in a placement that suites the volunteer's abilities, time constraints and interests. They need to have training and support to operate effectively.

Having weekly session when a volunteer coordinator is available is helpful. Otherwise, have publicized orientation sessions and repeat them once or twice a year.
 
 

Sign-up

A fair amount of placement can be done at sign-up tables. Have different categories of interested members:

1. People who want to be contacted when there's an event. 
Some of the calling can be done during people's office hours, the rest will have to be done by the volunteer coordinator. Remember that word of mouth is an excellent form of advertising, tell each person you can to mention it to their friends or announce it or write on the board in class.
 

2. Occasional volunteers.
They can be very helpful in staffing tables and large events. These people are willing to poster, make phone calls, staff tables etc. but can't make a regular commitment. Basic orientation is fine.
 

3. Office staffers
Having volunteers keep the office open and work the reception area helps the staff work more effectively and provides an opportunity for volunteers to socialize with each other. They need to be trained in running the office, answering mail and inquiries etc. A 2 hour orientation session should cover this.
 

4. Committee or work group members.
These are people who want to start or join a work group. It's good to have work group coordinators to refer new volunteers to. They will need some specific training to help them define the goals of the group, plan their actions and other skills.
 

5. Board members.
These people will be making the big decisions - policy, money and administration. The boards acts and speaks on behalf of the group as a whole. Training is obviously needed in organizational planning, consensus and conflict resolution and financial planning. Going through this training should be a requirement to joining the board.

You can:

	have sign-up sheets should have a place where people can write down their interests
	make up some work group ideas before volunteers come in and see what fills up. Coordinate the first meeting and some training and then the committee can function alone.
	give new volunteers some idea that there are projects underway, but they can also start new ones if they'd like.
	recruit for particular projects

You can arrange to do this for each individual volunteer, if you have the resources, or in small groups. The volunteer coordinator can arrange a couple of 1 hour sessions each week where potential volunteers can come and ask questions. This makes it easier for people staffing the office to answer the question "where do I sign up?" and is more time efficient than detailing the work groups to every person as they come through.

The volunteer coordinator can work with the candidates to give a tour of the office, outline the programs and policies of the group and ask the candidates about what their interests are.
 
 

Questions to ask:

	Why did you choose to volunteer with us?
	What do you feel you have to offer as a volunteer?
	Are you comfortable working with groups or do you prefer task oriented assignments?
	Are there any areas you would prefer not to be involved in?
	What do you expect to get out of volunteering?
	Have you ever worked with consensus as a meeting process before?
	Do you have any questions?
	They should be asked to read the volunteer binder and work group guide.
	Ask each candidate to complete the application form.
	Not all applicants need to be accepted. After the interview, you can refer them to another organization if they don't seem suitable to working within the group.
	If the candidates seem suitable they should be told when the next training is (if attending a training session is necessary to volunteering) or when the next work group meeting is being held and the name of the work group contact person or asked to sign up for office hours.

Orientation and Training

	There are several forms of training, one should be general and mandatory for all volunteers. You also need to have specific sessions for office staffers and committee coordinators. In-depth training on collective process, organizational planning and financial management is also needed.
	The training should be directly related to the work the volunteers do. If the training is required, volunteers should be told the time and commitment needed before they agree to sign up, preferably during the interview.
	Involve the volunteers in assessing their training needs and evaluating the training they receive. Be open to requests for training.
	Have an experienced volunteer train new volunteers. This provides practical experience for new volunteers, and gives the experienced volunteer a sense of responsibility and recognition as a knowledgable, valuable person.
	Allow volunteers an opportunity to learn from each other. Once or twice a year, general meetings should allow all volunteers to meet each other and be energized about their work. They can learn from each other about common problems and possible solutions.
	The volunteer coordinator should have a designated hours where people can drop by and ask questions or express concerns.

General training
This is a general orientation about the group. It should include a brief history, your funding base and financial situation, policies, structure, resources and plans for the year. It should include the names of people to contact for information about things, ie. the treasurer, the volunteer coordinator, any staff people and names of board members.
 

In-depth training

Retreats and workshops

	You can plan a retreat for volunteers, but the cost can be prohibitive if there are a lot of people. This type of training is more suitable for board members or a specific work group.
	You can also have a mini-retreat at someone's house or at the office. Have everyone spend a whole day there and do workshops.
	You may want to organize one volunteer training workshop a month on an ongoing basis. Topics include media relations, organizing an event, planning a campaign, office staffing, consensus process, etc...
	For some workshops, you want to have a professional facilitator come in. Have external facilitators provide training in areas that need improvement. Don't pass on bad habits from year to year. External facilitators can provide a balance to internal training programs and fresh ideas. They can also comment freely on difficult or controversial issues that can't be handled internally. You'll need to pay some honorariums, so set aside a budget for volunteer training. This should be about 10% of your budget for the year.
	Upgrading courses and workshops should be provided for volunteers. You should consider providing full or partial subsidies for volunteers to attend community programs and conferences for training. The volunteer coordinator should be aware of training programs being offered in the community.

Tips:

	have big participatory sessions, role play, popular theatre and other active ways to learn
	have training meetings for specific projects
	have a binder with lots of volunteer information in it
	make lists of job descriptions and instructions
	post conferences and training workshops that are happening in your community. Let volunteers know if the organization will subsidize their attendance.
	set up individual or small group interviews with new volunteers that include a basic office orientation and outline where to access training material
	have a designated volunteer coordinator have weekly office hours and refer new volunteers to them. This standardizes the introduction and placement of each new volunteer.
	have experienced volunteers be prepared to talk to new volunteers about what they do.
	get each board member or work group member to research one topic and teach the rest of the group.

The volunteer manual

Make a manual for the office that has some information about the group, as well as practical information. The volunteer should be given a personal copy of training materials that outline the group's objectives and procedures to review at their own pace and refer to it when needed.
 

Section 1 - background

	an overview of the organization, describing it's purpose, goals and objectives, programs and services, relationship to other groups and role in the community
	the names, portfolios and office hours of the board members
	the purpose and goals of the volunteer program
	the lines of authority and responsibilities of the board, staff and volunteer coordinator.
	responsibilities of the work groups and how they are expected to function
	the size of the volunteer program budget, last year's breakdown
	job description for standard volunteer positions, ie office reception, resource centre, work group coordinator and so on.
	the Human Rights Code and any other code of ethics

Section 2 - announcements

	a copy of the latest board meeting minutes
	announcements of training sessions
	deadlines to hand in reports, financial requests, apply to conferences or upcoming events

Section 3 - practical assistance

	how to book a room for a meeting or event
	where to get photocopying
	who to ask to get what
	how to book a table
	tabling info sheet, why we table, what to bring
	where to find what
	rules for phone use
	budgeting for an event
	getting approval from the board for your event
	advertising an event or program
	media deadlines for newspapers, filing an article, filing a letter to the editor, filing an ad and so on.
	office resources and procedures - phone lines, faxes, money for supplies, using the photocopier, TV and VCR booking.
	checklist for running an event, other chapters of this manual

Volunteer Tracking

This is about keeping the volunteers you have and maintaining contact with them.

During the year, make a centralized phone list and update it once a year. It should specify people to contact for events, coordinators of work groups, board members and their portfolios. Volunteers should be in regular contact with each other. This is one reason why office staffing keeps people involved, the casual exchange of information helps volunteers keep informed and committed.
 

Tips

	send a questionnaire to people who signed up but never showed up. Knowing why they left  will tell you valuable information.
	collect addresses as well as phone numbers and send a letter out to old volunteers thanking them for their help and reminding them to come out again next year.
	make sure each work group has a coordinator who is responsible for making a report to the board at least every two weeks.
	have an experienced volunteer attend the first meeting of a work group.
	standardize the first meeting of a work group to include a session on the objectives of the groups, means to accomplish it and identify what resources or training is needed to carry out the objectives.

Liaison work

The responsibility for maintaining open communication between the board and work groups need to be clearly defined. There are several options to deal with this.
 

1.  The board

Board members can each take on the responsibility to initiate and maintain contact with a work group. This would include attending their initial few meetings, calling the work group coordinator to get reports, giving minutes of the board meetings to the work groups and otherwise acting as a liaison to the groups. This approach works best when you have limited staff resources, when the board members are interested in the work groups anyway and when there are about the same number of work groups and board members. This approach doesn't work well when the board members aren't really interested or involved with the existing work groups. Also, each board member is getting information from one or two groups, it can be difficult to get an overview picture. If one board member misses a meeting, the rest of the board won't know what's happening. Also, board members may be inclined to take on leadership in the groups and get over-involved in the work or not allow others to develop their leadership skills.
 
 

2.  The staff

A volunteer coordinator can take on the responsibility of attending some work group meetings and provide specific as well general training and support for work groups. This provides continuity, the volunteers know to go to one person to answer all their questions. Also, the staff can collate the reports and present a concise summary to the board. The drawbacks are that it's a lot of work and you need to have a full-time person able to concentrate on this work. Also, it may create too much distance between the volunteers and board, many volunteers may not be aware of the role of the board and who the board members are. The staff may also find themselves being asked to take on too much practical support for work groups, if the work groups see the role of the staff person as a contact for the group, providing assistance in booking rooms, making posters and other tasks. These can add up quickly, and undermine the role of the staff person as a trainer/facilitator for the volunteers.
 
 

3.  The work group coordinators

Each group can have a person responsible for writing a monthly report on the group's activities. It's their responsibility to set up meetings with board members, request assistance, send written or verbal reports and other liaison work. The advantages are that it distributes the work of collecting the information between the work groups, so the capacities of the board and staff are not overtaxed as more groups are established. Also, the work group coordinator can be a contact for media and new volunteers, instead of board of staff members taking on these roles. The drawbacks are that the odds increase of at least one or two groups not reliably reporting information. In this case, contact with the group may be interrupted until a staff or board member investigates.
 
 

4.  The work group

The work group may resist having a coordinator, and want to rotate responsibilities. Especially for large work groups, they may want to split up the work so the task of calling group members for a meeting is divided or rotated. In this case, the group can rotate this responsibility, but the updated name and phone numbers of the group members should be readily accessible for board and staff to make contact if needed. The group's minutes should be kept in the office so outsiders to the group can know what their process is, what their plans are and who is attending meetings. Some groups share responsibility better than others. You may want to arrange beforehand when staff or board will investigate if reports aren't made. The benefits of this is that it allows the group members to share responsibility and operate independently. The drawback is that a lack of supervision can cause the group to disintegrate.
 
 

Keeping your volunteers

Successful volunteer administration is generally considered 85% retention and 15% recruitment. Hanging on to your volunteers is essential if you want to organization to grow and improve in effectiveness. Experienced volunteers offer excellent skills, good ideas for improvement, organizational history and can mentor new volunteers.
 
  Tips

	understand volunteer motivations and skills. Use volunteers creatively.
	be aware of restless volunteers: re-assign them to more challenging position or add more responsibilities.
	listen to their needs, comments and feedback
	offer them evaluations and feedback on their work
	refrain from recruiting volunteers from staff or volunteers in another group.
	maintain a human touch and send special cards for birthdays, anniversaries, holidays,and sickness.
	counsel, transfer and recommend your volunteers
	treat all volunteers equally
	be open and honest
	maintain a positive attitude
	maintain accountability. If a volunteer doesn't show up for their work shift and no one mentions it to them, they might think they weren't even missed. Keeping volunteers accountable lets them know other people rely on their work.

Keep volunteers motivated by:

	developing necessary and beneficial positions for volunteers.
	provide a balance of process and achievement.
	always ensure a certain degree of trust and responsibility for each position.
	ensure staff support for volunteer work.
	maintain ongoing training.
	increase the level of responsibility for volunteers who have proven themselves responsible, ie. ask a volunteer to consider running for the board.
	evaluate the volunteer, give good feedback to allow for growth and development.
	get feedback from your volunteers.
	volunteers should have an opportunity to evaluate the staff and board in providing support for their work. Pass out evaluation forms at the last meeting of each year and collect them. This will help you see if you could accurately anticipate or avoid problems, if volunteers understood and liked your training and orientation programs and if volunteers are planning to return.

Appreciation

Whatever reasons people had for volunteering are the needs you need to meet. Some needs are met through their work (training, course credit, meeting people), other needs (sense of self-worth, desire to make a difference in the world) can be met or through appreciation.

Appreciation doesn't need to be limited to a single event, it should be ongoing. It doesn't need to be expensive, the personal touch is more important.
 

Intangible methods

	have a pizza party of the last meeting of a committee. This will help people show up for the meeting.
	have occasional potlucks at board meetings. End the year with a pizza party as well.
	schedule social time into retreats and training
	keep a scrapbook
	take pictures of events and post them
	celebrate your successes
	put up a volunteer suggestion box
	recognize personal needs and problems
	take time to explain tasks and issues fully
	provide adequate information on the organization to help volunteers carry out responsibilities
	encourage a creative and innovative environment
	provide a support system for each volunteer
	treat the volunteer as a person, not as a body to complete tasks
	ask for a report on activities
	invite volunteers to board meetings
	ask volunteers to train others
	use volunteers in emergency situations, allocate responsibility
	provide excellent training
	have general meetings
	use volunteers as consultants
	invite volunteers to develop policy
	maintain meaningful files
	provide a recognition corner in your newsletter
	facilitate personal growth and development
	be familiar with the details of their assignment
	act on constructive criticism
	don't use volunteers for boring or repetitive work, rotate these responsibilities
	stick up for your volunteers and programs when challenged, although you can listen to constructive criticism
	don't criticize your volunteers to each other behind their backs. Deal with conflicts and problems right away with the person or people involved before you discuss it with anyone else.
	ask volunteers to speak on behalf of the group at public events

Tangible methods

	have a volunteer appreciation party at the end of each year with food and drinks.
	subsidize tickets to events, especially conferences
	offer to write a letter of reference for a volunteer
	give away buttons, T-shirts or mugs. You can have rewards, such as a free T-shirt to every office volunteer who showed up for all of their hours.
	ask bookstores to donate books and raffle them off.
	send letters of appreciation to volunteers
	award pins, certificates and plaques
	seek waivers or sponsor volunteers to participate in educational programs
	provide a small lounge or coffee area for socializing
	promote features about volunteers in your newsletter or the outside media
	nominate your volunteers for outside volunteer achievement awards

Evaluation

Evaluation is part of recognition. Every time you offer a comment about a volunteer's work, you are providing feedback on their work. Because personal satisfaction is a major motivation for volunteers, regular evaluation sessions are important to helping volunteers know their efforts are being noticed and develop their skills.

Evaluation should involve a reassessment of the placement of the volunteer and their sills and level of challenge. 

A good evaluation provides the volunteer coordinator with:

	a tool to improve the program
	realistic frame of reference for the rate of growth and development with training and experience
	documentation for administration and funding sources
	recruitment, recognition and motivation for volunteers
	schedule evaluation sessions after each project. Both the board and work groups should evaluate the project.

Volunteer discipline

Probation

You can set up terms of probation. A good rule is if you don't do something you said you would after three weeks - you're not allowed to take on any more tasks. Decision-making powers should be removed after a few weeks of non-attendance or not doing their job.

Some organizations have a few weeks of probation for each new volunteer. This emphasizes the importance of the volunteer's responsibilities and conveys that the group is serious about its volunteer program.

It's best if you have the rules set out before anything happens, then you just have to follow them. If you find yourself in a situation where you need to address a problem, make a ruling and make a policy in general that follows it. Let other volunteers know what's happened and what the new rules are.
 
 

Discharging volunteers

The decision to discharge someone who has donated time and effort to the organization is always difficult. It can be difficult to spend so much time looking for volunteers and then have to refuse some of them. If the interview, placement, orientation and training have been conducted well, their should be little need for discharge.

However, volunteers can be fired. The criteria is not necessarily productivity, some volunteers need more training than others, although you may want to indicate to a volunteer that you don't have the resources to meet their training needs at this time. The main concern is whether the volunteer is disrupting the work of others. If a volunteer grossly misrepresents the group, acts abusively towards another volunteer, is consistently late or unreliable or abuses the collective process - they should be discharged out of respect for the other people who are working in the office. Discharging volunteers should go before the board or volunteer coordinator when someone makes a complaint. Let volunteers know that complaints should be addressed to the volunteer coordinator or another board member who will bring it up at a board meeting.
 

Review the situation to determine whether there is justification for a discharge. Examine the following:

	Was the volunteer qualified for the position?
	Was the role description explained and understood by the volunteer?
	Was the orientation and training session thorough and complete?
	Was the volunteer aware of their responsibilities and the group structure and policies?
	Was the volunteer given a volunteer handbook and other training material?
	Did the volunteer coordinator have to counsel them about problems or issues in the past?
	If there was an ongoing problem, what steps were taken to address it?
	Obviously, you can't fire a volunteer for a problem that you haven't made any other attempt to address.

The termination interview

The volunteer coordinator should set up an interview with the volunteer with some tact, discretion and complete confidentiality. A honest fair and straightforward appraisal of the volunteer's performance and the reason for the discharge should leave little open to dispute. Explain the circumstances in plain language. You should be able to document and cite incidents which have led to termination.

No matter how negative the circumstances, the volunteer coordinator should make every effort to assist the volunteer in finding alternate volunteer work or further training. Try to end with a note of appreciation for the volunteer's contribution.
 

Volunteers and the law

The legal and liability issues relating to volunteers are complicated and change frequently. You should ask for legal assistance in clarifying any questions you might have.
 
 

Insurance

Volunteers may present more legal considerations than employees. You should get the advice of your insurance firm to determine the extent of insurance coverage necessary for your volunteer program.

You need to have adequate liability insurance coverage for:

	on-the-job related injuries, dismemberment and accidental death
	personal liability insurance in excess of any other valid and collectable insurance
	group insurance
	automobile insurance if a vehicle is owned by the organization and the agency is using volunteer drivers
	automobile insurance if a volunteer is using their car for your organization's business
	The volunteers should be aware of the insurance coverage and receive an explanation of the use of incident/accident reports. The group must ensure that the driver possesses a valid driver's licence and proper liability and classification for the type of driving performed. The insurance company must be notified if volunteers are using their own vehicles.

Legalities and liabilities

Liability for negligence is perhaps the most important legal issue affecting volunteers.

An agency may be held responsible for the negligent conduct of the volunteer if they were acting within the employment of the agency. Three issues must be proven:

1. Defendant was owed a duty of care.
2. This duty was violated.
3. The victim suffered damages.

Volunteers should be counselled by the agency on such issues as confidentiality, defamation of character by libellous (printed) or slanderous (spoken) remarks. A factsheet on the legal aspects of copyright, libel and slander should be available to volunteers working on radio shows, newsletters and public speaking.

Lock up your letterhead. Access to your letterhead should be limited, as anything written on your letterhead can be deemed to represent the official views of your organization.

If you operate counselling or referral programs, you should be aware that you may be liable for damages if a volunteer gives advice negligently. This is unlikely to happen if you are providing services on a casual basis, but if you have an advertised program, you should ensure that liability issues are covered in your training.
 
 

You can minimize your liability by:

	carefully screening applicants to make sure they are trained to handle their volunteer roles.
	ensure proper training and supervision.
	guarantee a safe working environment.

Harassment

The group has a responsibility to provide a safe environment for all it's employees and volunteers. Groups should draw up a policy outlining the expected standards of behaviour in the office, where and how to make a complaint and the procedures that will follow a complaint.
 
 

Discrimination

If a volunteer applicant can prove they were rejected on the groups of age, race, creed, religion, ethnic background, colour, sex or physical characteristics, the agency may be held liable.
 
 

In an interview

It is illegal to ask about the birthplace of the applicant or relatives of the applicant.

You can ask: Whether the applicant is a citizen and if not, whether permitted residence will be long enough to fulfil the expected commitment (such as student visas).
 

It is illegal to ask about the applicant's ethnic origin, length of residency in Canada or commonly used languages.

You can ask: What languages are read, spoken or written fluently by the applicant if the assignment requires such skills and as long as the applicant is not asked to indicate how such skills were acquired.
 

It is illegal to ask the names and address of the applicant's relatives. Legitimate need for this information arises only after the applicant has been accepted.

You can ask: The applicant's place of residence and length of time and residence in the city and the name and address of a person to notify in case of an accident or emergency (it's legal to ask this because the relationship to the applicant isn't asked).
 

It's illegal to ask the age of the applicant.

You can ask: If a minimum age is a criteria for acceptance, you can ask "Are you over the age of...?"
 

It's illegal to ask about the original name of an applicant.

You can ask: "Was your name the same as it is now?" if you need to check prior volunteer records.
 

It's illegal to ask whether an applicant is married, single, widowed or divorced or any questions about future marital plans.

It's illegal to ask indicators of economic status, such as social club membership, occupation of spouse, etc.
 
 

Contracts

You should draw up a contract if your volunteers are gaining work or school credit for their involvement. Contracts outlining the commitment that volunteers have made to the group can also reinforce their sense of responsibility.
 
 

Records

Good volunteer management involves good record keeping. You should keep complete, confidential records on volunteers for as long as five years. This will help you track trends in your volunteer base, provide references for former volunteers and help you improve and refine your volunteer program. Records of involuntary termination should be kept for the statutory period appropriate to the province's laws in which a court action could be filed against the organization. These records can be used to determine the presence and performance of the volunteer.
 
 

The records should be kept in a safe place to ensure confidentiality and include:

	completed application form
	notes on the interview
	applicable medical and emergency information
	job description
	attendance card
	recognition given
	evaluation (by volunteer coordinator, peers)
	incident/accident reports
	exit review
	letters of reference

Volunteer rights and responsibilities
 
  Rights

Every volunteer has the right to:

	be treated as a co-worker
	know as much as possible about the organization, it's programs, policies and procedures
	be given a suitable assignment with consideration given to preference, experience and education
	effective and sufficient training
	continuing education
	take part in planning and decisions that affect you
	sound guidance and direction
	an orderly, designated place to work that is conducive to work and appropriate to the job to be done
	recognition for your contribution

Responsibilities

Every volunteer has the responsibility to:

	observe confidentiality
	be committed to your work
	be aware of and follow the procedures and policies of the organization.
	ask about things you don't understand
	be willing to learn
	be dependable, prompt and reliable

by Regan McClure