9.3
September 2006 Oxfam Canada Board Meeting
For Discussion
Options for Volunteer Engagement Strategy 2007 / 2011
Background
The Member and Volunteer Committee of Oxfam Canada’s Board requested a volunteer engagement
strategy be developed to support Oxfam’s strategic plan for 2007 / 2011. The following outlines a strategy
for consideration by the Board in September 2006, with the expectation that it will be discussed further by
members, volunteers and staff in Regional Assemblies and at other opportunities leading up to the
Board’s February 2007 meeting, at which point the overall strategic plan for Oxfam Canada will be
confirmed.
This draft volunteer strategy also relates to a membership strategy and other strategies such as in
communications and fundraising that are emerging and will be developed concurrently.
Review and Consultation
Engagement of current volunteers as well as a cross-section of staff in the development of a volunteer
strategy is essential. Options in this strategy have been developed based on a broad spectrum of input
and builds on key reviews and recommendations during the previous strategic plan period (e.g. 2002
Larson paper on Volunteers and Global Citizenship, 2002 Rawkins CIDA evaluation, 2004 National
Assembly and 2002-2005 Regional Assembly reports).
More recently, this strategy has been informed by an e-survey sent to most volunteers about current
engagement activities and approaches, dialogue with Regional Chairs and Steering Committees, a crossdepartmental staff meeting on volunteer engagement in May and consultation with youth participants
during the CHANGE Initiative in August. It also reflects standards in the Canadian Code for Volunteer
Involvement and strategies in place in other Canadian voluntary sector organizations and in Oxfam
affiliates, including Oxfam Australia and Oxfam GB.
Scope of Strategy
This draft volunteer engagement strategy draws upon previous successes and best practices in Oxfam’s
work and builds on Oxfam’s strengths and assets in engaging volunteers. It recognizes that there are
some critical areas of organizational development, such as increasing staff resources and
communications planning, which are also being reviewed and would impact greatly on volunteer
engagement potential. It also recognizes that engaging volunteers themselves in the development of the
strategy from the outset will be critical to ensure it is grounded in Oxfam’s current volunteer base and
engagement activities.
This strategy is set out to enhance the role of volunteers in Oxfam Canada’s operations. It takes into
account voluntary involvement in the governance of the organization but it is not focused on addressing
governance issues or membership systems to increase participation in policy development, etc., though
clearly there are linkages between volunteer involvement and governance processes. It can bee seen as
a companion to the membership strategy discussions, recognizing members may or may not be active
volunteers.
9.3 Options for Volunteer Engagement Strategy
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This strategy will reinforce the mission-led nature of voluntary involvement in Oxfam, where volunteers
are engaged to advance Oxfam’s goals in overseas programming, policy development, fundraising,
campaigns and advocacy, organizational development and governance. As such, development of the
volunteer strategy must flow from strategic plans emerging in each part of Oxfam Canada.
There are a variety of options suggested in the following plan. In some areas, there is more scope to
make clear choices (e.g. giving priority to youth engagement or increasing resources for volunteer
fundraising activities) while in other areas, the work is implicit (e.g. evaluating volunteers, volunteer
recognition) if Oxfam is to maintain its commitment to the Canadian Code for Volunteer Involvement.
Also, there is scalability of options based on new resources that may be committed to do much of this
work (e.g. institutional funding for youth programming or a staff position for community fundraising). Much
of the work that is described is already underway to some degree and this strategy is intended to build on
what is working. New resources, especially staff, will be required to grow significantly in certain areas,
such as in youth engagement, community group development and volunteer fundraising.
Focus
The strategy suggests an emphasis on:
1.
Developing leadership amongst a core group of volunteers to support volunteer groups and
campaign, fundraising and education initiatives;
2.
Supporting increased alignment and collaboration of Oxfam community and campus-based and
virtual volunteer groups and networks;
3.
Building the capacity of volunteers to communicate and outreach effectively about Oxfam’s work
and build the organizational profile, especially targeting potential donors;
4.
Increasing Oxfam’s capacity to engage specialized volunteers and interns in support of
communications, overseas program and organizational services;
5.
Enhancing and refining Oxfam’s human resources systems for coordinating volunteers, including
improving and integrating volunteer engagement planning, orientation, recognition and
evaluation.
As this strategy is developed, it will be shaped by the emerging organizational strategies in the Canadian
program but also in overseas program, fundraising, communications and organizational services.
The first part of this document reviews opportunities for volunteer engagement in priority areas, identifying
potential for volunteers to support the work of different teams. The second part reviews standards of
volunteer engagement and outlines how Oxfam can improve volunteer engagement practices to meet
best practices within the voluntary sector.
Strategic Aim
The Strategic Aim underpinning this strategy is:
To maximize the contribution of volunteers’ skills, knowledge, experiences and labour to help
achieve the greatest possible impact towards Oxfam Canada’s strategic objectives as outlined in
the organization’s strategic plan.
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Oxfam’s Commitment to Volunteer Engagement
Voluntarism is central to the ethos of Oxfam Canada. Throughout its history, voluntary activity has been a
hallmark of the ways that Oxfam Canada has undertaken its work, especially in raising public awareness,
fundraising, and campaigns and advocacy activities. Volunteerism has been and remains fundamental to
the governance of Oxfam Canada. The level and nature of volunteer involvement has been a
distinguishing feature of the organization compared to many other non-governmental development
agencies.
As recognition increases of the ways in which voluntary involvement is critical to the work of the
organization, it is compelled to view a volunteer program more as an organizational resource and asset,
worthy of investment of funds, staffing and recognition. Volunteer engagement must be continually and
consciously developed and strengthened at many levels, within but also outside the Canadian program.
This strategy suggests an organization-wide approach to enhance volunteer involvement to help realize
Oxfam Canada’s goals and priorities.
Public engagement for global citizenship
It is important to clarify the meaning of volunteerism in relation to the engagement of Oxfam supporters.
While Oxfam has an active public engagement program in regions across Canada, it would not be
strategic to consider everyone who is active to any degree an “Oxfam volunteer”.
Oxfam’s programming in Canada aims to engage the public to change attitudes, affect personal lifestyle
choices and empower active global citizenship. Public engagement in this context refers to a set of
processes and experiences where Oxfam acts to stimulate and support people to move from basic
awareness of international development issues through an understanding of the causes and effects of
global issues to personal involvement and informed action as global citizens. Volunteers emerge from this
broader public engagement work as actors who make a specific commitment to serve the organization’s
mission and vision within the framework and resources provided. Within this, there is a spectrum of
voluntary involvement from the casual and informal to the highly formal and structured.
A volunteer engagement strategy, then, must be situated within a broader public engagement strategy,
which sets out goals for Oxfam’s work in communities where volunteers may be found.
Volunteer Profile in Oxfam Canada
Oxfam Canada currently relates to volunteers in three major ways:
Relationship
Core
Aligned
In Alliance/ Affiliated
Definition
Activities that support
Oxfam’s strategic
priorities and operational
objectives
Activities that support
Oxfam’s strategic
objectives but not its
current operational priorities
Activities that support
Oxfam’s broad
development and social
justice objectives
Examples of
activities and
volunteers
Make Trade Fair
campaigners, office
admin volunteers,
research volunteers,
members of community
chapters and campus
Fundraising, campaign and
education activities that
contribute directly to
Oxfam’s community support
and social capital but are
outside the organization’s
Campaigning on
broader developmental
and global social justice
issues that are not
current Oxfam
strategic or operational
9.3 Options for Volunteer Engagement Strategy
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clubs
operational priorities
priorities
A volunteer strategy must take into account different ways of engaging volunteers at these different
levels. It will also recognize that there is a continuum of volunteer involvement in this paradigm.
This strategy is primarily concerned with enhancing volunteer involvement in core activities and, to a
lesser extent, in aligned activities. It is not as concerned with involvement in activities which could be
classified as in alliance or affiliated, as this is more in the purview of a broader Canadian program public
engagement strategy (which is in many ways leveraged by Oxfam volunteers). This is not to say that such
activities are unimportant. They can contribute to building broader community support for global social
justice and encourage volunteerism and direct contributions to Oxfam. It is more a reflection of the limited
resources the organization has to foster activities which are not directly related to the achievement of the
Oxfam Canada’s strategic and operational objectives.
Why does Oxfam engage volunteers?
Volunteers:







help advance Oxfam’s mission (as their empowerment as global citizens is part of its mission)
help create social change in their spheres of power and influence
build sustainability of Oxfam’s work and increase diverse perspectives in the organization
extend and complement the work of paid staff
help raise money and stimulate interest of donors in Oxfam
increase Oxfam’s credibility, particularly in campaign work with allies in Canada
act as a catalyst to change attitudes and beliefs of Canadians in their communities.
Who is an Oxfam volunteer?
There are many levels of engagement in supporting Oxfam as a volunteer and it is important to
continually explore how volunteers identify their role and see themselves as part of Oxfam. Currently
voluntary involvement in Oxfam occurs in the following ways:









E-activist campaign volunteers – who take specific action (e.g. write a letter)
Event volunteers – who take one-time or specific actions (e.g. help organize a fundraiser, assist
in tabling at an event)
Office support volunteers – who assist staff directly with administration and programs, usually
on a continuing basis
Oxfam volunteer group members (community and campus-based) – who have a more ongoing
role usually involving a variety of Oxfam activities in fundraising, community education or
campaigning; generally such volunteers are self-managed, at most liaising with a staff member
but not reporting to staff
Project volunteers – who may participate in or coordinate a working group of volunteers (e.g.
World Food Day planning committee)
Virtual volunteers – who work on a specific task from a distance (e.g. web design)
Specialist volunteers / advisors – who may provide high level advice or services such as
members of Policy Working Groups or Leadership Council
Governance leaders – who volunteer as Board Directors and Regional Steering Committee
(RSC) members
Interns – who may work along with paid staff in offices, on a part-time or full-time basis as part of
a formal agreement with a sponsoring institution or private sector organization; it usually involves
the completion of a specific project in a specific role.
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As is clear from this list, there is a wide diversity of ways volunteers can support the organization’s work.
There will continue to be opportunities for volunteers with varying levels of skills, knowledge and
experience, who wish to work in an office or elsewhere, who wish to make a continuing commitment or
prefer a more transitory involvement. Different relationships with staff are in place. It’s also clear that
volunteers can assist with a broad range of Oxfam activities – advocacy, fundraising events,
administrative or logistical support, etc. Recognizing this spectrum, Oxfam aims to engage volunteers
who:

Take individual and collective actions in their communities in support of Oxfam’s goals (eactivists, community campaigners, event volunteers)

Lead and facilitate Oxfam initiatives to engage other volunteers and build community support
(group leaders, event coordinators)

Contribute to Oxfam’s organizational development (Board volunteers, Regional Steering
Committee members, office-based administration, communications, policy and program support
volunteers)
Building a culture of collaboration with volunteers
Oxfam aims to build a dynamic and diverse network of volunteers who identify with and work in support of
its vision and mission. Oxfam’s role in supporting that network is to facilitate communication, share
knowledge, identify opportunities for action, and channel resources towards strategic work.
Engagement of volunteers entails more than volunteer coordination or management. It also requires
building community and collaboration with volunteers, in a dynamic process of empowerment and
participation in Oxfam’s work, along a continuum of global citizenship.
It is important to recognize that along that continuum, Oxfam supporters may wear several ‘hats’: donors
who give financial resources; members who have formal roles in the organization’s governance; and
community campaigners who act in alignment with Oxfam, based in different settings. All the contributions
a supporter may make, in different roles at different times, are valued. Volunteer retention requires Oxfam
to engage supporters in a journey, facilitating the connection and collaboration of the Oxfam volunteer
network within the broader coalitions and partnerships in which it is situated.
Volunteer Engagement and Women’s Rights
The purpose and value of volunteer engagement will be considered in the context of Oxfam Canada’s
increasing strategic thematic focus on women’s rights. It would seem that there is a high level of support
for the strategic direction amongst current volunteers.
“Women's equality and rights is the forgotten Feminism, and the reason Feminism was
developed. Modern-day Western women, whose predecessors fought and won the major battles
for them, often feel Feminism nowadays means something other than achieving those original
goals, and now perhaps means to them self-interest, masculine attitudes, promiscuity, etc., when
really it should be about those basic rights and a level playing field when it comes to the
necessities of life. This is what the Oxfam strategy appears to rightly address”. - Volunteer survey
comment (2006)
“What interests me most is that the focus on women's rights is not limited to the developing
world; it also is touching upon the need to women's rights to be recognized in Canada as well. As
more women in Canada become aware they will be able to relate to the other women in need
across the world”. - Volunteer survey comment (2006)
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Oxfam’s volunteer base offers a wealth of specialized capacities on gender issues that are largely
untapped. Volunteers will be an asset in conducting research, facilitating networking and coalition
building, delivering public education, developing communications products and assisting programs.
“Public education is very important – especially in the mainstream press – linking women's rights
in other countries with struggles of women in Canada for equality and social justice.” – Volunteer
survey comment (2006)
It is important that the new program focus be supported by a communications strategy that focuses on
volunteers to build their understanding of how they can engage on this theme, and how it will influence
Oxfam’s campaign, education, fundraising and program work as well as be the focus of future volunteer
initiatives.
“Why are women's rights suddenly a new focus? I don't understand how Oxfam makes these
decisions...and then changes strategic directions periodically. One year fair trade was a big
campaign, now it doesn't seem so important; why?” - Volunteer survey comment (2006)
If Oxfam is to engage specialized volunteers in support to the new strategic direction, it must develop
clear goals for their work. High level volunteer engagement requires a strong structure for incorporating
their work and follow through on recognizing their contributions.
“I was engaged in the early projects on women and precarious work….Those initiatives were very
concrete and actively involved several people. As far as I can tell, little came of it except the
publication of a report with the recommendations to Oxfam deleted. That raises a concern, from a
volunteer perspective, as to whether Oxfam Canada is capable of taking independent action other
than making recommendations about what governments should do.” - Volunteer survey comment
(2006)
To transition into a fuller focus on women’s rights, roles and spaces for volunteer involvement and
leadership in the new program will be identified, educating Oxfam’s current volunteer base on the gender
focus of Oxfam initiatives and linking gender justice more coherently to the values and approach of the
volunteer program.
Strategic Objective A: Engage current and future Oxfam volunteers in understanding and
advancing Oxfam’s agenda on women’s rights, in Canada and overseas.
Proposed Actions:
A.1
Do an inventory of current volunteer capacities on gender issues and identify key volunteers with
relevant skills and experience
A.2
Develop volunteer positions focused on women’s rights in cross-organizational functions
A.3
Emphasize women’s rights in volunteer orientation, training, resources and communications
A.4
Develop as part of Oxfam’s volunteer toolkit a resource on women’s rights and applying gender
perspectives in the context of campaigning, alliance-building and public education activities
A.5
Engage volunteers in developing and facilitating an online workshop series for Oxfam members
and volunteers on women’s rights
9.3 Options for Volunteer Engagement Strategy
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Volunteer Engagement and Key Constituencies
Two key constituencies – youth and Oxfam Groups – require special attention in elaborating a volunteer
engagement strategy.
Youth
Almost 50 per cent of the world’s population under the age of 25 lives in the world’s poorest countries.
Youth are uniquely and disproportionately affected by most of the issues Oxfam is addressing – young
women most of all. Poverty affects the young, so it is essential for Oxfam to involve the young in its fight
against poverty. Youth are already well represented in Oxfam Canada’s volunteer base but more can be
done to leverage this involvement for greater impact.
Oxfam has been keen to develop a youth strategy for the past few years, to build on how it currently
engages with young people. Key stakeholders, such as Regional Youth Liaisons and campus club
members, have been consulted on how to engage young volunteers and connect with the youth
demographic. However, there are limited staff resources in place to drive this strategy forward. A youth
program officer would be a key asset to develop and lead implementation of the youth strategy. Further
consultation with youth volunteers will be needed to develop a strategy that resonates with the current
base of more than 200 youth volunteers and a dozen campus clubs across the country.
The purpose of an organizational youth strategy would be to create a movement of young people in
Canada with a long-term commitment to working with Oxfam to eradicate poverty. It should aim to inspire
and involve young people so they feel empowered, included in Oxfam’s fight against poverty and ready to
do more with Oxfam, to help make the world a better place. In the process, the organization will become
more inclusive and effective in working with youth as core volunteers.
Oxfam’s youth strategy seeks to build a long-term relationship with young people as they grow, focused
on the engagement of youth volunteers at the high school level continuing to the post secondary stage
and beyond. Their involvement as volunteers with Oxfam will inspire them to think differently about the
world and motivate them to do something about it. Investing in “youth” as a segment is an investment in
Oxfam’s future. However the benefits are not only in the long term. Youth can offer benefits today.
As an initial reflection of the baseline in developing a youth strategy, a SWOT analysis has been
prepared. (See page 8)
Oxfam’s current focus is on establishing the relationship when young people begin to be taught about
issues of poverty and social justice in high school and are developing their commitment to volunteerism.
This relationship will be nurtured by Oxfam empowering young people to participate in its fight against
poverty. It is essential that young people feel the relationship is mutually beneficial, so they are motivated
to deepen their involvement and encourage others to become part of the movement.
By the time they are 25, their seamless journey though Oxfam and their involvement will have inspired
them to think differently about the world and motivated them to do something about it. This will include
becoming a loyal long-term supporter of Oxfam (or one of its partners). They will want to do as much as
they can, offering time, action or money if they are in a position to do so.
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OPPORTUNITIES
THREATS
EXTERNAL
EXTERNAL









High level of interest of youth in international
issues (e.g. 2006 War Child Canada Youth
Survey)
Young are more receptive to change attitudes &
are most idealistic
Positive multiplier effect with wider audience
Popularity of new technology e.g. internet
Young often want to be rebellious: could
harness this more proactively – link to
campaigning & lobbying
Youth diaspora communities more likely to
empathize with global issues; opportunity to
develop special relationship with this group
Poor youth in the Canada could become strong
activists because of their empathy with cause
Inspiring people when young will shape their
adult values & attitudes. (Many students choose
to join an Oxfam university group, because they
were inspired by their exposure to Oxfam in
high school)
INTERNAL



Enhance Oxfam’s long term volunteer supporter
base by building loyalty amongst young now
Build on current efforts e.g. CHANGE Initiative,
campus clubs
Many volunteers will be needed to help
implement a youth engagement strategy,
engaging youth from the outset in many new
projects providing fun voluntary positions.




Other organizations are also developing youth
strategies and many are ahead of Oxfam (e.g.
Amnesty, Sierra Club, World Vision)
Risk of alienating core older supporters, if seen as
too radical or youth-oriented
Could patronize & alienate young people, if trying
too hard to be “cool”
Youth groups could become a competitor instead of
an ally to Oxfam
General disenchantment with politics & government
INTERNAL




Unless Oxfam is prepared to take more risks (that
other NGOs are taking), it will be out of touch with
youth.
Oxfam’s lack of staff resources (e.g. dedicated
youth program coordinator) could hinder
implementation.
More difficult to maintain ongoing relationship with
youth, as contact details often change.
Limited ability to fundraise or campaign too strongly
in schools
A youth engagement strategy should embrace the following principles:




Time and action, not money
Priority would be given to getting young people to become part of Oxfam with their time and action,
rather than their money. This does not exclude young people from fundraising but it should not be the
main message.
Building on what is already being done
Oxfam is not starting from scratch – but building on the projects and expertise it already has with
young people.
Working with others
Oxfam would work in partnerships and alliances, as well as building the credibility of the Oxfam brand
in its own right.
Working within the Oxfam brand
Rather than create a sub-brand for young people, work would proceed within the strategies and
structures of the wider Oxfam brand.
9.3 Options for Volunteer Engagement Strategy
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Making volunteering more attractive
Volunteering with Oxfam must be made even more attractive for young people – so appealing that
everyone wants to be part of it. This can be done by:
 Having a range of volunteer opportunities – from fun, passion-based roles to more serious.
 Having fun incentives, e.g. access to festivals, contests, funky T-shirts, badges, etc
 Profiling current youth volunteers and Oxfam school groups
 Increasing training opportunities for youth
 Building youth leadership in developing campaign and communications/outreach strategies
Strategic Objective B: Increase the opportunities for youth to volunteer with Oxfam, taking full
advantage of their special capacities to contribute to making change and building sustainability of
the organization.
Proposed Actions:
B.1
Develop a coherent communications strategy, with consistent messages and a creative approach
to targeting youth, tools and products which are appealing and relevant to the 16 to 25 age group
B.2
Be proactive about considering the youth audience at the early stages of all project and campaign
planning
B.3
Focus on engaging youth in the 16 to 18 year and the 19 to 25 year life-stage segments and
develop a youth advisory team in each of those age groups
B.4
Establish internal processes for capturing information about young people and tracking their
perceptions of Oxfam and volunteer engagement (e.g. regular youth-focused surveys).
B.5
Empower young people in the development and implementation of the youth volunteer strategy
(e.g. engaging regional youth liaisons and campus club volunteer leaders)
B.6
Explore key international opportunities for engagement with youth volunteers within Oxfam
International (e.g. Oxfam International Youth Parliament)
B.7
Develop youth leadership skills in Oxfam volunteer activities and groups by building the national
youth CHANGE Initiative and regional youth leadership symposiums.
Oxfam Canada Groups
There are a wide range of models of “Oxfam Groups”, and ways in which these groups are formed. By
definition, Oxfam Canada groups consist of at least five members who wish to work together in support of
Oxfam’s mandate. Groups are expected to abide by Oxfam Canada’s mission and values; work generally
within the framework of Board policies and programs and support these in their constituencies and
communities; and promote policies in support of eradicating poverty and supporting global justice within
the policy framework approved by the Board. Groups may speak publicly as an Oxfam Canada Group but
must consult staff before taking a public position on behalf of the organization.
Groups are responsible to conduct financial transactions through policies approved by the Board as well
as maintain a record of meetings and activities and present an annual report to the Regional Assembly.
Currently, Oxfam Groups are expected to be chartered (registered) by the Regional Chair/Steering
Committee and recognized at the annual Regional Assembly.
9.3 Options for Volunteer Engagement Strategy
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Oxfam Groups continue to make an increasingly effective contribution to Oxfam’s aim to eradicate poverty
and injustice. There are three main models of Oxfam groups:



Community Chapter or Local Committee (general)
Campus clubs (general)
Community or campus-based campaign/fundraising/education project committees
While most Oxfam groups relate to a certain geography and constituency, there may also be virtual
groups and those that work on specific projects alongside staff teams (e.g. research, communications).
The “Local Committee” model is a traditional form of Oxfam group, wherein there tends to be one central
committee for a particular locale. This committee may involve sub-groups (e.g. the “Toronto Local
Committee”, an umbrella unit with sub-groups including the “Make Trade Fair Committee”, “Control Arms
Committee” and “Education Working Group”). It may be a more generalist group, such as the PEI Local
Committee, which doesn’t include sub-committees, but may take on a particular focus within the group
depending on the interests of members. The Oxfam Group in Edmonton is a good example of a volunteer
group that is working in an area without a staffed office. While it may be fitting to have a one communityone group model in smaller centers, it is more challenging to ensure spaces are open to accommodate
the volunteer interest in a region as large as Toronto. *
In some areas, such as Vancouver, Ottawa and Halifax, Oxfam volunteer committees are usually struck
for specific projects and campaigns, and are time bound for the life of the initiative rather than set up as
standing groups or “Local Committees”. In the case of these special committees, the process of
chartering or formally registering these groups becomes a challenge.
In addition to community-based or thematic volunteer groups, there are also easily identifiable
constituencies within which to base an Oxfam group, such as secondary schools and post-secondary
institutions. Oxfam currently includes 11 Oxfam student clubs (UBC, SFU, Thompson Rivers U, McGill,
University of Western Ontario, U of Guelph, Ottawa U, Queen’s, Carleton and Memorial University).
Although Oxfam clubs have been started in some high schools over the years, there are currently no high
school-based Oxfam clubs, although there are many high school students who take actions in support of
Oxfam, through existing social justice clubs, etc.
It is recognized that there should continue to be flexibility in how volunteers are encouraged to organize
according to the local culture and context and responding to the interest of the individuals involved and
there will be a clearer role for Regional Steering Committees to guide this process.†
*
“I felt that the campaign working group operated very separately from the local Oxfam chapter. I was not invited to
chapter meetings, or helped to see the link between my work and the organization. It was hard to get an idea of
where we were all going, why we were doing what we were doing. I dislike the turnover and the lack of continuity that
seemed to plague the organization”. – Volunteer survey comment (2006)
†
“We need a good committee structure to carry out the work. Not to have several projects being carried out at the
same time. There is a conflict of time and energy volunteers can give for successful outcome.” Volunteer survey
comment (2006)
“I appreciate the "grassroots" and personal feel afforded by the Oxfam groups I volunteered with”. Volunteer survey comment (2006)
“Visits from the national volunteer coordinator and Executive Director allow us to put a face to the organization ”.
Volunteer survey comment (2006)
“I think a strong network of diverse individuals coming together is imperative. The group should not be limited to a
label and should have leaders in different areas uniting to form a strong team”. - Volunteer survey comment (2006)
9.3 Options for Volunteer Engagement Strategy
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What volunteer Groups provide to Oxfam:
Groups can:

Increase levels of individual support for Oxfam’s campaigning aims (and its wider program) through
the many activities they undertake in their communities and raising awareness and support for Oxfam

Work with staff to help initiate and maintain the Alliances which are crucial to increasing the impact of
campaigns

Complement the work of national and regional staff to ensure Oxfam continues to gain positive and
productive coverage in the local and regional media

Use their local knowledge and status to strengthen the impact of Oxfam’s lobbying work with
politicians, business people and other influencers.
What Oxfam can offer to volunteer Groups
All Groups should be offered a standard level of support. This includes:

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

Specific contact on staff and Regional Steering Committee
Access to information, advice and materials
Regular newsletters and campaign materials
Opportunities to attend conferences, assemblies and other Oxfam meetings
Limited project funding
Group toolkits, financial procedures and other “guidelines” which may be needed
Development of online community forums, email list-serves and mini-websites for Groups
Support in networking with other Groups within and across regions.
Impact assessment and reporting
While some groups undertake evaluations of their activities, the majority do not. A system to record and
monitor group activity is needed to focus support more effectively and deliver appropriate training.
Materials need to be developed to help Groups understand the need for evaluation and build light but
effective evaluation into their planning. Evaluations might cover a range of Group targets and aims:
o
o
o
o
o
o
o
Number of people signed-up/attending event/etc
Media activity and coverage
Work with regional colleagues
Work with MPs / influencers
Links and work with other organizations
Distribution of materials/requests for action
Specific achievements (e.g. ethical purchasing policy).
“Campus groups need to register as a club with the schools... they need a faculty member; most schools do not yet
have this simple infrastructure. Community based groups need people, and an informational exchange medium. They
need regular meetings and internet tools to facilitate dialogue”. Volunteer survey comment (2006)
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The key to building Oxfam’s capacity to engage volunteers is to invest resources in strengthening their
role as leaders, mobilizers and change agents in the communities they are part of. In some areas,
volunteers are best placed to affect immediate changes Oxfam is seeking, whether due to geographic
location, skills and experience, accessibility to influencers and decision makers, or the ability to mobilize
resources. In another sense, the impact and sustainability of Oxfam’s work will be enhanced by sharing
power with volunteers who become leaders in their own right and shape a generation that will support
Oxfam’s goals.
Strategic Objective C: Develop leadership volunteers in a range of Oxfam group models, and
improve structures and systems for how these groups will be affiliated and supported within the
organization.
Proposed Actions:
C.1
Increase dedicated resources for volunteer group activities including an annual budget that is
aligned with Oxfam priorities and disbursed by staff on a proposal basis, with input from Regional
Steering Committees. Seek out new external funding opportunities to build Oxfam’s volunteer
program (e.g. grants for work with campus clubs to build youth volunteer group network).
C.2
Build the Oxfam campus club model as part of the broader youth engagement strategy. Increase
investments in regional and national training events (e.g. the CHANGE Initiative) to offer a launch
point for new campus clubs to develop.
C.3
Ensure planning, action and evaluation tools are standardized and shared amongst regions and
groups to facilitate group development, leadership training and campaign/program planning as
well as supporting impact assessment and communications of group activities.
C.4
Increase focus on engaging diverse volunteers, by reflecting diversity in group communications
materials, including diversity training in group development activities, and establishing new
groups in communities where Oxfam traditionally hasn’t had a strong presence, and considering
gender, ethnic, cultural, and age diversity in its volunteer engagement activities.
C.5
Engage volunteers in policy development and integrate volunteers in advisory teams. Volunteers
with expertise in areas particularly relevant to Oxfam’s policy development interests will be
identified, such as volunteers with specialized skills on women’s rights.
C.6
Increase volunteer leadership opportunities in campaigns. Build on regional and national capacity
building workshops, and develop aligned Oxfam volunteer networks of lead volunteers who will
help initiate and support volunteerism in campaigns. At the outset of a campaign, train selected
volunteers as local mobilizers to assist staff with training and outreach to local volunteers.
Facilitate group-to-group networking across regions to encourage volunteers to share strategies
and best practices in campaigning.
C.7
Build the capacity of volunteers to coordinate the network by strengthening the capacity of
Regional Steering Committees to play an active support role to volunteers and groups. Organize
Regional and National Assemblies as opportunities for leadership training and group
development, led by RSCs.
C.8
Encourage communication and collaboration among aligned Oxfam groups based on theme and
function (e.g. Campaign/Global Education/Fundraising).
C.9
Develop effective mechanisms to record and monitor Group activity and action and encourage
and support more effective monitoring of activity and evaluation of impact by Groups themselves.
C.10.
Develop financial guidelines and support for Groups and increase available funds to support
program initiatives, fundraising and group operations.
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Volunteer Engagement for Operations
Volunteers play a critical role in fundraising, communications, campaigns and advocacy, global education,
overseas programs and organizational services – but their full potential isn’t being tapped.
Fundraising
Raising funds, especially through events, has historically been a key way for volunteers to contribute to
Oxfam’s objectives. Notwithstanding the success of direct marketing, including the current face-to-face
recruitment strategy, there is an important role for fundraising activities which utilize volunteer skills, raise
dollars and profile.
There is significant potential for Oxfam to engage volunteers more in fundraising activities, but this hasn’t
been prioritized and well resourced. Currently volunteer fundraising accounts for less than 1 per cent of
Oxfam’s donation revenue. By narrowing but deepening the menu of volunteer fundraising that Oxfam will
support, the organization can focus on key initiatives that been successful and build from there.
Priority would be given to developing programs with a core fundraising element that have significant
potential to attract and engage a diversity of volunteers, profile Oxfam, engage campaign support and
reach target groups, including:
Hungry for Change: Develop H4C as a core volunteer program vehicle, focused around World Food Day
and targeting youth and student volunteers in particular. H4C volunteer mobilizers and dedicated
committees will be activated to support the program.
MUSIC4CHANGE: Develop this as a signature Oxfam event that can be adapted to reach specific
audiences and as a banner for community fundraising activities involving musical artists. M4C has the
potential to engage volunteers in organizing events to benefit Oxfam, at various levels, raising funds and
profile.
Stamp Out Poverty: This initiative has been volunteer-led for more than 20 years, and has raised nearly
$20K annually, with minimal investment by Oxfam or involvement of volunteers beyond Ontario.
Expanding this program will offer new avenues for volunteers to engage in fundraising, particularly less
engaged demographics such as the 50 to 70 year target group.
Strategic Fundraising Community Outreach: Develop an approach to increasing volunteer awareness
of Oxfam fundraising vehicles (Oxfam Unwrapped, Gift of Peace, SharePlan, etc), increasing volunteer
interest and capacity to promote these at a community level. These initiatives would focus on engaging
volunteer Groups to stimulate interest in third party fundraising, extending reach and messages as well as
fundraising capacity. This would include cultivating Oxfam volunteer ‘ambassadors’ to promote
fundraising amongst other volunteers (who may circulate a message about Gift of Peace to their church
association, organize a display profiling Unwrapped at their school holiday fair, etc).
Volunteer support to Major Gifts campaign: As part of the Organizational Funding Strategy,
consideration will be given to a significant expansion of Oxfam’s Major Gifts campaign, moving to a
campaign model that relies heavily on larger gifts from donors who would be identified and cultivated by
volunteers on the Leadership Council and at the regional level. As well, it is recognized that other major
fundraising initiatives under consideration would require a significant increase in the number of volunteers
engaged in support of fundraising.
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Strategy D: Facilitate volunteer involvement in achieving Oxfam’s fundraising strategy objectives
Proposed Actions
D.1
Develop local and regional fundraising committees to develop and support regionally-based
volunteer fundraising
D.2
Develop fundraising workshop that can be adapted and presented in volunteer orientations and
training opportunities
D.3
Develop Fundraising Toolkit, group fundraising guidelines and update Local Fundraising policy
D.4
Ensure systems are in place to record funds raised by volunteer Groups and identify the
relationship of local volunteers to stimulating and supporting third-party fundraising
D.5
Build an incentives program for fundraising volunteers tied to volunteer recognition and reporting
mechanisms to feed back to volunteers on the impact of funds raised for Oxfam.
Communications
To establish and maintain any volunteer network, effective communications are essential. Volunteers as a
target audience and as a communications asset/resource will be considered within Oxfam Canada’s
overall communications strategy. Oxfam’s volunteer strategy should include a focus on:
Developing electronic communication tools: Develop www.oxfam.ca to better facilitate volunteerism,
including an enhanced volunteer section with a dynamic online listing of current volunteer opportunities,
volunteer profiles and activity stories, toolkits (e.g. groups and fundraising), group and committee
information, etc. The website will also allow volunteers to communicate with each other in e-community
features such as online skills share forums. Email lists-serves will be developed and e-volunteer options
such as virtual campaign networks.
Improving orientation and training materials: Develop an inventory of thematic presentation
resources, display materials, general orientation materials, and action kits to support volunteers.
Volunteers would be highly involved in identifying, developing and disseminating these materials.
Linking with the voluntary sector: Increase Oxfam’s profile to attract volunteers in new spheres,
engaging in voluntary sector-wide initiatives such as International Volunteer Day, Global Youth Service
Day and National Volunteer Week. Engage in specific online networks such as TakingITGlobal and
Charity Village, and increase participation in university and community volunteer fairs and regional and
national volunteer network events (e.g. Council for International Cooperation workshops).
Customizing communications to volunteers: Develop newsletters specific to certain constituencies of
volunteers – such as e-newsletters for youth volunteers, and a bulletin specific to volunteer groups.
Include regional sections on website and develop regional newsletters to target volunteer audiences. In
the longer term, a regular campaign magazine may be developed for volunteer campaigners. Developing
the sophistication of the e-community infrastructure and volunteer database will allow a more customized,
personalized communications approach.
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Campaigns and Advocacy
Helping change the policies and practices of targeted institutions appears to be a powerful motivation for
volunteer involvement in Oxfam’s work. Not all of Oxfam’s advocacy priorities lend themselves to
community campaigning but it is critical for volunteer involvement – but also more generally for the
organizations’ profile – that at least one major campaign has a significant volunteer campaigning
component. Giving priority to community involvement in advocacy planning is critical to attracting
volunteer involvement.
Strategy E: Facilitate volunteer involvement in achieving Oxfam’s campaign and advocacy
strategy objectives
Proposed Actions
E.1
Ensure in strategic and operational planning for Oxfam’s advocacy work that at least one of the
priority areas lends itself to community campaigning empowering volunteers.
E.2
Involve volunteers in the planning stages, allowing them to more fully ‘own’ campaigns, consulting
Regional Steering Committees and establishing focus groups and leadership teams.
E.3
Develop campaign modules – facilitating local level activity – that can be distributed and
supported through the Oxfam web site.
E.4
Improve systems to distribute campaign materials and event toolkits and resources to groups and
volunteer campaigners
Global Education
Oxfam Canada has always been active in development education and working in schools, engaging
community networks and raising public awareness about global poverty and injustice. Volunteers have in
many ways been at the forefront of designing and delivering this work.
To build on these efforts, Oxfam’s volunteer program could better equip volunteers to deliver
presentations in schools and community events and use education as a foundation and entry point to
engage schools and other institutions in Oxfam’s campaigns and fundraising activities. A speaker’s
program, supported by regional staff and dedicated volunteer global education groups, would help to
profile campaign actions and fundraising programs.
Strategic Objective F: Facilitate volunteer involvement in achieving Oxfam’s global education
strategy objectives
Proposed Actions
F.1
Elaborate a specific strategy for Oxfam’s work in global education that includes roles for volunteer
engagement, within the Canadian program
F.2
Do an inventory of current volunteer skills and interests in global education (teachers, etc) and
recruit volunteers on this basis
F.3
Develop global education modules – facilitating local level volunteer activity – that can be
distributed and facilitated through the Oxfam web site (e.g. Oxfam Canada version of Cool Planet
Oxfam GB site).
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F.4
Develop a speakers program, with local global education committees in an operational role,
linked across the regions
F.5
Improve systems to distribute educational materials and resources to groups and volunteer
speakers
Overseas Program
Many volunteers are attracted to Oxfam because of its overseas program work and there is a high level of
interest in engaging in research, program administration, evaluation, etc, but there are limited staff
capacity and mechanisms to facilitate this effectively. Planning for volunteer involvement in the work of
overseas programmers will become more standardized, linked in particular to an internship strategy.
Strategic Objective G: Facilitate volunteer involvement in achieving Oxfam’s overseas program
strategy objectives
Proposed Actions
G.1
Create an inventory of current volunteer skills and interests relevant to overseas programming
(researchers, field experience, etc.) and recruit volunteers on this basis
G.2
Integrate volunteer engagement planning in individual and team work-planning processes for
overseas program
G.4
Develop a set of volunteer roles related to overseas program work that can engage longer term,
highly skilled volunteers as well as a mechanism to collect short term, specific tasks that would be
appropriate for volunteers
G.5
Give priority to internship placements, based in National or regional offices in Canada, within the
overseas program department
G.6
Establish a strategy to provide more feedback to volunteers on the immediate outcomes of
contributions to program as well as over the medium and longer term, as part of volunteer
recognition and evaluation.
Organizational Services
Volunteer engagement is also important for organizational services. Currently, volunteers staff reception
full time in the Ottawa and Toronto offices, and volunteers assist staff with a variety of administrative
roles. In addition, Oxfam engages many volunteers with specialized skills in finance and accounting,
translation, web development and technology, information management, project management, etc, that
could be engaged in specialized volunteer roles reporting to organizational services staff (based in the
National Office).
Strategic Objective H: Facilitate volunteer involvement in achieving Oxfam’s organizational
services operational objectives
Proposed Actions:
H.1
Create an inventory of current volunteer skills and interests relevant to organizational services
and recruit volunteers on this basis
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H.2
Integrate volunteer engagement planning individual and team work-planning processes in
Organizational Services
H.3
Develop a set of volunteer roles related to organizational services work that can engage longer
term, highly skilled volunteers as well as a mechanism to collect short term, specific tasks that
would be appropriate for volunteers
H.4
Increase internship placements in the National Office with Organizational Services
H.5
Establish a strategy to provide more feedback to volunteers on the immediate outcomes of
contributions to organizational services as well as over the medium and longer term, as part of
volunteer recognition and evaluation.
Organizational Standards in Volunteer Engagement
In 2002, Oxfam’s Board adopted the Canadian Code for Volunteer Involvement (CCVI) as part of the
organization’s membership policy. In 2006, the Code was updated to reflect the evolving understanding
within the voluntary sector of the role of volunteers in civil society and agreements on emerging
professional standards in volunteer engagement. The following framework aims to ground Oxfam
Canada’s volunteer program strategy in voluntary sector standards in terms of:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
Mission-based Approach
Human Resources
Program Planning and Policies
Program Administration
Volunteer Assignments
Recruitment
Screening
Orientation and Training
Supervision
Record Management and Communication
Recognition
Evaluation
Standard 1: Mission-based Approach
The board of directors, leadership volunteers and staff acknowledge and support the vital role
of volunteers in achieving the organization’s purpose and mission.
The meaning of volunteerism in Oxfam is understood in many ways.
“In Oxfam, volunteerism is an opportunity for people to express their values, to build a caring, sharing
community based on integrity, to influence power and engender solidarity. Volunteerism mutually
empowers the volunteer and the organization.” – Oxfam staff (May 2006 volunteer engagement
workshop)
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Oxfam Canada’s membership policy, adopted by the Board in 2002, speaks to the purpose of
volunteerism in Oxfam in the following terms:
Volunteers are encouraged...to participate in the many different kinds of voluntary action that are
important for achieving Oxfam Canada’s aims:

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Public education to promote Canadian support for global equity
Campaigning on selected issues
Policy and research work on priority issues
Fundraising
Administrative work in Oxfam offices
Donating to Oxfam Canada
Organizing and supporting the work of Oxfam Canada volunteers
Promoting Oxfam Canada and its work in their community.
While it is generally agreed there are many spaces volunteers do and can continue to fill in Oxfam’s work,
the purpose and value of volunteer contributions in any of these areas may be questioned. Development
of a volunteer program must continually frame the role and contributions of volunteers in relation to staff
roles and responsibilities, and critically assess the output of volunteer engagement against the
organizational efforts to stimulate and sustain that volunteer engagement. For example, although
engaging volunteers with specialized skills and expertise in policy research may build Oxfam’s capacity,
guiding this effort to get the greatest value for Oxfam programs demands considerable staff time and
there is a risk that constraints in integrating the work may not fit with volunteers’ commitment. As well,
devoting staff resources to volunteer fundraising activities must be weighed against the value of funds
raised by volunteers (and other results that bring value to Oxfam).
Volunteers are recognized as a resource in fulfilling Oxfam’s vision and mission but the extent to which
volunteers are stakeholders is less clearly defined. They are also targets of Oxfam’s public engagement
work – that is, engagement of active Oxfam volunteers is part of empowering global citizenship and
building a broader social movement in support of Oxfam’s goals.
A values statement or statement of purpose for Oxfam Canada could build on the following:
Oxfam Canada’s Values for Volunteer Involvement
Volunteer involvement is vital to a just and democratic society.
 It fosters civic responsibility and global citizenship through participation and interaction.
Volunteer involvement strengthens and links communities in Canada and overseas.
 It promotes change and development by identifying and responding to local and global needs.
Volunteer involvement mutually benefits both the volunteer and the organization.
 It increases the capacity of Oxfam to accomplish its goals, and provides volunteers with opportunities
to develop and contribute individually or collectively.
Volunteer involvement is based on relationships.
 It creates opportunities for Oxfam to accomplish its goals by engaging and involving volunteers, and it
allows volunteers an opportunity to grow and give back to the community in meaningful ways through
participation in the organization.
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Strategic Objective 1: Elaborate a clearly stated purpose for the volunteer program that shows the
vital role volunteers play in achieving Oxfam’s mission and communicate this throughout the
organization.
Proposed Actions:
1.1
Adopt the revised (2006) Canadian Code for Volunteer Involvement.
1.2
Develop a stand-alone Volunteer Policy that clearly sets out the values and purpose underpinning
Oxfam’s Canada’s volunteer program.
1.3
Ensure volunteer engagement objectives are integrated into all relevant components of Oxfam
team planning processes (overseas program, Canadian program, fundraising, communications
and organizational services).
1.4
Integrate the volunteer values/policy statement in organizational communications (staff and
volunteer orientations, strategic and annual planning documents, staff meetings, website, reports,
etc.)
Standard 2: Human Resources
Volunteers are welcomed and treated as valued and integral members of the organization’s
human resources team. The organization has a planned approach for volunteer involvement
that includes linking volunteers to the achievement of the mission, providing the appropriate
human and financial resources to support the volunteer program, and establishing policies for
effective management.
The creation of a permanent membership and volunteer program development officer position,
established in 2003, can be considered a cornerstone of support for volunteer program administration, but
it would be more effective to establish a dedicated team to lead the organization in this area. This would
include establishing clearer linkages with staff with volunteer coordination responsibilities and the HR
Coordinator and PACT.
It would also include establishing new staff positions based in regional offices to support regional
volunteer engagement programs, who would work in tandem with regionally-based public engagement,
advocacy and campaign staff and fundraising staff. These regional staff would become facilitators and
enablers of individual volunteers and groups for their entire region, traveling frequently in their region to
provide resources, encouragement and support.
A (volunteer) volunteer development team would be recruited, to work closely with national and regional
staff as well as Regional Steering Committees on volunteer capacity building in the region, modeled on
Amnesty’s volunteer fieldworker program. In this, a team of mentors or lead volunteers will be recruited
and trained to provide ongoing day-to-day support to individuals and groups in specific communities or
areas. Staff will support the regional network of mentors and these will be linked across the regions in a
national network.
Strategic Objective 2: Develop staff and volunteer capacity to engage and manage volunteer
leaders in delivering volunteer coordination activities
Proposed Actions:
2.1 Introduce a training program for volunteer coordinators involved in ongoing volunteer support to local
groups.
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2.2 Establish volunteer development teams of volunteer mobilizers/ fieldworkers in each region to work
with Regional Steering Committees and staff on volunteer engagement plans and front line support.
2.3 Increase participation of Human Resources Coordinator in volunteer engagement planning to
complement and coordinate with staffing plans, policies and organizational standards in human
resources.
2.4 Give training and recognition to staff (including in performance development and evaluation) to work
more effectively with volunteers.
Standard 3: Program Planning and Policies
Policies and procedures are adopted by the organization to provide a framework that defines
and supports the involvement of volunteers.
To optimize volunteers’ positive contributions to the work of Oxfam Canada, as well as identify and
mitigate risks that their engagement may present (reputation, liability, etc) it is essential that volunteer
rights and responsibilities are clearly articulated and consistently communicated. Policies and procedures
help clarify responsibilities and ensure consistency. They should be developed and documented on a
broad spectrum, from volunteer assignments and screening, to group funding and fundraising.
Oxfam needs to ensure volunteer policies are congruent with other policies within the organization.
Policies and procedures are adopted by the organization to provide a framework that defines and
supports the involvement of volunteers.
An Oxfam Canada Volunteer Policy should be developed, complementary to but distinct from the
organization’s membership policy. A volunteer policy would make more direct links to other organizational
policies that have human resources dimensions, such as in regards to occupational health and safety,
anti-discrimination principles, grievance procedures and privacy requirements. A Volunteer Rights and
Responsibilities Charter would be developed to present the purpose, principles and parameters of
volunteerism in Oxfam. Both staff and volunteers need to be aware of the documents, the principles
underpinning them and the procedures that follow from them.
There are several policies that closely relate to volunteer engagement that also are in need of updating
(e.g. Member Policy, Local Fundraising Policy, Youth Policy)
Strategic Objective 3: Broaden and deepen policies and procedures in place to facilitate effective
volunteer involvement in Oxfam Canada operations.
Proposed Actions
3.1.1
Develop Oxfam Canada’s Volunteer Policy and a Volunteers’ Rights and Responsibilities Charter
to be formally adopted by the Board.
3.1.2
Ensure all staff are aware of the Volunteer Policy and Charter through staff orientation and team
meetings.
3.1.3
Ensure all potential and existing volunteers are presented with the Volunteers Charter through
volunteer orientations, group meetings and activity resource materials.
3.2
Conduct risk assessments of volunteer activities and assignments to ensure volunteers, staff and
the organization are not vulnerable.
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3.3
Ensure Oxfam external communication mechanisms (e.g. website) include reference to and
indications of Oxfam’s volunteer engagement plans, policies and procedures.
3.4
Integrate volunteer engagement planning in individual staff and team work-planning processes,
such as annual performance development strategies.
3.5
Include specific reference to volunteer engagement where relevant to existing and future staff and
organizational policies and procedures.
3.6
Monitor policies and procedures to ensure these are consistent with national and
provincial/territorial Human Rights Codes, The Freedom of Information and Protection of Privacy
Act, and provincial/territorial employment standards legislation.
Standard 4: Program Administration
The organization has a clearly designated individual with appropriate qualifications
responsible for the volunteer program.
While Oxfam Canada’s volunteer program is supported with a dedicated national staff position, it is
important to recognize that a wide range of national and regionally based staff and volunteers are
involved in program development and administration. Professional development opportunities for
supporting staff and volunteers involved with volunteer program administration need to be further
investigated, including internal workshops, external courses and events, conferences, and individual and
group training in specific skills areas (volunteer database systems, communications, facilitation, etc).
Strategic Objective 4: Develop staff capacity to directly support volunteer program engagement
strategies.
Proposed Actions
4.1.
Review volunteer engagement responsibilities in staff job descriptions and ensure staff and team
performance development addresses capacity building in these areas of responsibility.
4.2.
Establish base of regional and virtual training opportunities and resource materials for staff in
volunteer program administration
4.3.
Create new regionally based staff positions for volunteer coordination and regional/thematic
volunteer program development
Standard 5: Volunteer Assignments
Volunteer assignments address the mission or purpose of the organization and
involve volunteers in meaningful ways that reflect the abilities, needs and
backgrounds of the volunteer and the organization.
Oxfam recognizes that volunteers come to the organization with different experiences, different
expectations and different levels of commitment with respect to availability, time etc. Laying out clear
volunteer assignments respects the contributions the volunteer has to offer as well as the needs of
Oxfam.
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In some cases, volunteer roles are developed best within groups and through informal, more ‘organic’
processes. In other cases, it will be more appropriate for staff to play a role in formalizing certain
volunteer positions in a written volunteer assignment agreement, when a volunteer in being engaged.
The following reflects just a sampling of the types of volunteer assignments already existing within Oxfam.

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
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Website development assistant
Regional e-newsletter editor
CHANGE Initiative training facilitator
Stamp Program volunteer coordinator
MUSIC4CHANGE organizing committee member
Festival outreach coordinator
E-campaigner
School presenter
Administrative assistant/Office receptionist
Regional steering committee member
Board member
Campus club coordinator
World Food Day/Hungry for Change project organizer
Media researcher
“I believe that when volunteers are hired, it is a good idea to have a work contract so that the volunteer is
clear on the responsibilities they have and at the same time they are working in an area where their skills
are utilized the best.” - Volunteer survey comment (2006)
Strategic Objective 5: Develop and promote useful sets of volunteer assignments that reflect
Oxfam’s strategic priorities and involve volunteers in meaningful ways that reflect the abilities,
needs and backgrounds of the volunteer and the organization.
Proposed Actions:
5.1
Develop an organization-wide volunteer opportunities list so that when volunteers unexpectedly
offer support Oxfam can benefit from their time and skills.
5.2
Broaden the range of volunteer assignments that allow volunteers to become involved in the
evenings and on weekends, either alone or in groups.
5.3
Develop regular volunteer position descriptions with clear expectations of responsibilities and
time commitments, linking the activities to Oxfam’s mission and when possible, showing the
connection to its overseas work.
5.4
Provide support to staff and volunteer groups in creating and communicating volunteer
opportunities, such as in volunteer coordination guides and with an online volunteer assignment
template.
5.5.
Assess and minimize risks for all volunteer assignments.
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Standard 6: Recruitment
Volunteer recruitment incorporates internal and external strategies to reach out and involve a
diverse volunteer base.
Oxfam needs to reach out more to increase the diversity of ages, skill sets, and backgrounds of its
volunteers while targeting recruitment towards those who best match its needs and fit its capacity for
support. Planning for volunteer engagement will consider the skills and experience required and then
target recruitment to reach people with the relevant backgrounds. Oxfam will also seek to host more
regular internship placements to fill key positions based in all offices.
Interns
Many post-secondary institutions seek to provide internships or similar opportunities for their students.
Oxfam has benefited from long term relationships with some institutions (e.g. Carleton University School
of Social Work) to provide such opportunities. Companies are also looking to provide community service
placement opportunities for their staff. Using such mechanisms can be an effective way to get highly
skilled volunteers and offer opportunities to enhance Oxfam’s access to specialist skills. Currently there is
a largely responsive approach that could be better coordinated to engage interns who would best fit
Oxfam’s needs and priorities.
Strategy 6.1: Effectively use opportunities presented by post-secondary institutions and the
private sector wishing to provide internship placement opportunities for their students and staff.
Proposed Actions
6.1.1
Conduct a comprehensive review of internship programs across Canada in post-secondary
institutions and private sector, focused on identifying voluntary (unpaid) placement opportunities.
6.1.2
Emphasize and give priority to recruitment of interns as a complement to paid staff and other
volunteers.
6.1.3
Negotiate agreement with union of the role of paid and unpaid internship placements in relation to
staff bargaining positions.
6.1.4
Build long term relationships with internship programs.
6.1.5
Promote overseas internship opportunities through Oxfam Quebec and partners.
‡
“I have always been passionate about social justice. I was involved with an Oxfam club in high school and so when I
came to university saw it only fitting to go to Oxfam meetings and get as involved as possible. Being a member of
MUNOxfam has given me the greatest gifts of great friends who share the same interests, and knowledge of
injustices and atrocities going on in other places of the globe. I feel my work with Oxfam has definitely helped shape
who I am today, has made me more confident and certainly kept me interested.” – Volunteer survey comment (2006)
“I was a long time donor and after I retired I had time to volunteer… I have found the educational aspects satisfying
but have found the campaign activities geared more to young people of university age.” - Volunteer survey comment
(2006)
“Oxfam inspired me because of its holistic approach to development and its emphasis on empowerment of women.
Also, I like its domestic campaigns and I appreciate its effort to include the whole country in its activities, with offices
9.3 Options for Volunteer Engagement Strategy
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Oxfam Canada Board Meeting September 2006
Diversity
Oxfam Canada has always engaged volunteers from diverse communities, but the extent of this has not
been systematically assessed and there is very limited information about the current profile of Oxfam
volunteers in terms of attitudes, ethnicity, age, cultural backgrounds, class and gender. Volunteer
engagement efforts must address diversity issues from the outset and mainstream diversity throughout
the strategy, consistent with Oxfam Canada’s equity and diversity policy, encompassing the following:
Attitude diversity: If volunteers are valued as enabling Oxfam to connect with a broader range of
communities with centers of power and potential for engagement, then the volunteer engagement
strategy should involve a range of volunteers, from those who already care passionately about poverty
and injustice and identify with the Oxfam brand to those who do not – but potentially could. This latter
group can be engaged through their passions, e.g. music, art, sport, travel. “Passion routes” to volunteer
engagement will need to be considered at the earliest stages of planning campaigns, events,
communication, etc.
Ethnic and cultural diversity: Building alliances with ethno-cultural groups, developing diverse
leadership opportunities and reflecting this in the communications of the volunteer program are key to
increasing ethnic and cultural diversity.
Class diversity: Work is required to reach out effectively to volunteers from different social backgrounds,
including volunteers who are living in poverty in Canada themselves.
Gender diversity: Oxfam will proactively seek to engage volunteers of all gender identities. Gender
equality will be considered in all areas from the language of recruitment communications to the nature of
projects engaging volunteers.
Age diversity: Oxfam can continue to build engagement of youth and student volunteers while dedicating
resources to developing volunteer opportunities for other age groups, particular in the 50 to 70 age range,
engaging early retirees who may have an exceptional amount of time and flexible schedules to volunteer.
Geographic diversity: While Oxfam does well to engage volunteers in cities where there are staffed
offices, volunteer engagement in more distant locations, particularly in rural areas and in the north,
remains very limited.
Strategic Objective 6.2: Diversify Oxfam’s volunteer base to include a wider spectrum of ages,
gender, backgrounds and geographic locations.
Proposed Actions
6.2.1
Develop methodology for targeted recruitment of diverse volunteers for specific activities and
assignments and apply equity-based open recruitment processes.
6.2.2
Recruit more diverse volunteers in leadership and advisor roles to assist in developing strategies
to engage target groups in their demographic group.
all over the country. My volunteer experience has fulfilled my interests and I appreciate the volunteer coordinator's
efforts to help me achieve personal growth in my volunteerism with Oxfam”. - Volunteer survey comment (2006)
“Oxfam's reputation first inspired me to volunteer. What motivated me to continue volunteering was my respect for the
values and principles of Oxfam. I have learnt a great deal about the difficulties surrounding advocacy and practical
aspects of supporting trade justice.” - Volunteer survey comment (2006)
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6.2.3
Educate current volunteers on Oxfam’s equity and diversity policy and procedures relevant to
carrying out their volunteer activities.
6.2.4
Facilitate diversity training at key Oxfam events, such as Regional and National Assemblies.
6.2.5
Incorporate strong messages on equity and diversity in all Oxfam volunteer communications.
6.2.6
Develop a pilot initiative to develop Oxfam community or campus-based volunteer groups in key
rural or northern areas (e.g. Yukon, Labrador, northern Ontario) and dedicate resources to
increase Oxfam’s organizational capacities in engaging volunteers from a distance.
6.2.7
Establish methodology to apply a diversity lens to all aspects of Oxfam volunteer recruitment.
6.2.8
Encourage staff and volunteer participation in voluntary sector (e.g. Volunteer Canada) training
opportunities related to diverse volunteer engagement.
6.2.9
Develop inventory of organizational resources which can further guide staff and volunteer on key
principles related to Oxfam’s value of engaging diverse volunteers.
Standard 7: Screening
A clearly communicated screening process is adopted and consistently
applied by the organization.
Volunteers have successfully been involved at various times to help staff with volunteer intake. Efforts to
recruit volunteers with skills and experience in volunteer management will be increased, providing proper
orientation to Oxfam and its volunteer policies to enable them to help with volunteers screening as part of
the intake process.
Screening may involve reference checks, identifying certain criteria for select volunteer roles, conducting
interviews, etc. These are not required for all volunteers, but they should be undertaken for individuals
with responsible assignments or roles that have a higher risk (e.g. handling cash, contacting donors,
speaking to media). The onus is not on screening people but rather their suitability for designated high
risk positions (e.g. those with access to donor information).
Strategic Objective 7: Ensure volunteers are selected fairly and carefully, adopting a transparent
screening process that can be consistently applied by the organization on the basis of assessed
risk.
Proposed Actions:
7.1
Encourage all volunteers to complete a registration form and require references are provided for
select volunteer assignments.
7.2
Conduct more regular volunteer interviews in person or by phone to assess volunteer interests
and skills.
7.3
Integrate volunteer engagement considerations in organizational risk assessment processes.
7.4
Provide training, resource materials and tools for volunteer groups to adopt appropriate screening
practices.
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Standard 8: Orientation and Training
Each volunteer is provided with an orientation to the organization, its policies and practices,
including the rights and responsibilities of volunteers. Each volunteer receives training
customized to the volunteer assignment and the individual needs of the volunteer.
It is important that volunteers and members both understand and can communicate Oxfam’s values,
mission and some Canadian and overseas ‘success stories’ as well as being properly equipped to carry
out their volunteer assignment or activity at the invitation of Oxfam. Experienced volunteers are already
involved to a great extent in training and mentoring new volunteers. This can be built upon to complement
staff roles, and identify and deliver orientation and training opportunities for most of Oxfam’s volunteer
positions and activities.
Building on an emerging toolkit of Oxfam’s brand identity and communications products focused on
women’s rights, a generic video or a power-point presentation available online will ensure new volunteers
receive a consistent grounding as Oxfam evolves.
Ongoing training is a way to ensure that volunteers are developing new skills and strengthening their ties
to Oxfam. Regular volunteer meetings are important opportunities to learn and share ideas and strategies
as well as for staff to touch base with otherwise independent or isolated volunteers.
Strategic Objective 8: Ensure all Oxfam volunteers receive an orientation to the organization and
Oxfam policies and practices related to the rights and responsibilities of volunteers as well as to
their own volunteer assignment.
Proposed Actions:
8.1
Develop a web-based and power-point presentation orienting volunteers to Oxfam. Ensure all
volunteers are referred to this standard resource, as well as local/regional and print versions.
8.2
Prepare support materials for volunteers such as the online volunteer toolkit to orient them to
Oxfam. A handbook for volunteers introducing them to relevant Oxfam principles, guidelines and
protocols will be developed and made available in paper and electronically.
8.3
Develop local group guides and regional opportunities for ongoing training for volunteers.
Standard 9: Supervision and Support
Volunteers receive a level of supervision appropriate to the task and are provided with regular
opportunities to give and receive feedback.
For the volunteer program to grow, increased volunteer development staff positions will be important to
play a catalyst, facilitator, coordination and strategic planning role. Over time however, staff will need to
spend less time with individuals and groups (answering every email inquiry, attending every local
meeting, etc) and focus on developing the big picture of the volunteer program. Development of resource
materials such as volunteer toolkits, orientation videos, e-communities and online training, etc. are only
part of the picture. This strategy suggests increasing investments in volunteers whose main function will
be to provide support, advice and guidance to volunteers.
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Supervision implies staff guidance and direction but there are also communication supports that can
guide a volunteer placement which may also be more organized horizontally within a broader peer group.
For volunteers to feel supported and truly part of the organization, they must receive ongoing
communication and feel part of a bigger network. The Internet allows for frequent and timely
communication. Oxfam is still learning how to use this technology more appropriately and effectively.
National and regional list-serves will allow more regular communication with volunteers. These messages
will be concise, timely and relevant and lead volunteers to links with more in-depth information. Campaign
updates, a calendar of events and emerging issues guiding volunteer activities will be posted on the main
website. Regions will have web pages where meetings and special events can be announced. Lists of
ideas and actions will be updated regularly to motivate volunteers and the public. The introduction of
electronic discussion (e-community) groups that span the country is being explored in the development of
the new oxfam.ca.
This strategy recognizes a high proportion of volunteer involvement in Oxfam consists of working directly
with a staff member. Staff need to be properly equipped to undertake such a role effectively, clear that
they are expected to work with – and effectively manage – volunteers and supported in doing so.
Volunteers similarly need to have clear expectations of their role vis-à-vis staff.
It is understood that volunteer involvement is greater in some parts of the organization than in others and
staff positions relate to volunteers at different levels.
Strategic Objective 9: Develop the capacities of staff and volunteers to effectively supervise and
support volunteer contributions to Oxfam Canada’s work.
Proposed Actions:
9.1
Establish and communicate organizational expectations on engagement of volunteers in the
operations of the organization.
9.2.
Identify those staff positions which are particularly expected to work with volunteers and ensure
that position descriptions clearly state requirement for management of volunteers.
9.3
Incorporate information on management of volunteers in staff orientation sessions and materials.
9.4
Ensure management of volunteers is evaluated in performance appraisal processes.
9.5
Ensure training of staff across the organization and at all levels in the management of volunteers.
9.6
Highlight best practice in the employment and management of volunteers through team meetings.
9.7
Ensure senior management and team leaders model good practice in the management of
volunteers.
9.8
Develop mechanisms to address volunteer grievances and conflict resolution (between office staff
volunteers, internal group conflict, etc.)
9.9
Develop communications systems to support staff and volunteer supervision of volunteers (online
tools, newsletters, project updates, reporting templates, etc)
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Standard 10: Recognition and Retention
The contributions of volunteers are consistently acknowledged with formal and informal
methods of recognition.
Oxfam Canada staff do well at giving informal volunteer recognition on an ongoing personal basis. The
best kind of recognition is that which is personal and meaningful to the recipient. It means taking the time
to know volunteers as individuals with unique motivations. For the volunteer who wants to make friends,
the year-end party is a good idea. For the volunteer who wants to learn new skills, training is a desirable
form of recognition. For the volunteer who wants to get a job, the best recognition is a reference letter.
Oxfam will continue to strive to provide meaningful recognition to volunteers, both face-to-face and with
personalized recognition from a distance.
How the contributions of volunteers are recognized is a reflection of Oxfam’s values. Increasing focus on
the impact of volunteer contributions makes recognition more meaningful for the volunteer, reinforcing
that their efforts are valuable to achieving Oxfam’s goals.
Strategic Objective 10: Develop an organizational volunteer recognition program which
encourages methods that will be personal and meaningful, can be delivered from a distance and
reflect Oxfam’s values
Proposed Actions:
10. 1
Increase Oxfam’s participation in key voluntary sector recognition opportunities, including
International Volunteer Day (Dec 5), National Volunteer Week (mid April) and Global Youth
Service Day (late April).
10.2
Develop a package and distribution criteria for volunteer recognition items that can be used
locally by offices and groups, including volunteer certificates, Oxfam fair-trade gift packages and
other Oxfam items (e.g. t-shirts).
10.3
Develop needs-based system for tracking volunteer hours, length of service and
contributions/impact.
10.4
Develop consistent guidelines that apply to offices and groups for volunteer reimbursement and
support (e.g. transportation, meeting and activity expenses and provision of child care).
10.5
Include volunteer profiles on website and key communication materials (e.g. newsletters, annual
report, volunteer activity guides) as well as profiling Oxfam volunteers in external media.
10.6 Include volunteer recognition activities in office and volunteer group reporting and share best
practices (e.g. tip sheets).
10.7 Ensure volunteers are informed on the impacts of their contributions (e.g. in overseas program
developments, campaign successes, donor acquisition) through volunteer newsletters, events,
individual volunteer and group meetings, etc.
10.8 Include volunteer awards/recognition presentations at Regional Assemblies and National
Assembly.
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Standard 11: Record Management and Communication
Standardized documentation and records management practices are followed and in line with
relevant legislation.
Across the organization, volunteer record-keeping is limited. As a result it is not always possible to give
accurate references or recognition because there is no record of when volunteers started or left and what
their contributions to Oxfam were, as well as their contact information. It also presents a challenge to
assessing the amount and value of volunteers’ work in Oxfam or developing a national volunteer
engagement profile.
A volunteer database integrated with member and donor information will support better communication
and promote integration across all three pools. There must be a commitment from staff and volunteers to
maintain up-to-date lists at both the national and regional levels. A procedure will be developed for a
national database of volunteers and members, with a minimum commitment to keep records on all key or
lead volunteers.
Strategic Objective 11: Standardize documentation and records management practices to support
volunteer program monitoring, evaluation and volunteer recognition.
Proposed Actions:
11.1
Organize regular opportunities for volunteers to receive and give feedback on their experience
with Oxfam (e.g. through exit interviews, surveys, assignment and activity evaluations).
11.2
Develop a dynamic database of volunteers integrated with national fundraising and membership
data systems, accessible to local groups, regional office staff and volunteer coordinators. Commit
staff and volunteers to keeping this list up to date and accurate.
11.3
Educate volunteers and staff involved with collection of personal information about Oxfam’s
privacy policy and volunteer information management standards.
Standard 12: Evaluation
The impact and contribution of volunteers and the volunteer program are continually evaluated
to ensure the needs of the organization are being met in fulfilling its mandate.
Oxfam Canada would benefit from a stronger understanding of the level of volunteer involvement in its
work, of the sorts of roles volunteers play and of the nature of volunteers themselves. That institutional
knowledge and the commitment to keeping it up to date are important. As well, the capacity of both staff
and lead volunteers must be developed to evaluate volunteer performance and the impact of volunteer
activities and to link this to the volunteer engagement planning process. Staff and volunteer group leaders
must be equipped with the tools and training to effectively facilitate evaluation with volunteers.
Evaluation also provides the volunteer with recognition that their activities have had an impact. This is
important to support volunteer recognition efforts and inspire other volunteers with examples of how
volunteer activities create impact and make change. Evaluation will be both personal to the volunteer as
well as focused on evaluating the impact of volunteer activities. Oxfam’s volunteer policy and procedures
will clarify the process to give professional references, and evaluate volunteers and their activities
‘publicly’.
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Evaluation may be formal or informal, undertaken by staff and by individual volunteers and groups
themselves. Oxfam can play a more active role in facilitating evaluation, such as using the “most valuable
story” approach and other monitoring and evaluation techniques used in Oxfam’s work. This will involve
building systems for increased tracking and documenting of volunteer activities, encouraging volunteer
group reporting and a strategy to increase sharing evaluation findings to build organizational knowledge
and capacity.
It is equally important to invite volunteers to give feedback to Oxfam and for volunteers to know their
evaluation of the organization is welcomed and used constructively to improve Oxfam’s volunteer
program.
Strategic Objective 12: Develop mechanisms to systematically monitor and document the level
and nature of voluntary involvement in Oxfam Canada operations.
Proposed Actions:
12.1
Develop a mechanism and templates to regularly record volunteer involvement in Oxfam officebased operations, community-based groups, campus clubs and project committees.
12.2
Undertake an annual audit of volunteer involvement in Oxfam Canada operations. This audit
would assess the level of volunteer involvement, basic demographics about the volunteers (age,
gender, educational levels etc) as well as more detailed material on recruitment etc. This audit
would include at least annual volunteer surveys.
12.3
Undertake more detailed qualitative research on volunteers’ experiences of working with Oxfam.
This could include the use of focus groups or some other mechanisms and would seek to explore
volunteers’ experiences of working with Oxfam Canada, what they value, what improvements
they wish to see, etc.
12.4
Undertake regular evaluations of the impact of volunteer involvement. Volunteers will routinely be
asked to evaluate their involvement in an activity or project. Staff will also be asked to routinely
evaluate volunteer activities.
12.5
Develop an impact-oriented recognition program that honors best practices or special
achievements of volunteers. On a local, regional and/or national basis, Oxfam will invite
volunteers to nominate a “volunteer of the year” who is worthy of special recognition because of
their contributions in advancing Oxfam’s vision and mission and include volunteers in selecting
the recipient.
12.6
Produce an annual volunteer program report which includes a review of volunteer contributions
across the organization.
Resources
Depending on priorities, certain activities suggested above may necessitate additional human or financial
resources which may be phased in over the course of the five-year plan. These could include:

Increasing the number of staff based in regional offices, including increasing staff dedicated to
volunteer coordination and volunteer program support;

Adding a staff position dedicated to youth / student program development to support campus
club and youth volunteer engagement activities;
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
Introducing new staff to work with volunteers in policy development initiatives (e.g. as in the
SIDPID model) and/or community-based fundraising

Increasing the training budget for volunteer development, to allow for national volunteer network
meetings, building regional assemblies, CHANGE Initiative, regional youth symposiums, etc;

Increasing the communications team budget to create new communications products and
materials for volunteer engagement (newsletters, website, event kits, etc); and

Building a specific model to support volunteer groups (costs of running the groups, and a small
grants program for projects).
There are certainly opportunities to seek new funding from CIDA, other federal departments, foundations
and corporations as well as in-kind services through working in partnership with other organizations (e.g.
Canadian Council for International Co-operation, Volunteer Canada) and engaging with other Oxfam
affiliates. A commitment must be made to develop new proposals and seek out those resources, with staff
work-plans being set accordingly, and enlisting assistance from specialist volunteers with ideas and
expertise in the area of resource development.
Options
Within the strategic areas and actions suggested, there is scope for giving priority to particular strategies.
Some areas, related to meeting voluntary sector standards, may be seen as required investments.
Immediate-Medium term (Year 1-2) Longer term (Year 3-5+)
1. High growth



2. Stable
development


invest in 1-2 additional national
volunteer engagement staff
positions (youth program,
community fundraising)
prioritize seeking new funding
for volunteer engagement
programs (youth/campus
groups, global education, policy
development)
invest in pilot of volunteer
fieldworker model

develop current events
(Regional/National Assemblies,
regional and national youth
training, etc) to better engage
and train volunteers
fund CHANGE Initiative
internally or seek funding,
initiate limited number of new
campus clubs in strategic areas
and develop youth volunteer
advisory teams

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Oxfam Canada Board Meeting September 2006



invest in 4-5 new regionally based
volunteer coordination staff positions
develop volunteer fieldworkers
program
develop policy advisory groups on
overseas program and campaign
themes
develop partnership with Oxfam
International youth programs, build
youth strategy
create 2-3 new positions to support
volunteer engagement (national and
regionally based)
31/32
3. Maintaining Impact


refocus on current groups,
invest in building volunteer
base in current community
groups and campus clubs, not
initiate new structures

develop group mentorship model
based on themes and functions

create 1-2 new positions to support
volunteer engagement (national or
regionally based)
provide youth and group project
funding from existing budget
levels
Action
Following consideration by the Membership and Volunteers Committee, it is proposed that Regional
Steering Committee members be invited to engage volunteers in local groups, Regional Assemblies and
other fora on the directions suggested in this draft strategy.
Recommendations or options would be prepared for circulation to volunteers in advance of the autumn
Regional Assemblies. Informed by the feedback from the Assemblies and other means (discussions with
Regional Steering Committees and local and campus committees, input through the web site, etc.),
recommendations will be formulated for the Board’s consideration as part of the approval of the Strategic
Plan in February 2007 and work will continue to elaborate and implement a volunteer engagement
strategy in support of that plan.
Attachments
9.3.1 2006 Volunteer Survey Results
Prepared by:
Jennifer Brammer
Membership and Volunteer Program Development Officer
14 September 2006
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