Volunteers and Community Health − Sharing Ideas and Experiences

Table of ContentsVolunteers and Community Health − Sharing Ideas and Experiences.........................................................1

Strategy 2010.........................................................................................................................................1ARCHI 2010............................................................................................................................................2Making a major difference in Africa........................................................................................................2Red Cross and Red Crescent volunteers responding to disasters.........................................................3Red Cross and Red Crescent volunteers can provide long−term community service............................4Red Cross and Red Crescent volunteers and members........................................................................5Red Cross and Red Crescent volunteer support structures...................................................................5Red Cross and Red Crescent volunteering............................................................................................7Red Cross and Red Crescent volunteer tools........................................................................................9Red Cross and Red Crescent volunteer retention plans......................................................................10Red Cross and Red Crescent scaling−up and measuring success......................................................11Elements of successful volunteer programmes(3)................................................................................12Ouagadougou Declaration....................................................................................................................13References...........................................................................................................................................15The Fundamental Principles of the International Red Cross and Red Crescent Movement................15

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Volunteers and Community Health − Sharing Ideas and Experiences

African National Societies

International Federation of Red Cross and Red Crescent Societies

© International Federation of Red Cross and Red Crescent Societies

Any part of this publication may be cited, copied, translated into other languages or adapted to meet localneeds without prior permission from the International Federation of Red Cross and Red Crescent Societies,provided that the source is clearly stated. Photos: International Federation of Red Cross and Red CrescentSocieties

2002

International Federation of Red Cross and Red Crescent SocietiesPOBox 372CH−1211 Geneva 19SwitzerlandTelephone: +41 22 730 4222Telefax: +41 22 733 0395Telex: 412 133 FRC CHE−mail: secretariat@ifrc.orgWeb site: www.ifrc.org

Strategy 2010

To improve the lives of vulnerable people by mobilizing the power of humanity...

Strategy 2010 presents a set of interrelated Federation strategies to meet humanitarian challenges from 2000to 2010.

“Core” areas are:

• Promotion of Fundamental Principles and humanitarian values• Disaster preparedness• Disaster response• Health and care in the community

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ARCHI 2010

Making a major difference to the health of vulnerable people in Africa...

ARCHI 2010 presents a “plan of action” based on a commitment from 51 African countries following the 5thPan African Conference held in Ouagadougou, Burkina Faso, in September 2000.

Community priorities:

• HIV/AIDS• Diarrhoea• Malaria• Vaccine−preventable diseases• Pregnancy−related issues• Acute respiratory infection• Malnutrition• Initial responses to accidents and injuries

Strategy 2010 was developed to help improve the lives of vulnerable people by mobilizing the power ofhumanity. This effort will require a “scaling−up” of volunteers by Red Cross and Red Crescent NationalSocieties. ARCHI 2010 (African Red Cross and Red Crescent Health Initiative) is committed to making amajor difference to the health of vulnerable people in Africa.

The success of the ARCHI 2010 effort depends on the existence of ongoing volunteering at thecommunity level.

Making a major difference in Africa

Volunteers and volunteer networks are the main comparative advantage of the Red Cross and RedCrescent National Societies.

Recruiting, supporting and retaining volunteers requires managers to recognize and understand volunteers.

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House−to−house visit by Zimbabwe Red Cross volunteers.

The following information is intended to share volunteering ideas and experiences from African Red Crossand Red Crescent National Society headquarters and branches.

Included with the sharing of ideas and experiences are photographs from many National Societies.The purpose of their inclusion is to encourage creative thinking for managers in Africa who will be

working with volunteers at community, branch or headquarters level.

Red Cross and Red Crescent volunteers responding to disasters

Volunteer contributions in earthquakes, floods, famines, war, meningitis, cholera and other emergency healthoutbreaks can show how to use similar skills for service delivery.

What happens in a disaster?

• National Society volunteers and members go directly to the involved community• Community volunteers help with the response• Teams of volunteers work together• Red Cross and Red Crescent partners and other groups work as a team• Supervisors and coordinators are active participants

Can we use the disaster response model to address silent, everyday African “emergencies” such asHIV/AIDS, malaria, diarrhoea and vaccine−preventable diseases to improve the lives of the most

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vulnerable?Discussion points:

• Do communities have the tools to identify specific health needs just as they mightidentify a need when there is a natural disaster?

• Are community Red Cross and Red Crescent volunteers participating in ongoingcommunity health−care activities?

• Are there partners (such as the Ministries of Health) in the Red Cross and RedCrescent communities working with the volunteers?

• Are branch supervisors, coordinators and coaches active participants on the team?

Red Cross and Red Crescent volunteers can provide long−term community service

As National Societies scale up the need for community volunteers, they can shift from the ad hoc approach ofdisaster volunteering to proactive and ongoing volunteer services.

A Togo Red Cross volunteer provides ongoing teaching about HIV/AIDS prevention in weekly youth sessions.

Long−term volunteer service at the community level requires volunteers who contribute just a fewhours each month on a continuous basis. These large volunteer networks will ensure and sustain the

positive impact that ARCHI 2010 aims to achieve.Success will be determined by whether the volunteers’ actions are measurable and make a difference.

Discussion points:

• Are there volunteers in each community?• Are there enough volunteers (a network) to cover the whole community?• Do the volunteers know the community and how to approach health topics?• Do the volunteers know the key messages for each health problem?• Do the volunteers know what information to collect in order to measureeffectiveness?

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Red Cross and Red Crescent volunteers and members

There is often confusion about how National Societies view “volunteers” and “voluntary service”. For example,sometimes the term “volunteer” is used in its broadest sense to apply to all staff. Others consider thevolunteer as an unpaid person who may receive a gratuity under special circumstances, such as in anemergency response where volunteers are moved to the emergency site.

Who is a Red Cross or Red Crescent volunteer? A Red Cross Red Crescent volunteer is a person whocarries out volunteering activities for a National Red Cross or Red Crescent Society, occasionally or

regularly.(1)

Who is a Red Cross or Red Crescent member?

A Red Cross Red Crescent member is a person who has formally agreed to the conditions ofmembership as required under their National Society’s constitution or rules, and is usually entitled toelect representatives of governing bodies and to stand for election. Red Cross or Red Crescentvolunteers may or may not be members of their National Society.(1)

Confusion exists between the words “volunteers” and “members”. One suggestion is to have avolunteer policy when scaling up for volunteers.

A volunteer policy may help improve working relationships and the distinction between paid RedCross and Red Crescent staff, members and volunteers.

Discussion points:

• Is there a difference between paid staff, members and volunteers?• Are policy guidelines available for volunteers to review?• Does the volunteer policy explain volunteer rights and obligations?

Red Cross and Red Crescent volunteer support structures

Strong National Society branches or local structures are necessary to ensure that Red Cross and RedCrescent volunteers are recruited and trained to work in their own communities on long−term health problems.The ARCHI 2010 approach emphasizes community−level activities ensuring that volunteers are recruited fromtheir own communities to respond to their own problems and needs.

Typical Red Cross or Red Crescent collaboration within a COMMUNITY:

• Enables participatory mapping of priorities and needs• Works with elders and leaders for advocacy and support• Identifies volunteers who can help

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• Organizes volunteers to address the problems• Reports information (or results) to the branch or local district

Discussion points:

• Is there a clearly identified purpose for long−term volunteer service?• Are there sufficient volunteers for a community network?• Is there a specific number of households assigned to each volunteer?• Is Red Cross or Red Crescent identification provided to each volunteer?• Are there community volunteer trainees who can replace volunteers who leave?

Niger Red Cross volunteer asking a woman about her child’s vaccination record.

Typical BRANCH structure activities in support of community networks

• Coordinates ongoing health activities• Selects, trains and supervises volunteer network coaches• Oversees monitoring and reporting• Provides needed resources, such as bicycles, toolkits and condoms

Ghana Red Cross volunteers planning activities in a branch office.

Discussion points:

• How many communities have volunteer networks?• How many networks can a coach successfully visit and monitor regularly?

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• Does the branch have the necessary resources (both human and financial), as well assupplies, such as bicycles, condoms, bednets and toolkits, to be effective?

Typical HEADQUARTERS activities in support of community networks

• Provides vision and leadership• Identifies resources• Offers overall management support, such as the development of volunteer policies andagreements• Collects data

Discussion points:

• Is there a national health coordinator?• Are programmes overseen by a coordinator?• Is there a method for tracking the location and number of branches, districts andlocal areas?• Is there a method of tracking the number of staff and/or volunteers in each area?• Is there a mechanism for reporting the success stories of community volunteers?

Red Crescent Society staff and volunteers train to respond more effectively to the spread of HIV/AIDS.

Red Cross and Red Crescent volunteering

Volunteer recruitment

The community recruits volunteers to accomplish a specific task or purpose. The process can be informal, but

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it might include the following:

• An explanation of the community’s needs• A clear job understanding or volunteer agreement• The volunteer’s tasks (job description)

Training

When training volunteers it is important to recognize that in most cases volunteers will require some type ofinstruction, such as:

• Introducing volunteers to the Red Cross and Red Crescent Fundamental Principles andorganization• Explaining in detail the kind of work the volunteers will be doing• Teaching the use of specific training tools (such as the ARCHI 2010 toolkits)• Providing Red Cross and Red Crescent first−aid training

Coaching networks of volunteers

Why have a coach?

National Red Cross and Red Crescent Societies are expected to provide appropriate training for volunteers.Training is what gives a volunteer the ability to meet his or her responsibilities to the organization. Coaching isone way to ensure training takes place.

Who is a coach?

Coaches ensure that networks of community volunteers are recruited, trained, motivated and monitored on acontinuing basis. Other names for Red Cross and Red Crescent coaches may include coordinators, trainers,

supervisors or titles that reflect taking responsibility for recruiting, supporting and training of volunteers.A coach is often provided with transportation and is usually a full−time paid Red Cross or RedCrescent worker, although this may vary from one African National Society to another.

Qualities of a coach

• Someone who understands volunteering and “team” concepts• Someone who lives in the district where coaching will take place• Someone who knows the culture and speaks the language• Someone with proven leadership and management skills• Someone with training, communication and motivational skills

Typical coaching tasks

• Map the communities in the assigned district − noting the location of staff, activities, partnersand volunteers

• Visit the communities and identify potential volunteers who can serve as volunteer leadersand who can build or create a network of volunteers in each community

• Train the volunteer leaders to build networks of community volunteers

• Continuously communicate, motivate and encourage leaders and volunteers

• Ensure each community creates its own network of volunteers

• Introduce and train volunteers to use the tools needed for their selected task

• Provide ongoing in−service training to volunteers and volunteer leaders

• Work with at least ten community volunteer networks, including up to 300 volunteers thatcould cover a population of 30,000 to 50,000 (depending on distance and the size of thecommunity)

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• Visit each community at least twice a month, and more frequently when possible

• Manage the community volunteer networks (communicating, training, motivating andguiding)

• Identify and provide appropriate volunteer incentives

• Encourage volunteers to identify back−up volunteers (apprentices) who gradually learn andassume volunteer duties (apprentices can fill vacancies in community networks)

• Report monthly to the local branch volunteer, coordinator or leader

Typical volunteer tasks

When volunteers are ready to help with a programme or project, they will need instructions on the specificduties they will need to perform.

• House−to−house visits to give information on disease prevention and control (cholera, polio,measles, meningitis and routine immunizations)

• Community action to do clean−up campaigns, cleaning of water sources, building latrines

• Assisting partners at vaccination sessions or at cholera centres

Discussion points:

• Can coaching meet the needs of the volunteers?• Is there a reporting programme in place for coaches?• Does the coach know the culture and speak the language of the community?• Does the coach have training in leadership and management skills?

Red Cross and Red Crescent volunteer tools

Volunteer tools

In order to perform specific tasks, volunteers need tools. Just as the right tools are needed for constructing ahouse, Red Cross and Red Crescent programmes require just the right tools for increasing the number ofvolunteers and measuring their success in the community.

Generic ARCHI 2010 toolkits:

1) House−to−House Promotion and Prevention Guidelines2) Community Action Guidelines

Technical ARCHI 2010 toolkits for community volunteers include:

• Key messages about the problem or specific disease• What the volunteer should know about the community and what to do• A checklist• How to measure progress• Information about recording and reporting

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These toolkits can be used by coaches, leaders, coordinators and trainers who need to train the communityvolunteers.

Red Cross and Red Crescent volunteer retention plans

Retention

Recognition is one way to thank volunteers for their efforts. Formal recognition may include certificates,special events and dinners. An informal everyday recognition can include visits to the volunteer’s work siteand meeting friends and relatives. Sometimes simple courtesies such as allowing volunteers to lead meetingsand to participate in decision−making activities are also a form of recognition and appreciation.

Volunteers are a valuable human resource. They need to be supported and motivated to reducedrop−outs and help avoid burnout.

Volunteer incentives

Recognizing stress among volunteers

More and more community volunteers are confronted with stressful situations during their volunteering. Theincrease in persons living with AIDS (PLWAs) and in the number of deaths which the volunteers face daily areadding a strong emotional burden. Stress and emotional trauma are usually associated with disasters andacute emergencies, but diseases affect volunteers in similar ways.

Some causes of stress include:

• Poverty and other life demands (food, employment − or lack of employment − or illnesses)

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• Poor management, lack of communication, inadequate training and limited support• Emotional stress resulting from being too emotionally involved, such as caring for PLWAs• Fear of contracting an illness

Discussion points:

• Are coaches and training tools accessible to community volunteers?• Is recognition a part of every volunteer programme?• Are coaches trained to recognize stress?

Red Cross and Red Crescent scaling−up and measuring success

Definitions of scaling−up(2)

• Scaling−up can mean quantitatively increasing numbers within the same activity andcommunity (local expansion)

• Scaling−up can mean expansion from one community to other communities (geographicreplication)

• Scaling−up can mean having a new activity where none existed before (getting started)

Scaling−up is facilitated when(2)

• Communities identify needs and want to change• Resources for supervision of volunteers are available• Building on existing activities takes place• Branches have capacities for volunteer activities in their communities

Replicating success

• Expand pilot efforts to include neighbouring areas (local expansion)• Use pilots to teach other districts or regions and replicate similar programmes in each ofthese new districts (geographic expansion)

Measuring success

Each ARCHI 2010 toolkit provides simple indicators which guide the volunteer on what information is neededto see if his or her activities are successful. A sample measure included in the “Condom Promotion” toolkit islisted below:

How many people ask for condoms?How many people report that they are using condoms?

How many people will talk more openly about HIV/AIDS and the risks of not protecting themselves?Volunteer record−keeping and reporting

Reports of cumulative achievements of volunteers should be shared routinely with coaches and others.Achievements are an opportunity for discussion and recognition. Record−keeping does not need to becomplicated, but does need to be accurate.

Discussion points:

• Does the National Society have a plan for scaling−up?• Do branches have the structures to scale up networks of community volunteers?• Do branches and headquarters have a mechanism for collecting information andsuccess stories?

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Elements of successful volunteer programmes(3)

Planning for volunteers and for the necessary resources

• Why are volunteers wanted?• What are volunteers expected to do?• What resources will be necessary to support volunteers?• How will training and ongoing supervision be provided?• How many hours will it take?

Volunteer job design

• Purpose• Expectations• Scope of work (for example, the number of houses, number of persons and sessions)• Training, reporting and supervision• Time frames

Volunteer recruitment

• Comes from the community when there is an identified need• Community is aware of a need• Volunteers with the necessary skills come forward

Interviewing and screening

• Getting the right volunteer for the work (For example, women can best talk to other womenabout pregnancy−related problems)

Orientation and training

• Understanding the overall purpose of the volunteering (orientation)• Individualized and specific training, such as using relevant ARCHI 2010 toolkits• Start−up training and ongoing in−service training

Volunteer/employee relations

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• Be aware of the interrelationship of volunteers and paid staff − an example might be a coachwho is paid and who supports volunteers

• Understanding and respecting the role and importance of paid staff and volunteers

Coordination

• Volunteers are part−time and they need to organize themselves in order to accomplish theirdesignated tasks

• Community action where groups of volunteers work at the same time on a project requires aleader to ensure coordination

Supervision

• Volunteers need support from those who see the “total picture”• Volunteers need to be visited in their own communities• Volunteers need to know how they can communicate with someone who can support them

Evaluation

• Individual performance reviews with volunteers are important• Volunteers need to be able to know when they are succeeding (see ARCHI 2010 toolkits)• Evaluation is one way to acknowledge the importance of the volunteer’s work

Ouagadougou Declaration

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The 5th Pan African Conference was convened in Ouagadougou, Burkina Faso in September 2000 withdelegates from 51 African National Red Cross and Red Crescent Societies in attendance. The conferencefocused on two key themes:

• ARCHI 2010 (The African Red Cross and Red Crescent Health Initiative)• Food security

The Ouagadougou plan of action

Within the framework of Strategy 2010 and ARCHI 2010 − and to the extent of their capacities −the NationalRed Cross and Red Crescent Societies in Africa agreed on a plan of action for health, HIV/AIDS, food securityand volunteer management in order to fulfil the declaration. The proposed plan of action will make adifference to the African people.

The ultimate success of this plan, however, is dependent on a volunteer network and managementsystem within each country. The volunteer management system will:

• Actively support the Work Plan on Volunteering developed by the Federation’s secretariat

• Develop clear recruitment strategies and adopt “coaching systems” for volunteers

• Make use of cultural and traditional values that facilitate recruitment and management

• Implement programmes that will mobilize volunteers, as well as promote their personaldevelopment and reinforce their commitment to the African Red Cross and Red Crescent

• Create a system that will promote conformity with the Fundamental Principles of theInternational Red Cross and Red Crescent Movement

Representatives from African Red Cross and Red Crescent Societies signed a commitment − a ten year planof action for better health for Africa. Ouagadougou, Burkina Faso.

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References

(1)Policy/Volunteering, Decision 15, 12th Session of the General Assembly, 1999.

(2)Adapted from Branch Development Training Manual, 1st edition, Southern African Partnership of RedCross Societies, Harare, September 2001.

(3)Adapted from Susan Ellis’, The 13 Elements of a Successful Volunteer Program Energize Inc.,Philadelphia, 1999.

Policy

• The Federation policy statement on volunteering, 19th General Assembly, November 1999.See: http://www.ifrc.org/who/policy/voluntee.asp

• Volunteering Policy, Implementation Guide, January 2001 draft, International Federation ofRed Cross and Red Crescent Societies. See:http://www.ifrc.org/WHAT/health/archi/strategy/vmgtsys.htm

• Volunteer 2005. Plan for the Federation secretariat’s work to support the development ofvolunteering in National Societies, 2001−2005. Geneva 2001. See:http://www.ifrc.org/WHAT/health/archi/strategy/volmgsy.htm

• Code of Conduct, see International Federation of Red Cross and Red Crescent SocietiesCode of Ethics and Fundamentals of Voluntary Service, 1993. A copy can be found athttp://www.ifrc.org/WHAT/health/archi/strategy/capacity.htm

Training

• Guidelines for use of ARCHI 2010 Volunteer Toolkits, Draft document, InternationalFederation of Red Cross and Red Crescent Societies, May 2001. See:http://www.ifrc.org/WHAT/health/archi/strategy/toolkits.htm

• ARCHI 2010 Volunteer Toolkits. Prototypes for local adaptation, International Federation ofRed Cross and Red Crescent Societies, May 2001. See:http://www.ifrc.org/WHAT/health/archi/strategy/toolkits.htm

• Branch Development Training Manual, 1st Edition, S.A Partnership of RC Societies, Harare,September 2001.

• Reader for Volunteer Co−ordinators, Material and Concept of a Pilot Training on VolunteerManagement, Uganda Red Cross Society, May 2001.

• First Aid in the Community, A Manual for Red Cross and Red Crescent Volunteers in Africa,International Federation of Red Cross and Red Crescent Societies, 1992.

• Action with Youth, HIV/AIDS and STD: A Training Manual for Young People, InternationalFederation of Red Cross and Red Crescent Societies, Geneva. 2000.

The Fundamental Principles of the International Red Cross and Red CrescentMovement

Humanity

The International Red Cross and Red Crescent Movement, born of a desire to bring assistance withoutdiscrimination to the wounded on the battlefield, endeavours, in its international and national capacity, toprevent and alleviate human suffering wherever it may be found. Its purpose is to protect life and health and to

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ensure respect for the human being. It promotes mutual understanding, friendship, cooperation and lastingpeace amongst all peoples.

Impartiality

It makes no discrimination as to nationality, race, religious beliefs, class or political opinions. It endeavours torelieve the suffering of individuals, being guided solely by their needs, and to give priority to the most urgentcases of distress.

Neutrality

In order to enjoy the confidence of all, the Movement may not take sides in hostilities or engage incontroversies of a political, racial, religious or ideological nature.

Independence

The Movement is independent. The National Societies, while auxiliaries in the humanitarian services of theirgovernments and subject to the laws of their respective countries, must always maintain their autonomy sothat they may be able at all times to act in accordance with the principles of the Movement.

Voluntary Service

It is a voluntary relief movement not prompted in any manner by desire for gain.

Unity

There can be only one Red Cross or Red Crescent Society in any one country. It must be open to all. It mustcarry on its humanitarian work throughout its territory.

Universality

The International Red Cross and Red Crescent Movement, in which all societies have equal status and shareequal responsibilities and duties in helping each other, is worldwide.

The International Federation of Red Cross and Red Crescent Societies promotes the humanitarian activitiesof National Societies among vulnerable people.

By coordinating international disaster relief and encouraging development support it seeks to prevent andalleviate human suffering.

The Federation, the National Societies and the International Committee of the Red Cross together constitutethe International Red Cross and Red Crescent Movement.

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