November 22, 2022
In our second article, we showed that the CRA’s main approach to volunteer recruitment seems to rely on growth in the number of host organizations to grow its volunteer base. In particular, the CRA assumes it is supporting this growth (and equally the retention of existing host organizations) by providing financial support to these organizations. Yet this indirect approach to volunteer recruitment, mediated via the host organizations, is proving unsuccessful in growing volunteer numbers.
Gambling further on this approach poses a great risk to the future success of the CVITP. This third and final article in our series on volunteer recruitment proposes that the CRA get more directly involved in actively recruiting volunteers. The article offers ideas in three areas: developing appropriate promotional materials, launching an annual recruitment campaign, and using diverse media. These are used to illustrate what this more direct approach might look like. The article also suggests how the CRA could manage this direct approach.
What the CRA can do to meet this crucial challenge
A direct approach to volunteer recruitment should complement, not substitute for its host organizations’ own recruitment efforts. A direct approach could, when taken together with the indirect approach the CRA currently employs, form a more comprehensive strategy for volunteer recruitment.
Working with volunteers is a collaborative effort between the CRA and the CVITP’s host organizations: each must do its part, playing to its strengths. Chief among the CRA’s strengths are its national scope, its convening power, the public visibility afforded its minister, its privileged access to taxpayers, specialized knowledge of taxes and benefits and significant financial resources dedicated to the CVITP. The CRA can use these strengths to directly promote greater volunteerism within the CVITP.
Below we highlight some ideas to illustrate what we mean by a more direct approach in which the CRA could leverage some of its strengths.
In putting forth these ideas, we are guided by Volunteer Canada’s Canadian Code for Volunteer Involvement (CCVI) and, in particular, its checklists for putting the Code into action including the checklist on recruitment (see page 9 of the Code). While the CRA has not adopted the Code, it should heed its advice as the Code represents the current industry standard for Canadian organizations, whether non profit or government, in working with volunteers.
The ideas we offer fall into three general areas. We are not saying that the CRA should implement all of these ideas. But we hope some of them may prove useful in this effort.
A. Develop appropriate promotional materials
1We believe most middle-income families – the main source of potential new volunteers – are unaware of the important role that the income tax and benefit return play in helping low-income residents to maintain access to so many income-tested federal and provincial/territorial benefits. In its recruitment campaign, the CRA can inspire new volunteers by highlighting this fact. (A glance at the CRA’s current promotional material for volunteers reveals the lopsided emphasis on the tax angle.)
2Promotional material should outline the previous years’ CVITP accomplishments. This includes information on the number of volunteers who have supported the CVITP in recent years, the numbers of clients served and returns filed as well as the number of community-based organizations that host CVITP clinics. The promotional material should highlight the CVITP’s impact, including the benefits and credits that have been generated in recent years for its clients. Standard formats could offer this information at the local level, placing it in the context of provincial/territorial and national data on the CVITP.
3Promotional material should include real stories of existing and experienced CVITP volunteers as well as host organizations. This could make it easier for potential recruits to understand and identify themselves with the role and expectations of the CVITP volunteers. General trends on CVITP volunteers might also be included.
4Promotional material should also outline the CRA’s and the host organizations’ general expectations for volunteers.[i] This could include basic screening procedures (registration with the CRA, a police record check for the host organization), a basic understanding of the return filing process and comfort in using computer software.[ii]
B. Launch an annual recruitment campaign
1Although returns can be filed throughout the year, there is a definite season, in March and April, where the filing of returns is highlighted within the media. This also presents peak season for CVITP services. Similarly, there should be an annual campaign to recruit new volunteers in a timely manner for the forthcoming season.
2Just as the Minister of National Revenue issues a statement for National Volunteer Week and a certificate to all CVITP volunteers to recognize their contribution, the Minister of National Revenue could also be the figurehead for launching the annual recruitment campaign. Specific recruitment targets could be publicized at the beginning of the campaign and reported back on at the end of the season.
C. Make use of diverse media
1Annual campaigns could make use of appropriate material to promote recruitment through diverse media both on and offline.[iii] The CRA could also include promotional material on its campaign through My Account, to inform and encourage new volunteers to register.
2Promotional materials using standardized formats could be tailored by host organizations to fit their own requirements so that they can, with little additional effort, complement the CRA’s recruitment efforts at the local level.
3Promotional materials using standardized formats could also be made available to experienced, returning volunteers, so that they can, through word of mouth, share this material with others in their community. During the volunteer registration process, note could be taken of any new volunteers referred to the CVITP by existing volunteers in order to include this information later in the CRA’s recognition of existing volunteers’ contributions to the CVITP.
How the CRA could manage this change in its approach
If the CRA is to do a better job of working with its volunteers, it needs to dedicate financial and human resources specifically for this purpose.
It has the money to do this. As we have previously mentioned, Budget 2018 indicated that the CRA’s budget for the CVITP has quadrupled in recent years. Therefore, it should allocate funds to support its efforts to increase volunteer involvement (if it has not already done so); it is primarily a question of its own budget priorities.[iv] Furthermore, the CRA should designate an individual – with appropriate experience and the authority – to spearhead this effort.[v]
Volunteer management systems would need to be put in place to support, and track volunteer involvement.[vi] Volunteer roles and responsibilities would need to evolve to remain consonant with current working conditions.[vii]
As per the CRA Ombudsman’s recommendation #6, the CRA should follow through and prepare a strategy for recruiting CVITP volunteers. This action is overdue.
The CRA should analyze data on volunteer characteristics collected through its CVITP volunteer registration process to identify trends which could help inform this strategy. The strategy should incorporate annual recruitment targets against which the CRA should report results on. It also should be subject to regular review.[viii]
As host organizations are the CVITP’s main partner in the volunteer recruitment process, the CRA should be mindful to consult with host organizations before finalizing the strategy.
Conclusion
We see four stages in the annual cycle of CVITP service delivery in which volunteers are implicated: recruitment, training, support and supervision, recognition and retention. A recruitment strategy addresses only one stage in this cycle. A comprehensive CRA strategy for volunteer involvement would address all four stages.[ix]
Throughout these three articles, volunteer retention has frequently come up in the context of volunteer recruitment. That is because it is equally important to ask the question: “Once the CRA has recruited new volunteers, what can it do to keep them coming back?” Watch for our forthcoming article on CVITP volunteer retention.
[i] CCVI checklist, page 9: “Recruitment messages are realistic and clear about the volunteer roles and expectations.”
[ii] CCVI checklist, page 9: “Recruitment messages indicate that screening procedures are followed by the organization and lists the specific verification processes required for each role.”
[iii] CCVI checklist, page 9: “A variety of techniques and channels are used to recruit volunteers online and offline.”
[iv] CCVI checklist, page 2: “A budget is allocated for volunteer involvement.”
[v] CCVI checklist, page 4: “The organization has a clearly designated individual(s) with appropriate qualifications responsible for supporting volunteer involvement.”
[vi] CCVI checklist, page 5: “Volunteer management systems are in place to support, and track volunteer involvement.”
[vii] CCVI checklist, page 8: “Volunteer roles are developed to reflect the needs of the organization and the needs of volunteers, incorporating a range of approaches and reflecting current trends.”
[viii] CCVI checklist, page 6: “The impact of the volunteer involvement strategy is evaluated to ensure the needs of the organization are met. This includes both the social and economic value and impact of volunteer involvement.”
[ix] CCVI checklist, page 3: “The organization has a planned approach for volunteer involvement. It includes linking volunteer roles to achieving the mission, providing the appropriate human and financial resources to support volunteer involvement and establishing policies for effective volunteer management.”