211 and Volunteer Centres Report and Tool Kit

211 and Volunteer Centre Services
Report and Tool Kit
June 2011
Produced by the project:
“Building Community Capacity through 211 and Volunteer Centre Services”
Prepared by the project collaborative:
 Rosanna Thoms, Executive Director, 211 Information Niagara - Lead
 Cathy Taylor, Executive Director, Volunteer Centre of Guelph Wellington – Lead
 Ann Coburn, Director, Volunteer Halton
 Carroll Francis, Supervisor, 211, Region of Peel
 Jane Hennig, Executive Director, Volunteer Action Centre of Kitchener Waterloo
 Pam Hillier, Executive Director, 211, Community Connection
 Marie Klassen, Executive Director, 211, Lakehead Social Planning Council
 Bill Morris, Executive Director, Ontario 211 Services Corporation
 Lianne Picot, Executive Director, Contact South Simcoe Community Information Centre
 Melanie Winterle Executive Director, and Annie Bigelow, Volunteer Hamilton
With Jonquil Eyre, Project Manager
This project received financial support from:
and Ontario 211 Services Corporation.

211 and Volunteer Centres: Report and Tool Kit
Prepared by the Collaborative – June 2011 2
Contents
INTRODUCTION 3
1. REPORT 4
1.1 The Project 4
1.2 The Collaborative Partners 6
1.3 Environmental Scan 8
1.4 Province Wide 211 System Support 10
1.5 Communication 11
1.6 Governance 12
1.7 Organizations Using Volunteers 12
1.8 Online Volunteer Websites 13
1.9 Emergency Response and Recovery 13
1.10 Brand Clarity and Promotion 16
1.11 Cross-Sectoral Workshop 16
1.12 Recommendations 17
1.13 Next Steps 18
2 TOOL KIT 19
2.1 Promising Practices for Effective Partnerships 19
2.2 Continuum of Options 22
2.3 Partnership Agreement 23
2.4 Memorandum of Agreement and Transfer Protocol Template 24
2.5 Guiding Questions for 211 CIRS 28
2.6 Business Continuity and Emergency Response and Recovery 30
2.7 211 Regions and Volunteer Centres 33
2.8 Online Volunteer Resources 34

Introduction
This document is in two parts. The first is a report on the project. The second part is a tool kit
containing the practical tools developed by the project.
A valuable outcome of the project called “Building Community Capacity through 211 and
Volunteer Centre Services” has been the commitment of 211 Centres and Volunteer Centres to
continue to work together to strengthen the communities in which they provide services. This
includes working with and supporting each other’s services to strengthen volunteering in
Ontario. Being a province-wide service, operating 24/7/365, being standards based1
and
multilingual are assets that 211 Centres bring to the partnership. An outcome of this project has
been to demonstrate the value of advancing consistent and basic standards for volunteer
opportunity posting and searching sites. The Ontario Volunteer Centre Network (OVCN) has
expertise in how to implement this.2
The audience for this 211 and Volunteer Centres Report and Tool Kit includes Volunteer
Centres, 211 Centres and other information and referral (I&R) providers and human service
organizations interested in supporting volunteerism in Ontario. It is hoped that this work in
Ontario may also be useful in other provinces. Some tools may provide models that are useful in
other sectors.
One goal of the project has been to expand the utility of 211 service to strengthen volunteering
in Ontario. To this end this 211 and Volunteer Centres Report and Tool Kit has been designed
to be tangible, practical and applicable for implementation including the recommendations.
Part 1, the Report, includes information about the project and the collaborative, the
environmental scan and some of the components of shared interest such as online resources
and contributing to emergency responses. It concludes with the recommendations from this
discovery phase of the project and next steps. These recommendations were endorsed by 211
and Volunteer Centre participants at the cross-sectoral workshop in May 2011.
Part 2, the Tool Kit shares the valuable learning from this collaborative project about how to
build and maintain effective relationships and partnerships. While such a list may seem obvious,
our work together repeatedly raised the frequency of the neglect of these behaviours in working
relationships despite an urgent need for them to be able to work effectively. This is followed by
tools mostly in the form of templates that can be customized to make them easy to use.
1
There are agreed upon data and service standards, and an accreditation process.
2
In late 2010 OVCN received Ontario Trillium Funding to focus on business planning and setting
standards which will assist with OVCN’s capacity to do this.

1. Report
1.1 The Project
Representatives of 211 Centres and Ontario Volunteer Centre Network (OVCN) members
began working together toward the goals of this project in 2009. Enabled by financial support
from the Ontario Trillium Foundation and the Ontario 211 Services Corporation (O211SC), a
formal collaborative for the “Building Community Capacity through 211 and Volunteer Centre
Services” project was formed in April 2010.
The project goal was to determine how collaboration between 211 and Volunteer Centres could
bring value to Ontario residents and their communities. As a discovery project, the focus was on
‘whether to’, ‘if so, how’, ‘what would work best’ and to work out the details in protocols and
models that are documented in the Tool Kit as the basis for implementation.
The collaborative recognizes that it has been an ambitious and complex project to complete in a
year. With Ontario Trillium Foundation’s particular interest in collaboration and their new
partnership with the Province of Ontario, collaborative members have been particularly
interested in the opportunity to practice and demonstrate a ‘best practice’. 211 is a public
information and referral utility and it was thought that by working together it could also become a
useful number to associate with volunteering, and thereby a way to strengthen voluntarism.
Recently the phrase “to give and get help”, which is often used in the US, was being used in
Ontario 211 presentations without clarity of what it referred to or discussion with Volunteer
Centres. This project has provided a platform to discuss messaging and has coincided with 211
branding work in Ontario which resulted in the selection of the tag line “211 when you don’t
know where to turn”. Both sectors are interested in effective, clear and consistent
communication with the Ontario public.
Vision
The collaborative developmental vision focussed on both process and outcomes.
Principles
Four principles guided the work of the collaborative:
(i) Our commitment is to open communication, transparency of information and shared
decision making which will be documented.
A process that focuses
on the value and assets of
the participating
organizations based on
honest dialogue and
integrity.
A true collaborative
which provides a
partnership model with
strong values and
principles, that participants
can be proud of.
Community engagement
that heightens community
awareness of 211 and
volunteer centres and
results in healthier
communities

(ii) Time is a scarce resource, meetings (by phone or in person) will be planned with clear
objectives, agendas and intended outcomes, and participants will prepare ahead.
(iii) Both approval for and concerns about ideas will be raised so that they can be discussed.
Collaborative members will work to address problems and move the work forward. In the
event of needing it, there is a commitment to using a conflict resolution process.
(iv) That attendance in meetings is optional but if a person is unable to attend they will
inform the project manager and they will feel free to contribute to the discussion by
sharing ideas ahead of time through a colleague or the project manager.
There were three areas of expected results. (See Table 1)
Table 1 1. Expected Results: Increase capacity of Volunteer Centre operators and 211
operators to work together to enhance volunteerism in Ontario.
Performance Indicators Outcomes as of May 2011
a. Building Community Capacity collaborative
meets regularly
b. Joint Project Management Plan developed
c. Joint Communications Plan developed and
implemented
d. Combined InformOntario [211] and OVCN
conference in March [May] 2011
e. Regular newsletters to OVCN and
InformOntario members on the project
• The collaborative met regularly – 9 times, 4 in
person and 5 by phone.
• A work plan was developed (May 27th
2010)
and guided the work.
• At every meeting the question of others who
need to know was asked. Communication
messages were by consensus.
• A short presentation with handout was made in
May 2010 to the InformOntario conference.
• A one day workshop was held on May 25th
2011 which all 211 Centres and 16 Volunteer
Centres attended.
• Five E-bulletins were distributed to a growing
list that became 86 people. The 5th
E-bulletin
was distributed more broadly.
2. Expected Results: Extend access to volunteer opportunities in Ontario through the 211
network
a. Models and protocols for 211 and OVCN to
jointly support volunteers and organizations
requiring volunteers
b. Consultation with health, social services,
Aboriginal, Francophone, immigrant and
refugee services on volunteer use,
organization needs and roles for 211 services
and volunteer sectors
c. Principles and value base for joint practice
established
d. Model of practice developed.
e. Recommendation on how the term “211 to
Give Help” will be branded and promoted in
Ontario taken to March [May] conference.
• Models and protocols were drafted,
demonstrated and used at the May workshop.
• There were four community consultations
using focus groups in Brantford, Thunder Bay,
Stratford and Owen Sound. Participants
represented a broad range of sectors. There
was also communication with diverse
provincial organizations through the 5th
project E-bulletin.
• Principles of practice were developed.
• Volunteer Centres participated in completion
of a survey related to 211 branding.

3. Expected Results: Enhanced role for 211 and OVCN membership for second tier support in
community emergency planning
a. 211 providers meet AIRS disaster
preparedness standards
b. OVCN members are involved at local planning
tables and represented provincially
• Discussion began about the role of 211
Centres and Volunteer Centres in second tier
emergency response and recovery. Case
examples and checklists were included in the
project Report and Tool Kit. 211 Centres are
continually building their capacity in this area.
1.2 The Collaborative Partners
Ten organizations launched and participated in the collaborative. Five of these are involved with
211 service and five with Volunteer Centre services. (See Table 2)
Table 2 211 Services Volunteer Services
Information Niagara – Lead, 211 Centre for Central
South/Central West Region
Region of Peel, 211 Centre for Dufferin-Peel
Region
Community Connection, 211 Centre for Central
East Region
Lakehead Social Planning Council, 211 Centre for
Northern Region
Ontario 211 Services Corporation (Funding partner
and kept informed through documents and liaison
with Project Manager)
Volunteer Centre of Guelph Wellington – Lead
Volunteer Centre
Contact South Simcoe Community Information
Centre (Active May - November 2010)
Volunteer Action Centre of Kitchener Waterloo
Volunteer Halton
Volunteer Hamilton
Roles and responsibilities of the project lead, Information Niagara, and the leading Volunteer
Centre, the Volunteer Centre of Guelph/Wellington, as well as all collaborative members and the
project manager were developed and agreed upon at the beginning of the project. A detailed
work plan including the dates and objectives of meetings was also developed and agreed on.
211 Centres
The 211 network consists of eight 211 Centres and the Ontario 211 Services Corporation. In
common among the 211 Centres are the common standards and brand of 211 which is a
24/7/365, multilingual, national public utility. To be a 211 Centre, organizations need to be
licenced, meet or exceed minimum standards and achieve Alliance of Information and Referral

Systems (AIRS) accreditation. Staff must be Certified Information and Referral Specialists
(CIRS) and people working with data must be Certified Resource Specialists (CRS).
211 is multi channel: phone and via the web, www.211Ontario.ca. In addition to phone, there
are chat and TTY services. Each of the 211 Centres is expanding their service areas to deliver
211 throughout their region with the objective of 100% of Ontario being served by 211 phone
service in 2011. Information and referral data supporting the 211 service includes community,
health, social and related government services.
Ontario Volunteer Centre Network
The Ontario Volunteer Centre Network (OVCN) is a network of 24 Volunteer Centres in Ontario.
Volunteer Centres are themselves networking organizations that work across the nonprofit
sector connecting community benefit organizations with resources. They promote, encourage
and support volunteerism and civic engagement within their geographic area(s) and link
community members with opportunities to serve their communities. They are critical
intermediary organizations that enhance the capacity and impact of the voluntary sector as a
whole.
Mandate of OVCN: To provide a provincial network and provincial voice to strengthen the
individual and collective ability of Volunteer Centres in Ontario to promote and develop
volunteerism.
Purpose of OVCN: To strengthen the capacity of Volunteer Centres to provide leadership in
volunteerism. To provide a forum to discuss issues and policies which are of concern to
Volunteer Centres and to establish ad hoc committees from time to time to study issues which
are of mutual concern to Volunteer Centres in Ontario. To strengthen the relationship among
Volunteer Centres.
Data
Data for about 56,000 agency services and programs in Ontario is maintained by 211 Centres
and other information and referral providers. Volunteer Centres that utilize the Community
Information Online Consortium (CIOC) software use this data set and can trust that it is being
maintained. However CIOC is used in common by only about 50% of Volunteer Centres (2008
survey). Other Volunteer Centres maintain their own data for the agencies with whom they work
to support volunteering.
In addition to agency records Volunteer Centres maintain data on volunteer opportunities, and
complementary information which they each do differently, e.g. list of Executive Directors, Board
Chairs, community events and fast facts for frequently asked questions.

1.3 Environmental Scan
211 Region
Current Relationship between the 211 Centres and Volunteer Centres
in the 211 Region
Central 211
Region
• Findhelp Information Services and Volunteer Toronto have a working
relationship which includes a service level agreement (SLA) about working
together on an ongoing basis and making warm transfers when required.
Central East
211 Region
• Community Connection has had a working relationship with Contact, (South
Simcoe) and Community Link (Midland) for more than two decades (before
each became a Volunteer Centre), due to being long term partners on the
Information Providers Coalition for Simcoe County. These Volunteer Centres
are also Community Information Centres.
• Community information is shared through a common CIOC database, (with a
shared CIOC license) and volunteer portal.
• Calls are referred or transferred as appropriate.
• Midland’s volunteer opportunities information is on CIOC software and is
therefore shared with Community Connection.
• Contact, South Simcoe, has its own specially created database system.
Halton 211
Region
• Volunteer Halton is part of Community Development Halton with which the
Social Services department works closely.
• The Region of Halton, which provides the 211 service, refers callers to
Volunteer Halton.
• The relationship between Volunteer Halton and Halton Information Providers
(HIP) includes a shared database and resources.
Central
South/Central
West 211
Region
• Information Niagara has working relationships with Volunteer Hamilton,
Volunteer Centre of Guelph/Wellington and Volunteer Action Centre of K-W
and Area.
• There are future plans for connection with United Way of Cambridge and
North Dumfries/ Volunteer Cambridge, and Woolwich Community Services
• Information Niagara also served as the Volunteer Centre until United Way
funding was withdrawn.
• Information Niagara, Volunteer Centre of Guelph/Wellington and Volunteer
Hamilton use CIOC volunteer software.
• Volunteer Action Centre of K-W and Area has customized volunteer software.
• Information Haldimand-Norfolk has its own CIOC information and referral
database.

211 Region
Current Relationship between the 211 Centres and Volunteer Centres
in the 211 Region
Dufferin Peel
• Region of Peel has a working relationship with Volunteer Mississauga,
Brampton and Caledon (VMBC) which does not have its own database.
• VMBC works with Community Information Partners of Peel (CIPP) regarding
data.
• The Region provides funding to VMBC which has purchased the CIOC
volunteer module.
• There is a spoken understanding regarding transfers, currently warm
transfers.
• VMBC is very interested in working with 211.
Eastern 211
Region
• Community Information Centre of Ottawa and Volunteer Ottawa have a
working Memorandum of Agreement.
• The Kingston Volunteer Centre has been closed. The Community Information
Centre of Ottawa has the Kingston volunteer database but as it does not have
the Volunteer Centre role the database is not current. The United Way of
Kingston is providing a level of Volunteer Centre services.
• The relationships with the Volunteer Bureau of Leeds and Grenville and
Volunteer and Information Quinte are developing.
Northern 211
Region
• Lakehead Social Planning Council has a working relationship with Volunteer
Thunder Bay.
• The relationships with the Volunteer Sault Sainte Marie (run by United Way)
and Volunteer Sudbury are developing.
• Referrals are made to Volunteer Centres.
South West
211 Region
• City of Windsor has a working relationship with United Way of Windsor-Essex
County Volunteer Centre.
• In Windsor the licence for the CIOC volunteer module is held by the university,
but the volunteer database is not maintained. There has been discussion
about the Volunteer Centre becoming the direct responsibility of Windsor 211.
• Relationships are developing with United Way of Chatham-Kent which serves
as the Volunteer Centre and Pillar Non-Profit Network in London.

1.4 Province Wide 211 System Support
One goal of both 211 and volunteer services is to connect citizens to their community so that
their lives are improved in healthy and vibrant communities. There are eight 211 Centres that as
a network with O211SC are implementing a 211 system to ensure that all residents have access
to 211 service by the end of 2011. There are approximately 24 Volunteer Centres that form
OVCN and together provide volunteer services to 80% of Ontario’s residents. There are
additional emerging Volunteer Centres and volunteer services.
This project determined that every person in Ontario who has an interest in volunteering should
have a pathway to follow. Where there is a Volunteer Centre the project recommendations
enhance a smooth referral process. For the approximately 2.5 million (20%) of Ontarians who
do not have access to a Volunteer Centre, this project recommends that 211 service be utilized
to enhance the likelihood of a person with a talent and time to give as a volunteer being linked
with a non-profit organization that wants to benefit from that skill and experience.3
The primary outcome of the project is the consensus that 211 service can support volunteer
engagement by connecting Ontario residents to volunteer resources. Although this already
occurs when any 211 caller inquires about volunteering, this project proposes a variety of tools
and protocols to ensure improved service and consistency, by using existing resources better
and developing new resources to strengthen the response. Value to clients has been the basis
for establishing the priorities and criteria.
Volunteer Centres vary greatly in the geographic location they serve. A few serve large
populations such as Volunteer Toronto (population of 2.4 million) and Volunteer Mississauga,
Brampton and Caledon (population of 1.2 million). Many Volunteer Centres are highly engaged
in multiple aspects of their community. Regardless of their size, where a Volunteer Centre
exists, a range of services are offered. Some Volunteer Centres provide services only to their
member agencies. Services include assisting agencies to post volunteer opportunities and
responding by phone and often to walk-in clients by linking interested people to agencies
requiring volunteers. Most Volunteer Centres also offer online websites where agencies can
post volunteer opportunities and where potential volunteers can search. A protocol between 211
Centres and existing Volunteer Centres will ensure that a 211 caller is referred in the way that
best uses the local Volunteer Centre service. For example this might be to the web site or to a
site for resources on volunteering.
Where there is no Volunteer Centre, focus groups confirmed that posting or finding out about
volunteer opportunities is often haphazard, time consuming and has limited success. In these
situations there are optional procedures for a person who calls 211. The first is that the skilled
person answering the 211 call, who will be a Certified Information and Referral Specialist
3
The drivers for enhancing the effectiveness of recruiting volunteers include the value to individuals,
agencies and their clients, and communities. There is significant literature on the contribution of
volunteering to good health.

(CIRS), will have a set of guiding questions and suitable responses, developed by this project to
assist them to refer the caller in the most appropriate way. (See 2.5)
Additional support to volunteering in locations without Volunteer Centres will be online volunteer
opportunity databases. These can serve large areas and be searchable in a number of ways.
Also proposed to support all volunteer activity will be the online repository of related information
about volunteering that would be applicable across the province or nationally. 4
(See 2.7 for
volunteer services in 211 regions)
1.5 Communication
An important characteristic of communication during the project was consistency of messaging.
The leads reviewed drafts and all collaborative members reviewed any materials that were for
external use. The project undertook to maintain continuous communication with interested
parties throughout the project. This was achieved by five one or two page E-bulletins providing
updates on the project which were distributed by email. By the fourth bulletin in January 2011 it
was being distributed to 86 people who had requested to be on the distribution list.
Another vehicle for communication was attendance at and a short presentation to participants at
the InformOntario Conference in May 2010. Project updates were also distributed through the
Ontario 211 Services Corporation newsletter “In Touch” in July 2010 and February 2011.
Mid-project, an evaluation was conducted using a questionnaire that was completed by all
members of the collaborative. It provided insight into how to make improvements and
strengthen the relationship and project work.
In November and December 2010 four focus groups were conducted. They were held in
Northern 211 region in Thunder Bay, in Central East 211 region, in each of Stratford and Owen
Sound, and in Central South/Central West 211 region in Brantford. The focus group participants,
46 in all, brought experience from a range of sectors including: aged care, hospitals, Friendship
Centres, food banks, Aboriginal services, municipalities, colleges and schools, United Way,
housing, disability services, hospices, Red Cross, mental health, museums, shelters, St John’s
Ambulance and libraries. The discussion in each location tested the ideas that had developed to
that point in the project and explored how 211 could help to strengthen volunteering in areas
without a Volunteer Centre. In Thunder Bay, where there is a Volunteer Centre, the focus was
on Aboriginal services particularly in areas outside Thunder Bay.
Towards the conclusion of the project a fifth E-Bulletin summarized the outcomes of the project
and provided online links to this 211 and Volunteer Centres Report and Tool Kit as a further
resource. In addition to being sent to the distribution list it was more broadly distributed including
4
The re-launched website of the partnership between Volunteer Canada and Manual Life
www.getinvolved.ca could become such a website.

to the Ontario Non Profit Network. The purpose of this communication was information
dissemination about the project focussing on both process and outcomes. One particular focus
was the project experience with building successful partnerships in the hope that the project
learning would be useful to others.
A one day workshop was held in Toronto on May 25th
2011 to engage all 211 Centres and
Volunteer Centres in Ontario. The purpose of the workshop was to present, review, improve and
apply the draft protocols that were developed during the collaborative project so that participants
could work with others in their geographic location to develop their regional protocol in
readiness for implementation.
1.6 Governance
The organizations participating in the collaborative are governed by a volunteer Board of
Directors or an elected Council of regional or municipal politicians. Because the outcomes of
this project have implications for multiple agencies, there are accountabilities between
organizations. This resulted in discussion about how organizations that work together should
engage their Boards. It was agreed that decisions such as those arising from this project will
require discussion with the Boards of Directors of 211 Centres and Volunteer Centres because:
• Board awareness of new initiatives is important
• Board discussion would be required if there are financial or legal implications, and
• Accountability is required in a new partnership, whether it is financial or not.
1.7 Organizations Using Volunteers
‘Volunteer opportunities’ is a subject in the classification of records in the human services
database accessed on www.211ontario.ca. This province wide database has information on
56,000 organizations and services and supports information and referral in Ontario. Many
agency records describe the types of volunteer roles for which they recruit. If the organization
has a website, the website URL is also provided on 211Ontario.ca, enabling an online user to
pursue more detail about the organization and the volunteer opportunities.
An axiom of information and referral is that being given the wrong information is worse than no
information. Wrong information frustrates and misleads people who might give up on their
search before resolving their issue. Mis-information could discourage a potential volunteer.
Ensuring that the individual knows how to get current and accurate information is key.
By contacting the organization that uses volunteers a potential volunteer can find the most
recent information about the nature of opportunities and their current requirements. An example

of the changing need, is a theatre that will be vigorously recruiting volunteers one day and
indicating the next day that they have too many.
1.8 Online Volunteer Websites
In an attempt to support volunteerism,
particularly in locations without a Volunteer
Centre, a number of initiatives have been
undertaken to create websites on which
volunteer opportunities can be posted. In some
cases people offering their volunteer services
can also post their skills and availability. Some
websites include a collection of resources that
are useful to potential volunteers. Many
agencies attempt to recruit volunteers on their
own websites, e.g. Canadian Universities,
Canadian Cancer Society and the Art Gallery of
Ontario. Focus group participants described the
process of searching for volunteer opportunities
as disorganised and difficult where there is no
Volunteer Centre.
The case study in the box describes the website
www.volunteerconnection.ca which provides a
resource focussed on addressing the volunteer
needs of the Ontario Central East 211 region.
In early 2011 in a partnership between
Volunteer Canada, Manulife Financial, Q Media
and TV Ontario, the website
www.getinvolved.ca was redeveloped and re-
launched. It includes both volunteers offering
services and volunteer opportunities. This is
another resource for non-profit organizations
nationally.
1.9 Emergency Response and Recovery
211 Centres and Volunteer Centres have significant roles to play in emergency response and
recovery. 211 is the one point of non-911 phone entry at times of crisis and is used in US and
Canadian emergency plans for this purpose. As part of the accreditation process with the
Central East Case Study
Community Connection has developed a
region-wide website,
www.volunteerconnection.ca, to support
organizations in need of volunteers and to
help volunteers find opportunities. The
website has evolved over a number of years
through a series of funded projects from the
Ontario Trillium Foundation and the North
Simcoe Muskoka LHIN, and partnerships
with four United Ways and the local labour
board. The website, which uses CIOC
software, offers searchable volunteer
opportunities for the entire Central East
region. The website continues to be in
development.
Simcoe County is served by two full service
volunteer centres. Community Link serves
the north part of the County and Contact
serves the south part. Calls to 211 about
volunteering are treated as regular
information and referral calls. Inquiries about
volunteering are referred to existing
volunteer centres in a caller’s community.
For communities where there is no volunteer
centre, 211 staff conduct their regular caller
assessment (interests, location) and refer
callers to organizations that best fit their
needs.

Alliance of Information and Referral Systems (AIRS), 211 Centres are required to assess and
provide referrals for inquirers and connect people to critical resources in times of disaster.
The collaborative found that thinking of emergency preparedness having two phases may be
useful. The first is the organization’s own business continuity or contingency planning. The
second is the organization being positioned to help others. Checklists that raise some of the
areas for consideration for these two phases are identified in the Tool Kit section 2.6.
The following case studies illustrate the involvement of 211 and volunteer services which are at
different stages of development.
Case Study: Central South/Central West 211 Region
The Central South/Central West 211 Region includes the municipalities of Brant, Haldimand Norfolk,
Hamilton, Niagara, Waterloo and Wellington.
• The Niagara Region emergency response and recovery plan builds on the long term relationship
between Information Niagara and the Regional Municipality of Niagara. Through the Director of
Communications, several meetings of Information Niagara and Regional staff were arranged.
The Executive Director from Information Niagara was invited to accompany Regional staff to the
Emergency Centre in Peterborough. There they learned how the Centre would work including
who would be there using the bank of computers and what their responsibilities would be. As a
part the Niagara Region Emergency Plan the number 211 will be advertised as the number to
call to divert non-emergency calls away from 911 and any overflow from non-emergency calls.
The Executive Director from Information Niagara was involved in the selection of related
Regional software. Next steps in Niagara Region will include testing.
• In Waterloo Region a protocol is in place with 911 providing 211 with an inside line to access
911 of needed. The Kitchener-Waterloo Emergency Management Committee which includes
Fire Chiefs, the School Board and Police Boards has asked for a presentation from Information
Niagara which will deliver 211 service to Waterloo Region. The Volunteer Action Centre of
Kitchener Waterloo is part of the Waterloo Region’s Community Pandemic Influenza Plan. In the
event of a pandemic the Volunteer Centre, will be one of the organizations responsible for
operating the Volunteer Coordination Centre. This is described and illustrated in the Plan’s
chapter on Community Support Services (Chap. 10, pp.112-113)
http://www.waterlooregionpandemic.ca/en/pandemicplan/PandemicInfluenzePreparednessPlan.asp
In addition to supporting an essential community resource and service, the Volunteer Action
Centre of Kitchener Waterloo found that it was beneficial to the organization’s other services to
be involved in the development of the Plan. Participation provided access to templates for
screening, volunteer applications, waivers, confidentiality agreements, interview guidelines and
risk management tools, all of which had been reviewed by the Region’s legal services.
Participation also provided an opportunity to inform senior staff at the Region about the role of
the volunteer service and to be invited to other municipal strategic planning opportunities with
the cities of Kitchener and Waterloo.
• In the City of Guelph and Wellington County the Volunteer Centre of Guelph Wellington has had
preliminary discussion with emergency preparedness staff in Wellington County.

The geographic communities served by respective emergency plans require both 211 Centres
and Volunteer Centres to be adaptable in their approach. In some cases this requires working
with multiple community emergency plans. In others it requires collaboration among multiple
Volunteer Centres to support a single regional plan.
211 is part of a number of Ontario community emergency response and recovery network plans
and 211 Centres are working to establish relationships where they do not yet exist.
Case Study: Central East 211 Region
Central East 211 Region includes the counties and municipalities of Bruce, Grey, Haliburton, Huron,
Kawartha Lakes, Muskoka, Northumberland, Parry Sound, Perth, Peterborough and Simcoe.
• In Bruce, Grey, Muskoka and Simcoe Counties, Community Connection which is the organization
providing 211 service to the Region, is in the early stages of emergency response and recovery
planning. Relationships have been developed with the District of Muskoka to create and maintain
a specialized database to be used during disaster response and an agreement is in development
for Community Connection to provide a 24/7 public disaster information line. In Simcoe County,
work is underway to determine how 211 can support a vulnerable populations emergency
response plan. Other relationships have been developed with Red Cross Disaster Services
managers in these counties and a training program is being developed to support more formal
partnerships with Red Cross, which would include mass recruitment and deployment of
volunteers. Volunteer Centres do not currently contribute to emergency response and recovery
planning in an organized way but as working partners with Community Connection, they would be
able to help organize support. Systems have not yet been set up for mass recruitment of
volunteers.
Some Volunteer Centres are well positioned to assist with volunteer recruitment and
deployment in times of crisis and some are part of their community’s emergency response and
recovery network plan. Another role of 211 Centres is to receive calls from people who want to
offer assistance and contact the 211 Centre to find out how to do so.
Case Study: Northern 211 Region
Northern 211 Region includes the counties and municipalities of Algoma, Cochrane, Kenora, Manitoulin,
Nipissing, Rainy River, Sault Sainte Marie, Sudbury, Thunder Bay and Timiskaming.
• The Lakehead Social Planning Council, which delivers the 211 service, has begun the dialogue
with the City of Thunder Bay emergency planning group which includes Emergency Medical
Services (EMS), the police and the Red Cross. 211 will be part of the overall plan which is in
development.
• 211 is also the contact point for people who need or want to give help. Examples over the last
few years include responding to fires and floods in First Nations communities. Typically a
communiqué is sent by the City of Thunder Bay, and individuals who need or are able to help
are advised to call 211 which co-ordinates and refers appropriately.

1.10 Brand Clarity and Promotion
As a result of recent work on branding, the 211 system has
developed a new tag line and simplified the oval 211 logo as
illustrated here. A person wanting to find out about
volunteering and volunteer opportunities and unclear about
where to get more information can call 211. Arising from this
project protocols will exist between 211 Centres and any
volunteer centres in their region. This will help to ensure that
callers are directed to the best resources to address their
interest in volunteering in a timely way.
1.11 Cross-Sectoral Workshop
Twenty-eight 211 and Volunteer Centre participants from over 20 communities across Ontario
met for a one day workshop in Toronto on May 25th
2011.5
The workshop received
a very positive
participant evaluation. The ratings of “very good” are presented graphically in Figure 1.
Qualitative feedback highlighted a number of areas as valuable: relationship building and
networking, increased knowledge and understanding, the practical work done of developing
transfer protocols, and tangible tools provided in this Report and Tool Kit which was distributed
as a working draft.
The day was organized to combine
relationship building with colleagues, getting information and making practical progress on
regional protocols and agreements. The collaborative presented and invited review and
improvement of the draft
protocols that had been
developed during this
collaborative project.
The workshop included
networking activities and
dedicated time to work
with partners in each
region so that
participants could leave
the workshop with
customized protocols
ready to be
implemented.
5
To optimize the investment in travel, OVCN organized a workshop on the previous day.
0% 10% 20% 30% 40% 50% 60% 70% 80%
Addressed questions
Information useful other initiatives
Furthered ideas about partnerships
Developed draft protocols for use
Met your expectations
Increased knowledge of 211 or V.C.s
Engaged you: interesting & productive
Increased your confidence
Network with people
Figure 1 Percentage of participants rating as very
good

Workshop participants endorsed the project recommendations.
1.12 Recommendations
Recommendations
1
That anyone interested in volunteering in Ontario may call 211 and will be provided with a
pathway to do so. The pathway will vary depending on existing local services. (Note that from an
information and referral perspective this is similar to calling 211 for other programs and services.)
2
That a protocol exist between 211 Centres and all Volunteer Centres in their 211 region
ensuring a standard and efficient approach for referral of callers with volunteer enquiries.
3
That all Certified Information and Referral Specialists (CIRS) answering 211 calls in areas
without a Volunteer Centre, be provided with a template of standard broadly based
questions to ask a caller interested in volunteer opportunities and suitable responses to
provide. [See template in 2.5]
4
That as much as possible a non profit organization wanting to publicly post a volunteer
opportunity will be provided with a pathway to do so. 211 and OVCN will act as catalysts for
collaboration in supporting a volunteer opportunities website where possible in locations without a
Volunteer Centre.
5
That effectiveness in partnership creation and development can be enhanced by consistently
applying a set of practices. [See checklist in 2.1]
6
That development of an improved information management system (IMS) to support 211
service, include consideration of linkages to volunteer opportunity databases so that agency
program and service data is maintained once for both uses. Records should include “this agency
engages volunteers’.
7
That OVCN act as catalyst to create or support a website that contains resources for
volunteering to which volunteer opportunities websites could be linked
8
That 211 Centres and Volunteer Centres work together to be part of emergency response and
recovery municipal plans.
9
That communication between 211 Centres and OVCN be maintained and built on based on the
new trust that has been developed. Representatives from 211 Centres and OVCN will continue to
collaborate for at least one year and address issues that arise. This could be a twice annual
meeting at which information is shared and reported back to respective constituencies. (This could
include collaboration at the system and provincial level as well as MOUs and partnerships
happening at the local and regional levels.)
10
That implementation of these recommendations be enabled by identifying leadership and
determining any resource implications. Also that implementation be monitored, supported and
evaluated.

1.13 Next Steps
Both partners are parts of bigger networks that have national connections. Communicating this
project and its outcomes to each of the networks and embedding the implementation of the
recommendations will be a phased approach. It will begin in Ontario.
□ The collaborative recognized an obligation to share what has been done and what had
been learned. The distribution of E-bulletin #5 included selected provincial organizations.
□ This 211 and Volunteer Centre Services Report and Tool Kit will be made available
online on 211 and OVCN websites and distributed to all participants at the May 25 2011
cross-sectoral Workshop.
□ Follow up has been provided to support the completion and implementation of
Memoranda of Agreement and Transfer Protocols developed at the Workshop.
□ Discussion has begun on further collaboration between 211 Centres and Volunteer
Centres in their relationship with and support to municipal emergency response and
recovery plans.
□ The project leads from 211 and OVCN have an ongoing working relationship and
through this intend to assume leadership in furthering the recommendations from the
project. They will meet twice annually for at least one year and support regional
relationships and the implementation of relevant tools to enable practice of the
recommendations. This includes determining how to best and appropriately implement
the recommendations including what projected costs there may be and who will take
leadership.
□ There is a goal to ensure that all United Ways are informed about this project.
□ Ongoing work includes exploration of joint marketing, creating volunteer databases
where none currently exist, and associated resource requirements and sources for
implementation, e.g. OTF, O211SC, United Ways and community foundations.
□ On an ongoing basis monitoring the partnership will include addressing concerns that
arise, and celebrating successes.

2. Tool Kit
2.13 Promising Practices for Effective Partnerships
Background
One of the objectives of the project was to identify promising practices for effective partnerships.
The following have been identified as useful for supporting effective collaborative processes for
front line agencies including 211 Centres and Volunteer Centres. The practices also provide a
model for coordinating bodies such as O211SC or OVCN as an umbrella organization, and can
be applied in multiple other areas.
The project identified the following as important,
perhaps essential, components of an effective
partnership. They cluster into five areas:
Communication Useful questions

Spoken and written communication must be
clear, open, transparent and honest.
 Is the language clear?
 Has ignoring or burying contentious topics
been avoided?
 Is essential information known by those
affected by it?
 Are decisions made and recorded
appropriately?

When agreed upon, information must be able
to be kept confidential.
 Is it clear with whom this information can or
should be shared?
 Is it appropriate for this information to be
confidential?

Disagreement and dispute must be
welcomed but all contributions to discussion
and exchange must be constructive and
considerate.
 Have we invited concerns, risks and issues to
be raised?
 Have they been appropriately acted on?
 Is our thinking rigorous in relation to risks?
 Is our approach courteous?

Comments should not be taken outside of
context.
 Are we communicating clearly inside and
outside meetings?

Discussion about the project and colleagues
in other settings must be constructive. Gossip
and mudslinging has legs and contaminates
relationships.
 Are we working toward win-win solutions?
 Are all conversations professional and
respectful?
(1) Communication
(2) Respect
(3) Mutual knowledge and understanding
(4) Exchange and sharing
(5) Productivity

Respect Useful questions

Trusting and meaningful relationships are
contingent on being mutually respectful and
transparent.
 Has everyone been given opportunity to
participate?
 Is essential information provided openly and
willingly?
 Has withholding information to gain power or
advantage been avoided?

Respect applies to when people are together
and extends to when they are out of earshot.
 Are conversations away from each other
consistent with conversations together?
 Is there a genuine respect or is it limited to
appearing to be respectful?

Once a good relationship with another
agency exists each should be in the forefront
of the other’s mind when considering roles for
the other.
 Are we looking out for opportunities for our
partner?
 How is working together demonstrated?
Mutual Knowledge and Understanding Useful questions

Be intentional, rather than reactive, in getting
to know the political and funding environment
for the other organization(s) as well as one’s
own.
 Is consideration of my partner part of my
organizational plan?
 Do we share information openly?
 Have we considered each other’s risks?
 Be informed about each other’s context.  Do we know each other’s networks?

Understand stakeholder positions. Know
each other well enough to know the
similarities and differences between this and
similar organizations.
 Have we talked about our respective strategic
directions?
 Do we know what our shared concerns are?

Understand reciprocity and be able to align
objectives and capacities.
 Have we identified what we would do better by
working together?

Understand how each organization benefits
the community and work for mutual
understanding of the roles. Help to dispel
myths about the other.
 Are we advocates for each other?
 Do we help each other succeed?
 Do we correct inaccuracies about each other?

Bring other relevant experiences and
knowledge e.g. provincial initiatives, policy
changes, to inform the process.
 Are we considering the larger environment for
our work?

Exchange and Sharing Useful questions

Share information and bring back
opportunities to each other and other non-
profits.
 Is our approach one of helping all sectors to
thrive?
 Have we avoided getting ahead at the cost of
others?

Share best practices in management and
resources.
 Do we share each of our strengths with the
other?
 Do we raise concerns with each other?

Identify barriers, share them and work
through challenges, reluctance and
trepidation.
 Have we created a vehicle to raise concerns
with each other?
 Do we recognize different kinds of
challenges?
 Have we deliberately set out to identify
barriers and challenges?

Celebrate successes of short and long term
impacts together.
 Have we identified evaluation points?
 Do we identify successes?

Ensure self-determination of both players, so
that neither feels it is “done to us”.
 Have we identified each other’s needs?

Reach consensus with the constituencies
each partner represents.
 Have we engaged people more broadly than
the leaders or representatives?
 How can we be sure people have had a
voice?
Productivity Useful questions

Utilize the skills and abilities of the
participants. Feeling underused, overlooked
or under-appreciated erodes enthusiasm for
the relationship and the project.
 Do we know each other’ skills?
 How have we brought each other’s skill’s to
the partnership?

Acknowledge the changing environment for
each partner’s work. This might include
national influences, or staffing, policy or
funding changes.
 What environmental factors are most
important to each player?
 Do policy or funding changes create a risk?

Ensure results, develop an agreed upon plan
and keep the work moving so that
organizational and individual investment has
outcomes.
 Are we outcome focussed?
 Do we evaluate outcomes?

2.14 Continuum of Options
A continuum of options was developed to address the project determination that every person in
Ontario who has an interest in volunteering should have a pathway to follow.
The figure below identifies five possible avenues. Where the caller’s community has the least
volunteer services the person can make a free call to 211 where the inquiry will receive the
professional problem solving of all 211 calls supported by a guide to suitable questions and
responses. As the volunteer resources available to the community increases, the options for the
individual increase. There are full service Volunteer Centres serving over 20 municipalities.
Options for Serving Potential Volunteers and Organizations that Need Volunteers
In locations without a Volunteer Centre Volunteer Centre exists
1 2 3 4 5
Call 211
and
Certified
Information
and
Referral
Specialist
(CIRS)
problem-
solves with
caller
Potential volunteer
searches the
information and
referral database
www.211Ontario.ca
using the term
‘volunteer’ and
adding their location.
A national website
with social media
look and feel,
www.getinvolved.ca
was re-launched in
early 2011 by
Volunteer Canada,
Manulife Financial
and TV Ontario.
There are other
websites such as
Charity Village and
provincial charities.
Online volunteer opportunities
databases also exist using an
online volunteer module which
offers posting, searching and
other functionality, e.g.
www.volunteerconnection.ca
which currently serves 10 of
the 11 counties in Central East
211 Region.
OVCN and 211 Centres would
be catalysts for the creation of
such sites, to which other
organizations could link.
Full
service
Volunteer
Centre
exists to
respond
Phone Online Online Online
Phone
and
online
CIRS will
have a
script to
guide
questioning
and
referrals.
The community
information is
contributed by over
25 data partners
across Ontario.
www.211Ontario.ca
is maintained
weekly.
Quality control is
important. Monitoring
for accuracy and
currency depends on
the website.
These sites require ongoing
monitoring to ensure
appropriate and accurate
posting, as well as currency of
information.
A protocol
will exist
for
transfer
from 211
to
Volunteer
Centre
and vice
versa

2.15 Partnership Agreement
This working agreement describes the basis for the partnership of 211 Centres and Volunteer
Centres and the roles and responsibilities of each. The project “Building Community Capacity
through 211 and Volunteer Centre Services” provided the foundation for a commitment between
211 Centres and OVCN member Volunteer Centres to continue to work together. The project
demonstrated how 211 and the role of Volunteer Centres can help communities by
strengthening volunteering.
Ontario 211 Centres are a network of organizations that are working closely together and with
the Ontario 211 Services Corporation to implement a 211 system. This includes consistent
standards of service and data, shared reporting and interest and involvement in building
sustainable funding for 211 service.
Ontario Volunteer Centre Network (OVCN) is a network of member Volunteer Centres that
promote, encourage and support volunteerism and civic engagement within their geographic
area(s) and link community members with opportunities to serve their communities.
Roles and responsibilities:
• All 211 Centres will communicate with Volunteer Centres in their 211 region and develop
a protocol on how calls about volunteering will be directed to them.
• In locations without a Volunteer Centre, OVCN in partnership with 211 and leveraging
national and local capacity will work to support the existence of websites for online public
posting of volunteer opportunities.
• OVCN will support the development of an easy to use online repository of information
about volunteering for province-wide or broader use. The contents will include resources
to assist potential volunteers, agencies, managers of volunteers and others working with
volunteers. Resources will be informative and relevant to people interested in
volunteering, to 211 Centres receiving inquiries about volunteering, and contribute to
overall growth of professionalism in the field of volunteering.
• Twice yearly the leads from the “Building Community Capacity through 211 and
Volunteer Centre Services” project (Information Niagara and the Volunteer Centre of
Guelph/Wellington) will meet to monitor the outcomes of the project and address any
issues that arise with their constituencies. Each will be responsible for communicating
with their respective networks.

2.16 Memorandum of Agreement and Transfer Protocol Template
Background
This transfer protocol arises from the commitment that was built during the project “Building
Community Capacity through 211 and Volunteer Centre Services” in 2010-2011. The goal of
211 Centres and OVCN member Volunteer Centres is to continue to work together to support
volunteerism across Ontario.
The purpose of this protocol is to ensure smooth and effective referral of inquiries to a 211
phone service about volunteering to existing Volunteer Centres. The first step is for OVCN
member Volunteer Centres to inform 211 Centres about the best way to direct an inquiry about
volunteering.
Individuals interested in volunteering can be diverted from their goal by barriers to accessing
information or time consuming and haphazard processes. Callers will be best assisted if 211
Centres direct callers in the way that is determined to be the most appropriate by the local
Volunteer Centre. As part of the standard tracking process 211 Centres will track the number of
calls transferred to Volunteer Centres. These statistics will be shared with each other and on an
agreed upon regular basis, the Volunteer Centre will provide feedback on the referral process to
the 211 Centre. Annually the protocol will be reviewed.
Template
Between Partners:
(Volunteer Centres)
and
(211 Centre)
Regarding
211 Centre and Volunteer Centre collaboration in (geographic area)
Rationale
The parties to this agreement wish to put into effect a memorandum of agreement for the
following reasons, in order of priority:
• To detail how 211 service provision will interact with Volunteer Centres for the benefit of
their communities
• To establish a shared understanding of protocols and communication between the parties
• To provide opportunities for meaningful collaboration between the parties

Volunteer Centres agree:
• To maintain an on-line database of volunteer opportunities accessible to the public at no
cost
• Any changes to access to this database be shared immediately with the 211 Centre
211 Centre agrees:
• To maintain 211 telephone service in (geographic area) accessible to the public at no cost
• Any changes to access to this telephone service be shared immediately with the Volunteer
Centres
Conditions
Parties to this agreement will:
• Establish and maintain a “Transfer Protocol” related to telephone inquiries on the 211
telephone system [see attached]
• Commit to sharing information that may affect this partnership e.g. funding changes, staffing
changes, system updates (e.g. Ontario 211 Services Corporation and Ontario Volunteer
Centre Network), etc.
• Meet bi-annually to discuss this partnership, share information, review protocols, etc. Parties
to this agreement may identify agenda items to be discussed. The location of meetings will
rotate. Costs involved with attending such meetings will be the responsibility of each
organization.
• Commit to sharing appropriate statistics and reports to assist one another in their program
delivery and evaluation. Baseline reports will initially include number of inquiries and method
of transfer to Volunteer Centres.
• Commit to sharing opportunities for service improvement or difficulties in meeting this
agreement within 5 business days.
Terms
• This agreement is renewable, with a review scheduled annually through a face-to-face
meeting of all parties. A review may also be activated at any time by any of the parties.
• Changes may be made at any time with all party agreement and with 30 days written notice.
• No amendments to this agreement shall have any force or effect unless appended in writing
and signed by the all the parties.
Dispute Resolution
• Any disputes arising related to this agreement shall be dealt with immediately by all parties.
• In the event of needing it, there is a commitment to using a conflict resolution process.

_________________________________ __________________________
Signed, Date Signed
Name: ___________________________ Title:______________________
Telephone: ________________________ Email:_____________________
_________________________________ __________________________
Signed, Date Signed
Name: ___________________________ Title:______________________
Telephone: ________________________ Email:_____________________
Transfer Protocol Template #1
A Volunteer Centre connects people with opportunities to participate in their community. They
also offer other services, such as training and education, promotion of volunteerism and
leadership related to volunteerism.
 This is a protocol between .....................211 Centre and ......................Volunteer Centre.
 When .........................211 Centre receives a call which is about or includes the caller
expressing an interest in volunteering, the 211 service provider should ask “we have a
Volunteer Centre that collects and maintains volunteer opportunities. Would you like to
be connected by phone or go to their website?”
 The caller should be informed about the online repository of volunteer information..........
 The caller should be directed to the Volunteer Centre’s website .........................
 The caller should consider the following ...... in preparation for calling the Volunteer
Centre
 During the business hours of ...............the caller should be directed to the Volunteer
Centre ................................ Would you like to call them, or for me to transfer you?”
 After hours, you may leave a message for the Volunteer Centre to call you back, or you
can access their volunteer opportunities database which is available 24/7.

Transfer Protocol Template #2
This is one of the protocols that was developed.
A Volunteer Centre connects people with opportunities to participate in their community. They
also offer other services, such as training and education, promotion of volunteerism and
leadership related to volunteerism.
Partners:
Volunteer Centre(s)
With: 211 Centre
• This is a protocol between .......
 When ...... 211 Centre, receives a call which is about or includes the caller expressing an
interest in volunteering, the 211 service provider should ask “We have a Volunteer
Centre that collects and maintains volunteer opportunities. Would you like me to transfer
you now or would you like their phone number or go to their online database where you
can search directly for volunteer opportunities?”
 If the caller would like to be connected by phone, the 211 Centre asks “would you like to
call them, or for me to transfer you?”
 Warm transfers are the preferred method of handling telephone inquiries to the
Volunteer Centre(s). The following numbers should be used either if the 211 Centre is
proceeding with a warm transfer or giving out the telephone number (also identified as
primary contact numbers in the CIOC record):
o Organization names and phone numbers
 The following website addresses link directly to each Volunteer Centre’s online database
of volunteer opportunities (also in the CIOC record):
o Organization names and websites
 Please note the office hours of the Volunteer Centre(s)
o Organization names and office hours
 If the caller is calling outside regular office hours or if the Volunteer Centre’s phone is
busy, the 211 Centre will offer the phone number of the Volunteer Centre suggesting
that the caller either call and leave a message, and/or go to the website to access their
volunteer opportunities database which is available 24/7.
 Each Volunteer Centre commits to returning messages within 24 hours/1 business day.

2.5 Guiding Questions for 211 CIRS
These guiding questions arise from the commitment of 211 Centres and OVCN member
Volunteer Centres to continue to work together that was built during the project “Building
Community Capacity through 211 and Volunteer Centre Services” in 2010-2011.
These guiding questions have been designed by volunteer and 211 services to assist 211
Certified Information and Referral Specialists (CIRS) who answer 211 calls, to respond
appropriately especially in locations where there is no Volunteer Centre.
When a 211 Centre receives a call which is about or includes the caller expressing an interest in
volunteering, the 211 Centre should use the following approach.
Guiding script for 211 CIRS with a 211 inquiry about volunteering:
Location 211: “Where are you calling from?” (This is a standard 211 question.)
211: Would you like to volunteer in your area? (Note: there are some virtual
volunteering opportunities, using the internet, phone etc.)
(CIRS determines whether or not a Volunteer Centre serves the caller’s area. See table in 2.7)
Options
A Volunteer
Centre?
Action
Yes Apply the transfer protocol agreed with the Volunteer Centre. [See 2.4]
If there is no Volunteer Centre:
Note: Every 211 call aims to provide the caller with information that helps them to resolve the
problem(s) they present. An inquiry about volunteering might be assisted by including:
211: Are you thinking about providing practical help e.g. preparing food, or using particular skills
you have? (If skills) Which skills would you like to use?
211: There is no Volunteer Centre in your area, but we can tell you about some organizations
and programs that exist in your area or refer you to websites. Which would you like?
Finding organizations and programs that exist in caller area:
211: I will ask you some additional questions about your interest.
211: Do you have an idea of which organization you would like to volunteer with?
(If yes, make referral.)
If no,

211: Have you had a chance to think about the area (subsector) in which you would like to
volunteer?
Prompts:
□ With animals
□ In the arts
□ With children
□ With people who are developmentally
delayed
□ In emergency services
□ In the environmental area
□ With people who are homeless
□ In mental health
□ With refugees
□ With seniors
□ In sports
□ With youth
(With this information the CIRS searches the database, and the virtual library if it includes
organizations that are seeking volunteers.)
211: (Provides suitable contact information or goes to agency websites to see if there are
volunteer opportunities or a volunteer link posted.)
211: (Coaches the caller to call/email organizations directly to find out if they have current
volunteer opportunities.)
Websites
211: Do you have access to a computer? If yes,
211: There are some websites that include questions for you to ask organizations before you
begin volunteering, also some information for you to consider about what you hope to contribute
and get out of volunteering.
If websites:
A Volunteer
Centre?
Optional Actions
No
1. Referral to an online website of volunteer opportunities e.g. a regional site such as
www.volunteerconnection.ca for Central East Region or a national site such as
www.getinvolved.ca
□ If person has access to internet and can search themselves, provide URL
□ If person does not have access to internet – search on their behalf
2. Refer caller to volunteer resources and information website

2.6 Business Continuity and Emergency Response and Recovery
Checklists that raise some of the areas for consideration of the two phases, business continuity
and emergency response and recovery, follow6
(i) Emergency Operations and Business Contingency plan
:
Background
• This applies to 211 Centres
and Volunteer Centres.
• The work to meet this
standard which requires 211
Centres to be able to carry
on basic services, is
ongoing.
• This foundation should be in
place to be able to assist others.
Considerations
□ A written plan that starts by identifying types of disasters: flood, fire, tornado,
terrorist attack, chemical spill, pandemic, earthquake, power outages, medical
emergencies, bomb threats, radiological threats, workplace violence etc internally
and externally. Consider (i) history: types of emergencies that have occurred in the
community, at your facility, or nearby? (ii) Geography: what can happen as a result
of the location? (e.g., proximity to: flood-prone areas; hazardous material
production, storage or use; major transportation routes; power plants, etc.) (iii)
Human Error: what emergencies might be caused by employees? And (iv)
physical: what types of emergencies could result from the design or construction of
the facility?
□ Evacuation procedures designate exits, specify an assembly area, include
provisions for ensuring that everyone has left the building, provide for damage
assessment, and include instructions for shutting off gas, electricity and water when
necessary. Also special arrangements for helping staff or visitors with a disability
exit the building.
6
Sources include the AIRS Standards for Professional Information and Referral and Quality Indicators,
Version 6 Revised January 2009, published by: Alliance of Information and Referral Systems,
http://www.airs.org/files/public/AIRS_Standards_6_0Final.pdf. The source of the Business Continuity
Planning Process figure is www.business.qld.gov.au/documents/business_continuity_plan_template.doc

□ Communication plan before, during and after disaster (communication out and in for
people to report on well being).
□ Roles, responsibilities and leadership before, during and after incident.
□ Emergency contact list.
□ Telephone call tree.
□ Critical suppliers and emergency services list.
□ Alternative plan if building is unusable, back up plans re technology etc.
□ Ability to carry on basic services or MOU to continue relocated off site– in either
case consideration for space to accommodate new people in appropriate conditions.
□ Family and individual preparedness so that staff can focus on organization and
community knowing their families are prepared.
□ Emergency kits.
□ First aid and CPR training for staff.
□ Plan to recover and maintain service.
□ Regular emergency drills including:
 individual roles and responsibilities
 information about threats, hazards, and protective actions
 notification, warning and communications procedures
 means for locating staff and family members
 emergency response procedures
 evacuation, shelter, and accountability procedures
 location and use of common emergency equipment
 emergency shutdown procedures.
(ii) Becoming Part of the Community’s Emergency Preparedness and Response
Network
Background
Organizations that are part of a community’s Emergency Preparedness and Response Network
will need to:
• Understand the command and control structure within their jurisdiction and their
organization’s role and that of other organizations in the response, relief and recovery
phases of a disaster.

• Have formal agreements with government and other emergency operations and relief
agencies.
• Participate in community meetings that address plans for disaster preparedness,
mitigation, response, relief and recovery.
It is anticipated that 211 will be the number to call for non-emergency aspects of response and
recovery. 211 Centres are expected to:
□ Develop, maintain, and/or use an accurate, up-to-date computerized resource
database that contains information about available community resources that
provide services in times of disaster. (More details in AIRS standard #19)
□ Provide information and referral services to the community during (when
appropriate) and following a disaster or other emergency. (More details in AIRS
standard #20)
□ Track inquirer requests for service and referrals and be prepared to produce reports
regarding requests for disaster-related services and referral activity. (More details in
AIRS standard #21)
□ Have technology in place that facilitates the ability to maintain service delivery
during times of disaster or a localized emergency (including uninterruptable power
supply. (More details in AIRS standard #22)
□ Train staff on emergency operations and business expectations and provide
ongoing training at least annually. (More details in AIRS standard #23)
Volunteer centres could:
□ Assist with management of volunteers by providing access to managers of
volunteers.
□ Provide information about volunteer screening procedures.
□ Identify organizations that require volunteers to have to have specific skill sets or
training e.g. first aid, CPR, counselling, child care, etc.
□ Provide information and training in related areas such as business continuity
planning for non-profit organizations and emergency preparedness for people
with disabilities.
□ Support volunteer recruitment and assignment.

2.7 211 Regions and Volunteer Centres
211 Centre and Volunteer Centre Mapping - June 2011
211 Region
(N=8)
211 Service
Provider
Region/ County/District/
Municipality (N=48)
Region/County/
Municipality
population (2006)
Volunteer Centres in each area (N=26)
Bruce 65,349
Grey 92,411
Simcoe 422,204
Contact South Simcoe Community Information Centre and Volunteer
South Simcoe (Alliston)
Information Orillia
Volunteer Services, Community Link North Simcoe, Midland
Kawartha Lakes 74,561
Peterborough 133,080
Parry Sound 40,918
Muskoka 57,563
Northumberland 80,963
Haliburton 16,147
Huron 59,325
Perth 74,344 Volunteers in Perth
City of Toronto 2,503,281 Volunteer Toronto
York Region 892,712 Information Markham and Volunteer Centre
Yorkinfo Community Information and Volunteer Centre
Durham Region 561,258
City of Hamilton 504,559 Volunteer Hamilton
Volunteer Flamborough
Niagara Region 427,421 Information Niagara and Volunteer Connections, St Catharines
Brant 125,099 City of Brant/United Way
Haldimand-Norfolk 107,812
Volunteer Action Centre of K-W and Area, Kitchener
United Way of Cambridge/Volunteer Cambridge
Wellington County
City of Guelph
200,425 Volunteer Centre of Guelph, Wellington
Halton Region
(popn: 439,256)
Regional
Municipality of
Halton,
(Burlington)
Halton Regional
Municipality
439,256 Volunteer Halton, (Community Development Halton) Burlington
Regional Municipality of
Peel
1,159,405 Volunteer MBC, (Mississauga, Brampton, Caledon), Mississauga
Dufferin 54,436
Renfrew County 97,545
City of Ottawa 812,129 Volunteer Ottawa
Prescott and Russell 80,184
Frontenac 143,865 United Way of Kingston
Lanark 63,785
Stormont, Dundas &
Glengarry
110,399
Lennox & Addington 40,542
Hastings 130,474 Volunteer and Information Quinte, Belleville
Leeds & Grenville 99,206 Volunteer Bureau of Leeds and Grenville, Brockville
Prince Edward 25,496
Kenora 64,419
Rainy River 21,564
Thunder Bay 149,063 Volunteer Thunder Bay
Cochrane 82,503
Algoma 117,461 Volunteer Sault Sainte Marie
Sudbury 157,857 Volunteer Sudbury
Timiskaming 33,283
Manitoulin 13,090
Nipissing 84,688
Windsor-Essex 393,402 United Way of Windsor Essex County, Windsor
Oxford 102,756
Elgin 85,351
Middlesex (London) 422,333 Pillar Nonprofit Network, London
Lambton (Sarnia) 128,204
Chatham-Kent 108,589 United Way of Chatham-Kent
Lakehead Social
Planning
Council,
(Thunder Bay)
City of Windsor
Northern Region
(popn: 723,928)
South West
Region
(popn: 1,240,635)
Waterloo Regional
Municipality
478,121
Central
South/Central
West Region
(popn: 1,843,437)
Community
Connection,
(Collingwood)
Region of Peel,
(Brampton)
Community
Information
Centre, (Ottawa)
Findhelp
Information
Services,
(Toronto)
Information
Niagara, (St
Catharines)
Central Eastern
Region (popn:
1,116,865)
Central Ontario
Region (popn:
3,957,251)
Dufferin Peel
Region
(popn: 1,213,841)
Eastern Region
(popn: 1,578,129)

2.8 Online Volunteer Resources
A single (or limited number) of online repositories of resources on volunteering would help
potential volunteers to clarify their own passion and motivation and hence increase the chance
of their success as a volunteer. A single site would prevent all Volunteer Centres having to
maintain such information. It would also be a resource for the Certified Information and Referral
Specialist (CIRS) answering 211 calls.
The kind of information should include resources:
• To help potential volunteers understand their passion, skills, gifts and their goals for
volunteering.
• Steps to take in how to volunteer, bringing a resume, intake processes, screening etc.
• Addressing “Can I volunteer today or do I need to set up an interview?”
• Describing the roles of a Volunteer Centre.
• What a police records check is and when and why it is needed
• About TB tests for health volunteers
• Information on accessibility training associated with the Ontario Disability Act
• For managers of volunteers about support and training.
• For managers of volunteers on how to recognize the potential volunteer’s skills and
listen to what the volunteer wants and needs.
• To assist agencies with planning the utilization of volunteers, including when and where
they are needed and how they will be trained, supported and recognized.


211 and Volunteer Centres Report and Tool Kit

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