NSTP 2

CWTS 2/ LTS 2/ ROTC 2
The second phase of the national service training program two equips the students with
knowledge and skills about the situation about the people is through ___ ___.
community Integration
community immersion
community network
community link
In the prevailing situation (pandemic and post-pandemic), NSTP 2 focuses on ______, where
students will be trained without anything in return.
value of initiative
volunteerism
attitude of helping
community spirit
According to Altschuld & Watkins (2014), a __ is defined as a gap between "what currently is"
and "what should be.
need
want
situation
stability
Doing and acting on situations that need help without being paid or forced to refers to ___.
helping
supporting
volunteering
back up care
__ __ is an educational approach where a student learns theories in the classroom then engages in
the community to apply those known from the school.
community engagement
community service
service-learning
civic engagement
A___ is someone who helps the community through the maximization of personal resources.
philanthropy
caregiver
community organizer
planner
___ is an activity usually done in the community engaged in by students to deepen their
understanding of what was taught in school.
praying
reflection
research
examination
A kind of service where most social science students and experts in the field perform to facilitate
direct service refers to ___ ___.
face-to-face service
indirect service
community service
civic service
____ ___ connects student learning in the cl

assroom with real-world experiences in the community.
community engagement
community development
civic engagement
service-learning
A process of thorough planning, brainstorming, group workshops, and conceptualizing of

community projects and development programs refer to ___ ___.
planning development
community development
strategy development
civic development
In strategy development, alignment of volunteer program through the ___ ___ ___ means that
programs are relevant, meaningful and shall contribute to the desired outcome.
mission, vision and goals
core values of EAC
big picture goals
philosophy, objectives and purpose
A good volunteer program has a clear ___ of how it will be done and the purpose why it will be
completed.
vision
path
direction
focus
A ___ ___ ___ is an essential communication tool for a volunteer manager to advocate and
promote programs.
volunteer program strategy
volunteer program output
volunteer program input
volunteer program plan
The first step and the foundation of strategy development of organizations in crafting short,
medium, and long term programs are ___ ___.
focus lines
direct services
direct services
sectoral/thematic priorities
The main content of the portfolio for NSTP 2 is the ___ ___ ___ ___ for the partner community
of EAC.
community engagement project 1
community service integrated project
community service integrated plan
community development project
A ___ ___ is a geographical area where joint activities with the school (EAC) are held.
community partner
civic group
community organization
organized philanthropists
The NSTP 1 and 2 learning experiences shall be synthesized in a/an ___ so that the next
generation stakeholders and students may acquire knowledge from them.
portfolio
album
short film
documentary
Leadership training, feeding program, and tutoring are ___ ___.

direct services
indirect services
community plan
community strategies
National Serving Training Program 2 is a course to train students to be __ ___.

good citizens
community engaged
volunteers
all of the above
To be a volunteer means to develop a sense of __.

initiative
responsibility
accountability
all of these
I. Volunteerism
Learning Objectives
● Choose a service-learning project which will be help him/her to experience volunteerism
● Differentiate direct from indirect service(synonyms) Good citizenship
Self reliance (self trust,self sufficiency , autonomy)

the practice of working as a volunteer, especially in community service
a person who does a job without being paid for it
a person who offers to do something without being forced to do it
Examples:
Schools need volunteers to help children to read.
She does volunteer work at an orphanage.
Volunteers from various organizations are working to save the lives of the earthquake victims.
a volunteer firefighter
volunteer helpers/carers
The Centre is run by a group of dedicated volunteers
Service-Learning and Student Volunteerism

Service Learning is an educational approach where a student learns theories in the classroom and
at the same time volunteers with an agency (usually a non-profit or social service group) and
engages in reflection activities to deepen their understanding of what is being taught. It is a cycle
of theories, practices, and reflection tools to broaden knowledge and critical thinking skills for
social change.
Related terms
CIVIC ENGAGEMENT
COMMUNITY DEVELOPMENT
ADVOCACY
PHILANTHROPY
SOCIAL CHANGE
VOLUNTEERISM
COMMUNITY SERVICE
EXPERIENTIAL LEARNING
Some Examples of Service Learning Projects

Service Learning involves almost any helping activity
Direct service includes tutoring, serving meals, working with patients, helping a refugee family,
walking foster dogs, or participating in events at a nursing home. Many psychology and
education courses incorporate direct service.
Indirect service is doing something behind the scenes to help, such as organizing a fundraising
event, working in a resale shop, stocking a food pantry, collecting donations or planting trees to
help the environment. Fields such as environmental studies and sociology tend to offer more
indirect service opportunities.
Advocacy can take the form of students writing letters to government officials, demonstrating in
a picket line or educating others about possible policy changes. Political science and criminal
justice classes often feature more advocacy work.
Why is Service Learning Important?

For starters, service learning is important because it connects student learning in the classroom
with real-world experiences in the community.
Students who participate in it are more deeply engaged in their local communities, gain practical
skills, develop their career and personal interests, and are usually more engaged citizens.
Importance of Service Learning

At a societal level, it is important for people to be involved and aware of their communities so
they can assist each other and be more conscientious individuals. Creating opportunities for
young people increases their involvement. Finally, it instills the habit of performing a service for
others. Students who engage early on often continue service work for the rest of their lives.
How Do I Find Opportunities Near Me?

Community Partners
Animal Care League
Arts, Culture and Museum: Hands-on exploration by integrating art, math and science to children
Civic Engagement
Fundraising and special events, sponsor scholarships for local children, gives aid and assistance
to local needy Veterans and their families and supports a variety of worthy community programs
and projects.
Education and Literacy

Literacy Training Service
Community Library (as Facility)
● The library provides its diverse community with opportunities to explore, create, and
connect. They provide a broad range of services and events that foster lifelong learning
and literacy.
● One-on-one homework help in any subject to students (Homework Club)
● Book Bank-Volunteers help sort, sticker and pack quality books for under-served
children.
HOPES for Kids

to provide students in these shelters with the resources and encouragement needed to succeed
academically, despite the challenges of homelessness
After-school Volunteer Mentor

the after-school program is an opportunity to provide academic support and build relationships
with children in basic education who are experiencing homelessness. After-school volunteers
empower students through learning and have fun along the way!
Project CARE Plus (Citizens Active in Reading Education)

academic mentoring program that works with children in basic eucation in areas of reading,
math, science and social studies. Opportunities: Tutoring and mentoring
Environmental Justice Opportunities:

● Volunteers help to restore and maintain this prairie by removing invasive plant species,
collecting seeds, and spreading seeds.
● to be leaders in caring for the Earth, providing resources to educate, connect, and
advocate for healthier communities.
● to acquire and hold lands containing forests, prairies, wetlands, and associated plant
communities or lands capable of being restored to such natural conditions for the purpose
of protecting and preserving the flora, fauna, and scenic beauty for the education,
pleasure and recreation of its citizens.
● Volunteers sort books, school and office supplies, and other household items so that
materials can be reused or recycled rather than taken to a landfill. There are also
opportunities to assist with recycling events and environmental programs in the
community.
● strengthening our regional economy, taking back our government, and preparing our
communities for the dangers of climate change.
Global Challenges
Opportunities: Service opportunities include welcoming refugee families. Volunteers hand-pack
special meal formulas designed to assist in reversing and preventing undernutrition.
Health and Well Being

for students interested in photography for our website and promotions, providing musical
accompaniment for events, website maintenance, helping at an After School program for
elementary and middle school students, opportunities for teen volunteers at our summer camps,
technology and social media, or data entry. Volunteers help by visiting patients and providing
companionship in various facilities. They might read a book, play music, sit vigil, or simply be a
relaxing presence. Offers education classes and support programs for people who have mental
illness and their family members
Intimate Partner Violence

Providing a continuum of integrated services in an effort to end domestic violence and
homelessness one family at a time. Opportunities: Work at the logistics center and resale shop
Organizations for People with Disabilities

To positively impact individuals with disabilities (e.g. with Down Syndrome)through diverse
recreation opportunities and community services
(Mental or Physical)
Opportunities: Volunteers attend camp for free and are offered a wide range of opportunities.
To efficiently execute a successful program, volunteers fill the following roles: camp counselor,
counselor in training, camp support, medical, and media.
Social Justice
to help vulnerable individuals stabilize their lives through housing and supportive services.
Opportunities: Provide laundry assistance, first shift, fourth shift, front desk
Sorting/packing miscellaneous dry goods and loading these items into cars, as well as cleaning
up the pantry after families have left.
sorting, hanging, folding, and organizing donations
students who would be willing to volunteer in the food pantry. Students stock the pantry and
interact with clients who use the pantry.
Learning Outcomes
● Establish and lead a club or organization with realistic advocacy
● Blog the service- learning projects he /she wants to join
II. Strategy Development

Aligning Your Volunteer Program to the Big Picture
Learning Objectives
● grasp the key role of volunteerism to help ,complement, and even contribute to the
government quality delivery of public services for a people-centered, clean, efficient, and
effective governance.
● assess how government units (LGUs) implement a system of recruitment, training, and
coordination of volunteers.
● perceive how volunteers could be better equipped to keep them engaged, productive, and
excited in carrying out their identified missions through Volunteer Management System.
This involves the development of a strategic plan on

how to engage volunteers for community development
projects or initiatives (i.e., capacity building, livelihood
development, healthcare, education, disaster response).
It is the process where you plan out how your volunteer

program will contribute to big-picture goals. Aligning
your volunteer program with big picture goals, you
ensure that your program and the work of your
volunteers are:
✔ RELEVANT,
✔ MEANINGFUL,
✔ WILL CONTRIBUTE TO A DESIRED
OUTCOME.
EXAMPLES OF BIG-PICTURE GOALS

Organization’s vision, mission, goals or strategic plan
UN Sustainable Development Goals (SDG’s)
Philippine Development Plan (PDP)
Philippine National Volunteer Service Coordinating Agency’s
National Volunteer Deployment Framework (NVDF)
WHAT IS A GOOD VOLUNTEER PROGRAM?

It should have a clear direction of where it is headed
how it is getting there
and for what purpose

Volunteer Program Strategy (VPS) is an essential communication tool any volunteer manager
can use when advocating or promoting a program to various stakeholders.
VOLUNTEER PROGRAM STRATEGY (VPS)

THREE KEY QUESTIONS:
✔ Why are we implementing the Program? (GOAL OR PURPOSE)
✔ What do we hope to achieve and by when? (OBJECTIVES)
✔ How will we do it? (STRATEGIES)
GUIDE TO DEVELOPING A VOLUNTEER PROGRAM STRATEGY (VPS)

1. goal or purpose: why are we implementing the program?
have a clear purpose for why organizations want to mobilize volunteers & concisely articulate
the reason or justification for implementing a volunteer program.
2. objectives: what do we hope to achieve and by when?
objectives have to be smart-specific, measurable, achievable, realistic and time-bound.
3. strategies: how will we do it?
describe how it will contribute toward the achievement of big-picture goals & outline the
organization's strategies to meet these goals.
they must state how volunteers will help meet the strategic objectives. must be specific,
actionable & measurable.
STEPS IN STRATEGY DEVELOPMENT

● FIRST STEP Determine the sectoral or thematic priorities (e.g., Education, Health,
Governance, Social Protection) for your organization either for the short, medium, or
long term.
● SECOND STEP Review global and national strategies—i.e., Sustainable Development
Goals, Philippine Development Plans, as well as your organization’s vision, mission and
goals—and research other relevant policies on sectoral or thematic priorities.
● STEP THREE In consultation with key internal stakeholders
● STEP FOUR Define your volunteer program’s strategic goals and objectives.
● FIFTH STEP Formulate specific strategies.
● SIXTH STEP It is also a good practice to undertake stakeholder mapping and identify
key internal and external program stakeholders based on the strategies.
● SEVENTH STEP Document the strategy using the “Volunteer Program Strategy”
template. This will be a useful communication tool.
● EIGHTH STEP If necessary, have the strategy communicated to and approved and/or
adopted by all relevant stakeholders.
EXAMPLE:
TELUS International
Philippines aligns its corporate social responsibility (CSR) and volunteer programs mainly with
the corporate strategy of TELUS International, which is anchored on three pillars:
(1) Education;
(2) Health;
(3) Environment.
All the Philippine office’s volunteer activities relate to these thematic priorities.
Learning Outcomes
● understand the importance of the process of Aligning Volunteer Program to the Big
Picture.
● elucidate on what comprises a good Volunteer Program Strategy (VPS)
● learn how to developed Strategic Plan on how to engage volunteers for community
development projects or initiatives (i.e., capacity building, livelihood development,
healthcare, education, disaster response).
● integrate the intended the three recurring activities namely: (1) Communication; (2) Risk
Management; and (3) Stakeholder Management under Strategy Development component
of the Volunteer Management Cycle.
● Mainstream volunteerism with the school’s Volunteer Management System under NSTP
2 immersion.
III. Partnership Development

Creating and Maintaining Strong Partnerships
Learning Outcomes
● build their concept of volunteerism upon the Principles of Partnership Development and
the critical process of identifying, building, and managing their target partners
● identify partnership parameters and responsibilities along with assessment of potential
partners organization
● recognize equal importance of strengthening and maintaining established partnerships
through people-to-people endeavor and the commitment of all parties.
This looks into processes and principles related to partner identification, partnership building,
and relationship management.
PARTNERSHIP DEVELOPMENT PRINCIPLES

● having the right partner that is aligned to your organization and/or program goals,
objectives, and core values;
● ensuring the partner is suitable, with minimal to no risk.
IMPORTANT SYSTEMS SHOULD BE DEVELOP IN PLACE FOR

● identifying and engaging the right partner;
● assessing potential partner organizations and conducting due diligence on prospective
partners;
● undertaking organizational and/or capacity need assessment;
● defining partnership parameters and responsibilities.
PROCESS FLOW IN PARTNERSHIP DEVELOPMENT

Research potential partners.
Document details using the Partner Organization Info Sheet.
Undertake due diligence of the proposed partner.
Meet with the potential partner.
Conduct thorough risk assessment.
Execute an MOU or MOA.
1. undertake a thorough research on potential partner organizations. refer to the “partner

organization information sheet” as guide on what details or key information to gather
about your potential partners.
2. assess all identified organizations. use the “partnership due diligence checklist” as your
guide for the due diligence process.
3. decide either pursue or reject each potential partner organization.
4. meet with the potential partner to find out more about the organization, to share their
insights, and to discuss your volunteer program and strategy.
5. conduct of a risk assessment of both the partner organization’s workplace and local site.
use the “site assessment tool”
6. engage in a dialogue and negotiate and agree on parameters for the partnership. document
these agreements in a memorandum of agreement or understanding and have such signed
by representatives from both parties.
ON PARTNERSHIPS AND RISKS

If you decide to pursue the partnership, develop a SAFETY AND SECURITY PLAN and/or
RISK MANAGEMENT PLAN.
EXAMPLE: Kythe Foundation has a Partners Relations Manager who is in charge of building
relationships with Kythe partners. The manager sends a proposal to corporate organizations on
the different programs the latter can adopt—e.g., adopt-a-patient, survivors program (scholarship
sponsors), adopt-a-hospital. In building partnerships, the foundation first assesses if the potential
partner’s focus is aligned with its advocacy as well as values.
Learning Outcomes
● look into processes and principles related to partner identification, partnership building,
and relationship management
● understand the theories behind Partnership Development Principles
● research and evaluate on potential partner organizations through the Process Flow in
Partnership Development
● develop a thorough Develop Safety and Security Plan or Risk Management Plan as a
guide to either pursue or reject a potential partner organization
IV. Activity Planning

Learning Objectives
● Explain the objectives of activity planning
● Develop a project plan by applying the basic principles of project management
Objectives of Activity Planning

● ensure that the appropriate resources will be available precisely when required
● avoid different activities competing for the same resources at the same time;
● produce a detailed schedule showing which staff carry out each activity;
1. produce a detailed plan against which actual achievement may be measured;

2. produce a timed cash flow forecast;
3. replan the project during its life to correct drift from the target.
In addition to providing project and resource schedules, activity planning aims to achieve a
number of other objectives
Feasibility assessment: Is the project possible within required timescales and resource
constraints? It is not until we have constructed a detailed plan that we can forecast a completion
date with any reasonable knowledge of its achievability.
Resource allocation: What are the most effective ways of allocating resources to the project and
when should they be available?
Detailed costing: How much will the project cost and when is that expenditure likely to take
place?
Motivation: Providing targets and being seen to monitor achievement against targets is an
effective way of motivating staff, particularly where they have been involved in setting those
targets in the first place.
Coordination: When do the working staff in the project need to be available to work on a
particular project?
Activity planning and scheduling techniques place an emphasis on completing the project in a
minimum time at an acceptable cost or, alternatively, meeting an arbitrarily set target date at
minimum cost.
When to plan: Planning is an ongoing process of refinement, each iteration becoming more
detailed and more accurate than the last.
During the feasibility study and project start-up, the main purpose of planning will be to estimate
timescales and the risks of not achieving target completion dates or keeping within budget. As
the project proceeds beyond the feasibility study, the emphasis will be placed upon the
production of activity plans for ensuring resource availability and cash flow control.
Project schedules
1. The first step in producing the plan is to decide what activities need to be carried out and
in what order they are to be done.
2. The ideal activity plan will then be the subject of an activity risk analysis, aimed at
identifying potential problems.
3. The third step is resource allocation. The expected availability of resources might place
constraints on when certain activities can be carried out, and our ideal plan might need to
be adapted to take account of this.
4. The final step is schedule production
Project management principles to follow as you develop a plan

Principle 1: Create clear and concise project goals
• The best way to create project goals is to use the S.M.A.R.T. criteria, which stands for:
• Specific: Make sure your goal has a specific endgame.
• Measurable: Quantify your goals using KPIs (key performance indicators).
• Assignable: Make sure this goal is assigned to a specific individual or individuals.
• Realistic: Create attainable goals that are achievable in a reasonable timeframe.
• Time-related: Set a specific timeframe for your team members to achieve this goal.
Principle 2: Manage your risks

This can be accomplished through team brainstorms, risk assessments, checklists, and response
planning.
Principle 3: Establish a performance baseline

There are three basic components of a project plan:
Cost
Schedule
Scope
Principle 4: Establish and maintain healthy communication

Encouraging open and consistent communication will help you avoid issues, anticipate risks,
resolve project conflicts, and coordinate tasks and schedules in a timely manner.
Principle 5: Clearly define team responsibilities

Responsible: Who is responsible for the task?
Accountable: Who will delegate and review the task before it’s complete?
Consulted: Who will help review and consult about how current tasks will affect future ones?
Informed: Who will you keep in the loop about overall project progress?
Learning Outcomes
● Devise a detailed activity plan as part of the service-learning of National Service Training
Program
● Make a project schedule as part of the detailed activity plan
He was awarded as the CNN Hero of 2009 because of Kariton Classroom.

Efren penaflorida
Which of the following is not associated with the word civic engagement?
Compulsory
Which of the following can best describe a feasibility assessment?

Evaluation of a proposal designed to determine the difficulty in carrying out a designated task,
achievability, resource constraints, and completion date.
MIDTERM
VOLUNTEER RECRUITMENT
Capacity building among students in volunteer recruitment processes.
1. Volunteer recruitment key criteria.

1.1 Skills required to complete the assignment; and
1.2 Attitude needed to accomplish the assignment objectives.
1.3 Depends on the extent of the proposed volunteer activity or tasks (such as those that might
involve strenuous activities), the physical fitness of a volunteer should also be included as a key
criterion.
PROCESS FLOW
Define your volunteer/ recruitment application process.
Prepare the Volunteer Assignment Description and Selection Criteria.

Disseminate or advertise the volunteer requirement. If formal recruitment is required:
1. Conduct interviews of shortlisted candidates.
2. Undertake referee checks.
3. Finalize selection or list and inform selected volunteer/s.
Finalize selection or list and inform selected volunteer/s.
2. Process flow of volunteer recruitment.

2.1 Defining your volunteer recruitment or application process;
2.2 Prepare the volunteer assignment description & selection criteria;
2.3 Disseminate or advertise the volunteer requirement; and
2.4 Finalize selection or list & inform selected volunteers.
3. References and tools.

3.1 References
a. Interview guide
b. Competency definitions
c. Recruitment strategies
d. Sample data privacy policy
e. Information on government clearance requirements
3.2 Tools
a. Assignment description
b. Selection criteria
c. Volunteer selection rating form
d. Referee report form
INTERVIEW GUIDE
Qualifications/Experience
● Why do you want to be a volunteer in the organization?
● What skills and qualifications do you have that will help you in this position?
● Tell me about your current and past volunteer experiences.
● What have you enjoyed most about previous volunteer positions?
Leadership Skills
● Describe a leadership role you have held.
● What made that role challenging?
● What did you like about serving in a leadership role? What did you dislike?
● Describe how children/other adults would view you as a role model.
Human Relations Skills

● What kind of people do you most enjoy working with?
● Describe a time when you've been involved in a conflict with another individual or group.
How did you handle the situation?
● How do you feel about working with people different from yourself? What did you learn?
(i.e. different racial/ethnic backgrounds, developmentally disabled, different
socio-economic, backgrounds, different sexual orientation, etc.)
Teamwork
● Describe a time when you worked as part of a team.
● Describe a time when you had to work with a difficult person? How did you handle the
situation?
Adaptability
● Describe a situation in which you did not get your way or when you did not agree with a
decision made. How did you handle it?
● Describe a particularly stressful situation in which you have been involved. How did you
handle this? What made it stressful?
Dependability
● Describe one project/activity for which you had total responsibility from the beginning to
the end.
● How do you handle a situation when you know that you are unable to complete an
assignment or commitment?
Communication
● How comfortable do you feel speaking in front of a group?
● In your opinion, what makes a good listener?
COMPETENCY DEFINITIONS
1. Adaptability & Flexibility - A flexible approach and the ability to adapt behaviour to
different situations. Adapts to changing business needs, conditions, and work
responsibilities.
2. Accountability & Dependability - Takes personal responsibility for the quality and
timeliness of work and achieves results with little oversight.
3. Attention to Detail - Diligently attends to details and pursues quality in accomplishing

tasks.
4. Coaching & Mentoring - Enables co-workers to grow and succeed through feedback,
instruction, and encouragement.
5. Creative & Innovative Thinking - Develops fresh ideas that provide solutions to all types
of workplace challenges.
6. Coalition Building - Builds strategic relationships internally and with key external
stakeholders to achieve common goals.
7. Cultural awareness - Having awareness of diverse cultures and backgrounds and
understanding the history and socio-cultural factors that influence the international
community.
8. Development & Continual Learning - Displays an ongoing commitment to learning and
self-improvement.
9. Ethics and Integrity - Earn others' trust and respect through consistent honesty and
professionalism in all interactions.
10. Facilitating Positive Change - The ability to analyze problems and develop lasting
solutions in with the organization's approaches.
11. Open Minded and Respectful - A non-judgemental approach that values other people and
culture.
12. Planning & Organizing - Coordinates ideas and resources to achieve goals.
13. Problem Solving - Identifies and analyzes problems and evaluates alternate solutions and
makes recommendations in the best interest of the organization.
14. Resilience - The self-confidence to work with a variety of solutions, diverse people and
ambiguity.
15. Relationship building - The social skills to build and actively maintain working
relationships that foster teamwork and collaboration with others for the benefit of a
common goal. Works collaboratively with others to develop positive working
relationships to achieve the shared goals.
RECRUITMENT STRATEGIES
Use these volunteer recruitment best practices to help establish a healthy, proactive volunteer
program:
Craft Your Message For Recruiting Volunteers
Whether you are sending an email to community partners, using social media, or hanging
volunteer recruitment posters around town, you'll need to have a unified, clear message prepared.
This is what you want to tell your community about your organization to get them on board with
your cause. Follow these steps to compose a message that supports your volunteer recruitment
strategy:
Evaluate Your Organization's Image: When it comes to recruiting volunteers, you'll need to
think about how the public perceives you. People want to volunteer their time to a worthwhile
cause in a meaningful way. Tune in to your successes, goals, and mission, and assess how each
of those may be viewed by potential volunteers. The more you understand your organization's
image and reception, the better you'll be at targeting the right volunteers. Ultimately, this internal
review will serve as your starting point for planning and designing an effective recruitment
strategy.
Draft Your Message: Craft a positive recruitment message that is inviting and encourages
people to take action and get involved with your organization. When deciding on a message, try
to focus on why you are recruiting volunteers and what positions you need filled. In your
messaging, be sure to also define the volunteer role description, the nature of the opportunity,
and the potential benefits to the volunteer.
Two major volunteer recruitment methods:

1. Broad Recruitment: Broad recruitment, often referred to as "warm body recruitment,"
can work for your organization if you're looking to attract a large number of volunteers in
a short amount of time (like for an event). This kind of volunteer recruitment may involve
distributing flyers or posting a general call for volunteers on social media. While "warm
body recruitment" can be an effective strategy when you need lots of volunteers quickly,
you're more likely to recruit one-time volunteers (as opposed to more engaged, recurring
volunteers). This method also makes it harder to screen volunteers for more specialized
roles, such as working with minors.
2. Targeted Recruitment: Targeted recruitment, on the other hand, requires a bit more
planning but can pay off in the long-run. Targeted recruitment tends to be the best way to
recruit volunteers if you're looking for volunteers with specific skills or interests. For
example, if you're looking for volunteers to work with middle school students over the
summer, reach out to your local university's graduate program.
Strategy 1. Professional associations/ specific interest groups

Specific interests groups are groups where its members share a common profession.
Organizations can therefore target groups depending on the expertise that they want.
Strategy 2. Referral
Oracle carried out a study dubbed 'the shortest path to better hires' which revealed that
recruitment through referral is one of the most successful strategies of recruitment. Encourage
your current volunteers to recruit others in the community through word of mouth. There are
several ways to optimize this technique. At the end of each service opportunity, communicate
your volunteers' impact. It will give them a tidbit to bring home and tell their families about.
Prospects are more likely to trust a recommendation from friends. Don't forget to include
family-friendly opportunities. Volunteering together can be fun and improves your volunteers'
experience (and may increase the chance that they'll volunteer again).
Strategy 3. Events
Some organizations like hold events where people get an opportunity to interact and network.
The events attract professionals from all over.
Strategy 4. Social media

1.590 billion people are registered on Facebook, 400 million use Instagram every month, and
320 million use Twitter every month. The statistics have set up social media platforms as
marketing sites. Social media provides a platform where volunteer activity seekers get an
opportunity to have a sneak preview of the organization and its culture before applying for a
position.
How to use different social media platforms:

Even if opening an account on social media platforms is free, you need to spend a lot of time and
be creative in building your presence on the sites. This is because; people will not come running
to your account if you do not attract them.
● Facebook: For Facebook, start by creating a company page and get people to like it. As
long as someone 'likes' your page, they will be able to see your ads and updates in their
timelines. After your audience grows, you can then invest in paid Facebook pages and
Facebook ads. When you use paid Facebook pages, you organization ranks higher in
search engines compared to the unpaid ones.
● Twitter: It is the second largest social media platform in the world. Messages on the site
are called tweets and hashtags (#) is used when posting a status update. The tweets are
140 characters long. After you send a tweet, anyone, anywhere, and at any time can view
it. For better targeting, use hashtags in front of a tweet. You can use
#volunteeractivityseeker.
● Instagram: The platform offers you three ways of advertising your organization: First,
you can take and share pictures with your followers. As an example, you can add pictures
about fun activities, workplace pictures, and volunteer ads. Secondly, you can add a video
(15 seconds long). Just like on Twitter, you can use hashtags for better targeting.
● You Tube: Creativity is important on You Tube for your content to stand out. The site has
half a million daily shares. You can create corporate page where you share videos and job
ads.
Strategy 5. Consider Other Community Partnerships

Think about where people gather. Members of churches, community fitness centers, and
community workers can make for great volunteer teams. Look for groups who may be interested
in your cause.
Strategy 6. Establish a School Partnership

Increasingly, high school and college campuses are requiring mandatory community service
hours as a graduation requirement. As a result, schools are reaching out to local
nonprofits/organizations to establish service learning programs.
Strategy 7. Create a Call to Action

Whenever you pitch your volunteer program to community partners and prospective
volunteers-especially via email-you'll want to include a call to action. This is what will drive
your community to be proactive and invite volunteers to register with your organization
promptly.
Data protection and privacy

vso is committed to safeguarding your privacy online. This statement explains how we will
collect, use and
disclose information. This statement may change from time to time, so please check this page
periodically.
● What information we collect
● Why we collect information
● Where we collect information from
● How long we keep your information for
● Who we share your personal information with
● How your information is secure
● Social media and web advertising
● Further information
● Your rights
GOVERNMENT CLEARANCE REQUIREMENTS

Due Diligence Checklist:
Barangay Clearance
Police Clearance
NBI Clearance
Document
● Barangay Clearance Requirements: Validity is 6 months from the date of issuance
Recent Cedula (Community Tax Certificate)
Cash for Barangay Clearance Fee
Form (Shall be given in the office)
● Police Clearance: Validity is 6 months or 1 year from the issuance date
Cedula or Community Tax
Certificate (original and photocopy)
Barangay Clearance (original and photocopy)
2 pieces of 2x2 ID Picture
Cash for Police Clearance Feels
● NBI Clearance: Validity is 1 year from the date of issuance
The printed NBI form with Reference Number (final output of NBI Online Application)
Receipt of Payment (if applicable)
2 Valid IDs (Valid Passport, Voter's ID, Driver's Licence, SSS ID, TIN ID, UMID ID, School ID,
Postal ID, NSO Birth Certificate, etc.)
A volunteer recruitment key criteria depend on ___ involving volunteers' physical fitness.
The extent of the proposed volunteer activity
Provision of the necessary ___ to relevant stakeholders to prepare them for the volunteers'
deployment is one of the key criteria in volunteer mobilization
information
Conducting interviews of shortlisted candidates and undertaking referee checks are required in a
___ ___ of volunteers.
formal recruitment
Significant volunteer criteria in recruitment require ___ for assignment completion.

skills
___ to selected volunteers regarding the final selection is crucial in the recruitment process.
information
It refers to building strategic relations with internal and external stakeholders for a common goal.
coalition building
The __ ___ is the basis for the candidate selection of volunteers.

preferred candidate
assignment description
list of candidates
competency list //
Volunteer recruitment method where specific skills and interests of volunteers are identified.
target recruitment
Volunteer recruitment strategy that can provide an opportunity to interact and network with
professionals and experts.
events
A competency dimension that allows coordination of ideas and resources to achieve goals in the
volunteer work process.
planning and organizing
A competency-based trait where self-confidence to work with various solutions, diverse people,
and ambiguity are developed.
resilience
___ or training of volunteers is necessary to review the necessary information and guidelines for
community work.
pre-deployment orientation
it refers to the location in the vicinity of volunteer accommodation, office and along common
routes that may offer safety during or immediately following any security incident.
medical facilities
designated assembly points //
identified safety havens
alternative communication
A kind of plan which is significant as an alternative plan prepared for any unexpected situation.
contingency pan //
required plan
preparation plan
documentation plan
A general guideline is applicable as additional information is provided to the volunteer.

orientation checklist
It is an explanation of how work is scheduled examples are meetings and calendar of activities.
safety and emergencies
hours of operation
communication
program //
This is a summary of the information required to assess the condition of the volunteers in the
place where they have spent their time during the program implementation.
risk assessment analysis //
security assessment checklist
health condition checklist
home stay assessment checklist
___is the process of collecting information related to your volunteer program for the purpose of
evaluation.
monitoring
He is the one responsible in keeping track of the volunteer's overall welfare.

volunteer manager
It refers to the discipline of capturing relevant data and information on how your volunteer
program or activity has helped achieve its strategic goals and objectives
monitoring as a process
Change in behavior or attitude or in the way things are being done must be processed and
documented is an example of__
change that may have resulted from the volunteer's work and assignment
A monitoring and evaluation approach to gather, analyze and report relevant information where
time in the field is limited.
rapid appraisal approach
___ serve as opportunities for the volunteer manager to gauge a volunteer's overall well-being.
check-ins
Volunteer's entitlement of ten (10) working days sick and career's leave per annum pro-rata.
personal leave
Allowance, transportation, and protection. This also refers to their physiological and
psychosocial (i.e., physical, mental, and emotional) well-being.
welfare support
VOLUNTEER MOBILIZATION
Capacity building among students in volunteer mobilization processes.
1. Key elements of volunteer mobilization

1.1 Pre-deployment orientation or training of volunteers;
1.2 Travel or transportation and logistical arrangements;
1.3 Locality risk assessment and emergency management planning;
1.4 Safety and security briefing for volunteers;
1.5 Health and medical checks, especially if volunteers will be going to remote areas or if
they will be involved with strenuous activities; &
1.6 Provision of necessary information to relevant stakeholders to prepare them for the
volunteers’ deployment.
Contingency Plan
Process Flow for Volunteer Mobilization

1. Develop your mobilization checklist.
2. Send out pre-mobilization information packs.
3. Prepare your safety and security plan.
4. Design a volunteer orientation program.
5. Organize travel and logistics.
2. Process flow of volunteer mobilization.

2.1 Develop your mobilization checklist;
2.2 Send out pre-mobilization information packs;

2.3 Prepare your safety and security plan;
2.4 Design a volunteer orientation program; and
2.5 Organize travel and logistics.
3. References and tools.

3.1 References
a. Volunteer information sheet
b. Partner organization orientation checklist
c. Sample introductory letters
d. Volunteer info pack outline
e. Code of conduct policy
f. Partner organization info pack outline
g. Homestay assessment checklist
h. Safety and security plan
i. Volunteer packing list sample
Partner Organization Orientation Checklist

The orientation checklist is a general guideline only. Some of the guide might not be applicable
or there may be additional information you could provide to your volunteer.
Instructions: Print a copy for the volunteer to make notes during the orientation. Use the
questions as a guideline for the meeting with your volunteer.
Topic/Activity
1. Introduce people in the workplace (name & position): Staff, Board, Clients etc. (The
volunteer will probably have a lot of questions when they start, let staff know this in
advance and encourage everyone to participate in helping the volunteer learn about the
organization)
2. Key information: Provide any guidelines for working with your organization the
volunteer should be aware of (policies, rules, handbooks, manuals). Provide documents
or direct the volunteer to where they can learn more about your organization. Anything
that gives information about your direction, activities, stakeholders etc.(e.g. Website,
Organization structure, Vision, Mission, Goals, Strategic plan, Operations manual, Action
plan, Program/Project implementation guidelines, Reports on projects or programs,
Funding applications etc).
3. Safety and emergencies: Make the volunteer aware of any procedures or equipment they
may need to use.
4. Hours of operation: The volunteer expects to work 8am-5pm, Monday – Friday. (The
standard in Philippines). Help the volunteer understand what the usual hours of work are
for staff. Discuss anything related to work hours that should be clarified (field trips,
meetings outside work hours, holiday leave, sick leave, public holidays).
5. Communication: Explain how information is communicated in the organization (staff
meetings, email, text, conversation). Explain how work is scheduled (meetings, calendar).
6. Give a tour of the workplace including:
● CR
● Water/Kitchen
● Work area
● Meeting area
● Technology (computers, printers, telephone)
7. Access: Provide (or show where they are located) any keys the volunteer may need to
access the building, rooms, cupboards etc. Provide passwords for internet or file storage.
8. Contact information: Make sure the volunteer has the contact details of the organization
and key staff. Make sure key staff have the volunteer's contact details.
9. Snacks, Lunch and Breaks during the day: Explain how staff usually take their food.
10. Current information: What is happening right now in the organization (what are staff
working on). Strategic plans of the organization
11. Suggest some starting points for the volunteer: Advice on learning more about the
organization. How to join in events or work with staff. What they might start working on
in their assignment work plan. How the work plan relates to the direction of the
organization.
12. Set a time to meet during the second week for follow-up on orientation topics.
3.2 Tools
a. Tools suggested content for orientation program
b. Mobilization checklist
c. Volunteer orientation program
VOLUNTEER SUPPORT
Looking After Your Volunteers' Wellbeing
LEARNING OBJECTIVES:
By the end of this lesson, students will be able to:
1. Discuss the importance of maintaining an effective and reliable support program for
volunteers of outreach activities.
2. Distinguish the various volunteer support systems of the featured sample outreach activities by
several non-government organizations.
3. Create a sample list of allowance and incentives that may be given to volunteers in their
identified outreach group.
Volunteer Support refers to the plan that outlines all allowance, incentives, logistical support,
protection coverage, etc. that your volunteers in an outreach program/volunteer program will
receive, including emergency or incident management support.
Why is VOLUNTEER SUPPORT important? As a volunteer manager, you need keep the
wellbeing of your volunteers your priority, particularly during the duration of their assignment.
Volunteers who know that their managers have their back can have improved morale as well as
productivity. The more volunteers feel that they are supported, the higher the probability they
will be able to perform the tasks and deliver the expected outputs.
Types of VOLUNTEER SUPPORT system

1. Welfare Support pertains to the day-to-day support needs of volunteers such as
accommodation, nourishment, allowance, transportation, and protection. This also refers to their
physiological and psychosocial (i.e., physical, mental and emotional) wellbeing.
2. Assignment Support pertains to the tools and resources they need to perform their tasks. This
includes coordination, facilitation, technical assistance, and financial resources.
3. Communication Support. Volunteer support also requires regular contact or communication
with your volunteers throughout the duration of their assignment, whether long term or short
term.
How to implement VOLUNTEER SUPPORT?

1. Process flow for volunteer support
2. Determine the support you will provide your volunteers.
3. Develop a Volunteer Support Plan.
4. Get management approval, if needed.
5. Inform all relevant stakeholders of the Volunteer Support Plan.
6. Ensure that all support promised will be provided to volunteers.
How to implement VOLUNTEER SUPPORT?

1. Start by determining the allowance, incentives, logistical support, and protection coverage you
will provide your volunteers. ( You may use the “Menu of Allowances and Incentives” and
“Insurance Options” as references)
2. Proceed to develop a volunteer support plan that clearly outlines all allowance, incentives,
logistics support, protection coverage, etc. that your volunteers will receive. This should include
emergency or incident management support such as a 24/7 hotline number as well as access to
clinics, doctors, hospitals, and counseling services. A discussion on the volunteer support plan
must be undertaken with your volunteer, preferably as part of their orientation program.
3. Other necessary processes must be developed and put in place regarding each aspect of the
support plan (for example, how volunteers will receive their allowance, how they will access
insurance support, how they will access medical support).
4. Inform all relevant stakeholders of the volunteer support plan, processes, and requirements and
ensure that all support that was promised are provided to volunteers in a timely manner.
Menu of Allowances and Incentives
ALLOWANCES
● Establishment/Settling-in Allowance: this covers expenses associated with setting up
accommodation in an assignment location.
● Accommodation Allowance: this covers rental cost of safe, suitable and affordable
accommodation in the volunteer’s assignment location. If the partner organization
supplies appropriate accommodation, then the volunteer will not receive the
Accommodation Allowance.
● Living Allowance: a daily/monthly allowance intended to cover basic living expenses
(this is not a salary). The living allowance could be based on the average cost of living
for a volunteer in each location. The living allowance is calculated by taking into account
the costs of a number of factors, including food, daily travel to and from an assignment
placement, communication and other incidental costs.
● Resettlement Allowance: Volunteers are entitled to receive a resettlement allowance upon
satisfactory completion of the assignment. A Resettlement allowance is provided to assist
with costs associated with settling back into life after their assignment.
LEAVE ENTITLEMENTS
● Vacation Leave: the volunteer will be entitled to up to 15 working days of recreation or
vacation leave per annum. Leave shall be accrued at a rate of 1.25 days per calendar
month.
● Personal (Sick and Carer’s) Leave: the volunteer will be entitled to ten (10) working days
sick and carer’s leave per annum pro-rata.
● Bereavement and Compassionate Leave: other compassionate grounds approved by the
head of the organization. A near relative is defined as a spouse, de facto spouse, son or
daughter (including an adopted child, a step-child or an ex-nuptial child), father, mother,
brother, sister, grandmother, grandfather, grandson, granddaughter, mother-in-law,

father-in law, son-in-law or daughter-in-law. Bereavement and compassionate leave is
granted on a “needs” basis rather than on a “per annum” basis.
INSURANCES
● Medical Insurance: Volunteers are covered by a medical insurance scheme for the
duration of the assignment to cover medical treatment costs incurred during the
assignment.
● Life Insurance: Volunteers are covered by group life insurance for the duration of their
assignment.
● Travel-Accident Insurance: volunteers are covered by a group/individual travel accident
insurance for the duration of their assignment.
OTHER BENEFITS AND INCENTIVES

● Communication Allowance: volunteers are provided with a monthly communication
allowance.
● Assignment Support Grant: volunteers have access to an assignment support grant to
cover activity costs related to their assignments or projects. Assignment support grants
are approved on a case-by-case basis upon submission of a proposal. Grants are capped at
₱_____ per volunteer and only granted to a volunteer once. All assignment support grants
are subject to liquidation. A full report on how the grant was spent must be submitted
upon completion of the activity or project.
● Identification Card (ID): the organization shall issue identification or membership cards
to the volunteers. Volunteers may be entitled to additional benefits as a bearer of the card.
● Clothing or uniform: volunteers are entitled to clothing allowance or may be provided
with t- shirts or uniforms that they should use while on official assignment.
Example of VOLUNTEER SUPPORT systems

● ADDU Madaris volunteers are hosted by families nominated by the Madrasa/host
community. The organization provides living and communication allowances as well as
medical and accident insurance on top of the PhilHealth coverage.
● UP Manila Pahinungod’s volunteers all have group life and health insurance
(₱50,000.00). The volunteers are also endorsed to locals/foster parents/municipal health
officers. Volunteer coordinators (at least two per immersion) act as their points of contact.
These coordinators call every two days and visit weekly. There is a joint liability between
the local government unit and the university when it comes to protecting volunteers. The
volunteer has no liability.
● Corporate organizations such as TELUS International Philippines provide food,

transportation, and shirts to their volunteers. They also have security personnel who
accompany their volunteers during activities in communities.
TIPS and REMINDERS

● Put in place incident reporting and response protocols. A 24/7 emergency contact number
must be made available to volunteers. There must also be a designated safe house that
volunteers can go to any time they perceive a threat to their personal safety. This can also
serve as their evacuation hub in case of natural disasters (e.g., earthquakes, tsunamis,
typhoons, or flooding).
● Regular check-ins must be conducted with volunteers who are on assignment. The
schedule for this must be agreed with the volunteer prior to mobilization and must be
strictly followed.
● It is recommended that volunteer managers put in place a grievance procedure for
volunteers. This way, volunteers will be aware that they can take up any concerns they
might have to higher authorities in cases where they feel their volunteer manager is
unable to address these.
References:
• Volunteer Management Systems Toolkit | Philippine National Volunteer Service Coordinating
Agency 2020
• UNILAB Ideas Positive
• Madaris Volunteer Program (Ateneo De Davao University)
• Ugnayan ng Pahinungod Manila (UP-Manila)
• TELUS International Philippines
|mrmNSTP2022
VOLUNTEER MONITORING
Tracking Volunteers' Contribution
Learning Objectives :
At the end of the discussion, the students will be able to:
•Differentiate volunteer monitoring as a task and process
•Manage the volunteer monitoring as a task and process
Monitoring in the volunteer management context can mean two things:

• Monitoring as the task of keeping track of your volunteers’ assignment and wellbeing; and
• Monitoring as the process of collecting information related to your volunteer program for the
purpose of evaluation.
Two distinct concepts of monitoring:

• Monitoring as the Task
• Monitoring as the Process
Monitoring as the Task

• to do with putting in place procedures to keep track of your volunteers while they are on
assignment;
• involves the process of regularly communicating with them, receiving feedback and tracking
their progress;
• requires managers to ensure that the volunteers’ wellbeing, including their safety and security,
is taken care of; and
• monitoring involves proactively and regularly checking on volunteers to ensure they are on
track in their assignments and that they are physically, mentally and emotionally well.
As a volunteer manager;
• keep track of your volunteer’s overall welfare;
• track the progress of their assignment or activity as well as their inputs;
• gather volunteer and stakeholder feedback;
• provide advice and information in a timely manner, especially those related to safety and
security of volunteer;
• conduct regular monitoring visits to volunteers who are on assignment.
Monitoring as the Process

• refers to the discipline of capturing relevant data and information on how your volunteer
program or activity has helped achieve its strategic goals and objectives;
• monitoring is coupled with evaluation, which is the discipline of using information you have
collected to measure how well your volunteer program is doing, to identify gaps and
improvements, and to demonstrate your program’s and/or volunteers’ impact or outcomes.
As a process, monitoring will involve putting in place systems to collect data or information to
be able to determine:
• achievement of program goals and objectives;
• impact of volunteers or your volunteer program to the community and/or to big picture goals;
• any change that may have resulted from the volunteers’ work or assignment—i.e., change in
behavior or attitude or in the way things are being done
There are various monitoring and evaluation (M&E) systems, approaches and methodologies
available that measure development program impacts.
Examples of such M&E systems are:
• Logical Framework (LogFrame)
• Program Logic Model
• Most Significant Change (MSC)
• Methodology
• Results-Based Management (RBM)
• Rapid Appraisal Approach
• Impact Evaluation
• Impact Stories
* This VMS toolkit includes references on some of these M&E approaches or methodologies.
The decision on what approach or methodology to use is largely dependent on the organization’s
preference and requirements
Some M&E Methodologies

1. Rapid Appraisal approaches used to help gather, analyze, and report relevant information
under a situation where time in the field is limited; may also be used when there are
budget constraints or limited secondary data.
2. Most Significant Change (MSC) – a form of participatory monitoring and evaluation;
used as an ongoing monitoring technique, where change is assessed throughout the
lifetime of a program or project.
3. Program Logic Models - mainly aim to "clarify and test" the rationale underpinning what
you believe you can achieve with your given resources.
Process Flow for Volunteer Monitoring

● Develop a Volunteer Monitoring Plan and stick to it.
● Conduct regular check-Ins with your volunteers.
● Undertake monitoring visits.
● Follow up any outstanding issues or concerns.
● Prepare the necessary reports and circulate as necessary.
Volunteer Monitoring Plan

• Is a document you should be developing with your volunteer.
• Agree on a schedule for regular check-ins via phone call or Skype/WhatsApp, etc.
• Volunteers in remote assignment locations, it is advisable to have weekly check-ins as part of
the safety and security protocols. This ensures that there is regular opportunity for volunteers to
raise or discuss any issues or concerns they may be having regarding their placement.
• Make sure that you conduct regular check-ins with your volunteer as per agreement. These
check-ins must serve as opportunities for you, as the volunteer manager, to gauge a volunteer’s
overall wellbeing (physically, emotionally, mentally).
• Follow up any outstanding issue or concern that may have been raised by your volunteer. If you
agreed to take action on an issue, make sure you deliver on your promise.
• Regular monitoring visits to your volunteers must also be undertaken, as per agreement. These
visits must include an opportunity to have one- on-one discussions with your volunteers as well
as other stakeholders.
• Report issues or concerns to management or relevant stakeholders as may be necessary.
EXAMPLE
● The ADDU Madaris Program conducts five monitoring visits and schedules one-on-one
meeting and interview with the volunteer and the administrator. Its managers hold
program review and benchmarking annually to evaluate the relevance of the one-year
work plan and outcomes. They also conduct impact assessment studies.
● A weekly journal guide is given to volunteers to allow them to reflect on their
experiences. This guide is dismounted via SMS and Facebook Messenger.
● There are two evaluation forms given out to volunteers. The first is on the post
orientation program, the second, on the post-volunteer activity.
This ADDU Madaris volunteer handles multigrade classes in Tipo-Tipo, Baslan. To monitor the
wellbeing of their volunteers, ADDU Madaris managers conduct monitoring visits and
one-an-ane meetings with members on the ground.
TIPS & REMINDERS

• Follow through, in a timely manner, any issues or concerns that may have been raised by the
volunteer or partner organization.
• Attempt to resolve any issues or concerns, especially the conflict kind, as a matter of urgency
and always keep your objectivity. Conduct an impartial investigation where required.
• Monitoring visits should be viewed as an opportunity to do on-site coaching to volunteers and
partner organizations. You must be ready to provide advice and guidance to them
NATIONAL SERVICE RESERVE CORPS
SECTION 11 OF RA 9163
SEC. 11. Creation of the National Service Reserve Corps. — There is hereby created a National
Service Reserve Corps, to be composed of the graduates of the non-ROTC components.
Members of this Corps may be tapped by the State for literacy and civic welfare activities
through the joint effort of the DND, CHED and TESDA.
Graduates of the ROTC shall form part of the Citizens’ Armed Force, pursuant to Republic Act
No. 7077.
The NSRC was created by the virtue of RA 9163 or the NSTP Act of 2001 in order to provide a
trained, motivated, and organized manpower reserve that can be tapped by the State for DRRM,
civic welfare, literacy, national emergency, environmental protection and other similar endeavors
in the service of the nation.
REPUBLIC ACT No. 10121

AN ACT STRENGTHENING THE PHILIPPINE DISASTER RISK REDUCTION AND
MANAGEMENT SYSTEM, PROVIDING FOR THE NATIONAL DISASTER RISK
REDUCTION AND MANAGEMENT FRAMEWORK AND INSTITUTIONALIZING THE
NATIONAL DISASTER RISK REDUCTION AND MANAGEMENT PLAN,
APPROPRIATING FUNDS THEREFOR AND FOR OTHER PURPOSES.
Role of NSRC based on RA 10121

Section 1. Title. - This Act shall be known as the "Philippine Disaster Risk Reduction and
Management Act of 2010"
Section 13. Accreditation, Mobilization, and Protection of Disaster Volunteers and National
Service Reserve Corps, CSOs and the Private Sector.
The government agencies, CSOs, private sector and LGUs may mobilize individuals or
organized volunteers to augment their respective personnel complement and logistical
requirements in the delivery of disaster risk reduction programs and activities..The agencies,
CSOs, private sector, and LGUs concerned shall take full responsibility for the enhancement,
welfare and protection of volunteers, and shall submit the list of volunteers to the OCD, through
the LDRRMOs, for accreditation and inclusion in the database of community disaster volunteers.
A national roster of ACDVs, National Service Reserve Corps, CSOs and the private sector shall
be maintained by the OCD through the LDRRMOs. Accreditation shall be done at the municipal
or city level. Mobilization of volunteers shall be in accordance with the guidelines to be

formulated by the NDRRMC consistent with the provisions of this Act. Any volunteer who
incurs death or injury while engaged in any of the activities defined under this Act shall be
entitled to compensatory benefits and individual personnel accident insurance as may be defined
under the guidelines.
In addition to Section 14 of RA 10121 why Disaster Risk Reduction Management was discussed
in NSTP 1
Section 14. Integration of Disaster Risk Reduction Education into the School Curricula and
Sangguniang Kabataan (SK) Program and Mandatory Training for the Public Sector Employees.
Section 14 of RA 10121
The DepED, the CHED, the Technical Education and Skills Development Authority (TESDA),
in coordination with the OCD, the National Youth Commission (NYC), the DOST, the DENR,
the DILG-BFP, the DOH, the DSWD and other relevant agencies, shall integrate disaster risk
reduction and management education in the school curricula of secondary and tertiary level of
education, including the National Service Training Program (NSTP), whether private or public,
including formal and nonformal, technical- vocational, indigenous learning, and out- of-school
youth courses and programs. The NDRRMC, the RDRRMCs, the LDRRMCs, the LDRRMOs,
the BDRRMCs and the SK councils shall encourage community, specifically the youth,
participation in disaster risk reduction and management activities, such as organizing quick
response groups, particularly in identified disaster-prone areas, as well as the inclusion of
disaster risk reduction and management programs as part of the SK programs and projects. The
public sector employees shall be trained in emergency response and preparedness. The training is
mandatory for such employees to comply with the provisions of this Act.
School Based NSRC Unit

The EAC-Cavite SRC is a School-Based NSRC Unit (SBNU) with the following vision
To produce graduates: With environmental consciousness, aware of the relevant and timely
issues on civic welfare and nation-building; that are engaged in civic welfare and nation-building
activities in their own barangay/community which will reflect the attributes of a true Emiliano;
that radiate the character of a true Emilian on the socio-political concerns in his/her community
IRR REPUBLIC ACT 9418

IMPLEMENTING RULES AND REGULATIONS OF REPUBLIC ACT NO. 9418 “AN ACT
INSTITUTIONALIZING A STRATEGY FOR RURAL DEVELOPMENT, STRENGTHENING
VOLUNTEERISM AND FOR OTHER PURPOSES”
Rule 1 : General Provisions

Section 1. Purpose and General Coverage. - This Implementing Rules and Regulations is
promulgated pursuant to Section 14 of Republic Act No. 9418, entitled “An Act
Institutionalizing A Strategy for Rural Development, Strengthening Volunteerism and for Other
Purposes” otherwise known as “Volunteer Act of 2007.”
Section 2. Declaration of Policy

It shall be the policy of the State to promote the participation of the various sectors of the
Filipino society, and as necessary, international and foreign volunteer organizations in public and
civic affairs, and adopt and strengthen the practice of volunteerism as a strategy in order to attain
national development and international understanding
The inculcation of volunteerism as a way of life shall rekindle in every Filipino the time-
honored tradition of bayanihan to foster social justice, solidarity and sustainable development
Section 3. Statement of Goals and Objectives.

To provide a policy framework on volunteerism that shall underscore the fundamental principles
necessary to harness and harmonize the broad and diverse efforts of the voluntary sector in the
country into an integrative and effective partnership for local and national development as well
as international cooperation and understanding.
To provide a conducive and enabling environment for volunteers and volunteer service
organizations by setting mechanisms to protect volunteers’ rights and privileges and give due
recognition to highlight their roles and contributions to society; and
To provide an effective institutional mechanism to strengthen the role of the Philippine National
Volunteer Service Coordinating Agency (PNVSCA) to perform its mandates and to oversee the
implementation of this Act.
Section 4. Definition of Terms.

For purposes of this IRR, the following shall mean:
Volunteerism refers to an act involving a wide range of activities, including traditional forms of
mutual aid and developmental interventions that provides an enabling and empowering
environment both on the part of the beneficiary receiving and the volunteer rendering the act
Volunteerism
undertaken for reasons arising from sociodevelopmental, business or corporate orientation,
commitment or conviction for the attainment of the public good and where monetary and other
incentives or rewards are not the primary motivating factors.
Volunteer
It refers to an individual or group who for reasons arising from their socio developmental,
business and corporate orientation, commitment or conviction, contribute time, service and
resources whether on full-time or parttime basis to a just and essential social development cause,
mission or endeavor Implementing Rules and Regulations of RA No. 9418 2 | Page in the belief
that their activity is mutually meaningful and beneficial to public interest as well as to
themselves.
Volunteer Service Organization

It refers to a local or foreign group that recruits, trains, deploys and supports volunteer workers
to programs and projects implemented by them or by other organizations or any group that
provides services and resources, including but not limited to, information, capability building,
advocacy and networking for the attainment of the common good.
Voluntary Sector
It refers to those sectors of Philippine society that organizes themselves into volunteers to take
advocacy and action primarily for local and national development as well as international
cooperation and understanding.
Registration
It refers to the process by which volunteers and/or volunteer organizations are recognized by
PNVSCA for purposes of coordination, networking, information sharing and documentation.
National Volunteer Service Program

It refers to the collaborative undertaking of the various sectors in the Philippines to achieve
national development and international cooperation and understanding through volunteerism.
Section 5. Role and Modalities of Volunteerism in the Private Sector.

Volunteerism in the Academe includes, but is not limited to, provision of technical assistance and
sharing of technology within the academic circle, target communities and other clienteles and the
upgrading of the quality of education and curriculum methodologies while providing career
enhancement and exposure to the volunteers.
Volunteerism in the Corporate Sector as an expression of corporate social responsibility and

citizenship, refers to activities recognized by the company, where employees give their time,
skills and resources in the service of the company’s internal and/or external communities.
These volunteering activities include, but are not limited to, employee giving of material
resources to specific causes; employee-led fund-raising; one- time outreach activities;
environmental campaign; medical and health-related advocacies; knowledge and change
management; scholarship programs; and sharing of expertise particularly of business and
developmental skills through mentoring, tutoring, training, business consulting/advising and
rendering of pro bono services on a case-to case basis.
Volunteerism by Not-for- Profit Organizations

It includes, but is not limited to, provision of complementary service delivery and human
resource development in underserved communities as well as advocacy and articulation of the
cause of the disadvantaged and vulnerable groups.
Section 7. Role of the Government

The government shall coordinate, facilitate and encourage the participation of the voluntary
sector in the promotion, utilization, and recognition of volunteerism in national development and
international cooperation. This shall be achieved through the provision of enabling and
conducive environment for volunteer.
Section 8. The Philippine National Volunteer Service Coordinating Agency (PNVSCA).

The PNVSCA created by Executive Order No. 134, series of 1964, as amended by Executive
Order No. 635 series of 1980, shall undertake the implementation and execution of Republic Act
No. 9418 and this IRR.
Section 9. Mandates of PNVSCA. The PNVSCA shall perform the following functions:
● Review and formulate policies and guidelines concerning the national volunteer service
program consistent with national development priorities;
● Coordinate, monitor and evaluate the national volunteer service program in order that
volunteer assistance may fit into the total national development
● Act as clearinghouse for matters pertaining to international volunteer services.
● Develop and implement prototypes and models of volunteering for adoption by
institutions and communities;
● Provide technical services and support for capability-building of volunteers and volunteer
organizations;
● Undertake advocacy for the promotion and recognition of volunteerism as a tool for
development;
● Establish and maintain a national network of volunteer organizations and serve as liaison
between and among local and foreign governmental private voluntary organizations
including the United Nations Volunteers (UNV)
● Administer all PNVSCA funds from all sources including foreign aid in accordance with
accounting and auditing requirements.
Section 14. Integration of Volunteerism in the Education Curriculum.

Section 14. Integration of Volunteerism in the Education Curriculum. 14.1. Volunteerism as a
concept and practice shall be integrated at all levels of education across grades and across
subjects.
The Department of Education (DepEd), the Commission on Higher Education (CHED) and the
Technical Education and Skills Development Authority (TESDA) shall identify entry points for
the integration of volunteerism at all levels of education.
DepEd, CHED and TESDA, in collaboration with PNVSCA, shall develop instructional
materials on volunteerism.
DepEd, CHED and TESDA shall issue guidelines for the adoption and utilization of the
instructional materials on volunteerism for all levels of formal and informal education in public
and private schools, colleges and universities, including vocational and technical learning centers
and institutions.
PNVSCA, in consultation and collaboration with DepEd, CHED and TESDA shall conduct
periodic review and update of instructional materials on volunteerism.
Section 15. Establishment of Volunteer Program in National Government Agencies and Local
Government Units (LGUs).
The Volunteer Program for Government Service or the Bayanihang Bayan Program shall serve as
platform for private sector volunteering in government agencies and local government units, in
accordance with Memorandum Order 45 dated 7 December 2001.
Section 16. Recognition and Incentives to Volunteers.

Government agencies and nongovernment organizations implementing volunteer programs are
encouraged to develop and provide volunteers recognition and incentive package which may
include, but not limited to allowance, insurance, training and the grant of privileges and status to
Filipino overseas volunteers at par with Filipino overseas workers

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CWTS 2/ LTS 2/ ROTC 2

____ ___ connects student learning in the cl

A process of thorough planning, brainstorming, group workshops, and conceptualizing of

Leadership training, feeding program, and tutoring are ___ ___.

National Serving Training Program 2 is a course to train students to be __ ___.

To be a volunteer means to develop a sense of __.

Self reliance (self trust,self sufficiency , autonomy)

Service-Learning and Student Volunteerism

Some Examples of Service Learning Projects

Why is Service Learning Important?

Importance of Service Learning

How Do I Find Opportunities Near Me?

Education and Literacy

HOPES for Kids

After-school Volunteer Mentor

Project CARE Plus (Citizens Active in Reading Education)

Environmental Justice Opportunities:

Health and Well Being

Intimate Partner Violence

Organizations for People with Disabilities

II. Strategy Development

This involves the development of a strategic plan on

It is the process where you plan out how your volunteer

EXAMPLES OF BIG-PICTURE GOALS

WHAT IS A GOOD VOLUNTEER PROGRAM?

and for what purpose

VOLUNTEER PROGRAM STRATEGY (VPS)

GUIDE TO DEVELOPING A VOLUNTEER PROGRAM STRATEGY (VPS)

STEPS IN STRATEGY DEVELOPMENT

III. Partnership Development

PARTNERSHIP DEVELOPMENT PRINCIPLES

IMPORTANT SYSTEMS SHOULD BE DEVELOP IN PLACE FOR

PROCESS FLOW IN PARTNERSHIP DEVELOPMENT

1. undertake a thorough research on potential partner organizations. refer to the “partner

ON PARTNERSHIPS AND RISKS

IV. Activity Planning

Objectives of Activity Planning

1. produce a detailed plan against which actual achievement may be measured;

Project management principles to follow as you develop a plan

Principle 2: Manage your risks

Principle 3: Establish a performance baseline

Principle 4: Establish and maintain healthy communication

Principle 5: Clearly define team responsibilities

He was awarded as the CNN Hero of 2009 because of Kariton Classroom.

Which of the following can best describe a feasibility assessment?

1. Volunteer recruitment key criteria.

Prepare the Volunteer Assignment Description and Selection Criteria.

2. Process flow of volunteer recruitment.

3. References and tools.

● Describe how children/other adults would view you as a role model.

Human Relations Skills

3. Attention to Detail - Diligently attends to details and pursues quality in accomplishing

Two major volunteer recruitment methods:

Strategy 1. Professional associations/ specific interest groups

Strategy 4. Social media

How to use different social media platforms:

Strategy 5. Consider Other Community Partnerships

Strategy 6. Establish a School Partnership

Strategy 7. Create a Call to Action

Data protection and privacy

GOVERNMENT CLEARANCE REQUIREMENTS

Significant volunteer criteria in recruitment require ___ for assignment completion.

The __ ___ is the basis for the candidate selection of volunteers.

__ _ connects student learning in the cl

Leadership training, feeding program, and tutoring are _ _.

National Serving Training Program 2 is a course to train students to be _.

The _ is the basis for the candidate selection of volunteers.