Section 1. Developing a Plan for Involving Volunteers

 

The time, knowledge, experience, relationships, and energy that volunteers contribute are important to many nonprofit and community organizations. Volunteer roles can range from helping with a one-time community event to serving regularly as a mentor, adviser, educator, outreach worker, advocate, Board or committee member, or provider of specialized professional expertise.

A strong volunteer program does not simply find unpaid people to complete whatever work needs to be done. It identifies work that is appropriate for volunteers, creates meaningful roles, provides the training and support people need, manages risk responsibly, and makes participation worthwhile for both the volunteers and the organization.

This section provides a guide for developing a plan to involve volunteers effectively.

Why should you engage volunteers?

Volunteers are not the right answer for every organizational need. Recruiting, screening, orienting, training, supervising, supporting, and coordinating volunteers require real staff time and resources. Some responsibilities also require paid employees, professional credentials, greater continuity, or a level of organizational control that is not appropriate for a volunteer role.

When volunteer involvement fits the organization's mission and the nature of the work, however, it can provide important benefits.

• Volunteers can expand organizational capacity. Volunteers may make it possible to offer additional activities, extend outreach, support events, increase community engagement, or contribute expertise that the organization would not otherwise have available. Volunteer service should complement rather than improperly replace work that should be performed by paid employees.
• Volunteers can contribute valuable skills and knowledge. Depending on the organization, volunteers may bring experience in technology, communications, facilitation, language access, law, finance, health, education, fundraising, evaluation, construction, arts, community organizing, or many other areas.
• Volunteers can contribute perspectives and relationships that strengthen the work. People may know different parts of the community, have relevant lived experience, identify opportunities or barriers that staff have missed, or bring approaches developed in other settings.
• Volunteer participation can strengthen community connection and shared ownership. Meaningful participation gives community members additional ways to contribute to work that matters to them and can deepen the organization's relationships with the community.
• Volunteering can also benefit participants themselves. People may volunteer because they care about the mission, want to contribute particular skills, hope to gain experience, want to develop relationships, are interested in learning, or simply find the activity meaningful.

The economic contribution of volunteers can be significant, and organizations sometimes use estimates of the value of volunteer time when describing community support. However, volunteer participation should not be reduced to the amount of payroll expense it may avoid. Volunteer value also includes relationships, knowledge, civic participation, leadership, community trust, and contributions that cannot be captured by an hourly dollar figure.

Before creating a volunteer role, ask whether the work is genuinely appropriate for volunteer service. Volunteers should offer their service freely for charitable, civic, humanitarian, religious, or similar purposes rather than being used simply to perform ordinary paid work without compensation. Applicable wage-and-hour requirements and the actual structure of the relationship should be considered whenever the distinction between volunteering and employment is unclear.

Why should you plan?

Volunteer involvement works best when it is intentional. Planning helps the organization identify what work volunteers should perform, how volunteers will be recruited and supported, what risks need to be addressed, and who is responsible for the volunteer experience.

A thoughtful plan can help:

• Make volunteer roles meaningful and realistic
• Prevent unnecessary overlap or conflict with paid staff responsibilities
• Identify accessibility and participation barriers
• Establish appropriate screening and safeguarding
• Clarify supervision and accountability
• Protect confidential or sensitive information
• Address insurance, transportation, safety, and other risks
• Provide consistent orientation and training
• Improve volunteer retention and satisfaction
• Create procedures for responding when a placement is not working

Planning does not eliminate every problem, and no policy can guarantee that a volunteer or organization will never make a mistake. It does make it more likely that responsibilities, expectations, and safeguards will be understood before problems arise.

Who should develop the plan?

Volunteer involvement affects many parts of an organization, so the planning process should include perspectives from the people who will manage, work with, support, and participate as volunteers.

Depending on the organization, this may include:

• Organizational leaders, Board members, or managers responsible for the programs in which volunteers will participate
• Paid staff members who understand the work, the time required to support volunteers, and the boundaries between volunteer and staff responsibilities
• Current and prospective volunteers who can identify what makes participation meaningful, accessible, and realistic
• People who participate in or are directly affected by volunteer-supported services
• Staff responsible for human resources, safety, privacy, technology, finance, legal compliance, or other areas relevant to volunteer roles

Asking prospective volunteers about participation barriers can uncover needs the organization might otherwise miss. These might involve transportation, caregiving, disability access, technology, schedule, language, training times, meals, or the costs associated with volunteering.

Volunteer coordination

Organizations with significant volunteer involvement may benefit from identifying a volunteer coordinator or manager. This may be a dedicated staff position, part of another employee's responsibilities, or in some circumstances a carefully defined volunteer leadership role.

Typical responsibilities may include:

• Planning and coordinating volunteer recruitment
• Working with programs and departments to identify appropriate volunteer roles and staffing needs
• Helping paid staff understand how to supervise and collaborate effectively with volunteers
• Coordinating applications, interviews, screening, background checks where appropriate, placement, and required documentation
• Coordinating orientation and training
• Creating channels for volunteer feedback and helping volunteers and paid staff resolve concerns
• Maintaining volunteer records and protecting personal information
• Monitoring accessibility, safety, supervision, recognition, and volunteer experience
• Tracking volunteer participation and program outcomes where useful

Smaller organizations may divide these responsibilities among several people. What matters is that each responsibility belongs to someone and does not fall through the cracks.

How do you plan the involvement of volunteers?

Strategic planning principles apply to volunteer involvement as they do to other organizational activities: determine where you are, what you want to accomplish, and what structures and resources are required to get there.

The following steps can be adapted to organizations of different sizes.

Essential steps of an effective volunteer program:

• Establish a clear rationale for involving volunteers
• Develop volunteer role descriptions
• Recruit volunteers
• Screen and place prospective volunteers appropriately
• Orient volunteers
• Train volunteers
• Supervise and support volunteers
• Support retention and continued participation
• Evaluate volunteer roles and the overall program
• Recognize contributions and achievements

Have a rationale and reasons for wanting volunteers

Be clear about why your organization wants volunteers and why particular volunteer roles exist. A potential volunteer should be able to ask, "Why does this role matter?" and receive a meaningful answer.

An organization might involve volunteers to:

• Increase meaningful community participation
• Extend outreach or educational activities
• Provide mentoring, peer support, or other relationship-based services
• Add specialized knowledge or skills
• Support events or short-term projects
• Build community leadership
• Bring additional perspectives into organizational work

Also determine what volunteers should not be asked to do. Some responsibilities may require professional credentials, employment status, access to information that should remain restricted, substantial independent authority, or continuity that a volunteer placement cannot reliably provide.

Volunteer roles should respond to actual organizational and community needs rather than being created simply because people have offered to help.

Develop volunteer role descriptions

A brief description may be enough for a one-time activity, but recurring or higher-responsibility roles benefit from a written role description.

A volunteer role description may include:

• Role title
• Purpose and connection with the organization's mission
• Main responsibilities
• Required and preferred qualifications
• Expected time commitment and scheduling
• Expected start and end date, if applicable
• Decision-making authority, boundaries, supervision, and reporting relationship
• Benefits of participation, such as learning, mentorship, professional experience, community connection, training, or reimbursement where available
• Work location, remote or hybrid arrangements, and required travel
• Accessibility considerations and how to request needed support
• Required orientation, training, licenses, screening, or background checks
• Confidentiality, privacy, safeguarding, or professional-boundary requirements
• Technology, equipment, or organizational resources available
• Expense-reimbursement procedures, if applicable

Keep requirements connected with the actual role. Avoid unnecessary education, physical, transportation, language, scheduling, or experience requirements that create barriers without improving the volunteer's ability to perform the responsibilities.

Recruit volunteers

Recruitment begins with understanding what motivates potential volunteers and what may prevent them from participating.

People volunteer for many reasons. They may care deeply about the mission, want to contribute a particular skill, seek experience, want to meet people, hope to develop leadership, or be interested in participating in community life.

Ask current and potential volunteers what makes participation workable. Consider:

• Time commitment and scheduling
• Short-term versus long-term opportunities
• Remote, hybrid, or in-person participation
• Transportation
• Caregiving responsibilities
• Disability access
• Language access
• Technology
• Meals or other participation costs
• Expense reimbursement

Recruit through channels appropriate to the role and community. Possibilities include the organization's website, volunteer-matching platforms, community groups, schools and universities, professional associations, partner organizations, newsletters, email, social media, faith communities, neighborhood networks, events, and traditional media.

Personal referrals can be valuable, but don't depend exclusively on the existing staff and volunteer network if doing so repeatedly reaches the same group of people. Broader outreach can bring in perspectives and skills the organization would otherwise miss.

Screen potential volunteers

Screening should reflect the responsibilities and risks of the particular role. A person helping for two hours at a public cleanup does not necessarily need the same screening as someone providing unsupervised services to children, driving participants, handling money, accessing confidential records, entering people's homes, or providing crisis support.

Possible screening tools include:

• A written or online application
• An interview or structured conversation
• Job- or role-related references
• Credential, license, or certification verification when required
• Driving-record checks when driving is part of the role
• Criminal-history or other background checks when required by law or reasonably related to the responsibilities and risks of the role
• Job-related scenarios, demonstrations, or questions for roles requiring particular judgment or skills

Ask questions related to the volunteer responsibilities rather than broad questions designed to judge someone's personality or personal values.

For example, a volunteer crisis-support program might ask a candidate to respond to a realistic scenario involving someone who feels ignored or unsupported by a partner. The goal would be to understand how the candidate listens, maintains appropriate boundaries, avoids giving harmful advice, and follows the organization's support model.

Background checks are one risk-management tool, not a guarantee of safety. Determine what checks are legally authorized or required, obtain appropriate consent, protect the information, and establish written criteria for how results will be considered.

If the organization uses a third-party consumer-reporting or background-screening company, determine what federal, state, or local notice, authorization, disclosure, dispute, and adverse-action requirements apply.

Screening should be combined with other safeguards such as supervision, clear boundaries, training, reporting procedures, appropriate staffing, access controls, and limits on unsupervised activity.

Liability, insurance, and risk

Volunteer activity can create legal and operational risks, but liability is more complicated than saying that an organization is automatically responsible for everything a volunteer does.

Depending on the facts and applicable law, liability may involve questions such as whether the volunteer was acting within an authorized role, whether the organization was negligent in selection or supervision, whether a vehicle was involved, whether professional services were being provided, and what federal or state immunity or volunteer-protection laws apply.

Organizations should consider:

• General liability coverage
• Directors-and-officers coverage where relevant
• Automobile coverage for volunteer driving
• Professional or malpractice coverage for specialized services
• Accident or volunteer insurance where appropriate
• Safeguarding and abuse-prevention coverage
• Cybersecurity or privacy coverage where volunteers access sensitive systems

Review insurance with a qualified provider and obtain legal advice when the organization's volunteer roles create significant legal risk.

Conduct orientation of volunteers

Orientation should help volunteers understand the organization and the role before they are expected to perform it independently.

Depending on the role, orientation may include:

• Mission, values, programs, and organizational structure
• The volunteer's responsibilities and boundaries
• Supervision and whom to contact with questions
• Relevant policies and procedures
• Safety and emergency procedures
• Confidentiality and privacy
• Professional boundaries and safeguarding
• Technology and information security
• Accessibility and available support
• Expense reimbursement, scheduling, and attendance procedures
• How to report concerns, incidents, or policy violations

Orientation can be provided through live conversation, accessible digital materials, videos, demonstrations, tours, or a combination. Give volunteers resources they can return to rather than expecting them to remember everything from one introductory session.

Train volunteers

The amount of training should reflect the responsibilities involved. A one-time event volunteer may need only a short safety and role briefing. Someone providing crisis support, mentoring children, handling confidential information, delivering specialized services, or performing other higher-responsibility work may need substantial training and supervised practice before working independently.

Training should focus on the competencies the volunteer actually needs. It may include technical skills, communication, accessibility, boundaries, confidentiality, safety, cultural humility, technology, documentation, emergency response, or other role-specific requirements.

Provide opportunities for volunteers to practice important skills and receive useful feedback when appropriate.

Supervise and support volunteers

Volunteers need a clear source of supervision and support just as paid staff do. The amount of supervision should reflect the role's complexity, independence, risks, and the volunteer's experience.

Good supervision may include:

• Clear expectations
• Regular check-ins
• Coaching and feedback
• Assistance with difficult situations
• Opportunities to ask questions
• Recognition of good work
• Review of safety, boundaries, or confidentiality concerns
• Discussion of changing interests or availability

The goal is not simply to "keep tabs" on volunteers. It is to help them perform their roles effectively while maintaining appropriate accountability for work done on behalf of the organization.

Retain volunteers

Volunteer retention depends on much more than recognition. People are more likely to continue when they believe the work matters, understand what is expected, receive adequate support, and can participate without unreasonable barriers.

Consider:

• Whether the volunteer's role is meaningful and clearly connected with the mission
• Whether the time commitment is realistic
• Whether schedules can accommodate changes in people's lives
• Whether volunteers have appropriate autonomy and responsibility
• Whether they receive useful supervision and feedback
• Whether accessibility or participation barriers are being addressed
• Whether expenses create an unnecessary financial burden
• Whether volunteers feel respected by paid staff and leadership
• Whether volunteers have ways to suggest improvements and influence the work
• Whether they have opportunities to learn or take on different responsibilities when they want to

A secure volunteer-management system can help an organization keep track of people's interests, training, availability, qualifications, placements, contact information, and required documentation. Collect only information the organization reasonably needs and protect it appropriately.

Don't assume that retaining a strong volunteer always means giving them more work. Some people want greater responsibility; others value a limited, predictable commitment. Discuss interests and capacity rather than treating advancement as the default.

Evaluate volunteers and the volunteer program

Evaluation should be appropriate to the role. A highly responsible long-term placement may warrant regular formal review, while a short event role may need only a brief debrief or check-in.

Evaluation may consider:

• Whether agreed responsibilities are being completed
• Quality and reliability of the work
• Safety, confidentiality, and boundary requirements
• Communication and collaboration
• Whether the volunteer has the training and resources needed
• Whether the role continues to fit the volunteer's interests and availability

Volunteer self-reflection can be especially useful. Ask what is working well, what is difficult, whether expectations are clear, what additional support would help, and whether the person wants to continue, change roles, reduce or increase their commitment, or develop additional skills.

Also evaluate the volunteer program itself. Ask volunteers, paid staff, program participants, and others with relevant experience:

• Are roles clear and meaningful?
• Is recruitment reaching appropriate people?
• Is screening proportionate to the role?
• Is orientation useful?
• Does training prepare people adequately?
• Are volunteers receiving enough supervision?
• Are accessibility, safety, and participation barriers being addressed?
• Does volunteer involvement improve the organization's work and relationships with the community?

When a volunteer placement is not working

Sometimes a volunteer role does not work as intended. The problem may involve unclear expectations, inadequate training, lack of support, schedule conflicts, a poor role match, policy violations, safety concerns, misconduct, or changing organizational needs.

When appropriate, begin by discussing the specific issue with the volunteer and determining whether it can be corrected through clarification, coaching, training, accommodation, schedule changes, additional supervision, or reassignment.

Serious safety, safeguarding, confidentiality, harassment, violence, fraud, or other misconduct may require immediate suspension or removal from the role according to organizational policy and applicable law.

If volunteer service must end, communicate the decision clearly and respectfully. Explain the relevant reason to the extent appropriate rather than relying on vague statements that the person simply does not fit the organization's philosophy.

For example:

"The responsibilities of this role require volunteers to maintain participant information in our approved system. Because that requirement has not been followed after additional training and discussion, we're ending this volunteer placement."

"Your availability has changed, and this particular role requires a schedule you can no longer maintain. Let's discuss whether another volunteer opportunity would be a better fit."

"This project has ended, so we no longer need volunteers in this role. We appreciate the work you've contributed and would be glad to share other opportunities if you're interested."

Recognize efforts and achievements

Recognition communicates that volunteer contributions matter. It can be formal or informal and should reflect what volunteers themselves value.

Possible forms of recognition include:

• Certificates, awards, or nominations for community recognition when meaningful to the volunteer
• Celebrations, appreciation events, or informal gatherings
• Stories in organizational communications, websites, or social media when the volunteer wants public recognition
• Personal acknowledgment from supervisors, colleagues, organizational leaders, or the people who benefited from the volunteer's work
• Timely and specific expressions of gratitude
• References, recommendations, professional-development opportunities, or documentation of skills gained when appropriate
• Opportunities to take on additional leadership or responsibility when the volunteer is interested and prepared

Ask before publicly identifying or photographing volunteers. Some people value public recognition; others prefer a private thank-you or simply knowing that their work was useful.

Recognition should not substitute for a well-run volunteer program. Volunteers are more likely to have a positive experience when the organization respects their time, provides meaningful work, addresses barriers, communicates clearly, protects their safety and privacy, and gives them the support necessary to contribute effectively.

In Summary

Volunteers can contribute skills, experience, relationships, community knowledge, leadership, and substantial time to nonprofit and community work. Their involvement can strengthen both organizational capacity and community participation when volunteer roles are thoughtfully designed.

Effective volunteer involvement begins by deciding which work is appropriate for volunteer service and why the organization wants volunteers involved. From there, organizations should develop clear role descriptions, recruit broadly, use proportionate screening, provide orientation and training, establish supervision and safeguards, address accessibility and practical barriers, evaluate the program, and recognize contributions.

Volunteers should not be treated merely as unpaid substitutes for staff. Strong programs respect the distinction between employment and genuine volunteer service, provide meaningful work, establish clear boundaries, and understand the legal, safety, privacy, insurance, and screening responsibilities associated with particular roles.

Finally, volunteer programs should continue to learn. Ask volunteers, staff, participants, and community partners what is working and what is not. As organizational needs, laws, technology, risks, and people's expectations change, volunteer programs should change with them.