Successful Strategies for Recruiting, Training,\
and Utilizing Volunteers

**A Guide for Faith- and Community-Based Service Providers**

### Substance Abuse and Mental Health Services Administration

### Faith-Based and Community Initiative

![](media/image1.jpeg){width="2.25in" height="0.9791666666666666in"}

U.S. Department of Health and Human Services

Substance Abuse and Mental Health Services Administration

Center for Substance Abuse Treatment

ACKNOWLEDGMENTS

This publication was developed for the Center for Substance Abuse
Treatment (CSAT), Substance Abuse and Mental Health Services
Administration (SAMHSA), U.S. Department of Health and Human Services
(DHHS), by Northrop Grumman Health Solutions under Contract Number
277--00--6500, Task Order 8. Jocelyn Whitfield, M.S., served as the
Government Project Officer. The content for the document was developed
by the following members of an expert panel: Gregory K. Alex, M.A., CDC,
The Matt Talbot Center; Mike Ennis, Convoy of Hope; Charles R. Lorrain,
D.Min., International Conference of Police Chaplains; Jeremiah McGhee,
Jr., New Creations, Inc.; David P. Peterson, Center for Substance Abuse
Treatment Advisory Volunteer; Diane Powers, Nativity House; David
Styers, Points of Light Foundation & Volunteer Center National Network;
Norman "Tom" Thompson, Pacific Hills Outpatient Services; and Michael
Warder, Southern California Children's Scholarship Fund.

PUBLIC DOMAIN NOTICE

All material appearing in this report is in the public domain, unless
otherwise noted, and may be reproduced or copied without permission from
the Substance Abuse and Mental Health Services Administration. Citation
of the source is appreciated. However, this publication may *not* be
reproduced or distributed for a fee without the specific, written
authorization of the Office of Communications, SAMHSA, DHHS.

DISCLAIMER

The content of this publication does not necessarily reflect the views
or policies of CSAT, SAMHSA, or DHHS.

OBTAINING ADDITIONAL COPIES OF PUBLICATION

Copies may be obtained, free of charge, from the National Clearinghouse
for Alcohol and Drug Information (NCADI). For additional copies, please
write or call:

National Clearinghouse for Alcohol and Drug Information (NCADI)\
P.O. Box 2345

Rockville, MD 20847--2345

\(301\) 468--2600 1--800--729--6686 TDD 1--800--487--4889

ELECTRONIC ACCESS TO PUBLICATION

A searchable online version of this publication can be accessed through
the Internet World Wide Web at www.samhsa.gov.

ORIGINATING OFFICE

Office of the Director

Center for Substance Abuse Treatment\
Substance Abuse and Mental Health Services Administration\
1 Choke Cherry Road\
Rockville, Maryland 20857

DHHS Publication No. (SMA) 05--4005

Printed 2005

Contents

Introduction v

Roles of Volunteers v

Scope of This Handbook vii

Chapter 1: Planning 1-1

Define Your Mission 1-1

Assess Your Organization 1-2

Develop Your Volunteer Program 1-4

Describe Volunteer Positions 1-5

Resources 1-6

Chapter 2: Recruiting 2-1

Assess Your Image 2-1

Decide How To Recruit 2-2

Develop Your Message 2-3

Find Volunteers 2-4

Select Volunteers 2-7

Screen Volunteers 2-8

Resources 2-10

Chapter 3: Training 3-1

Develop Your Orientation Program 3-1

Assign Orientation Leaders 3-1

Schedule Orientation 3-2

Develop Materials 3-2

Conduct the Orientation 3-2

Train Your Volunteers 3-3

Resources 3-3

Chapter 4: Managing 4-1

Assign a Supervisor 4-1

Communicate with Volunteers Regularly 4-2

Evaluate Your Volunteers 4-2

Avoid Volunteer Burnout 4-3

Recognize Your Volunteers' Efforts 4-4

Resources 4-6

Chapter 5: Evaluating 5-1

Get Started with Your Program Evaluation: Describe Your Program 5-1

Design the Evaluation 5-3

Collect Data 5-3

Analyze the Data 5-5

Report Results 5-6

Resources 5-6

Contents (continued)

Appendix A: Sample Forms and Worksheets

Organizational Self-Assessment Form A-1

Volunteer Position Description Worksheet A-2

Volunteer Application Form A-3

Background Check Permission Form A-4

Volunteer Agreement A-5

Appendix B: Other Resources

Glossary B-1

Sample Mission Statements B-2

Types of Background Checks and Sources of Information B-3

Statutes and Acts Related to Volunteering B-4

References B-5

Other Print Resources B-6

Other Web-Based Resources B-9

# Introduction

> In the quiet hours when we are alone and there is nobody to tell us
> what fine fellows we are, we come sometimes upon a moment in which we
> wonder, not how much money we are earning, nor how famous we have
> become, but what good we are doing.

A.A. Milne

We all want a healthy community, a peaceful place where people live and
work together in harmony. We all have ideas about how to make that
happen. The big question is, who will make that happen? Volunteers can.

Volunteers are necessary and extremely helpful for a healthy community.
People from all walks of life donate their time and effort to various
causes, day and night, every day of the year. In a human services
setting, agency clients and program participants usually can't
distinguish between volunteers and paid staff, unless nametags make
those designations.

The more connected to a community people feel, the more likely they are
to take responsibility for the community and feel pride and a sense of
commitment. Mobilizing community resources and expanding capacity
through volunteers also enhance an organization's general profile, which
can attract more volunteers, program participants, and funds.

Other potential benefits of using volunteers include the following:

-   An increased ability to serve clients and respond to the needs of
    the community (e.g., increased services, expanded hours of
    operation, shorter wait times)

-   Greater staff diversity (e.g., age, race, social background, income,
    education)

-   Increased skill set

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-   Expanded community support.

Roles of Volunteers

Many people think of volunteers as helpers stopping by in their spare
time to answer phones, organize files, or visit people who are sick or
homebound. However, many organizations in their early days rely heavily
on volunteers to do the work that is performed later by paid staff.
Volunteers fill a key role in running organizations, handling day-to-day
tasks, and raising funds. Without them, some organizations might not
exist. In fact, the boards and committees of local agencies and
associations consist entirely of volunteers. Larger organizations, such
as the Salvation Army and the American Red Cross, have survived for more
than 100 years due in large part to a strong volunteer commitment.

Even as organizations grow and hire paid staff, they rely on volunteers
to perform important, necessary work. Faith-based organizations often
have volunteer youth group leaders, religious school teachers, and
mentors. Members of congregations may donate time during the week to
help maintain the facilities and organize programs. These volunteers are
critical to the survival of organizations.

Volunteers have a wide array of talents. Many are experienced
professionals. Medical doctors, engineers, and financial planners
volunteer, and so do students. In 2000, volunteers in the United States
worked the equivalent of more than 9.1 million full-time employee
positions at a combined worth of approximately \$239 billion
(Independent Sector, 2004).

Changes in the economy, such as early retirement incentives and an
increased emphasis on workplace volunteering, have led to more
volunteering among professionals. The Independent Sector reports that
U.S. college graduates are 50 to 60 percent more likely to volunteer
than high school graduates (1999). This new professionalism in the
volunteer corps is creating an increased demand for professionalism in
volunteer programs. Thus, the volunteer corps now consists of young
professionals, retired workers, and management personnel.

Treatment and recovery programs have used volunteers to assist with
running 12-Step support groups, educational support groups for the
children of clients in treatment, and cultural and recreational
activities. Volunteers welcome individuals arriving for treatment and
their families, orient them, and make them comfortable; help with
events, medical records, media relations, fundraising, community
outreach and awareness programs, and in-service training; and sometimes
perform clinical internships in treatment programs. In residential
treatment and transitional housing settings, volunteers serve as house
managers, provide child care for children while their parents are in
groups, take clients to appointments with doctors, and transport
children to schools. Volunteers working in jail and prison programs
provide education on addiction and recovery, individual and group
counseling, vocational training, and life skills classes, as well as
lead parenting, anger management, and relapse prevention groups. In some
cases, volunteers provide services in the area of landscaping, ensuring
that there is a beautiful place for recovery. One author states, "a
trained, skilled, and committed volunteer has always been a piece of
gold for cash-strapped nonprofit organizations, including treatment
programs" (Wenger, 2000, pp. 6--7).

For example, Samaritan Village, a nonprofit organization in New York
operating seven drug-free residential facilities, has used the skills of
volunteers to alleviate the devastating impact of substance abuse on
individuals, families, and communities for more than a generation.
Volunteers have brought fresh and spontaneous enthusiasm, a cheerful and
willing spirit, and a sustained commitment to the Samaritan Village
mission.

Another treatment program that relies heavily on volunteers is Project
H.O.P.E., an HIV/AIDS and substance abuse prevention program targeting
African American and Hispanic women at risk for drug addiction and
sexually transmitted diseases, including HIV. Volunteers at this
Washington, DC, program provide a wide range of invaluable services,
including preparing prevention kits and incentives for scheduled events;
producing a quarterly newsletter; serving as chaperones for youth
retreats; assisting with program referrals; helping with child care,
transportation, and mental health services; acting as domestic violence
and anger management training facilitators; and serving as advisors to
the Board of Directors and STEPS Volunteer Program.

Other treatment, prevention, and recovery organizations call upon
musicians who have been touched by alcohol or drug addiction to
entertain or speak at program completion events, alumni activities, and
fundraisers. Through education, live performances, and action programs,
musician volunteers communicate a strong message to young adults about
the benefits---and the freedom and fun---of a substance-free life.

The tasks performed by volunteers vary widely, from stuffing envelopes,
translating materials for non--English speakers, and preparing meals, to
providing medical care, legal support, and evaluation expertise. They
provide clinical services; mentor, tutor, and train clients and other
volunteers; and help with organizational operations, such as technical
support. In short, volunteers help build and strengthen our communities
by responding to the needs that make each community unique.

Scope of This Handbook

*Successful Strategies for Recruiting, Training, and Utilizing
Volunteers* is a guidance handbook designed for community groups and
faith-based organizations seeking to maximize the skills of their
volunteers, expand their services to the community, and enhance their
effectiveness. Although the handbook focuses on prevention, treatment,
and recovery services for substance abuse and mental illness, the
principles described in the handbook can be applied to any field and
should help organizations understand how to implement and manage a
successful volunteer program.

Representatives from successful community- and faith-based organizations
and volunteer networks participated in the development of this handbook.
They provided information that was invaluable in organizing the handbook
and identified best practices that have been incorporated throughout the
document.

The five chapters in this handbook delineate specific steps to take in
implementing an effective volunteer program:

1.  Planning

2.  Recruiting

3.  Training

4.  Managing

5.  Evaluating.

![](media/image2.jpeg){width="6.5in" height="1.5208333333333333in"}The
figure below illustrates each of the steps in this process. At the
beginning of each chapter, this diagram appears again with the relevant
step in the process highlighted.

The appendixes at the end of this handbook include sample forms and
worksheets, a glossary, and print and Web-based resources. In addition,
volunteer profiles throughout the document showcase the talent, passion,
and commitment of volunteers and provide a sampling of the diversity of
volunteer positions.

The guidelines in this handbook are meant to get you started. You will
need to customize them to meet the circumstances of your community and
organization and to comply with your organization's bylaws and Federal,
State, and local laws and regulations.

# 

# ![](media/image3.jpeg){width="6.5in" height="1.5208333333333333in"}Chapter 1: Planning 

> Those who are not looking for happiness are the most likely to find
> it, because those who are searching forget that the surest way to be
> happy is to seek happiness for others.

E Martin Luther King, Jr.

very organization has a vision, such as a world of healthy children, a
drug-free community, or a home for everyone. The organization's mission
helps define how to reach the goal embodied in the vision. Volunteers
can play an important role in helping to carry out this mission.

Planning for your volunteer program helps you ascertain how volunteers
will contribute to your mission and fit into your organization's
structure. You also can determine the purpose of your volunteer program
and the roles volunteers will play. Part of this planning process
includes seeking input from people who will be affected by the volunteer
program, particularly the board, staff, and clients. This chapter
discusses aspects of planning, including defining your mission,
assessing your organization, developing a volunteer program, and
describing volunteer positions.

Define Your Mission

A sound mission statement will help define how volunteers fit into your
organization. Your mission statement identifies the scope of your
organization's operations and reflects its values and priorities. It
helps you make consistent decisions, motivate others, build
organizational unity, integrate objectives with goals, and enhance
communication. It can help you market your organization by succinctly
describing its culture and purpose.

What does a mission statement look like? Here's an example: The mission
of 100 Black Men of America is to improve the quality of life within our
communities and enhance educational and economic opportunities for all
African Americans. Its activities include mentoring, education, health
awareness, and economic development. The 100, as it is known, has 95
chapters in the United States, England, and the Caribbean, with more
than 10,000 members. Each member serves as a strong Black role model for
our youth in today's society.

Usually, creation of a mission statement occurs as part of
organizational planning. Although the topic of developing a mission
statement is too broad for the scope of this handbook, below we provide
some basic principles related to mission statements. Resources for
additional information can be found at the end of this chapter, and
sample mission statements appear in Appendix B.

When you develop your mission statement,

-   Involve members at all levels of the organization

-   Put it in writing, and ensure that it is sufficient to help focus
    your organization's efforts

-   Give it to all your members and post it prominently

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-   Make sure that everyone understands it.

Assess Your Organization

Reviewing your organization's use of volunteers will help you determine
the direction you want to take. Defining how you use volunteers, how
you'd like to use volunteers, and how you can develop a program will set
the stage for a successful endeavor.

Assess Your Use of Volunteers

The first step in developing a volunteer program is for you, your staff,
and your board to assess your organization's use of volunteers. You
should agree on the reasons for using volunteers and how volunteers fit
into the organization's structure. For example,

-   How will staff react?

-   Will you be able to expand your services if you use volunteers, or
    is a volunteer program a way to save money?

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-   How will using volunteers affect collaborative efforts? Will your
    partners be amenable to working with your volunteers? Can you and
    your partners share volunteers?

Thus, you'll want to examine how using volunteers might change your
organization's work, as well as its culture. This discussion will give
you a foundation on which to

-   Define the work volunteers will do

-   Explain to recruits your reasons for wanting volunteers

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-   Create healthy teamwork between paid and unpaid staff.

Laying the groundwork for a volunteer program will help you create
positions that are meaningful and important. Completing an
organizational self-assessment form (see Appendix A) may give you an
idea of where you are in the process of developing a volunteer program.
Questions may include whether you use volunteers, how you use
volunteers, and how you recruit volunteers. You also may want to look at
what might attract volunteers.

Determine What Volunteers Will Do

Once you define how your organization plans to use volunteers, the next
step is to determine what your organization expects the volunteers to
accomplish. Volunteers can enhance service delivery and programs, well
beyond answering phones and providing other general clerical support.
Also keep in mind that volunteers should fill unique roles. You do not
want to duplicate efforts within your organization or with other
organizations just to use volunteers.

Set specific goals and objectives for volunteer achievement, defining
how volunteers will make a difference in service delivery. Review these
goals and objectives regularly and modify them if necessary. Over time,
you will be able to use data from volunteer achievements to show how the
program has improved your community. The data will help you market your
program and recruit new volunteers. Chapter 5 describes the steps in
evaluation in more detail.

Determine the Types of Volunteers You Need

Volunteers can be divided into three types:

-   General assistants, such as people who answer phones or help with
    mailings

-   Skill-specific volunteers, such as Web designers

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-   Pro bono volunteers, such as physicians who provide services at no
    charge.

You will need to determine which type or types of volunteers would
benefit your organization. Nativity House in Washington State uses
different types of volunteers. One volunteer provides general
assistance, such as event setup and cleanup. He also provides
skill-specific assistance, acting as newspaper advisor. The organization
also has a volunteer nurse who attends to the health needs of the
clients.

Faith-based and community organizations can avail themselves of various
types of volunteers to address substance abuse issues. Teachers can help
with prevention education; social workers can provide counseling;
business people can mentor youth; and congregation members can serve as
youth group leaders, develop prevention materials, or lead afterschool
programs.

Identify Resources for Supporting a Volunteer Program

Another important step in assessing your organization is determining
whether it has the resources to support a volunteer program. You might
need to hire a volunteer coordinator if volunteers are going to be a
large part of your service delivery. You also will need to look at your
staffing plan to identify people who have time to supervise volunteers.
If necessary, update position descriptions to include supervising or
otherwise working with volunteers.

Space is also an issue. Your volunteers will need a place to work
without inconveniencing paid staff, although permanent office space is
not necessary. Volunteers who work offsite can communicate by phone and
e-mail and visit your program for regular meetings to address any issues
that arise. Some volunteers, such as stay-at-home mothers, might benefit
from having offsite access to your computer network.

Volunteer programs are not free, even though you don't pay salaries.
Time and other resources must be invested to ensure that volunteers are
effective. Your organization will incur costs associated with marketing
and volunteer recruitment; the volunteer application and screening
process; and the orientation, training, management, evaluation, and
recognition of volunteers. In spite of these costs, a volunteer program
is a worthwhile investment for almost any organization that has
determined the need for a program and is willing to make the commitment.
The benefits far outweigh the investment.

Develop Your Volunteer Program

Volunteers, like paid staff, need to get help with problems and answers
to their questions. They need to feel productive, do work that
challenges them, and have an opportunity to grow. They also need to know
they are valued for what they do.

To have highly effective volunteers, you will need the following:

-   A designated volunteer coordinator. Coordinating volunteers should
    not be a shared responsibility that staff attend to when they have
    "spare time."

-   A defined volunteer program, with the role of volunteers in your
    organization and position descriptions.

-   A volunteer training program and supporting materials, such as a
    handbook.

-   A clear set of rules for volunteers and for staff working with
    volunteers.

-   A recruitment and management plan.

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-   A recognition program, such as an annual awards ceremony.

Clearly defining and organizing your volunteer program will help ensure
that volunteers, staff, and clients have a productive and worthwhile
experience with your organization.

A key component of your volunteer program is your board of directors.
Board members should be involved in all aspects of your new or expanded
volunteer program, beginning with the planning. After all, they are
volunteers themselves.

The board must make a commitment to support and encourage volunteer
involvement. Board members need to understand that a successful
volunteer program improves the organization's image, helps to expand
services, and leads to better fundraising. They can assist the volunteer
program with such tasks as

-   Distributing recruitment materials at their workplaces or other
    public places

-   Mentioning volunteer opportunities at their public speaking
    engagements

-   Speaking at specific recruitment events

-   Taking part in the volunteer orientation and training

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-   Attending and helping with volunteer recognition events.

If your program is part of a large organization with a board that is
extremely busy with other projects, make sure that the group does not
overlook the volunteer program. If you do not have direct access to the
board, get on the agenda for at least one meeting per year to provide an
update on the volunteer program, answer questions, and request support.
Provide data (e.g., more clients served, additional hours worked, new
expertise gained) for the board on how the volunteer program is
affecting the organization positively.

If possible, ask the board to create a volunteer program subcommittee,
including a few board members, a few volunteers, and the volunteer
manager. This subcommittee would assume responsibility for some
delegated tasks and would communicate volunteer-related issues and
information to the entire board.

Describe Volunteer Positions

After you decide how to use volunteers in your organization, you will
need to write position descriptions for the volunteer positions you've
identified. Position descriptions are key elements of a successful
volunteer program. They help you screen, place, and evaluate volunteers
in a fair and reasonable way. Well-written volunteer position
descriptions can help volunteers screen themselves. Volunteers can tell
whether they have the necessary time, skills, and interest to perform
the position tasks outlined.

Almost any position can be converted into a volunteer position, given
the right structure, incentives, and volunteer qualifications. Because
volunteers play a different role than staff do, however, ensure that you
define the positions clearly. For example, teaching as a volunteer can
be quite different from teaching as a full-time staff member at a
school.

Volunteers who understand your organization's expectations will do a
better job and feel more satisfied with their duties than will
volunteers who don't understand their role. The worksheet below breaks
the volunteer position description down by its components and
definitions. It can help you develop meaningful position descriptions
with achievable goals. A blank copy of this worksheet is available in
Appendix A.

Sample Volunteer Position Description Worksheet

  ------------------ --------------------------- -------------------------------
  **Component**      **Definition**              **Example**

  Job Title          What the job or the         Public Relations Chair.
                     position will be called.    

  Purpose            The specific purpose of the Develop and implement
                     position (expected result). activities to increase
                     If possible, the purpose    awareness of the organization
                     should be stated in         and its mission and programs.
                     relation to the program's   
                     mission and goals.          

  Key                Major duties, including     Develop a public relations
  Responsibilities   what might be done to       plan; manage the public
                     accomplish the purpose.     relations committee; develop
                                                 media contacts; and produce
                                                 publicity kits, materials, and
                                                 press releases.

  Location           Volunteer's worksite.       Headquarters.

  Supervision        Title of the person to whom Executive Director; weekly
                     the volunteer will report,  meetings or calls.
                     as well as the procedures   
                     for mentoring and dealing   
                     with problems.              

  Length of          The time period in which    1 year.
  Appointment        the volunteer will serve,   
                     including any time          
                     restrictions.               

  Time Commitment    The approximate number of   4 hours/week plus time at
                     days or hours required per  events; may work more the week
                     week and flexibility in     before events.
                     scheduling.                 

  Qualifications     Education, work experience, Writing and presentation
                     knowledge, and skills       skills, public relations
                     required, as well as any    experience, knowledge of
                     requirement for a criminal  organization and community,
                     history record check.       membership in organization.

  Benefits           Training, insurance,        Free t-shirt, free parking,
                     parking, events to thank    reimbursement of expenses,
                     volunteers, or other        volunteer awards banquet.
                     benefits.                   

  Support Provided   Resources available to      Volunteer handbook and
                     volunteers.                 orientation.
  ------------------ --------------------------- -------------------------------

**Source:** Adapted from McCurley and Lynch, 1996. Copyright © 2004 by
the Points of Light Foundation & Volunteer Center National Network. Used
by permission only. This material cannot be reproduced for wide
distribution or resale in any form or incorporated into any proprietary
information retrieval system, electronic or mechanical, without the
written permission of the Points of Light Foundation & Volunteer Center
National Network.

Resources[^1]

Abrahams, J. *The Mission Statement Book: 301 Corporate Mission
Statements from America's Top Companies.* Berkeley, CA: Ten Speed Press,
1995.

Business Planning Experts,
[www.bplans.com/dp/missionstatement.cfm](http://www.bplans.com/dp/missionstatement.cfm).

Drucker, P.F. *Managing the Non-Profit Organization: Principles and
Practices.* Reprint edition. New York: HarperBusiness, 1992 (pages
3--49).

The Grantsmanship Center, www.tgci.com/magazine/98fall/mission.asp.

# ![](media/image4.jpeg){width="6.5in" height="1.5208333333333333in"}Chapter 2: Recruiting 

> We won't always know whose lives we touched and made better for our
> having cared, because actions can sometimes have unforeseen
> ramifications. What's important is that you do care and you act.

Charlotte Lunsford

Developing a volunteer network can be crucial to an organization's
success. Volunteers are often the heart and soul of an organization,
providing services and performing tasks that keep the organization
alive. Many organizations, such as Big Brothers/Big Sisters and the
Salvation Army, have more volunteers than paid staff. Creating a cadre
of highly effective volunteers requires a recruitment strategy.

Volunteer recruitment means attracting and inviting people to consider
involvement with your organization. Your internal review will help you
learn how the community and the public perceive your organization. You
can use this information to develop a volunteer recruitment plan. This
chapter discusses aspects of recruiting, including assessing your image;
deciding how to recruit; developing your message; and finding,
selecting, and screening volunteers.

Assess Your Image

People volunteer for organizations they perceive as worthwhile. They
want to know that their contribution will make a difference. They also
tend to volunteer for organizations that promote a particular cause or
are active in particular areas, such as child welfare or substance abuse
prevention.

People will volunteer at your organization for many reasons, but their
perception of your organization will attract them initially. Do not
assume that the public knows what your organization is and what it does.
Think about recent publicity, existing marketing materials (do they
include information on volunteer involvement?), and public perception of
your client group and cause. It is important that people associate your
organization with value to the community.

Don't assume that volunteers won't want to work with a "difficult"
client base. Try to describe your clients so that prospective volunteers
can decide if they will feel comfortable working with your population.
You can address possible stereotypes by showing a video, slide show, or
photographs. For example, nursing homes find that people assume that
their residents are in bed all day. Slides that show volunteers
interacting with residents engaged in various activities help to counter
this assumption.

Remember, too, that people can infer messages from your organization's
title and client base. If you run a women's center, do you want men to
volunteer? Does your AIDS clinic that largely serves gay males want
female volunteers? If you serve a Hispanic/Latino population, do all
volunteers have to speak Spanish? Without clarification, prospective
volunteers may assume wrongly that they are not welcome at your
organization or qualified to serve your clients.

To counter incorrect assumptions, be prepared to respond to questions
regarding your organization's successes and failures, its mission, and
characteristics that distinguish your organization from others doing
similar work. The more clearly you understand your organization's image,
the better able you will be to stress the positives, correct
misperceptions, and target the people who would feel comfortable
affiliating with your organization.

One way to make your image more welcoming to volunteers is to make
volunteers visible throughout the organization. Use a public bulletin
board to promote news about volunteers. Decorate it with photographs and
include a pocket for flyers on volunteer opportunities. If your
organization is affiliated with a house of worship or other organization
that has a regular bulletin or newsletter, ask the editor about running
a regular column profiling volunteers and their work.

Decide How To Recruit

Usually, the first volunteers you recruit are for your organization's
board of directors. They can be active members of your congregation,
prominent community members, or professionals with an interest in your
organization's mission. Active and influential board members can help
recruit other volunteers. They are the public face of your organization
and often your biggest donors. Thus, board members are in the best
position to promote the organization's mission and values to potential
volunteers.

In addition to relying on your board, you can use many other methods to
recruit volunteers. The possibilities can be as diverse as your
organization itself. Before choosing a method, consider the time each
possible method will require to plan, develop, and execute, as well as
the time it will require to deliver and maintain the number of volunteer
positions you seek to fill.

Part of recruitment involves public education, building the public image
of your organization or cause. Therefore, your recruitment campaign
should have multiple purposes (e.g., recruit volunteers; raise funds;
educate neighbors, community providers, and school groups).

Options for recruiting include the following:

-   ![](media/image5.png){width="2.5098425196850394in"
    height="1.545275590551181in"}Contacting your local volunteer center

-   Using current volunteers---they are convincing salespeople, because
    they are committed to your cause and believe in your organization

-   Using the mass media (e.g., television, radio, newspapers,
    billboards), as well as neighborhood newspapers, newsletters, and
    organizational bulletins

-   Making announcements at services, educational sessions, meetings,
    and social gatherings of your congregation or organization

-   Posting volunteer opportunities on appropriate Web sites

-   Making personal appearances at schools, senior centers, career
    fairs, and other venues or events

-   Giving slide shows and videotape presentations

-   Staffing booths and exhibits at special events

-   Using mailings, from mass mailings to personalized, handwritten
    notes

-   Getting referrals from staff, ministers, friends, and lay leaders,
    such as deacons

-   Registering with volunteer referral organizations

-   Volunteering in other organizations' projects

-   Coordinating with schools that require community service hours for
    graduation

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-   Asking people to volunteer---most people volunteer because they are
    asked.

Printed materials also are vital to the marketing and recruitment
process. Brochures and flyers can be used in mailings or as takeaways at
presentations and special events. You also can use posters, bookmarks,
and envelope stuffers to draw attention to your cause. Before spending
time and money on printing, however, think through how you are going to
use and distribute your printed material. To make any printed material
multitask for you, don't forget to include information on where to send
any monetary donations.

Develop Your Message

Your recruitment message should be inviting and encourage people to
become involved with your organization. You may have multiple
recruitment messages tailored to the different volunteers your
organization requires, such as students, professionals, neighborhood
residents, or the family members of clients. Each message should
identify the specific needs of your clients or your organization, the
ways in which a volunteer can address the needs, and the benefits to the
volunteer.

In evaluating your recruitment message, ask yourself these questions:

-   Does the message honor the volunteer?

-   Is the message tailored to a target audience?

-   Does my invitation describe the needs of our clients or
    organization?

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-   Who in the organization can best deliver this message?

Look beyond immediate needs. While you might be looking for volunteers
to help with an event, you might find a computer programmer or financial
advisor who is willing to share his or her valuable technical skills. By
the same token, some people want a diversion from their careers. A
physician might want to help teach as part of a health education program
rather than provide medical care. Talk to people about their skills and
interests so that you can attract them to your organization in the best
way.

Find Volunteers

Your congregation or organization's members are the most obvious sources
of volunteers, but don't limit recruitment to these options. Ask
friends, neighbors, and community leaders if they would like to
volunteer or suggest others who might be interested.

Constantly look for new recruits so that your organization does not rely
too heavily on the same volunteers for every task. If your volunteers
experience "burnout" and leave your organization, you may have a hard
time replacing them with people who have adequate knowledge and
experience. Finding new volunteers may seem daunting, but you can look
in a variety of places.

Volunteer Service Organizations

Faith-specific and nondenominational volunteer service organizations
(VSOs) provide volunteers to work full time for a prescribed period of
time in positions within the community. These organizations screen their
volunteers and are united by missions of service, including working for
social justice and living simply. Some VSOs require a financial
commitment for each volunteer, but generally the cost is less than the
going rate for full-time positions.

Faith-specific VSOs include Avodah: The Jewish Service Corps, Brethren
Volunteer Service, Episcopal Church Volunteers for Mission, Interns for
Peace, Jesuit Volunteer Corps, Jewish Organizing Initiative, Lutheran
Volunteer Corps, Mennonite Voluntary Service, United Methodist
Volunteers in Mission, and Volunteers of America. Nondenominational
volunteer service organizations include AmeriCorps and VISTA. Most of
these organizations are listed in phone books and have Web sites.

Volunteer Referral Services

Volunteer referral services can be of great help in directing potential
volunteers to your program. These services help potential volunteers
find positions that fit well with their skills, interests, and
availability. Your organization should register with any clearinghouse,
database, directory, or program offering volunteer referral services in
your area. Volunteer referral services may be citywide, countywide,
statewide, or nationwide. For example, the Points of Light Foundation &
Volunteer Center National Network has a directory of local and regional
volunteer centers. Senior Corps also acts as a referral service for
community and faith-based organizations.

Students

Children and young people can make substantial contributions to a
volunteer force. Community service benefits the students, the community,
and the organizations in which students volunteer. Many high schools
require community service for students to graduate. These students may
develop a lifelong dedication to community support. In addition, when
students become interested in a cause, they may motivate their parents
to donate time and money.

College students can offer professional-level services, with a
connection to university resources and, often, academic supervision.
Additional resources include national honor societies and professional
and social fraternities and sororities. Campus religious clubs, such as
Campus Life, Fellowship of Christian Athletes, Hillel, Muslim student
associations, and Newman Catholic Centers, are other potential resources
for locating volunteers.

Businesses

Many members of the business community include community responsibility
in their charters. They aid nonprofit organizations by contributing
cash, equipment, services, and employee volunteers. They create
supportive work environments to inspire employees and allow them to
volunteer in the communities in which they work. To help encourage
corporate participation, organizations should create quantifiable goals
for volunteering (e.g., 1,000 hours of computer training) and work with
their corporate partners to market their partnership and successes.

In a 1999 survey by the Points of Light Foundation and Allstate
Foundation, 81 percent of companies connected volunteering to their
overall business strategies (Amery, 2001). Respondents unanimously
agreed that corporate volunteering helped create healthier communities
and improved a company's public image. Nearly all (97 percent) agreed or
strongly agreed that these programs improved employee teamwork.

Select Volunteers

You can use volunteer applications to gather information for the
interview and screening process. Volunteer applications may vary,
depending on the level of detail you need, but minimally you'll want to
gather information about the applicant's qualifications; work and
volunteer experience; and skills, interests, and motivations for
volunteering. This information can help you identify possible roles for
the volunteer. Appendix A contains a sample volunteer application.

Meeting with volunteers before bringing them onboard is essential. You
may employ two basic types of volunteer interviews:

1.  An interview to determine the prospective volunteer's skills,
    interests, and boundaries (i.e., activities in which the applicant
    would *not* like to be involved) in order to assign the individual
    to a particular role

2.  An interview for a specific position to determine whether an
    applicant meets the requirements.

You can follow the steps below and modify them as needed for one-time or
short-term volunteer situations. For projects that require a group of
volunteers, such as a corporate or church group, the interview may be
conducted with one representative of the group instead of each
individual.

-   Thank the applicant for his or her interest in your organization.

-   Let the applicant know the purpose of the interview and the topics
    to be covered.

-   Provide a brief background of your organization.

-   Clarify information from the application and let the applicant
    discuss his or her background.

-   Explain your organization's expectations of volunteers (some of this
    discussion may need to occur after you've identified the specific
    position for the prospect).

-   Ask about the applicant's interests and aspirations in volunteering.

-   Ask about the necessary skills needed for the position.

-   Ask the applicant any questions that will help you make an
    appropriate placement.

-   Ask the applicant about any activities in which he or she would not
    like to be involved (e.g., public speaking).

-   Ask the applicant if he or she has any questions or concerns.

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-   Agree on the next steps (e.g., review credentials and references and
    call back).

Some questions are inappropriate or illegal to ask in an interview. Ask
questions only directly related to a prospect's ability to perform
specific volunteer positions. Avoid asking questions about age,
birthplace, height and weight, marital status, national origin, arrest
record, race, or sexual orientation.

Screen Volunteers

Use screening techniques throughout the volunteer placement process,
from creating position descriptions with specific qualifications to
conducting effective interviews and requesting background checks.
Screening can simplify the placement of volunteers and help ensure that
you place the best volunteer candidate in each position. Establishing a
basic screening process also helps to reduce risk and protect your
organization's reputation, clients, and staff.

> To set up a screening process for potential volunteers, ask yourself,
> does your organization

-   Assess all volunteer positions for the degree of possible risk and
    liability?

-   Subject all applicants to a basic screening process consisting of
    applications and agreements, face-to-face interviews, and background
    checks?

-   Follow up on references? (Don't assume that applicants only supply
    the names of people who will speak well of them.)

-   Request police records and criminal checks when appropriate?

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-   Request verification of licensure or educational credits when
    required for the volunteer position?

Background and personal reference checks are especially important when
screening volunteers to provide care to vulnerable individuals. Your
organization should consider establishing policies and procedures for
background checks based on the populations being served and the
volunteers' responsibilities. Consider what sorts of background checks
will be conducted for each position and by whom and whether you will
need to check fingerprints, driving records, and criminal records.
Appendix B includes a chart that lists various types of background
checks and sources of information.

For a fee, background investigation services will screen volunteers or
provide you access to proprietary databases to assist you in screening.
Whether your organization screens applicants or hires an agency to
screen them, you must have volunteer applicants sign a consent form (see
the sample form in Appendix A). They need to indicate that they know a
background check will be performed.

Risk Management and Liability Reduction

Risk management and liability reduction issues are important
considerations when working with volunteers. Screening applicants is
only one part of risk management. Other steps are needed to protect your
organization from unexpected or unfortunate incidents.

You need to establish a risk management plan before volunteer activities
begin. Your organization needs a risk management plan, because it helps
protect everyone involved in the volunteer program from personal harm,
property loss, and lawsuits. Your organization's leaders, staff, and
volunteers should be part of the risk management process and be aware of
your policies and procedures.

When developing a risk management plan for your volunteers,

-   Review and update your organization's insurance coverage

-   Review your State restrictions and regulations regarding children
    and youth

-   Establish and follow consistent screening procedures for all
    volunteers

-   Ask volunteers to sign volunteer agreements and liability waivers

-   Establish effective supervision procedures for all volunteers

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-   Orient and train volunteers before they begin their work.

To stress the importance of risk management, your volunteer training
should address the most likely causes of accidents or liability. You
also need to review how your organization supports volunteers to
minimize the chance of a problem occurring. In addition, discuss rules
that volunteers must agree to follow (e.g., have a security guard escort
them to their car after dark). Make it clear that not following the
prescribed rules can affect the organization's success and can be
grounds for termination.

In one example of reducing liability, Peace Corps staff in several
African countries determined that a large number of volunteer accidents
and deaths involved motorbikes. Therefore, they created a policy that
volunteers could not drive or be a passenger on a motorbike. Volunteers
who ignored this policy were terminated instantly and sent home. By
incorporating this policy into volunteer agreements and trainings, Peace
Corps staff greatly reduced accidental injuries.

Volunteer Contracts or Agreements

Some organizations find it helpful to establish a contract or agreement
with new volunteers. This document can include, for example, the
frequency with which volunteers are expected to work, submit reports,
and attend trainings. It also can outline important policies (e.g.,
dress code, professional conduct, confidentiality, ethics) and
responsibilities. Discuss this information in detail with the volunteer
during the interview and at trainings. Ask the volunteer to sign the
document to indicate that he or she fully understands and agrees with
your organization's expectations. Appendix A includes a sample volunteer
agreement.

Resources[^2]

Ellis, S.J. *The Volunteer Recruitment (and Membership Development)
Book*, 3rd ed. Philadelphia: Energize, Inc., 2002.

Graff, L. *By Definition: Policies for Volunteer Programs*.
Philadelphia: Energize, Inc., 1994.

Graff, L.L. *Beyond Police Checks: The Definitive Employee and Volunteer
Screening Guidebook*. Dundas, Canada: Linda Graff and Associates, 1999.

Little, H. *Volunteers: How To Get Them, How To Keep Them*. Naperville,
IL: Panacea Press, 1999.

Maryland Governor's Office on Service and Volunteerism,
www.gosv.state.md.us/ volunteerism/publications.asp.

McBee, S. *To Lead Is To Serve: How To Attract Volunteers & Keep Them*.
South Fallsburg, NY: Shar McBee, 2002.

Nonprofit Risk Management Center. *Staff Screening Tool Kit: Building a
Strong Foundation Through Careful Staffing*, 2nd ed. Washington, DC:
Nonprofit Risk Management Center, 1998.
(www.nonprofitrisk.org/pubs/scrn_s.htm)

Pinsoneault, D. *Attracting and Managing Volunteers: A Parish Handbook*.
Liguori, MO: Liguori Publications, 2001.

Points of Light Foundation & Volunteer Center National Network,
[www.1-800-volunteer.org](http://www.1-800-VOLUNTEER.org/).

Rapsheets, criminal records on the Internet, www.rapsheets.com.

Risk Management Resource Center, www.eriskcenter.org.

Rusin, J.B. *Volunteers Wanted: How To Get and Keep Good Volunteers*.
Mobile, AL: Magnolia Mansions Press, 1999.

Tremper, C., and Kostin, G. *No Surprises: Controlling Risks in
Volunteer Programs*. Washington, DC: Nonprofit Risk Management Center,
1993.

US Search.com, public information, www.ussearch.com.

Volunteer Select, criminal background service for nonprofit
organizations,
[www.volunteerselect.com](http://www.volunteerselect.com/).

Wilson, M. *How To Mobilize Church Volunteers*. Minneapolis, MN:
Augsburg Fortress Publishers, 1990. [^3]

# ![](media/image6.jpeg){width="6.5in" height="1.5208333333333333in"}Chapter 3: Training

> Believe, when you are most unhappy, that there is something for you to
> do in the world. So long as you can sweeten another's pain, life is
> not in vain.

Helen Keller

To have highly effective volunteers, your organization needs an
orientation and training program. Initial orientation and training
prepare volunteers to perform their duties efficiently and effectively.
Your policies and procedures form the basis of the orientation, and your
position descriptions form the basis of the training.

Develop Your Orientation Program

An orientation to your program will help volunteers see how their
position fits within the context of the organization. By seeing how
their tasks forward the mission of the organization, volunteers will
find meaning in tasks that otherwise might seem menial. In addition,
treating volunteers as part of your organization's staff helps them feel
they are part of a team, fosters commitment and retention, and improves
the quality of their work and the services your organization provides.

Also keep in mind that volunteers represent your agency to the public.
The more they know and understand about the nature of your operations
and your cause, the more they can contribute to public relations,
marketing, and advocacy. Thus, orientation serves multiple purposes. For
an effective orientation, you will need to determine who will conduct
the orientation, when it will take place, and what materials will be
needed.

Assign Orientation Leaders

Usually a staff trainer or the volunteer manager conducts orientation.
You also could ask experienced volunteers or staff members to mentor and
orient new volunteers, thus giving existing personnel an opportunity to
refresh their knowledge about your organization. In addition, lay
leaders can conduct volunteer orientation as part of their ongoing
tasks.

Schedule Orientation

To minimize the potential for problems, schedule an orientation session
with each volunteer before he or she begins working. Orientation can be
scheduled in several ways. If you are engaging a large group of
volunteers for a major event or an ongoing program, you might want to
schedule group orientations. You can offer several dates and times from
which volunteers can choose.

For smaller projects, you can schedule small group orientations when
everyone working on the project is available. For ongoing tasks, you can
schedule rolling orientations. A rolling schedule involves orienting
volunteers as they join your organization. An orientation leader meets
with each volunteer individually at a mutually convenient time.

Develop Materials

To ensure understanding of and compliance with program policies and
procedures, provide each volunteer with a written resource. You can
create a volunteer handbook, orientation packet, or other reference
guides. Provide this written resource during the volunteer's orientation
or during his or her induction into your program.

The resource should include a glossary of terms and an index to codes
and abbreviations used by the organization. It should reinforce
information presented in training and address questions that arise
during volunteer service. It also can be used as a supervisory tool to
deal with performance issues. Other contents will depend on your
organization. A sample outline follows.

Conduct the Orientation

During the orientation, introduce the volunteer to staff and other
volunteers and provide a tour of the facility. Then, review the
volunteer handbook or guide, focusing on the volunteer's duties and the
policies and procedures. Allow ample time for questions.

In addition to giving the volunteer the handbook, you also might want to
provide him or her with brochures, factsheets, or other helpful
information about the work of your organization, as well as a map of the
facilities and a phone list. Be sure to review the details regarding any
specific projects in which the volunteer may be involved.

Train Your Volunteers

Training gives volunteers the direction and skills they need to carry
out their assigned tasks. Typically, training is provided by the staff
in the area of the organization in which the volunteer is assigned. In
general, training should be

-   Specific to the requirements of the volunteer position

-   Geared to the skill level of the volunteer

-   Ongoing

-   Specific to the needs identified by both the volunteer and
    supervisor

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-   Periodically evaluated to determine if it is on track.

Training also is a form of recognition and serves to keep a volunteer
motivated and committed and performing the quality of service you
expect. Sending a volunteer to a special class or conference can be a
reward for service. The class does not have to be related directly to
the volunteer's assignment but can be of broad interest to your
organization, such as CPR training, public speaking, conflict
resolution, or team building.

Resources[^4]

Lee, J.F.; Catagnus, J.M.; and Ellis, S.J., eds. *What We Learned (the
Hard Way) about Supervising Volunteers: An Action Guide for Making Your
Job Easier*. Philadelphia: Energize, Inc., 1998.

Maryland Governor's Office on Service and Volunteerism,
www.gosv.state.md.us/\
volunteerism/publications.asp.

Points of Light Foundation & Volunteer Center National Network,
www.1-800-volunteer.org.

# ![](media/image7.jpeg){width="6.5in" height="1.5208333333333333in"}Chapter 4: Managing

> In every community there is work to be done. In every nation there are
> wounds to heal. In every heart there is the power to do it.

Marianne Williamson

Just because volunteers don't get paid, it doesn't mean they don't work.
Manage your volunteers the way you manage your staff. Give them the
support they need to perform their duties by designating a supervisor to
whom they can turn for advice, guidance, and feedback. Supervisors need
to provide the materials, training, direction, and encouragement to
enable volunteers to perform their assigned tasks.

Assign a Supervisor

A supervisor is responsible for getting a job done by enabling others to
do the work. The most important responsibility of a supervisor of
volunteers is to create an environment that empowers volunteers to
perform their duties. Empowered volunteers are willing to take
responsibility for what they are doing, contribute more than expected,
and perceive themselves as important members of the organization's
staff.

Empower volunteers by providing them with the following:

-   Sufficient orientation to the organization

-   Clear and appropriate expectations

-   Proper training and equipment

-   Ongoing communication

-   Evaluation of performance

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-   Regular reinforcement and recognition.

Volunteers want and need to be held accountable for their performance.
An effective supervisor should be concerned that volunteers have
confidence in themselves, are satisfied with their level of
contribution, and can grow personally and professionally through their
service. The supervisor can provide the orientation, review
expectations, and arrange for training and equipment.

Communicate with Volunteers Regularly

The supervisor should be both willing and able to oversee volunteers.
Not everyone knows how to work with and motivate volunteer personnel.
Although supervisors may apply many of the same principles whether
overseeing paid or unpaid staff, they must put forth a special effort to
ensure that their volunteers' needs are met.

A professional volunteer manager can support the supervisors of
volunteers by eliciting feedback from the supervisors. The manager can
use this information to evaluate the volunteer program periodically. The
manager also can facilitate the sharing of experiences among supervisors
and showcase good volunteer supervision.

Ongoing communication with volunteers is important. Supervisors need to
develop positive relationships with volunteers and convey that the
organization needs and values their contribution. In addition to sharing
information with volunteers, supervisors should take the time to gather
the volunteers' input. Supervisors can ask volunteers about what clients
and community members need and want, how people view the organization,
and what can be done to improve its image. By seeking input from
volunteers regularly, supervisors can get information that will help the
organization better use volunteers and serve the community.

Supervisors are not the only ones who need to communicate with
volunteers. The volunteer manager or coordinator also should get
involved. This person should ask volunteers how they feel about their
work, what help they need, and whether their supervisor supports them
adequately. Organizations should convey their appreciation for
volunteers from the top, down.

Evaluate Your Volunteers

Efforts to evaluate your volunteers' performance and share the results
show that you care about your volunteers and the quality of their work.
You can evaluate volunteers the same way you evaluate paid staff, using
the same terms, schedule, forms, and types of discussions.

Ideally, your system for evaluating volunteers should have (1) a policy
on performance appraisal and review, (2) a trial period before
volunteers are a part of the organization officially, (3) a regularly
scheduled meeting to discuss job performance and satisfaction, and (4) a
method for reviewing commitments to change made during the evaluation
meeting. The evaluation system should be explained to volunteers during
their orientation session and should be reviewed with each staff person
who will be supervising volunteers.

The evaluation session gives the volunteer's supervisor a chance to talk
about the volunteer's performance. It also gives the volunteer a chance
to discuss the volunteer position and suggest changes. The evaluation
should include a review of past performance, discussion about the
present, and plans for the future (e.g., is the volunteer interested in
a different position, more responsibility, a change of schedule?). The
evaluation session is also a good time to review the volunteer's job
description to see if it correctly describes his or her work.

Some of your volunteers may have performance problems that require
attention. If so, follow these guidelines:

-   Keep the tone serious

-   Remember to give feedback on an ongoing basis so that the evaluation
    is not a surprise

-   Be specific about the areas in which the volunteer needs improvement

-   Let the volunteer know that you and the program expect quality
    performance

-   Include any positive information to balance with the negative

-   Set mutually agreed-upon goals for improvement

-   Offer additional training if appropriate and available

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-   End the session on a hopeful note.

As is the case with staff, evaluating your volunteers, giving them
feedback about their performance, and discussing needed changes can help
them do a better job. Ultimately, your organization, volunteers, staff,
and clients will benefit from your efforts.

Avoid Volunteer Burnout

For the same reasons that retention of paid staff is vital to an
organization's continuity, volunteer retention is key. Good retention
reflects a healthy organization. So, before your organization
experiences unnecessary "turnover," consider the characteristics that
make an organization an encouraging and supportive place to work and the
steps you can take to retain your staff and volunteers.

Thinking about jobs you've held in the past and detailing the reasons
you either enjoyed them or disliked them can provide insight into what
makes for a positive work or volunteer experience. Some conditions that
can have a positive effect on volunteer retention include the following:

-   Being well-oriented to the workplace

-   Having available training and ongoing educational opportunities

-   Having meaningful work with specific responsibilities

-   Having a dedicated space and the necessary resources

-   Being respected

-   Having available support, such as child care so that stay-at-home
    moms can volunteer or ongoing meetings to exchange information and
    offer volunteer support

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-   Being recognized for work done.

Treat your volunteers with respect and help them feel valued. Do not
take them for granted or assume that they always will be available. A
theory called the "Pareto Principle," or "80/20 Rule," can be applied to
a variety of scenarios related to management. When applied to
volunteers, the rule states that 20 percent of the volunteers are
responsible for 80 percent of the results. In other words, most
volunteers help out now and then, while a smaller core group does the
bulk of the work. Members of that core group can burn out and leave your
organization permanently. Some of them may criticize your organization
and advise others not to get involved.

How can you avoid burnout and keep a large group of committed volunteers
active for a long time? Be aware of the symptoms of burnout, which may
include anger, hostility, loss of energy, loss of creativity, loss of
satisfaction, and a sense of purposelessness. If your volunteers seem
unhappy, they probably are. You might want to ask them some questions
and discuss the matter before your organization loses them entirely.

Recognize Your Volunteers' Efforts

Recognition and expressions of thanks are not just polite. They are
needed on an ongoing basis to show appreciation for your volunteers'
efforts. One of the most important ways to recognize volunteers is to
treat them with respect and give them support and praise throughout the
year. A few general principles for saying "thank you" frequently,
specifically, and personally are as follows:

-   Deliver the recognition in a personal and honest manner. Avoid
    recognition that is too overproduced or rehearsed.

-   Tailor recognition and reward to the unique needs of the people
    involved. By having various recognition and reward options, you can
    acknowledge accomplishments in ways appropriate to a given situation
    or volunteer.

-   Give rewards on an ongoing basis and close in time to the
    contribution you're recognizing.

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-   Have a clear message. Explaining the reasons for the rewards and the
    criteria used to determine them will ensure that volunteers see a
    clear connection between accomplishments and recognition.

Volunteer recognition need not be an expensive affair. With creativity
and effort, you can find a variety of ways to celebrate volunteers and
spotlight their impact on the community. The most common methods include
the following:

-   *Annual events*, such as receptions, luncheons, dinners, and award
    ceremonies.

-   *Media coverage*, which spreads the word about the good work of your
    volunteers and your organization. You can arrange newspaper
    interviews or stories or write letters to the editor. A good time
    for coverage is during National Volunteer Week, which generally
    occurs the third week of April, from Sunday to Saturday.

-   *Gifts.* Giving t-shirts, coffee mugs, and other items displaying
    your organization's logo helps encourage a feeling of belonging.
    Other items may include movie passes, tickets to concerts or
    sporting events, or gift certificates for a seated massage or
    manicure.

-   *National Volunteer Week events.* This week is set aside to honor
    people who donate their time and energy to various organizations and
    causes. You might want to use this week as a special time to
    recognize volunteers.

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-   S*pecial celebrations*. You can create your own celebration schedule
    to recognize birthdays, special milestones, and holidays.

Resources[^5]

Charity Channel, guidance on managing and recognizing volunteers,
www.charitychannel.com.

Cutshall, S., and Frederick, R. *Treat Em Right: Tasty Ideas for
Encouraging Volunteers*. Cincinnati, OH: Standard Publishing Company,
1999.

Guidance Channel, volunteer appreciation specialty gifts,
sales.guidancechannel.com/.

Little, H. *Volunteers: How To Get Them, How To Keep Them*. Naperville,
IL: Panacea Press, 1999.

McBee, S. *To Lead Is To Serve: How To Attract Volunteers & Keep Them*.
South Fallsburg, NY: Shar McBee, 2002.

Pinsoneault, D. *Attracting and Managing Volunteers: A Parish Handbook*.
Liguori, MO: Liguori Publications, 2001.

Points of Light Foundation & Volunteer Center National Network, National
Volunteer Week, www.pointsoflight.org/programs/seasons/nvw/.

Points of Light Foundation & Volunteer Center National Network,
volunteer management catalog,
online.pointsoflight.org/source/orders/index.cfm?section=orders&task=0.

Rusin, J.B. *Volunteers Wanted: A Practical Guide to Finding and Keeping
Good Volunteers.* Mobile, AL: Magnolia Mansions Press, 1999.

Vineyard, S., and McCurley, S. *Best Practices for Volunteer Programs*.
Downers Grove, IL: Heritage Arts Publishing, 2001.

# ![](media/image8.jpeg){width="6.5in" height="1.5208333333333333in"}Chapter 5: Evaluating

> A pessimist, they say, sees a glass of water as being half empty; an
> optimist sees the same glass as half full. But a giving person sees a
> glass of water and starts looking for someone who might be thirsty.

G. Donald Gale

Program evaluation is key to finding out if what your organization is
doing works and if your clients are satisfied. Volunteer researchers,
evaluators, and graduate students can benefit your organization by
assisting with the program evaluation process. A good program evaluation
can help your organization in many ways:

-   Provide direction to the board and staff

-   Inform program improvements

-   Support strategic planning

-   Identify the need to reallocate financial resources or staff,
    including volunteers

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-   Support funding applications.

Evaluation may seem daunting, but it basically involves five steps:

-   Describing your program

-   Designing the evaluation

-   Collecting data

-   Analyzing the data

-   Reporting results.

Get Started with Your Program Evaluation: Describe Your Program

First, you need to develop a clear and succinct description of your
program. Include the purpose and activities, and if your program relies
on volunteers (e.g., for a mentoring program), include that information.
The idea is to ensure that everyone has the same understanding about the
program's components, implementation, and intended results. You might
want to evaluate your volunteer program by itself. If so, limit the
description to what your volunteers do and how your volunteer program
operates.

Your description should include the following components:

-   *The need for the program.* What is the health problem your program
    is addressing? How significant is the problem in your community? Who
    are your target groups? What changes or trends have been observed?

-   *Goals and objectives.* What is your mission (e.g., reduce alcohol
    use among youth)? What specific results do you want to achieve
    (e.g., increase participation in afterschool programs by 50
    percent)?

-   *Program activities.* What are you doing to address the problem
    (e.g., providing tutoring after school, engaging youth in community
    cleanup days)?

-   *Program resources.* Who are your staff (including volunteers)? What
    materials and equipment do you have?

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-   *Stage of development.* Is your program in the planning stages? Is
    it under way? Have you seen any measurable results?

If you are focusing on an evaluation of your volunteer program, include
an evaluation of your volunteer training sessions. To ensure that your
training is effective, comprehensive, and well received, evaluate each
session across four areas:

-   *Reaction---*How does the learner feel about the training?

-   *Learning---*What knowledge did the learner gain?

-   *Behaviors---*What skills did the learner develop?

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-   *Results and effectiveness---*What results occurred? Did the learner
    effectively apply the new skills to the necessary tasks in the
    organization?

Determining results and effectiveness is the most desired outcome of a
training evaluation, but it's usually the most difficult to accomplish.
Evaluating effectiveness often involves the use of measures you can see,
such as faster output from a machine after an operator receives
training. It can be harder to see the results of volunteer training, but
there are some steps you can take to develop an effective program. For
example, ask these questions:

-   Will the selected training and development methods result in
    volunteers learning the knowledge and skills needed to perform their
    tasks? Have other volunteers used the methods and been successful?
    Consider testing the methods with a highly skilled volunteer and
    asking for feedback.

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-   Do the methods conform to the volunteers' preferences and learning
    styles? Have volunteers briefly review the methods (e.g.,
    documentation, overheads). Do they have any trouble understanding
    the material?

Design the Evaluation

Evaluation involves reviewing and documenting the effects of your
services and their importance to the community. Evaluations vary in
their level of sophistication and complexity, depending on the program
and available time, money, and other resources. At the most basic level,
an evaluation may involve the review of service records for their
results (e.g., hours worked, calls made, outcomes). If more time and
financial resources are available, you may create surveys or
questionnaires, hold interviews, or conduct focus group meetings. At
higher levels of sophistication, factors such as scientific random
sampling may become important to the results.

To design your evaluation, follow these steps:

-   State the purpose of the evaluation, such as improving the program,
    assessing effectiveness, or demonstrating accountability for
    resources.

-   Define the users of the evaluation results, such as clients, staff,
    volunteers, or funders.

-   Define the uses of the evaluation results, such as identifying areas
    of improvement, deciding how to allocate resources, assessing
    community needs, or mobilizing community support.

-   Develop evaluation questions:

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-   Use process evaluation questions to document program implementation,
    such as number of people receiving services, amount of money used,
    funding sources, staffing and use of volunteers, and number of
    events.

-   Use outcome evaluation questions to document short-term and
    long-term results, such as changes in knowledge and behavior.

-   Use training evaluation questions to determine whether training is
    effective. During training sessions, ask volunteers how they are
    doing. Do they understand what's being said? Can they explain the
    main points in their own words? Note whether volunteers are taking
    part in the activities enthusiastically. Are they coming late or
    leaving early? Also ask volunteers to rate the activities from 1
    to 5. If they give a rating of less than 5, ask them how the
    activity could be improved.

Collect Data

Before choosing outcomes to measure, ask yourself three key questions:

-   Is it reasonable to believe the program can influence the outcome?

-   Would measurement of the outcome help identify program successes or
    areas for improvement?

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-   Would the program's stakeholders accept the outcome as valid?

Your outcome measures should be relevant to the goals and objectives,
indicative of meaningful changes, capable of being influenced by your
program, realistic, useful in identifying successes and problems, and
effective in representing changes attributable to your program. Once you
have identified outcome measures that meet these criteria, the next step
is to identify indicators.

Indicators are specific, observable, and measurable changes that show
the progress a program is making toward an outcome. Common indicators
include participation rates, attitudes, and behavior. You also might
look at community norms, policies, and health status, although these may
be difficult to attribute to your program given all the factors that can
influence community change. However, you might be able to show that your
program played a part in affecting these indicators.

After identifying the type of data you want to collect, identify data
sources, including clients, program participants, staff, volunteers,
funders, policymakers, and other stakeholders or interested parties.
Written sources include grant proposals, newsletters, meeting minutes,
registration forms, quarterly reports, journal articles, previous
evaluations, database records, and photos and videotapes. You also can
observe meetings, events, and service encounters.

Develop data collection instruments, such as survey or interview forms,
to ensure uniformity in your data collection. Also develop procedures
for collecting written materials, such as participant sign-in sheets or
registration forms. You may want to create a database of participant
information that you can use to generate evaluation data (e.g., number
of mentors, number of people attending training sessions). In addition,
it's a good idea to collect data on the number of hours volunteers work.
By calculating the amount of money your organization saves through its
volunteer program (volunteer hours multiplied by the market rate per
hour), you can show funders that your volunteers are offsetting costs.

Create a log to document contacts. Tracking the process of each contact
from beginning to end will help you determine the cost and time involved
in collecting data. If you use volunteers to analyze data, you should
include their time in the total cost of the evaluation.

Inform your data collectors of what you are trying to achieve. Uniform
collection of data and continuity of the process are important. Monitor
results at least quarterly, although monitoring them monthly would be
even better. Difficulties, such as an unusually low response rate,
refusal to answer questions, or the collection of incomplete data, can
jeopardize the results seriously.

Quantitative factors cannot tell the whole story of your program. You
may want to include some methods of evaluation that involve qualitative
factors. Ask for testimonial letters from clients or other agencies
about how your services improved their lives or operations. You also can
have your clients complete satisfaction surveys that include a space for
comments.

For training evaluations, several options are available:

-   Give each volunteer a test before and after the training and compare
    the results

-   Interview each volunteer before and after the training and compare
    the results

-   Watch volunteers perform their tasks and assess their proficiency

-   Assign an expert evaluator from inside or outside the organization
    to evaluate the volunteers' knowledge and skills

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-   Get ongoing feedback from the volunteers, trainers, and supervisors
    to determine whether the volunteers gained the intended knowledge
    and skills and to identify needed improvements to the training.

Analyze the Data

After collecting the data, you need to analyze them to determine what
they show about your program. At a minimum, you should tabulate key
numbers, such as number of participants, number of participants
achieving an outcome, and percentage of participants achieving the
outcome. Use comparisons when possible. For example, show the difference
in grades between participants in your Sunday youth group and
nonparticipants.

In analyzing the data, be aware of factors that can influence outcomes,
such as changes in staffing, program operations, or scope of service.
Environmental factors, such as failure of the economy or natural
disasters, also can influence outcomes. You can include an explanation
of these factors with the results of the evaluation.

Report Results

Once you analyze and interpret your findings, you need to report them
and make recommendations for action. Potential audiences for
recommendations include staff and volunteers, policymakers, potential
funders, organizational members, and congregants. For example, you might
find that your volunteer program is effective but understaffed; as a
result, you might recommend that more members of your organization or
congregation volunteer.

It is important to document your findings in a formal report. The report
must communicate information about the evaluation clearly, succinctly,
and impartially. Resist the temptation to make excuses for negative
outcomes. Indicate what problems arose, why they occurred, and what
modifications can resolve them. The information might spur action among
community members who see the potential for a program to be more
effective.

You can use the report to demonstrate the effectiveness of your program,
develop your budget, and justify resource allocations. You also can use
the information to compare outcomes with previous years and to compare
actual and intended results. If your evaluation shows especially
positive results, it can be a good tool for promoting your program,
especially to potential funders and volunteers.

Resources[^6]

Grantmakers Evaluation Network, www.hogg.lac.utexas.edu/gen.

Hernandez, G., and Visher, M.G. *Creating a Culture of Inquiry: Changing
Methods---and Minds---on the Use of Evaluation in Nonprofit
Organizations*. San Francisco: James Irvine Foundation, 2001.
[www.irvine.org/assets/pdf/pubs/evaluation/Creating_Culture.pdf](http://www.irvine.org/assets/pdf/pubs/evaluation/Creating_Culture.pdf)
\[Accessed August 24, 2004\].

National Network for Health, www.nnh.org/products/eval1-2.htm.

Outcome Measurement Network, www.unitedway.org/outcomes/.

Spiegal, R.A. *Accountable Good: Program Evaluation in the Nonprofit
Sector*. Washington, DC: The Advisory Board Foundation, 1999.

W.K. Kellogg Foundation. *W.K. Kellogg Foundation Evaluation Handbook*.
Battle Creek, MI: W.K. Kellogg Foundation, 1998.
www.wkkf.org/Pubs/Tools/Evaluation/Pub770.pdf \[Accessed August 24,
2004\].

W.K. Kellogg Foundation. *W.K. Kellogg Foundation Logic Model
Development Guide*. Battle Creek, MI: W.K. Kellogg Foundation, 2001.
www.wkkf.org/Pubs/Tools/Evaluation/\
Pub3669.pdf \[Accessed August 24, 2004\]. [^7]

# Appendix A: Sample Forms and Worksheets

# 

Organizational Self-Assessment Form

**Organization:**

**Mission:**

**Total Number of Volunteers:**

**Number of General Volunteers (e.g., people who handle administrative
tasks):**

**Number of Skill-Specific Volunteers (e.g., Web designers):**

**Number of Pro Bono Volunteers (e.g., financial advisors, attorneys):**

**Volunteer Roles/Positions:**

**Recruitment Methods:**

**Recruitment Sources:**

**Organizational Qualities Attractive to Volunteers:**

**Gaps in Service That Volunteers Could Fill:**

**Barriers (e.g., staff resistance):**

**Staff Available To Supervise Volunteers:**

Volunteer Position Description Worksheet

  ------------------ ------------------------------------------------------
  **Component**      **Description**

  Job Title          

  Purpose            

  Key                
  Responsibilities   

  Location           

  Supervision        

  Length of          
  Appointment        

  Time Commitment    

  Qualifications     

  Benefits           

  Support Provided   
  ------------------ ------------------------------------------------------

**Source:** Adapted from McCurley and Lynch, 1996. Copyright © 2004 by
the Points of Light Foundation & Volunteer Center National Network. Used
by permission only. This material cannot be reproduced for wide
distribution or resale in any form or incorporated into any proprietary
information retrieval system, electronic or mechanical, without the
written permission of the Points of Light Foundation & Volunteer Center
National Network.

Volunteer Application Form

Name

Address City State\_\_\_\_\_\_ ZIP Code

Phone (Day) (Evening)

E-Mail Address

Emergency Contact Phone

**Past Volunteer Experience** (include organization/agency, position,
supervisor phone/e-mail)

**Employment** (include most recent company, position, supervisor
phone/e-mail)

**Desired Schedule** (check days and times available)

Monday Friday Morning (9 a.m. to noon)

Tuesday Saturday Afternoon (noon to 4 p.m.)

Wednesday Sunday Evening (4 to 8 p.m.[)]{.smallcaps}

Thursday

Frequency of volunteer availability (e.g., weekly, semiweekly, monthly)

Why do you want to volunteer with this organization?

How would you like to help this organization?

What are your hobbies, interests, and skills?

**Education/Credentials** (if over 18 years, start with high school)

  ----------------- ----------------- ----------------- -----------------
  **School**        **Date**          **Degree**        **Location**

                                                        

                                                        

                                                        

                                                        
  ----------------- ----------------- ----------------- -----------------

**References:** Give the name, address, and phone/e-mail of three
non--family members who can provide references on your ability to
perform this volunteer position.

1\.

2\.

3\.

**Source:** Copyright © 2004 by the Points of Light Foundation &
Volunteer Center National Network. Used by permission only. This
material cannot be reproduced for wide distribution or resale in any
form or incorporated into any proprietary information retrieval system,
electronic or mechanical, without the written permission of the Points
of Light Foundation & Volunteer Center National Network.

Background Check Permission Form

I hereby allow \[name of organization\] to perform a check of my
background, including:

-   Criminal records

-   Driving records

-   Employment verification/volunteer history

-   Credit reports

-   Educational/diploma verification

-   Personal referencesand other persons or sources as appropriate for
    the volunteer job in which I have expressed an interest.

I understand that I do not have to agree to this background check, but
refusal to do so may exclude me from consideration for some types of
volunteer positions and that all such information collected during the
check will be kept confidential.

I hereby also extend my permission to those individuals or organizations
contacted for the purpose of this background check to give their full
and honest evaluation of my suitability for the described volunteer work
and other such information, as they deem appropriate.

Signed Date

**Source:** Adapted from McCurley and Lynch, 1996. Copyright © 2004 by
the Points of Light Foundation & Volunteer Center National Network. Used
by permission only. This material cannot be reproduced for wide
distribution or resale in any form or incorporated into any proprietary
information retrieval system, electronic or mechanical, without the
written permission of the Points of Light Foundation & Volunteer Center
National Network.

Volunteer Agreement

The volunteer agreement is intended to ensure an understanding between
volunteer managers and volunteers of the volunteer position description
and the organization's policies and procedures.

+-----------------------------------------------------------------------+
| **Volunteer Agreement**                                               |
|                                                                       |
| **Agency**                                                            |
|                                                                       |
| We,                                                                   |
| \_\_\_\_\_\_\_\_\_\_\_\_\_\                                           |
| _\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\[agency |
| name\], agree to accept the services of                               |
| \_\_\_\_\_\_\_\_\_                                                    |
| \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\[volunteer |
| name\] beginning \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\[date\].            |
|                                                                       |
| And we commit                                                         |
|                                                                       |
| 1.  To provide accurate information, training, and assistance         |
|                                                                       |
| 2.  To ensure supervision and provide job assessment and feedback     |
|                                                                       |
| 3.  To respect the skills and individual needs of the volunteer.      |
|                                                                       |
| **Volunteer**                                                         |
|                                                                       |
| I,                                                                    |
| \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_                                  |
| \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\[volunteer |
| name\], agree to serve as a volunteer and commit                      |
|                                                                       |
| 1.  To perform volunteer duties to the best of my ability             |
|                                                                       |
| 2.  To follow agency rules, policies, and procedures, including       |
|     recordkeeping requirements and confidentiality of agency and      |
|     client information                                                |
|                                                                       |
| 3.  To meet time and duty commitments or to provide adequate notice   |
|     so that alternate arrangements can be made.                       |
|                                                                       |
| **Agreed to:**                                                        |
+-----------------------------------------------------------------------+
| Volunteer Staff Representative                                        |
+-----------------------------------------------------------------------+
| Date Date                                                             |
+-----------------------------------------------------------------------+

**Source:** Adapted from MacDuff, 1996. Copyright © 2004 by the Points
of Light Foundation & Volunteer Center National Network. Used by
permission only. This material cannot be reproduced for wide
distribution or resale in any form or incorporated into any proprietary
information retrieval system, electronic or mechanical, without the
written permission of the Points of Light Foundation & Volunteer Center
National Network.

# Appendix B: Other Resources

# 

Glossary

**Board of Directors---**The governing body of an organization that, by
the authority of its articles of incorporation and bylaws, controls the
affairs of that organization. The board typically sets rules and
policies and determines the direction the organization will take. Boards
also help with promotion, fundraising, event planning, and other
activities as needed or desired.

**Focus Group---**A selected set of people used to test and evaluate a
concept or product. Focus groups are most commonly 6 to 12 people that
constitute an appropriate balance of a targeted demographic.

**Mission Statement---**A statement of purpose for an organization that
identifies the scope of its operations and reflects its values and
priorities. It helps an organization make consistent decisions,
motivate, build organizational unity, integrate objectives with goals,
and enhance communication.

**Needs Assessment---**A systematic process used to acquire an accurate,
thorough picture of the strengths and weaknesses of a system or
community. Findings can be used to prioritize goals, develop action
plans, allocate funds and resources, and improve services.

**Outcomes---**Changes or results. Generally focused on people, they
also can be program or institutional changes. Program outcomes generally
are worded in terms of how participants will benefit.

**Quantitative Data---**Data that can be measured, ranked, or rated.

**Qualitative Factors---**Information that is not measured easily, such
as an individual's comments.

**Random Sampling---**The selection of a mixture of the population.

**Vision Statement---**A succinct statement of what an organization
intends to become and to achieve at some future time. Vision statements
assist organizations in keeping their goals in sight without specifying
the means that will be used to achieve those desired ends.

Sample Mission Statements

**Volunteers of America---**Volunteers of America is a national,
nonprofit, spiritually based organization providing local human service
programs and opportunities for individual and community involvement.

**National Association for Children of Alcoholics---**Advocating for all
children and families affected by alcoholism and other drug
dependencies.

**Points of Light Foundation & Volunteer Center National Network---**The
Foundation's mission is to engage more people more effectively in
volunteer service to help solve serious social problems.

**The Michigan Interfaith Council on Alcohol Problems---**The Michigan
Interfaith Council on Alcohol Problems seeks to:

-   Broaden the awareness of legislators, public officials, news media,
    and the general public to the danger of alcohol and drug problems

-   Secure the passage of legislation that brings responsible controls
    in the areas of alcohol and other drug misuse

-   Resist overt and covert pressures in the private and public domain
    that would ignore the safety, rights, and morality of any person or
    group of persons

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-   Alert the personal and group supporters of this organization to any
    public policy changes deemed undesirable for the good of the
    citizens of the State and to use the weight and influence of the
    organization to produce innovations and public policies that enhance
    the life of this State's citizens.

Types of Background Checks and Sources of Information

+-----------------------+-------------------+-------------------------+
| **Types**             | **Positions To Be | **Sources of            |
|                       | Screened**        | Information**           |
+-----------------------+-------------------+-------------------------+
| ### Criminal Records  | Any position in   | County, State, and      |
|                       | which the         | Federal courts          |
| Use to determine if   | volunteer will:   |                         |
| an individual has any |                   | www.volunteerselect.com |
| recorded information  | -   Carry a       |                         |
| under his or her name |     weapon        | www.ussearch.com        |
| and date of birth     |                   |                         |
| pertaining to         | -   Drive a       | www.rapsheets.com       |
| criminal convictions. |     vehicle       |                         |
|                       |                   |                         |
|                       | -   Have access   |                         |
|                       |     to drugs      |                         |
|                       |                   |                         |
|                       | -   Have access   |                         |
|                       |     to master     |                         |
|                       |     keys or other |                         |
|                       |     security      |                         |
|                       |     mechanisms    |                         |
|                       |                   |                         |
|                       | -   Work with     |                         |
|                       |     women,        |                         |
|                       |     children, or  |                         |
|                       |     vulnerable    |                         |
|                       |     clients.      |                         |
+-----------------------+-------------------+-------------------------+
| *Department of        | Same as *Criminal | Most States have a Web  |
| Corrections Records*  | Records*          | site where a free       |
|                       |                   | search can be conducted |
+-----------------------+-------------------+-------------------------+
| *National Wanted      | Same as *Criminal | Most States have a Web  |
| Fugitive Search*      | Records*          | site that lists the top |
|                       |                   | wanted fugitives        |
+-----------------------+-------------------+-------------------------+
| *Motor Vehicle        | Any position in   | State Department of     |
| Records*              | which the         | Motor Vehicles          |
|                       | volunteer will    |                         |
| Use to obtain         | drive a vehicle.  | www.volunteerselect.com |
| information on arrest |                   |                         |
| warrants issued for   |                   | www.ussearch.com        |
| failure to pay        |                   |                         |
| traffic fines,        |                   | www.rapsheets.com       |
| alcohol or illegal    |                   |                         |
| drug convictions, and |                   |                         |
| accidents.            |                   |                         |
+-----------------------+-------------------+-------------------------+
| *Employment           | All volunteers    | Companies and           |
| Verification*         | who have an       | organizations listed on |
|                       | employment        | the volunteer's         |
| Use to verify past    | history or are    | application             |
| employment listed on  | currently         |                         |
| volunteer             | employed.         |                         |
| application,          |                   |                         |
| including job title,  |                   |                         |
| length of employment, |                   |                         |
| salary, reason for    |                   |                         |
| termination, and      |                   |                         |
| rehire status.        |                   |                         |
+-----------------------+-------------------+-------------------------+
| *Credit Reports*      | Any position in   | www.volunteerselect.com |
|                       | which the         |                         |
| Use to obtain a       | volunteer will    | www.ussearch.com        |
| credit/financial      | have access to    |                         |
| profile of an         | money or          |                         |
| applicant (allowed    | valuables.        |                         |
| under the Fair Credit |                   |                         |
| Reporting Act).       |                   |                         |
+-----------------------+-------------------+-------------------------+
| *Educational          | Professional      | Colleges and            |
| References and        | volunteers.       | universities listed on  |
| Diploma Verification* |                   | the volunteer's         |
|                       |                   | application             |
+-----------------------+-------------------+-------------------------+
| *Professional License | Mental health     | Professional            |
| Certification*        | volunteers,       | organizations listed on |
|                       | physicians,       | the volunteer's         |
|                       | nurses,           | application             |
|                       | lifeguards,       |                         |
|                       | massage           |                         |
|                       | therapists,       |                         |
|                       | cosmetologists.   |                         |
+-----------------------+-------------------+-------------------------+

**Source:** Adapted from material from the Points of Light Foundation &
Volunteer Center National Network.

Statutes and Acts Related to Volunteering

Good Samaritan Statutes

Good Samaritan statutes are laws enacted by various States that protect
a health care provider or other rescuer from being sued after giving
emergency help to a victim, provided the person uses reasonable, prudent
guidelines for care using the resources he or she has available at the
time of the accident. Most States have enacted some form of Good
Samaritan or volunteer protection law prohibiting a victim from suing a
physician or other health care professional for injuries from a Good
Samaritan action. To trigger protection from such an act, several
conditions must be satisfied: It must be a volunteer act, the person
receiving the help must not object to being helped, and the actions of
the rescuer must be a good-faith effort to help.

The Volunteer Protection Act

The Volunteer Protection Act (VPA), Public Law 105-19, provides immunity
for volunteers serving nonprofit organizations or government entities
for harm caused by their acts or omissions if

-   The volunteer was acting within the scope of his or her
    responsibilities

-   If required, the volunteer was properly licensed, certified, or
    authorized to act

-   The harm was not caused by willful, criminal, or reckless misconduct
    or gross negligence

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-   The harm was not caused by the volunteer operating a motor vehicle,
    vessel, or aircraft.

Despite the VPA, many volunteers remain fully liable for any harm they
cause, and all volunteers remain liable for some actions. The Act only
applies to 501(c)(3) organizations and government entities. In addition,
the VPA does not prevent a nonprofit from bringing an action against a
volunteer. Other exceptions to the liability limitation include
misconduct that is a crime of violence, hate crime, sexual offense, or
violation of Federal or State civil rights law and acts committed under
the influence of alcohol or drugs.

References[^8]

Amery, E.A. *A Conversation with the President of the Points of Light
Foundation*. OnPhilanthropy, 2001.
www.onphilanthropy.com/prof_inter/pi2001-08-22h.html \[Accessed August
24, 2004\].

Bureau of Labor Statistics. *Volunteering in the United States, 2003*.
News---United States Department of Labor. Washington, DC: U.S.
Department of Labor, 2003. www.bls.gov/news.release/pdf/volun.pdf
\[Accessed August 24, 2004\].

Independent Sector. *Giving and Volunteering in the United States:
Findings from a National Survey*. Washington, DC: Independent Sector,
1999. www.independentsector.org/GandV/\
s_prof.htm \[Accessed August 24, 2004\].

Independent Sector. *Value of Volunteer Time*. Washington, DC:
Independent Sector, 2004.
www.independentsector.org/programs/research/volunteer_time.html
\[Accessed August 24, 2004\].

MacDuff, N. *Volunteer Screening: An Audio Workbook*. Walla Walla, WA:
MBA Publishing, 1996.

McCurley, S., and Lynch, R. *Volunteer Management: Mobilizing All the
Resources of the Community*. Downers Grove, IL: Heritage Arts
Publishing, 1996.

Ontario Rural Council. *The Valuing the Rural Volunteer Toolkit*.
Guelph, Canada: Ontario Rural Council, 2002.
[www.torc.on.ca/torceng/memact/VRVToolkit.htm](http://www.torc.on.ca/torceng/memact/VRVToolkit.htm)
\[Accessed August 24, 2004\].

Wenger, S. Volunteers in the treatment program. *Paradigm:* 6--7, Summer
2000. www.onlineparadigm.com/archives/123-SOO_MH.AD.pdf \[Accessed
August 31, 2004\].

Other Print Resources[^9]

Abrahams, J. *The Mission Statement Book: 301 Corporate Mission
Statements from America's Top Companies*. Berkeley, CA: Ten Speed Press,
1995.

> A selection of more than 300 mission statements from America's top
> companies and detailed advice on how to craft one to suit the needs of
> your organization.

Campbell, K.N., and Ellis, S.J. *The (Help!) I-Don't-Have-Enough-Time
Guide to Volunteer Management*. Philadelphia: Energize, Inc., 1995.

> A step-by-step framework for creating a team approach to volunteer
> management, including mapping the boundaries of jobs and clarifying
> expectations, finding administrative volunteers and putting them to
> work in vital ways, and sharing ownership.

Cutshall, S., and Frederick, R. *Treat Em Right: Tasty Ideas for
Encouraging Volunteers*. Cincinnati, OH: Standard Publishing Company,
1999.

> Creative and inexpensive ways to say "thank you" to volunteers with
> treats, such as an Andes mint with the message, "You were MINT to be
> here."

Drucker, P.F. *Managing the Non-Profit Organization: Principles and
Practices*. Reprint edition. New York: HarperBusiness, 1992.

> Guidelines and expert advice on how to manage nonprofit organizations
> effectively, including examples and explanations of mission,
> leadership, resources, marketing, goals, people development, and
> decisionmaking, as well as interviews with nine experts who address
> key issues in the nonprofit sector.

Ellis, S.J. *Focus on Volunteering: Ready-To-Print Resources for
Volunteer Organizations*. Philadelphia: Energize, Inc., 1999.

> Camera-ready pages about volunteering, how to work with volunteers,
> the history of volunteering, and today's trends, which can be used as
> training handouts, bulletin board posters, and newsletter inserts.

Ellis, S.J. *The Volunteer Recruitment (and Membership Development)
Book*, 3rd ed. Philadelphia: Energize, Inc., 2002.

> Suggestions and recommendations on recruitment developed over 20-plus
> years in the volunteer management field. Includes ways to design the
> best assignments for volunteers and topics ranging from how an
> organization's image affects its success in recruitment to where to
> look for new volunteers.

Graff, L.L. *Beyond Police Checks: The Definitive Employee and Volunteer
Screening Guidebook*. Dundas, Canada: Linda Graff and Associates, 1999.

> A how-to manual on volunteer and employee screening to help employers
> understand screening responsibilities. Provides details on how to
> choose screening methods, as well as practical tips, helpful cautions,
> and reproducible checklists and tools.

Graff, L.L. *By Definition: Policies for Volunteer Programs*.
Philadelphia: Energize, Inc., 1994. [^10]

> A step-by-step manual on developing policies for volunteer programs.
> Includes sample policies in more than 70 different topic areas, such
> as screening, progressive discipline, dismissal, recognition, safe
> working conditions, and evaluation.

Lee, J.F., and Catagnus, J.M. *What We Learned (the Hard Way) about
Supervising Volunteers: An Action Guide for Making Your Job Easier*.
Philadelphia: Energize, Inc., 1999.

> Advice, wisdom, and experience of more than 85 supervisors of
> volunteers about what works and what does not. Includes comments from
> volunteers about what they need from supervisors, excerpts from
> articles and books by experts, and a self-assessment survey on
> attitudes and actions needed to supervise well.

Little, H. *Volunteers: How To Get Them, How To Keep Them*. Naperville,
IL: Panacea Press, 1999.

> Outlines 12 needs of volunteers and how to meet those needs. Includes
> examples and tools and describes how to compete for volunteers,
> recruit the best person, ensure that projects are completed on time,
> prepare new volunteers, manage volunteers, fire volunteers, and keep
> the best volunteers coming back.

McBee, S. *To Lead Is To Serve: How To Attract Volunteers & Keep Them*.
South Fallsburg, NY: Shar McBee, 2002.

> Advice and practical ideas, emphasizing the leadership elements of
> listening, appreciation, and sacrifice; the need for inspiring and
> informative meetings; the role of fun and creativity; team
> development; the necessity of "letting go"; the role of expert advice;
> and the unique problems inherent in reaching goals.

McCurley, S., and Lynch, R. *Volunteer Management: Mobilizing All the
Resources of the Community*. Downers Grove, IL: Heritage Arts
Publishing, 1996.

> A comprehensive guide to managing community-based volunteer programs.
> Includes chapters on planning and organizing the program and how-to's
> on volunteer recruitment, motivation, and screening and interviewing.

Pinsoneault, D. *Attracting and Managing Volunteers: A Parish Handbook*.
Liguori, MO: Liguori Publications, 2001.

> A planning and implementation resource for those who work with parish
> volunteers. Covers evaluating volunteer resources, assigning
> volunteers to positions, communicating with and motivating volunteers,
> managing volunteers, dealing with conflicts, and becoming a more
> effective leader.

Rusin, J.B. *Volunteers Wanted*: *A Practical Guide to Finding and
Keeping Good Volunteers.* Mobile, AL: Magnolia Mansions Press, 1999.

> A guide to finding and keeping good volunteers. Tells how to find
> volunteers and how to reward them so that they keep coming back.

Tremper, C., and Kostin, G. *No Surprises: Controlling Risks in
Volunteer Programs*. Washington, DC: Nonprofit Risk Management Center,
1993.

> Discusses risk management for dealing with volunteers in nonprofit
> organizations. Presents key concepts for developing a strategy to
> integrate risk management into every aspect of a volunteer program and
> suggests ways to control risks in 12 areas, such as policies and
> procedures and transportation. [^11]

Vineyard, S., and McCurley, S. *Best Practices for Volunteer Programs*.
Darien, IL: Heritage Arts Publishing, 2001.

> A collection of hundreds of the best ideas gathered over 20 years of
> working with effective volunteer programs. Includes practices on
> needed competencies, recruitment, retention, recognition, conflict,
> clout, leadership, and change.

Wilson, M. *How To Mobilize Church Volunteers*. Minneapolis, MN:
Augsburg Publishing House, 1983.

> Points out common problems, establishes management principles, answers
> questions, and offers a plan to develop a volunteer program. Covers
> motivating volunteers, avoiding volunteer burnout, energizing "pew
> sitters," and ways to ask for help.

Other Web-Based Resources[^12]

[www.1-800-volunteer.org](http://www.1-800-volunteer.org/) and
www.pointsoflight.org

Points of Light Foundation & Volunteer Center National Network is a
nonprofit, nonpartisan organization and network of local volunteer
centers dedicated to engaging more people more effectively in volunteer
service to help solve serious social problems.

www.avaintl.org

The Association for Volunteer Administration (AVA) is an international
professional membership association for individuals working in the field
of volunteer resource management.

www.barna.org

Barna Research Group, Ltd. (BRG), a full-service marketing research
company since 1984, provides information and analysis regarding cultural
trends and the Christian Church.

www.buildingchurchleaders.com (under www.christianitytoday.com)

This Web site sells Christian training resources and provides free
articles, newsletters, and a monthly handout. One of its training themes
is making the most of church volunteers.

www.charityfocus.org

CharityFocus is a volunteer-run 501(c)(3) nonprofit organization that
provides Web-based solutions for nonprofits. It builds Web sites,
provides technical assistance, and engages in various projects to
benefit nonprofit organizations dedicated to public service.

www.energizeinc.com

A Web site especially for leaders of volunteers, it includes articles,
resources, idea exchanges, links to other relevant Web sites, monthly
discussions on hot topics, a referral network, collective wisdom in
volunteer management, and lists of available jobs and internships in
volunteer management.

www.eriskcenter.org

The Risk Management Resource Center provides information to help local
governments, nonprofit organizations, and small businesses manage risks
effectively. The Center supports anyone whose job involves protecting an
organization's people, property, assets, reputation, financial health,
and services.

www.fastennetwork.org

Faith And Service Technical Education Network (FASTEN) is a
collaborative initiative of the Pew Charitable Trusts that assists
faith-based organizations in exploring whether to launch or expand
efforts to provide social services. The Web site provides a volunteer
toolkit with articles, forms, and resource lists.

www.generousgiving.org

The Generous Giving Marketplace is designed to introduce prospective
givers and Christian ministries to each other. Ministries can post
information about their organizations, submit proposals for Great
Commission projects, and increase their exposure. Givers can find
opportunities in a geographic region, demographic category, or other
area of interest.

www.gosv.state.md.us

This official Web site of the Maryland Governor's Office on Service and
Volunteerism offers publications related to establishing volunteer
programs, including a best practices guide.

www.ministryaccounting.com

This site offers resources for sale on attaining 501(c)(3) status,
compensation, planning and budgeting, leadership, conflict management,
and membership databases. It also offers a Church Volunteer Service
Booklet, which provides forms for selecting and screening volunteers.

www.nonprofitrisk.org

The Web site for the Nonprofit Risk Management Center is a source of
tools, advice, and training to control risks.

www.rapsheets.com

This site offers several methods for criminal records searches,
including real-time searches on its public Web site.

www.smartrecovery.org

SMART (Self-Management and Recovery Training) is an alternative to
Alcoholics Anonymous and Narcotics Anonymous. SMART offers free
[face-to-face](../face2face.html) and [online](../onlinemeetings.htm)
mutual help groups. The Web site includes a library that offers free
addiction- and recovery-related resources.

www.tgci.com

The Grantsmanship Center, Inc. (TGCI), is a leading source of
grantsmanship training and grant information.

www.volunteerselect.com

This site provides qualified nonprofit organizations with affordable
access to the most comprehensive public record and proprietary databases
available for screening volunteers.

www.volunteertoday.com

Volunteer Today is an e-newsletter for those who manage the work of
volunteers in nonprofit, government, or corporate programs. Its aim is
to help individuals organize effective volunteer programs and enhance
the profession of volunteer management. [^13]

[^1]: ^^ The views, opinions, and content of these resources are those
    of the citation and do not necessarily reflect the views, opinions,
    or policies of SAMHSA or DHHS.

[^2]: ^^ The views, opinions, and content of these resources are those
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    or policies of SAMHSA or DHHS.

[^3]: ^^ The views, opinions, and content of these resources are those
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[^4]: ^^ The views, opinions, and content of these resources are those
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[^5]: ^^ The views, opinions, and content of these resources are those
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[^6]: ^^ The views, opinions, and content of these resources are those
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[^7]: ^^ The views, opinions, and content of these resources are those
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[^8]: ^±^ The views, opinions, and content of these references are those
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[^9]: ^^ The views, opinions, and content of these resources are those
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[^10]: ^^ The views, opinions, and content of these resources are those
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    or policies of SAMHSA or DHHS.

[^11]: ^^ The views, opinions, and content of these resources are those
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    or policies of SAMHSA or DHHS.

[^12]: ^¥^ The views, opinions, and content of these Web sites are those
    of the citation and do not necessarily reflect the views, opinions,
    or policies of SAMHSA or DHHS.

[^13]: ^¥^ The views, opinions, and content of these Web sites are those
    of the citation and do not necessarily reflect the views, opinions,
    or policies of SAMHSA or DHHS.