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 

U.S. Department of Health and Human Services 

Substance Abuse and Mental Health Services Administration 

Center for Substance Abuse Treatment
ii

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 
iii

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 
iv

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 
v

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 

e 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: 

X 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) 

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

X Increased skill set 

X 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. 

W
vi

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). 

Volunteers in America 

 In 2003, about 64 million people (more than a quarter of the U.S. population) 

did volunteer work.1

 The value of volunteer time, on average, is $17.19 an hour.2

 Volunteers donate an average of 52 hours of time a year.1

 More women volunteer than men.1

 People 35 to 44 years old are most likely to volunteer, followed by people age 

45 to 54.1

 Volunteers are most likely to work with religious groups, education or youth 

services, or social or community service groups.1

Source: (1) Bureau of Labor Statistics, 2003; (2) Independent Sector, 2004. 
vii

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 

Volunteer Profile: Eugene 

Location: Seattle, Washington 

Target Population: Individuals who are homeless, addicted, and mentally ill 

Position/Responsibilities: Administrative personnel 

Manager’s Comments: Eugene was addicted to heroin. He came through our 

program a few times and finally “got it.” Gene now volunteers 3 to 5 days a 

week, helping to answer phones and work informally, "counseling" clients about 

the journey from the streets. He is an elder in the community of recovery, with a 

respect only accorded one who survives, and chooses to thrive, grateful for each 

day he is given. 
viii

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. 

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. 
1-1

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. 

 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 

E

Volunteers of America 

Volunteers of America (VOA) is a national, nonprofit, spiritually based 

organization providing local human service programs and opportunities 

for individual and community involvement. From rural America to 

inner-city neighborhoods, VOA provides outreach programs that deal 

with today’s most pressing social needs. VOA’s Substance Abuse 

Services provides intervention, education, and prevention services. 
1-2

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, 

X Involve members at all levels of the organization 

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

X Give it to all your members and post it prominently 

X 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, 

X How will staff react? 

X Will you be able to expand your services if you use volunteers, or is a volunteer program a 

way to save money? 

X 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 

X Define the work volunteers will do 

X Explain to recruits your reasons for wanting volunteers 

X Create healthy teamwork between paid and unpaid staff. 
1-3

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: 

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

X Skill-specific volunteers, such as Web designers 

X 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 skillspecific 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 
1-4

Volunteer Profile: Natalya 

Location: Omaha, Nebraska 

Target Population: Ex-offenders, individuals affected by substance abuse, and 

homeless persons 

Position/Responsibilities: Administrative Assistant 

Volunteer’s Comments: I am an ex-offender and substance abuser in recovery. I 

was released from prison in November 2002 and placed in the custody of the 

Williams Prepared Place, a faith-based treatment program in Omaha, Nebraska. 

During my stay, I became extremely bored, and I complained about it. The 

Administrative Assistant offered me some volunteer office work, which included 

typing documents, filing, and assisting her with everyday office responsibilities. 

She gave me something to do each day and trained me to perform many clerical 

tasks. Soon after this, the program offered me a part-time position doing 

administrative work. When the Administrative Assistant left the program, I was 

offered a full-time position. I now have a full-time position as an Administrative 

Assistant with the Williams Prepared Place. 

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: 

X A designated volunteer coordinator. Coordinating volunteers should not be a shared 

responsibility that staff attend to when they have “spare time.” 

X A defined volunteer program, with the role of volunteers in your organization and position 

descriptions. 

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

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

X A recruitment and management plan. 

X A recognition program, such as an annual awards ceremony. 
1-5

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 

X Distributing recruitment materials at their workplaces or other public places 

X Mentioning volunteer opportunities at their public speaking engagements 

X Speaking at specific recruitment events 

X Taking part in the volunteer orientation and training 

X 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. 
1-6

Sample Volunteer Position Description Worksheet 

Component Definition Example 

Job Title What the job or the position will be 

called. 

Public Relations Chair. 

Purpose The specific purpose of the position 

(expected result). If possible, the 

purpose should be stated in relation 

to the program’s mission and goals. 

Develop and implement activities to 

increase awareness of the organization and 

its mission and programs. 

Key 

Responsibilities 

Major duties, including what might 

be done to accomplish the purpose. 

Develop a public relations plan; manage the 

public 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 the 

volunteer will report, as well as the 

procedures for mentoring and 

dealing with problems. 

Executive Director; weekly meetings or 

calls. 

Length of 

Appointment 

The time period in which the 

volunteer will serve, including any 

time restrictions. 

1 year. 

Time 

Commitment 

The approximate number of days or 

hours required per week and 

flexibility in scheduling. 

4 hours/week plus time at events; may work 

more the week before events. 

Qualifications Education, work experience, 

knowledge, and skills required, as 

well as any requirement for a 

criminal history record check. 

Writing and presentation skills, public 

relations experience, knowledge of 

organization and community, membership in 

organization. 

Benefits Training, insurance, parking, events 

to thank volunteers, or other 

benefits. 

Free t-shirt, free parking, reimbursement of 

expenses, volunteer awards banquet. 

Support 

Provided 

Resources available to volunteers. Volunteer handbook and 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∗

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. 

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. 

 

∗

 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. 
2-1

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 

eveloping 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. 

D
2-2

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). 
2-3

Options for recruiting include the following: 

X Contacting your local volunteer center 

X Using current volunteers—they are convincing 

salespeople, because they are committed to your 

cause and believe in your organization 

X Using the mass media (e.g., television, radio, 

newspapers, billboards), as well as 

neighborhood newspapers, newsletters, and 

organizational bulletins 

X Making announcements at services, educational 

sessions, meetings, and social gatherings of your congregation or organization 

X Posting volunteer opportunities on appropriate Web sites 

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

events 

X Giving slide shows and videotape presentations 

X Staffing booths and exhibits at special events 

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

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

X Registering with volunteer referral organizations 

X Volunteering in other organizations’ projects 

X Coordinating with schools that require community service hours for graduation 

X 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. 

Sample print ad, The Ontario Rural Council and 

the Valuing the Rural Volunteer Project, 

supported by the Ontario Trillium Foundation 
2-4

In evaluating your recruitment message, ask yourself these questions: 

X Does the message honor the volunteer? 

X Is the message tailored to a target audience? 

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

X 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. 

Motivations for Volunteering 

 Feel needed.  Give back to the community. 

 Share skills.  Fulfill a spiritual need or obligation. 

 Have a change of pace.  Get to know the community better. 

 Help someone.  Make new friends. 

 Explore a career.  Be an advocate. 

 Donate time.  Fulfill a mandate or requirement. 

 Do something outside of oneself.  Set an example for children. 

 Learn a new skill.  Act on a passion.
2-5

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. 

Volunteer Profile: Mel 

Location: Seattle, Washington 

Target Population: Individuals who are homeless, addicted, and mentally ill 

Position/Responsibilities: Clinical faculty 

Manager’s Comments: Mel was an original founding member of a national drug 

and alcohol counselors association. Each week for the past 9 years, Mel has been 

teaching classes, running groups, and providing personal counseling and support 

for countless men and women going through our treatment program. Mel is giving 

back, but with an authority and a consistency that few can give. He is also a 

retired World War II Air Force bomber pilot. He is able to relate to our veterans 

and understand the role that war can play in a person’s addiction and struggle to 

recover. Mel and other professionals like him make it possible for our clients to 

receive first-class treatment, on demand, for free. 
2-6

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. 

Volunteer Profile: Union Rescue Mission (URM) 

Volunteers 

Location: Los Angeles, California 

Position/Responsibilities: In 2003, volunteers worked 43,250 hours. Volunteers 

assisted URM in a wide range of areas, including food service, administration, 

youth ministries, educational training, and special projects. 

Target Population: Ex-offenders, homeless persons, and individuals affected by 

substance abuse and mental illness 

Manager’s Comments: We are using Spanish-speaking ministers from the 

community to teach the 12 Steps to Hispanic program participants. Volunteer 

staff from Operation Hope supplement our staff by teaching about finances (e.g., 

budgeting, basic banking, credit repair, home ownership, entrepreneurial 

ventures). Cedars Sinai Hospital staff offer parenting classes to men and women 

in the program. Retired teachers volunteer in the Bank of America Learning 

Center located at Union Rescue Mission. Program alumni and volunteers from the 

community mentor men and women who are ex-offenders. Other volunteers 

provide clerical support (e.g., performing office duties, editing revisions in 

program manuals and handbooks). 

Other Sources for Volunteers 

You can find volunteers almost anywhere, but some additional sources include 

 People in recovery 

 Retirees 

 Community associations 

 People from shelters 

 State denominational offices 

 Persons mandated to perform community service 

 Stay-at-home mothers 

 Service providers. 
2-7

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. 

Sample Interview Questions 

 What would you like to know about our organization? 

 What attracted you to our organization? 

 What types of work have you done before? What did you like best about that 

work? 

 What kinds of experience or training have you had that would help you 

contribute here? 

 How do you deal with situations that don’t go as planned? 

 Would you rather work on your own, with a group, or with a partner? Why? 

Desired Traits in a Volunteer 

 A sense of humor 

 Organization or leadership skills 

 Interest in or a personal connection to the cause 

 Positive attitude 

 Flexibility 

 A heartfelt desire to serve 
2-8

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. 

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

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

X Provide a brief background of your organization. 

X Clarify information from the application and let the applicant discuss his or her 

background. 

X 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). 

X Ask about the applicant’s interests and aspirations in volunteering. 

X Ask about the necessary skills needed for the position. 

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

X Ask the applicant about any activities in which he or she would not like to be involved 

(e.g., public speaking). 

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

X 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. 

Sample Questions for References 

 In what capacity have you known the applicant and for how long? 

 What strengths would this person bring to the volunteer position? 

 How does the candidate handle frustration while on the job? 

 Are you aware of any reason this person should not be considered for a 

volunteer position? 
2-9

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

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

X Subject all applicants to a basic screening process consisting of applications and agreements, 

face-to-face interviews, and background checks? 

X Follow up on references? (Don’t assume that applicants only supply the names of people 

who will speak well of them.) 

X Request police records and criminal checks when appropriate? 

X 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, 

X Review and update your organization’s insurance coverage 

X Review your State restrictions and regulations regarding children and youth 

X Establish and follow consistent screening procedures for all volunteers 

X Ask volunteers to sign volunteer agreements and liability waivers 

X Establish effective supervision procedures for all volunteers 

X Orient and train volunteers before they begin their work. 
2-10

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∗

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. 

 

∗

 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. 
2-11

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. 

Wilson, M. How To Mobilize Church Volunteers. Minneapolis, MN: Augsburg Fortress Publishers, 

1990. ∗

 

∗

 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. 

3-1

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 

o 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. 

T
3-2

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. 

Sample Volunteer Handbook Outline

I. Background on Your Organization 

A. History 

B. Mission, goals, and objectives 

C. Culture and language of the 

organization 

D. Programs and clients served 

E. Major events and activities 

II. Organizational Structure 

A. Organization chart 

B. Board of directors 

C. Key staff 

D. Position descriptions 

E. Types of tasks or other ways in 

which volunteers contribute 

III. Facilities 

A. Location of restrooms, supplies, and 

equipment 

B. Storage of personal belongings 

C. Parking 

IV. Procedures 

A. Service requirements 

B. Check-in procedures 

C. Arrangements for breaks, meals, and 

refreshments 

D. Recordkeeping 

E. Training opportunities 

F. Continuation/termination policies 

G. Evaluation procedures 
3-3

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 

X Specific to the requirements of the volunteer position 

X Geared to the skill level of the volunteer 

X Ongoing 

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

X 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∗

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. 

 

∗

 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. 

The Alcohol/Drug 24-Hour Help Line 

The Alcohol/Drug 24-Hour Help Line (ADHL) is a confidential, statewide telephone 

service in Washington State providing assistance and guidance for people with 

alcohol- and drug-related problems. ADHL staff are assisted by part-time 

employees and a corps of about 50 volunteers and 25 volunteers-in-training. ADHL 

has its own volunteer training program. 

4-1 

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 

ust 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: 

X Sufficient orientation to the organization 

X Clear and appropriate expectations 

X Proper training and equipment 

X Ongoing communication 

X Evaluation of performance 

X 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 

J
4-2 

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. 
4-3 

Some of your volunteers may have performance problems that require attention. If so, 

follow these guidelines: 

X Keep the tone serious 

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

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

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

X Include any positive information to balance with the negative 

X Set mutually agreed-upon goals for improvement 

X Offer additional training if appropriate and available 

X 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: 

X Being well-oriented to the workplace 

X Having available training and ongoing 

educational opportunities 

X Having meaningful work with specific 

responsibilities 

X Having a dedicated space and the 

necessary resources 

X Being respected 

X 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 

X 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. 
4-4 

Avoiding Burnout: Questions for Volunteers 

Do you... 

 Have higher standards than most people? 

 Tend to be more self-critical than self-accepting? 

 Feel taken for granted or discouraged in your work? 

 Postpone requests or say, “I’ll get to it,” instead of saying no? 

 Have trouble delegating tasks that you enjoy, knowing that others could 

complete them just as well or almost as well as you can? 

 Fall back on the phrase, “Well, somebody has to do it,” when taking on yet 

another volunteer commitment? 

If you said yes to any of the questions, you might be experiencing burnout. It 

might be time to do the following: 

 Take a step back 

 Try something new 

 Delegate tasks 

 Celebrate accomplishments 

 Seek outside organizational help. 

Source: Adapted from Ontario Rural Council, 2002. 

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: 

X Deliver the recognition in a personal and honest manner. Avoid recognition that is too 

overproduced or rehearsed. 

X 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. 

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

X 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. 
4-5 

Volunteer Profile: Leon 

Location: Seattle, Washington 

Target Population: Individuals who are homeless, addicted, and mentally ill 

Position/Responsibilities: Administrative personnel and teaching faculty 

Manager’s Comments: Three years ago, Leon was invited to tour our facilities by 

one of our supporters and returned to observe a recovery class in our treatment 

program. Since then, Leon has returned to our program nearly every day, working 

35 to 40 hours a week. His arrival coincided with the departure of our staff person 

responsible for operations. Leon has prepared payables, researched and written 

grants, and prepared return correspondence to our donors. He also has helped 

organize our events and fundraisers and has worked with our advocacy staff as 

the first and ongoing point of contact with clients as they enter our facility. In 

addition, Leon has taught classes on "Money, the Market, and Finance," helping 

our clients understand and prepare personal budgets, clean up bad credit, and 

address other financial needs. We do not know what we would have done for the 

past 3 years if Leon had not stopped by for a visit one day. 

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: 

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

X 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. 

X 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. 

X 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. 

X Special celebrations. You can create your own 

celebration schedule to recognize birthdays, 

special milestones, and holidays. 

Volunteer Award 

ABC Organization thanks 

_______________________ 

for outstanding service. 

Jane Doe 

President 

Date 
4-6 

Resources∗

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. 

 

∗

 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. 

Recognition Tips 

 Say thanks. Doing so is cheap and easy, and the results can be pure magic. 

 List new volunteers and volunteer service anniversaries on your organization’s 

Web site or in your organization’s newsletter or bulletin. 

 Surprise your volunteers. Deliver some gesture of appreciation they don’t 

expect. For example, send cards on their birthday and holidays. 

 Organize a volunteer-of-the-month program with special recognition and 

benefits. 

 Pay personal attention to volunteers. Take time to get to know what is 

happening in their lives, and then make an effort to ask them about it next 

time you see them. 

 Offer small rewards, such as soft drinks, a box lunch, a t-shirt, or tickets to a 

movie. 

 Give volunteers written testimony from clients, staff, and important people in 

the community who have noticed their contributions. 

 Host a volunteer party or have a recognition ceremony. 

 Consider ways to recognize volunteers publicly within community newspapers 

or house of worship bulletins. 
5-1 

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 

rogram 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: 

X Provide direction to the board and staff 

X Inform program improvements 

X Support strategic planning 

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

X Support funding applications. 

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

X Describing your program 

X Designing the evaluation 

X Collecting data 

X Analyzing the data 

X 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 

P
5-2 

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: 

X 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? 

X 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)? 

X Program activities. What are you doing to address the problem (e.g., providing tutoring after 

school, engaging youth in community cleanup days)? 

X Program resources. Who are your staff (including volunteers)? What materials and equipment 

do you have? 

X 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: 

X Reaction—How does the learner feel about the training? 

X Learning—What knowledge did the learner gain? 

X Behaviors—What skills did the learner develop? 

X 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: 

X 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. 

X 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? 
5-3 

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: 

X State the purpose of the evaluation, such as improving the program, assessing effectiveness, 

or demonstrating accountability for resources. 

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

X 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. 

X Develop evaluation questions: 

 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: 

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

X Would measurement of the outcome help identify program successes or areas for 

improvement? 

X 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. 
5-4 

Sample Evaluation Plan 

 Evaluation design. Describe the program (goals/objectives) and then identify 

measures or indicators to determine whether and to what extent the program met 

its goals and objectives. Process evaluation can be used to describe key players, 

activities, accomplishments, and lessons learned from implementing the program. 

Outcome evaluation can be used to assess the effects of the program on the target 

population (clients) using a preprogram, postprogram, and followup design (6 

months to 12 months after program completion). 

 Data collection. Identify data sources and instruments for collecting information. 

Primary sources include the people you’ll interview or mail a form to (surveys or inperson interviews) or talk to in a focus group. Secondary sources include written 

materials, such as client records and reports. 

 Data management and analysis. Enter data into a database and perform 

quantitative analysis and qualitative (content) analysis. 

 Reporting. For the process evaluation, use case studies—stories or histories of the 

program that describe key players, activities, accomplishments, major assets and 

challenges, and important lessons learned. These stories will highlight volunteer 

involvement and achievements. For the outcome evaluation, use tables to present 

results and highlight the most important findings. Interim reports (e.g., every 6 

months or year of the program) and a final report would be helpful for both the 

program director and staff and any funding organization. 

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. 
5-5 

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: 

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

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

X Watch volunteers perform their tasks and assess their proficiency 

X Assign an expert evaluator from inside or outside the organization to evaluate the 

volunteers’ knowledge and skills 

X 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. 

Sample Testimonial: Doretha 

My professional career has taken me away from teaching, so when I saw that 

there was a need for tutors, I applied. After successfully completing training, I 

was paired with a woman from China named Shao. When we began working 

together we worked strictly from the grammar book, but as Shao became more 

comfortable with me she began to bring extra work to our lessons, from 

interpreting junk mail messages (“You may already be a winner!”) to questions 

about her daughters’ homework. I am now good friends with Shao and her family 

and Shao’s English and math skills have greatly improved. 
5-6 

Sample Evaluation Report 

Outline 

I. Executive Summary 

II. Background and Purpose 

A. Program background 

B. Evaluation rationale 

C. Program description 

III. Methods 

A. Design 

B. Measures 

C. Data collection procedures 

D. Data processing procedures 

E. Analysis 

F. Limitations 

IV. Results 

V. Discussion and Recommendations 

VI. Appendixes (e.g., data tables) 

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∗

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 [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]. 

 

∗

 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. 
5-7 

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]. ∗

 

∗

 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. 

Appendix A: 

Sample Forms and Worksheets 

A-1 

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: ________________________________________________ 

___________________________________________________________________________________ 

___________________________________________________________________________________ 
A-2 

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. 
A-3 

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.) 

 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. 
A-4 

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. 
A-5 

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 

B-1 

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. 
B-2 

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: 

X Broaden the awareness of legislators, public officials, news media, and the general public to 

the danger of alcohol and drug problems 

X Secure the passage of legislation that brings responsible controls in the areas of alcohol and 

other drug misuse 

X 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 

X 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. 
B-3 

Types of Background Checks and Sources of 

Information 

Types Positions To Be Screened Sources of Information 

Criminal Records 

Use to determine if an individual has 

any recorded information under his or 

her name and date of birth pertaining 

to criminal convictions. 

Any position in which the 

volunteer will: 

• Carry a weapon 

• Drive a vehicle 

• Have access to drugs 

• Have access to master 

keys or other security 

mechanisms 

• Work with women, children, 

or vulnerable clients. 

County, State, and Federal courts 

www.volunteerselect.com 

www.ussearch.com 

www.rapsheets.com 

Department of Corrections Records Same as Criminal Records Most States have a Web site where a 

free search can be conducted 

National Wanted Fugitive Search Same as Criminal Records Most States have a Web site that lists the 

top wanted fugitives 

Motor Vehicle Records 

Use to obtain information on arrest 

warrants issued for failure to pay 

traffic fines, alcohol or illegal drug 

convictions, and accidents. 

Any position in which the 

volunteer will drive a vehicle. 

State Department of Motor Vehicles 

www.volunteerselect.com 

www.ussearch.com 

www.rapsheets.com 

Employment Verification 

Use to verify past employment listed 

on volunteer application, including job 

title, length of employment, salary, 

reason for termination, and rehire 

status. 

All volunteers who have an 

employment history or are 

currently employed. 

Companies and organizations listed on 

the volunteer’s application 

Credit Reports 

Use to obtain a credit/financial profile 

of an applicant (allowed under the 

Fair Credit Reporting Act). 

Any position in which the 

volunteer will have access to 

money or valuables. 

www.volunteerselect.com 

www.ussearch.com 

Educational References and Diploma 

Verification 

Professional volunteers. Colleges and universities listed on the 

volunteer’s application 

Professional License Certification Mental health volunteers, 

physicians, nurses, lifeguards, 

massage therapists, 

cosmetologists. 

Professional organizations listed on the 

volunteer’s application 

Source: Adapted from material from the Points of Light Foundation & Volunteer Center National Network.
B-4 

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 

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

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

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

X 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. 
B-5 

References±

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 [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]. 

 

±

 The views, opinions, and content of these references are those of the citation and do not necessarily reflect the 

views, opinions, or policies of SAMHSA or DHHS. 
B-6 

Other Print Resources∗

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. 

 

∗

 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. 
B-7 

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

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. 

 

∗

 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. 
B-8 

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. ∗

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. 

 

∗

 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. 
B-9 

Other Web-Based Resources¥

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. 

 

¥ 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. 
B-10 

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 and online 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. ¥

 

¥ 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.