Effective 

Volunteer 

Practices

Examples from 

ACL Programs

ACL VOLUNTEERISM STUDY | JUNE 2021
ii | 

This guide was prepared by the Office of Performance 

and Evaluation (OPE), Center for Policy and Evaluation, 

Administration for Community Living (ACL), U.S. 

Department of Health and Human Services (HHS), in 

partnership with New Editions Consulting, Inc., under 

contract number HHSP233201500113I/HHSP23337002T.
Effecctive Volunteer Practices | 1

CONTENTS

Background 2

Purpose 2

Effective Volunteer Strategies: Examples from ACL Programs 4

Recruitment 4

Screening and Intake 6

Training, Mentoring, and Supervision 9

Support 11

Recognition 14

Retention 15

References 17

Appendix A. Participant Identification and Representation 18
2 | 

Created under the Omnibus Budget Reconciliation Act 

of 1990, SHIPs are designed to empower, educate, 

and assist Medicare-eligible individuals, their families, and their caregivers through objective outreach, 

counseling, and training, to make informed health 

insurance decisions that optimize access to care and 

benefits. Specifically, SHIPs assist people in obtaining coverage through Original Medicare (Parts A & B), 

Medicare Advantage (Part C), Medicare Prescription 

Drug Coverage (Part D), and Medicare Supplement 

(Medigap). SHIPs also assist beneficiaries with limited 

income to apply for programs such as Medicaid, 

Medicare Savings Program and Extra Help/Low Income 

Subsidy, which help pay for or reduce healthcare costs 

(ACL, n.d.-b)

Services and supports funded through the OAA 

and SHIP are delivered in every state and territory 

Purpose

This practice guide was created as part of the Administration for Community Living (ACL) 

Volunteerism Study project, sponsored by ACL’s Office of Performance and Evaluation.* Its 

purpose is to provide examples of effective volunteer practices adopted by Older Americans Act 

(OAA) program and State Health Insurance Assistance Program (SHIP) grantees. It is intended 

for use by ACL grantees and providers to enhance the use and retention of volunteers to provide 

critical OAA services and health insurance counseling and assistance in their communities.

* ACL Volunteerism Study was conducted by New Editions Consulting, Inc., under ACL/Office for Performance and Evaluation Analytic 

upport Contract (HHSP23337002T).

Enacted in 1965, the OAA created the foundation for 

a comprehensive system of services and supports 

that enables millions of older adults in this country 

to continue to live independently as they age (OAA, 

42 U.S.C. § 3018). Today, programs funded by the 

OAA provide essential services to older adults (i.e., 

generally age 60 and older) – including home-delivered and congregate meals, family caregiver support, 

in-home assistance, preventive health services, 

transportation, job training, protection from abuse, 

and other supportive services – targeting those with 

the greatest economic or social need, particularly 

low-income and minority persons, older individuals 

with limited English proficiency, and older persons 

living in rural areas. These programs play a vital role 

in helping to maintain the health and well-being of 

millions of seniors age 60 and older, reaching one in 

five older adults.

Background
Effecctive Volunteer Practices | 3

through a comprehensive infrastructure known as 

the national aging services network. At present, the 

network consists of 56 state units on aging (SUAs), 

244 tribal organizations, two native Hawaiian organizations representing 400 tribes, 629 area agencies 

on aging (AAAs), and nearly 20,000 local service 

providers (ACL, n.d.-a). These agencies and their 

staff play a key role as they plan and provide the 

actual services to OAA and SHIP service recipients. 

However, the delivery of the services also largely 

depends on the efforts of volunteers. Without volunteers, many programs would not be able to provide 

as many services or reach as many individuals in the 

community as they currently do because funding for 

these programs is limited. 

With the U.S. aging population expected to increase 

substantially over the next 40 years (U.S. Census 

Bureau, 2020), and funding for many of the programs 

not having kept pace with the increase in the aging 

population, it is more important than ever to effectively engage existing volunteers and recruit new volunteers to help OAA programs and SHIPs meet the needs 

of their communities and ensure that services are 

provided continuously, reliably, and effectively. 

Programs that are using volunteers or are planning to 

use volunteers can draw from a wide range of existing 

resources that provide guidance for effective volunteer 

practices. Some of these resources include the 

following:

■ SHIP Volunteer Risk and Program Management 

Policies (ACL, 2016)

■ National Long-Term Care Ombudsman Resource 

Center Volunteer Management Network (National 

Consumer Voice, n.d.)

■ Pennsylvania Department of Aging Volunteer 

Engagement Toolkit (Pennsylvania Department of 

Aging, 2013)

■ Volunteering Reinvented: Human Capital Solutions 

for the Nonprofit Sector (Corporation for National 

and Community Service, 2007)

■ Successful Strategies for Recruiting, Training, and 

Utilizing Volunteers: A Guide for Faith- and Community-Based Service Providers (Substance Abuse and 

Mental Health Services Administration, 2005)

The following section presents specific strategies 

implemented and recommended by OAA program and 

SHIP grantees to recruit, train, engage, and retain volunteers for their programs. Stakeholders shared these 

strategies during interviews conducted as part of the 

ACL Volunteerism Study. For details about how interview participants were identified and which programs 

they represented, see Appendix A.
4 | 

work with partners or volunteers to distribute these materials, but they have also reported buying mailing lists 

(of older adults) and using voter lists to send materials 

directly to specific individuals in the community.

Community Events and Using Media Outlets 

Effective strategy: Take advantage of community 

events and media outlets to reach a wide network of 

potential volunteers in the community at large.

Programs report using a number of avenues to recruit 

volunteers, including program websites, community 

health fairs, online newsletters, radio ads, and social 

media platforms (e.g., Facebook). Organizations 

may have an exhibit table with print materials that is 

staffed by volunteers and/or paid staff.

RECRUITMENT

Word of Mouth

Effective strategy: Use different stakeholders, including service recipients and existing volunteers, to discuss and promote volunteer opportunities, engaging 

with interested individuals one to one. 

Programs have noted word of mouth as one of the 

most effective strategies for recruiting volunteers. 

Individuals who have benefited from the services and 

those who provide the services can tell personal stories and engage one to one with interested individuals 

to provide details and answer questions. In addition, 

they can share their personal experience of how they 

benefit from volunteering or how they and the program 

benefit from the volunteers. Programs also highlight 

that volunteers themselves are a great source for 

recruiting new volunteers. Specifically, existing volunteers can extend personal invitations (“why don’t you 

ride along with me”) and, as noted above, can share 

their experience and make an impassioned ask.

Print Materials

Effective strategy: Use print materials for general outreach as well as targeted outreach to specific groups.

One recruitment method noted to be effective by programs, especially with older adults who have retired, 

is the use of print materials. These may include newspaper ads, fliers, or even postcards. Programs can 

† ACL’s Volunteer Risk and Program Management Policies, https://

acl.gov/programs/senior-medicare-patrol/volunteer-risk-and-program-management-vrpm-policies, are required to be implemented 

by all SHIP and Senior Medicare Patrol grantees.

TIP

Make sure that current volunteers and other stakeholders 

have readily available information about how to connect others 

to volunteer opportunities. For 

example, this could be through 

cards or refrigerator magnets 

handed out at the time of training.

Effective Volunteer Strategies: 

Examples from ACL Programs=
Effecctive Volunteer Practices | 5

Existing Volunteers 

Effective strategy: For programs that offer a range of 

different services, utilize volunteers across services. 

For programs that offer a range of different services 

(e.g., SHIP, meals on wheels, health promotion class), 

existing volunteers may be used across the organization. One program lead recommended creating a central 

pool of all volunteers in the organization and coordinating across service types to provide an opportunity for 

existing volunteers to contribute to different services.

Service Recipients 

Effective strategy: Engage OAA service recipients and 

their family members to encourage them to give back 

by volunteering.

Programs emphasize that many volunteers who 

contribute their time to the programs are those who 

receive services themselves, have received assistance in the past, or are family members of service 

recipients. This population has experienced the 

benefits of the programs themselves and may want to 

give back in turn. Some programs highlight volunteer 

opportunities to service recipients and family members, especially those who have expressed that they 

like the program, talking with them personally about 

their potential interests and existing opportunities 

that match their interests. 

TIP

Develop a short script for 

program staff to use if recipients 

or family members indicate an 

interest in getting more involved 

with the program.

“People that have time in their 

hands are looking for meaning 

and purpose. And I [am] always 

refreshed by the idea [that] volunteers get so much out of their experience, that they’re so grateful to do 

it. And I’m just often aware that I’m 

so grateful for them, but they’re so 

grateful to have the opportunity. So, 

it’s such a 360 degrees. It’s a wholesome thing for so many people. And 

I think it makes a difference in their 

lives as well.” 

 —Senior Center Director
6 | 

may be older adults who have just retired (e.g., attorneys for legal assistance, teachers, public utility workers) or students who need to do field placements as 

part of their educational requirements (e.g., law students who volunteer for legal assistance programs). In 

addition, programs have noted adjusting their recruitment based on changes or needs in the community. 

For example, during the COVID-19 pandemic, programs 

have targeted those who could not go to school and 

those who lost or left their jobs.

SCREENING AND INTAKE

Application Process

Effective strategy: Use a formal application process 

to identify potential volunteers and their interests 

and preferences. 

Similar to paid positions, volunteers apply to programs using an application process. Programs use 

volunteer application processes that vary in complexity, however. Most use a formal online application, 

followed by an interview by a paid staff member (either in person or via phone), about the program and 

activities, screening requirements, volunteer preferences and availability, volunteer roles and responsibilities, training requirements, and the required level 

of commitment.

Job Descriptions

Effective strategy: Develop job descriptions at the 

program level for volunteers to specify roles and 

responsibilities.

Job descriptions can help clarify roles and responsibilities regardless of whether they are intended for 

volunteer or paid staff. Most programs have develVolunteer Organizations and 

Other Community Entities

Effective strategy: Recruit volunteers through national 

volunteer organizations, and partner with other entities in the community to help recruit volunteers.

To recruit volunteers, many programs partner with 

national programs, such as the Retired and Senior 

Volunteer Program (RSVP); local entities, such as religious entities, educational institutions, and businesses; local civic groups or clubs, such as the Lions Club 

and Rotary International; and other agencies in their 

local aging network. In addition to recruiting volunteers for the program overall, these kinds of partnerships have helped programs to recruit volunteers with 

specific backgrounds and skills. 

Specific Populations

Effective strategy: Target recruitment efforts toward 

specific populations, such as recent retirees and 

students or others who may be available to volunteer 

(e.g., individuals who have become unemployed or are 

working part-time). 

Some programs have found it effective to focus their 

recruitment strategies on specific populations. These 

TIP

Develop relationships with faculty and staff of relevant programs 

(e.g., social work, education, 

public policy) and departments 

of local colleges and universities 

to develop internship or other 

similar programs.
Effecctive Volunteer Practices | 7

oped job descriptions for specific volunteer roles 

within their organizations and noted the importance 

of organizations developing their own job descriptions (rather than using job descriptions from an 

entity they contract with, e.g., AAA), as they are the 

ones working directly with the volunteers. One organization posted their job descriptions for prospective 

volunteers online to access as part of the application 

process. Some volunteers assume several roles within one organization and therefore may receive several 

different job descriptions. 

Matching Volunteers to Positions

Effective strategy: As part of the interview, determine 

if the volunteer is a good match for the program, 

identify volunteers’ preferences regarding their 

interests and availability, and determine specialized 

skills and how to use them for the program. 

Since volunteers for OAA programs and SHIPs closely 

interact with others who are seeking support, it is 

important to ensure the volunteers are a good match 

for the program. One program noted observing individuals’ personalities and interpersonal skills during the 

interview to help determine whether they are nonjudgmental, unbiased, reliable, and motivated to give 

back. Some programs noted using screening tools to 

identify potential biases. Programs also discussed the 

need for their volunteers to respect the diversity of the 

people and communities that they will be serving.

Often volunteers are unable to commit 40 hours per 

week to this work. Their availability may be limited 

due to other commitments (e.g., employment, caretaking). All programs noted discussing preferences 

and availability for volunteering early on, to ensure 

volunteers can be matched and assigned appropriately. In addition, volunteers come from many 

backgrounds (e.g., information technology [IT], nursing, marketing, healthcare management) and bring 

“I think to me, the most important 

requirement is that they have the 

desire to give back because if they 

don’t have that, everything, all of 

that—[they] can have a background 

in health, education, and other 

things—if they do not have that 

desire to give back, to me, that’s the 

most important thing.” 

 —Home-Delivered Meals 

 Program Staff
8 | 

driver’s license, own a car, and have car insurance. 

For the Long-Term Care Ombudsman Project (LTCOP), 

prospective volunteers who have worked at a longterm care facility in the past are required to have a 

1-year gap between their employment and returning 

as a volunteer in the facility. In addition, LTCOP staff 

may interview family members or staff at that facility 

to ensure there is no potential conflict. For SHIPs, 

programs verify that volunteers do not have an active 

insurance agent license or perceived connection to 

an insurance company or agent as part of the initial 

screening and also repeatedly (e.g., monthly) while 

they are volunteering. 

Onboarding

Effective strategy: Determine what type of agreements volunteers need to sign and adhere to, and 

provide program details and materials during the 

onboarding process.

Depending on the organization and program, onboarding can vary in complexity. Most programs require 

volunteers to sign a range of documents, including 

an agreement for their commitment (e.g., 2 years), a 

code of conduct or code of ethics, a client confidentiality agreement, a nondisclosure agreement, or an 

agreement that they will adhere to training scripts and 

fidelity requirements. In addition, volunteers usually 

receive an orientation to the organization and program 

and may receive a (volunteer) manual or handbook 

and an ID, depending on the program. One program 

noted having an online orientation video; another 

noted providing jackets and signs for volunteers’ cars 

to ensure they are recognized as representing the 

organization. Once initial onboarding is completed, 

volunteers receive training and mentoring. For large 

entities with multiple programs, volunteers complete a 

central intake or onboarding and then are assigned to 

specific program staff managers to initiate the training 

and provide supervision.

varied personal and professional skills. Programs 

and volunteers noted the importance of discussing 

backgrounds and skills in detail and finding opportunities to use them most effectively. This may include 

using skills that go beyond the defined volunteer role 

(e.g., IT skills). Programs also noted the benefit of 

identifying multiple opportunities within a program 

for volunteers who are interested.

Background Screening

Effective strategy: Conduct background checks 

and check references of prospective and current 

volunteers to minimize risks to service recipients 

and ensure prospective volunteers meet specific 

program requirements.

Since most volunteers who contribute to OAA 

programs or SHIPs directly interact with clients who 

need services and supports to live independently, it is 

important that all volunteers are vetted appropriately 

and do not pose any risks to clients. Most programs 

conduct state and sometimes federal background 

checks (name-based and/or fingerprints) as part of 

their initial screening process and again every few 

years. Given that there is a cost for conducting each 

background check, one program noted conducting 

the background check after the interview to ensure 

the individual is a good fit for the program and has 

confirmed their willingness to volunteer. The type of 

background checks required and how frequently they 

have to be repeated are determined by state and/or 

local programs. Background checks may include information about a person’s criminal history, sex offender 

status, driving record, and past employment history. 

In addition to background checks, most programs also 

check references for volunteers. 

Programs also have specific screening requirements 

based on their program needs. For example, for 

nutrition programs, volunteers have to have an active 
Effecctive Volunteer Practices | 9

TRAINING, MENTORING, 

AND SUPERVISION

Initial Training and Certification

Effective strategy: Provide initial training that aligns 

with general requirements and that is customized to 

programmatic needs and content. Take advantage of 

in-person trainings to observe volunteers and further 

determine their fit with the program, and to build 

cohesion among volunteers.

Different programs have different training requirements 

(i.e., duration and content) and use a mix of online and 

in-person training. Most programs provide an initial 

general training module, followed by more specialized 

in-depth content. The general training may be required 

by the state (i.e., LTCOP) and may be provided online for 

volunteers to complete on their own time. Subsequent 

training tends to be provided in person (or virtually 

during the COVID-19 pandemic) in small class formats 

and may be hands-on with other volunteers. Programs 

noted that small group trainings (5–10 people) may be 

more effective than individualized trainings because 

a group format provides an opportunity for interaction 

and discussion. In addition, it provides an opportunity 

to observe volunteers: how they train, how they participate, and how they interact. Sometimes the training 

and observation can be used to determine when a 

volunteer may not be a good match for the program. 

One LTCOP also used case studies as part of their group 

training, which provided an opportunity for volunteers 

to bond and get to know each other.

Some programs have adopted a train-the-trainer model, 

with experienced volunteers providing the training. The 

number of training hours volunteers have to complete 

also varies. Some programs, like the LTCOP, require a 

minimum of 36 training hours; others, like home-delivered meals, may require very little training and focus 

more on the actual process of delivering services. 

“The impression is that volunteers 

are free, they don’t cost anything, 

just use volunteers to do whatever. 

But there’s so much time and effort 

and work that has to go into [it], to 

get somebody ready to even help 

that you have to budget for that. You 

have to spend money on it or it’s not 

going to work.”

 —ACLProgram Staff
10 | 

For some programs, like the LTCOP and SHIP, program 

requirements and rules change often, requiring volunteers to stay up to date on new information. These 

programs provide regular ongoing training and require 

recertification to ensure volunteers are well informed. 

Most programs provide ongoing training and information dissemination to their volunteers through 

multiple modalities. Programs may provide access to 

monthly webinars, provide annual training that is focused on a specific topic delivered by an expert speaker, and/or provide additional training and presentations during recognition events. Programs may also 

update their volunteers concerning regulatory changes and other program changes through email and 

standing meetings. Some programs conduct monthly 

or quarterly meetings consisting of skill-building 

activities, speakers, question and answer sessions, 

updates, and case discussions.

Mentoring

Effective strategy: Provide mentoring or shadowing 

opportunities for volunteers, and allow them to 

continue to shadow staff until they feel confident in 

their roles. 

Training is effective for disseminating knowledge, 

whereas mentoring can help teach skills and enhance 

volunteers’ confidence in their roles. Program staff and 

volunteers consider mentoring to be the most valuable 

teaching method. Thus, most programs require some 

mentoring or observation before volunteers can “go 

out on their own.” Mentoring may be provided by paid 

staff, such as program coordinators or volunteer coordinators, or by experienced volunteers. 

Some programs (i.e., LTCOP, SHIP) provide structured 

mentorship to volunteers and require a minimum 

number of mentoring hours, with the option of volunteers continuing with a mentor until they feel confident and comfortable in their roles. In addition, one 

Programs use existing training content (e.g., from ACL) 

but also use their own materials. Organizations that 

offer multiple programs may also cross-train volunteers, so they can contribute to any of the programs, 

but allow them to “specialize” in one role, depending 

on their comfort and interests.

Some volunteer programs, such as the LTCOP, SHIP, 

and evidence-based programs, require volunteers to 

complete an exam to get certified. Programs differ on 

how stringent the certification process is. For one of 

the LTCOPs, volunteers have to complete a final test 

and go out with the director to conduct a facility visit 

for the director to observe. As noted by the SHIP program staff, exams are “open book “because volunteers 

are not expected to know everything but need to know 

how and where to find the information.

Ongoing Training

Effective strategy: Use ongoing training as a tool to 

deliver new and updated information and enhance program knowledge. Also provide presentations on relevant topics throughout the year, using guest speakers.

TIP

Take advantage of in-person 

trainings to observe volunteers 

and further determine their fit 

with the program, and to build 

mutual support, commitment, 

and supportive relationships 

among volunteers.
Effecctive Volunteer Practices | 11

SUPPORT 

Leadership Engagement

Effective strategy: Ensure that program leadership is 

engaged with volunteers and champions the important role volunteers play.

Good program leadership can play a significant role 

in making volunteers feel supported and engaged. 

Through their actions and communication, leadership 

can help underscore the important role volunteers 

play, ensure that volunteers feel part of the program, 

and build cohesion between staff and volunteers. One 

member of program staff noted that their director is 

very connected, going to all volunteer events every 

year (in 1 year, taking 11 trips in 10 business days), attending all quarterly meetings (and all virtual meetings 

during the pandemic), and letting volunteers know 

what is happening at the state level and asking them 

for feedback and ideas. 

LTCOP noted requiring new volunteers to go out once 

with each ombudsman to learn about different styles 

and practices. Other programs provide less structured mentorship, with new volunteers shadowing 

program staff or experienced volunteers for varying 

lengths of time. Most programs maintain open lines 

of communication between volunteers and mentors 

for questions and support.

Supervision and Feedback

Effective strategy: Provide support and feedback 

to all volunteers.

Just like paid staff, volunteers need supervision and 

feedback. Programs described supervision as a key, 

though labor intensive, component of operating a volunteer program. Coordinators or supervisors manage 

schedules and assignments, may monitor the timely 

submission of paperwork, ensure volunteers have 

logged their hours, and are available for questions. 

The staff may also provide feedback to volunteers and 

discuss improvements, either as part of an annual 

evaluation or during regular check-ins. Volunteers 

who are having difficulty may be provided additional 

support, mentoring, or training. Depending on the 

size of the organization, coordinators or supervisors 

may be responsible for all volunteers or a selected 

number of volunteers (e.g., volunteers serving a 

specific county only).

Asking for Feedback

Just as volunteers need to know how they are performing; programs need to obtain feedback about 

how they are doing. Some programs provide an 

opportunity for volunteers to provide feedback. For 

example, volunteers may complete an annual survey 

asking about how satisfied they are, what they like/

don’t like, and whether they are receiving sufficient 

support and resources.

TIP

Conducting performance assessments of volunteers similar to 

those conducted with paid staff 

can help make volunteers feel 

more like a part of the program 

and help ensure program quality.
12 | 

Program Culture

Effective strategy: Build a supportive culture in which 

volunteers feel valued and connected.

Like most paid staff, volunteers want to feel that they 

are part of a team and that they are contributing to the 

success of the program. Many programs do not distinguish between paid staff and volunteers, using similar 

procedures and giving them similar responsibilities. 

Some programs call both paid staff and volunteers 

“team members” to foster a work culture in which they 

do not feel different. In addition, a volunteer noted that 

programs need to pay attention to how any changes 

they implement to their operations (e.g., new email system) may also impact volunteers and the work they do.

Dedicated Support Staff

Effective strategy: Hire a volunteer coordinator or have 

staff who can dedicate part of their time to working 

with and supporting the volunteers.

One of the most promising strategies for effectively 

using volunteers is having staff support them and 

help mitigate additional burden on volunteers. Some 

programs have invested funds to hire staff dedicated 

specifically to working with volunteers (i.e., a volunteer coordinator or liaison). Others have set aside staff 

time to ensure volunteers receive the support they 

need and coordinate as much of their work as possible (e.g., scheduling and arranging the classes they 

will teach or co-teach). One program noted using an 

AmeriCorps fellow whom they do not need to pay but 

who serves as a volunteer coordinator for their organization, managing all aspects of their volunteer activities across their OAA programs, including recruitment, 

interviewing, matching, tracking, and support. Regardless of what staff are used, they can help ensure that 

volunteers feel genuinely cared about and recognize 

their contributions, keep everything organized, and 

make themselves available to provide support. 

“Especially our SHIP liaison is so 

appreciative of us. And if anyone’s 

ill, she sends cards, she’s always 

there. You know, I feel so supported. She lives a long way from where 

I live. But I was in the hospital in 

2019 and she came to visit me in the 

hospital. And it was a long wait, on 

a Saturday. So, you know, it wasn’t a 

workday for her. So, I think that she 

does show her care. The whole agency cares for us. And they know that 

without the volunteers, they can’t 

do it all.”

 —SHIP Volunteer
Effecctive Volunteer Practices | 13

Check-In Meetings and 

Supporting Materials

Effective strategy: Create processes for keeping volunteers informed and answering their questions.

Volunteers must feel informed and supported by the 

program staff. Some programs hold regular meetings with volunteers individually and/or as a group, 

to check in with them, answer questions, provide 

reminders and updates, and obtain feedback. One 

program noted having an internal secure website to 

provide its volunteers with helpful resources, including fact sheets and training materials. Some programs 

also have staff who use an open-door policy to remain 

available to answer volunteers’ questions and hear 

about their experiences.

Reimbursements

Effective strategy: Reimburse volunteers for any costs 

they incur as part of their volunteer work.

Programs generally ensure that volunteering does not 

create a financial burden for the volunteers by reimbursing them for any costs they incur and providing 

supplies they need. Most programs either provide a 

mileage reimbursement, based on the federal mileage 

rate for the miles the volunteers have driven, or gas reimbursement. Programs also frequently provide office 

supplies the volunteers may need, such as envelopes, 

stamps, and paper and ink cartridges for printing. 

Programs also usually provide other materials, such as 

training and program materials for volunteers to use. 

Stipends and Other Incentives

Effective strategy: Consider providing stipends to 

volunteers as an additional incentive and to show 

appreciation for their time and efforts.

Even though it presents an additional cost, offering 

a monetary incentive may help retain volunteers and 

“They cover all of our expenses. For 

those people who want computers 

[...] it’s all provided. And not all 

areas do that, but this area elected 

to put money into our, you know, 

our needs so everbody can have 

quality equipment. It’s maintained 

by them. And if I have a problem 

with my computer, all I have to do is 

call one of the SHIP people and she 

will meet me to pick it up. You know, 

it’s a good thing.”

 —SHIP Volunteer
14 | 

and their impact on the community and the program, 

to share volunteer stories, and to hand out awards and 

certificates. In addition, the event provides an opportunity for staff and volunteers to socialize and spend 

time with each other. Programs also use these types 

of events to provide additional training or have guest 

speakers. Some programs have noted making this 

event as high-profile as possible by inviting elected 

officials and state leaders to speak and attend.

Continuous Recognition 

Effective strategy: Build strategies for continuously 

recognizing volunteer contributions during day-today operations.

Programs recognize that volunteers need to feel valued 

more than once a year and use a range of strategies to 

recognize volunteers and their efforts throughout the 

year. Some programs use their website and/or newsletter to highlight a specific volunteer’s contributions 

and showcase the impact of volunteers in general. 

Programs also conduct regular (e.g., monthly) group 

calls to help make volunteers feel connected, provide 

feedback and support, and discuss program-specific 

updates. Writing personal cards, such as thank you 

cards, birthday cards, or anniversary cards, has also 

been identified as an effective strategy by programs 

to show their appreciation and make volunteers feel 

valued. In addition, programs use simple acts of recognition, such as verbal praise. 

TIP

Even if local officials cannot 

attend the recognition event, 

they can prepare a declaration 

that can be read on their behalf 

or sign certificates of appreciation that can be distributed at 

the event.

reduce costs for recruiting and training new volunteers. 

As noted by programs providing disease prevention and 

health promotion services, such as training for chronic 

disease self-management, training volunteers to lead 

these classes is time-consuming and costly. A small 

stipend for completing a class series may increase the 

likelihood of the volunteer staying with the program and 

serving as trainer. Programs have also reported providing other forms of incentives or tokens. For example, 

one program has partnered with a local business that 

pays for volunteers to get car washes or fill up their 

gas tanks. 

RECOGNITION

Annual Recognition Event

Effective strategy: Recognize volunteer contributions 

in a public event.

Volunteers appreciate when their contributions are 

recognized and valued. Programs usually host an 

annual event, such as a brunch, lunch, or party, to recognize volunteers, to highlight the work volunteers do 
Effecctive Volunteer Practices | 15

RETENTION

Expectations and Transparency

Effective strategy: Be clear and transparent with 

volunteers as early as possible in the application 

process about what is expected of them.

At times, an individual may sign up to volunteer but 

then, after they have completed the training or started 

volunteering, decide that the program is not for them 

and stop volunteering. Programs try to be as detailed 

and clear about the roles and expectations as possible 

to avoid volunteer attrition after having invested time 

and money for screening, onboarding, and training. 

For example, programs tell interested individuals up 

front about program requirements (e.g., background 

checks, need to be willing to follow scripts when 

leading classes) and training requirements (length and 

content) and check with each volunteer about whether 

they understand and are prepared to adhere to these 

requirements. 

Flexibility and Accommodation 

Effective strategy: Work with volunteers based on their 

availability and find a way to engage them even when 

there is not a role immediately available for them.

One of the advantages of volunteering is that it 

requires less time commitment than paid positions. 

If programs can meet volunteers where they are and 

allow them to volunteer based on their availability, 

volunteers may be more likely to continue volunteering. In addition, programs may adjust the training 

schedule to accommodate volunteers’ availability 

(e.g., on weekends). Programs also try to avoid turning 

volunteers away by finding ways to engage them until 

the program can assign them a permanent role (e.g., 

use them as on-call substitute drivers). 

“As we, as a network, look at volunteers, we really have to be careful to 

try to strike a balance between what 

the volunteers are willing to do, their 

availability, and compare and contrast that maybe to the needs of the 

program. And there are some individuals who are eager to volunteer in 

some programs, but we can’t make it 

so much of a burden that they were 

turned off by that. That’s a balance 

that program managers really have 

to try to work through.”

 —ACL Regional Administrator
16 | 

Recognizing and Applying Skills

Effective strategy: Identify and use volunteers’ skills.

Volunteers want to know that their skills are recognized and used. Often, volunteers bring skills that can 

benefit the organization beyond predefined volunteer 

roles. For example, a volunteer with an IT background 

may volunteer by conducting outreach and providing 

education, but they may also be equipped to assist the 

organization with IT-related needs. Volunteers note 

that programs should identify their skills beyond the 

volunteer role as part of the interview and find ways to 

use these skills as feasible.

Engagement and Relationships

Effective strategy: Engage with volunteers consistently 

and in a meaningful way to build positive relationships.

Positive volunteer engagement and relationship 

building are key to retaining volunteers. Program 

leads and volunteers consistently highlight the 

importance of engaging with volunteers, regularly 

checking in with them, making them feel connected and part of something valuable and important, 

and treating them respectfully. Programs generally 

consider volunteers part of the team, encouraging 

them to provide honest feedback and then using their 

feedback to make changes. Programs also find ways to 

check in with volunteers and make them feel connected. This includes greeting them and checking in with 

them when they arrive, introducing volunteers to all 

staff, and providing opportunities for volunteers to 

connect with staff and other volunteers.

“It’s just one of those things that 

we found to be, you know, to be 

successful. The more opportunities 

we have to keep connected with 

people, the more apt they are to stay 

on. And now, thanks to these platforms, like Zoom and Google, and 

you know, just picking up the phone 

or sending a card. Believe it or not, 

that’s what people want. They want 

to feel needed. And so, that’s what 

we do.” 

 —Disease Prevention and 

 Health Promotion 

 Program Training and 

 Fidelity Manager
Effecctive Volunteer Practices | 17

Administration for Community Living. (n.d.-a). 

Older Americans Act. https://acl.gov/about-acl/

authorizing-statutes/older-americans-act 

Administration for Community Living. (n.d.-b). State 

Health Insurance Assistance Program (SHIP). https://

acl.gov/programs/connecting-people-services/statehealth-insurance-assistance-program-ship

Administration for Community Living. (2016). 

SHIP volunteer risk and program management 

policies. https://acl.gov/sites/default/

files/programs/2020-07/National_VRPM_

Policies_%28PDF%29%20-%20Sept%202016.pdf

Corporation for National and Community Service. 

(2007). Volunteering reinvented: Human capital 

solutions for the nonprofit sector. https://www.

nationalservice.gov/pdf/07_0719_volunteering_

reinvented.pdf

National Consumer Voice. (n.d.). National Long-Term 

Care Ombudsman Resource Program volunteer 

management network. https://ltcombudsman.org/

omb_support/volunteer/calls-webinars

Older Americans Act of 1965, 42 U.S.C.. § 3018 

(1965). https://acl.gov/sites/default/files/aboutacl/2020-04/Older%20Americans%20Act%20Of%20

1965%20as%20amended%20by%20Public%20

Law%20116-131%20on%203-25-2020.pdf

Pennsylvania Department of Aging. (2013). 

Pennsylvania Department of Aging volunteer 

engagement toolkit. https://conservationtools.org/

library_items/2014-Pennsylvania-Department-ofAging-Volunteer-Engagement-Toolkit

References

Substance Abuse and Mental Health Services 

Administration. (2005). Successful strategies for 

recruiting, training, and utilizing volunteer: A guide 

for faith- and community-based service providers. 

https://www.samhsa.gov/sites/default/files/

volunteer_handbook.pdf

U.S. Census Bureau. (2020). 2017 national population 

projections datasets: Projections for the United 

States: 2017 to 2060. https://www.census.gov/data/

datasets/2017/demo/popproj/2017-popproj.html
18 | 

Participants represented nine different grantee 

programs that use volunteers to provide ACL-funded 

services and supports.

In the third and last step, participating grantees were 

also asked during the interview if they would be willing to invite one of their volunteers to participate in a 

1-hour interview to share their experiences in volunteering with the program. Project staff reached out to 

six volunteers, all of whom agreed to participate. The 

six volunteers represented three different types of 

programs (i.e., Home-Delivered Meals [HDM], LongTerm Care Ombudsman Program [LTCOP], and SHIP).

The flowchart on the next page shows the ACL 

programs and grantee programs the participants 

represented at each of the three levels (federal, 

grantee, volunteer).

As part of the volunteerism study, researchers interviewed 38 stakeholders, representing Administration 

for Community Living (ACL) program staff, staff from 

state agencies and grantee organizations, as well as 

volunteers. Participants were identified in a top-down 

approach, moving from the general national program 

level to specific states and grantees, and then to 

volunteers.

In the first step, the ACL project lead identified ACL 

programs and their leads for potential inclusion in 

the study. These included the ACL program director 

and other program staff, as well as ACL regional administrators. Target staff were invited to participate 

in a 1-hour interview to discuss the role of volunteers, 

their economic value, and effective practices for 

using volunteers. Participants represented 10 different ACL programs focused on aging and disability 

services and healthcare information and counseling.

In the second step, ACL participants were also asked 

during the interview to identify grantees at the state 

level (e.g., state units on aging [SUAs], area agencies 

on aging [AAAs]) and local level who use volunteers 

to provide Older Americans Act (OAA) and State 

Health Insurance Assistance Program (SHIP) services 

and supports in the community. Identified grantee 

leads were invited to participate in a 90-minute interview to share details about their use of volunteers 

(e.g., number of volunteers, number of hours contributed, volunteer roles) and share lessons learned 

for recruiting, screening, training, and retaining 

volunteers. As an outcome of the interviews with 

target grantees, some participants also suggested 

other grantees to target for the outreach. Project staff 

reached out to all suggested contacts and invited 

those who expressed interested in participating. 

Appendix A. 

Participant Identification and Representation
Regional Administrators

Aging and 

Disability Services

Healthcare Information 

and Counseling

No Wrong Door Initiative

(1) ACL Centers and programs represented by ACL participants; (2) state and local program represented by grantee participants; (3) volunteer participants and their program affiliation

Supportive and 

Caregiver Services

Elder Justice and Adult 

Protective Services

American Indian, 

Alaskan Native and Native 

Hawaiian Programs State Health Insurance 

Assistance Program (SHIP), 

Senior Medicare Patrol (SMP), 

Medicare Improvements 

for Patients and Providers 

Alzheimer’s Disease Act (MIPPA)

Programs Initiative

Long-Term Care 

Ombudsman Program Title VI Programs

Nutrition and Health 

Promotion Programs Legal Assistance Services

Louisiana SUA (Office of Elder Affairs)

Louisiana Capital AAA

California AAA (Ventura County)

Wyoming Senior Center (the Hub on Smith)

Maryland Home Delivered Meals (HDM) Program (Cecil County)

Maine Health Promotion/Evidence-Based Programs (Healthy Living for ME)

California LTCOP (San Luis Obispo County)

Florida Dept. of Elder Affairs

Michigan Medicare/

Medicaid Assistance 

Program

HDM Volunteers (N=2)

LTCOP Volunteers (N=2) SHIP Volunteers (N=2)

Aging Services

1

2

3