AmeriCorps*State’s ability to get service done in Connecticut for over 20 years is a testament to state programs’ commitment to addressing the needs of local communities. One of AmeriCorps’ primary goals is to strengthen and develop communities by engaging Connecticut residents in service. In these economic times, AmeriCorps*State programs now, more than ever before, must seek additional avenues to sustain their efforts. Volunteer participation, outreach at AmeriCorps events, and the resulting collaborations and partnerships can advance a program’s impact on target community needs.

Volunteers are a key component to building a stronger community. At times, the expectations of AmeriCorps program volunteers are unclear. It is up to the Program Director or other key staff to utilize volunteers efficiently and maximize community impact. Volunteers in AmeriCorps programs are viewed as individuals who can expand the reach of your service opportunity’s ability to address identified community needs. For example, volunteers can promote your program to increase networking opportunities, sponsorships and partnerships. Volunteers add to your program’s pool of skills, expertise and talents.

[Volunteer] retention begins when you have accurately described the volunteer position and assessed whether the potential volunteer is right for the job. Hence, retention begins in the interview process. Tune in to the volunteer’s main reason for volunteering and honor this throughout his/her time with you. Retention refers to the volunteer's adherence to the initial contract agreement. If a volunteer is asked to commit 4 hours a week for a six month period, and the volunteer leaves after 6 months, it can be said that the retention was successful.

Retention Tip Sheet from Serve.Nebraska.Gov

Program Directors oversee the recruitment of volunteers. Regardless of how your program structures volunteer recruitment, Program Directors are responsible for integrating volunteers into a service environment where everyone is supported. During the member recruitment process you may find candidates who are not the right fit for your program’s membership. However, these individuals may be good candidates for volunteering with your service program.

Depending on the nature of your program, members (under the supervision of their Program Director) may have volunteer management responsibilities. If so, outlining the duties of volunteers, training volunteers to understand their roles, and instructing members on how to direct volunteers are necessary measures to ensure effective member-driven volunteer management. Volunteers are not members who are bound by the guidelines of a member contract and should not be treated as members. There may be instances where a specific task, function, responsibility, directive and/or expectation are the same for a member and a volunteer; hence, it is important to establish clear distinctions between their roles.

Program Directors should not lower expectations or become lenient with volunteers. A Program Director’s supervision style for volunteers should remain consistent for all volunteers. A great way to connect volunteers is to make each individual feel like they are an integral part of the team. A service environment with a team atmosphere creates a positive, fun, and united volunteer experience for everyone.