General Implementation

  • Plan out, schedule, and document all elements of the program including client identification, engagement, and screening; volunteer recruitment, screening, onboarding, and training; matching clients and volunteers; and procedures for obtaining ongoing feedback and pre- and post- program survey participation. This will help keep you on track and ensure all steps are completed with all volunteers and participants.
  • Include multiple and frequent touchpoints for volunteers and older adults and key contacts for both. Dedicated, hands-on staff and/or highly trained senior volunteers or interns are important. Concerns will arise and staff need to respond quickly to allay volunteer anxieties. Human services programming of this sort cannot run on “autopilot.”
  • It can be challenging to build trust and credibility by phone. Volunteers who are bilingual and come from the communities in which they are serving can help to build that trust and credibility. Use your organization as the pass through for contacts until this trust is built.
  • If possible, separate the roles of the volunteer coordinator from the implementation staff. This will help the implementation staff to focus on keeping the program moving forward while the volunteer coordinator focuses on volunteer recruitment, onboarding and retention.
  • Consider the value of offering both in-person and virtual volunteering opportunities. Is the intention to bring individuals into the community? If so, virtual programming may not meet your needs. But if the intention is to minimize social isolation, weekly phone calls may work perfectly well. Does in person only programming limit participation? Does virtual only programming limit participation? You need to assess the impact of both opportunities on the community along with the availability of and skills to use technology. If the capacity and interest is there, maybe technology training, support and access should be part of your regular program services.
  • Many families have multiple caregivers involved, sometimes up to four or five, rather than just one primary caregiver as initially expected. This includes immediate family members, extended family, and neighbors. The involvement of multiple caregivers may lead to more time-consuming interactions than anticipated, impacting the workload for interns and volunteers.
  • It was helpful to have a timeline in place for every open request for assistance. Consider implementing an internal system outlining when to post opportunities, how much time to wait before sending recruitment emails and letters, etc. This will help to ensure that all opportunities receive equal recruitment efforts.
  • Plan for gaps in program delivery based on volunteer availability. If you know your volunteers will be traveling during certain times of the year, establish a plan of action to fill those gaps.
  • Consider employing a systematic approach to program implementation, including clear timelines, roles, and responsibilities, to ensure smooth execution.
  • Change takes time and patience. Programs “staffed” by volunteers are already very busy and adding to the volunteer workload also takes time.
  • When updating a current program, ensure that what you are considering is embedded in what you already have. The add-ons should enhance or expand the program you already have in place.
  • Provide your volunteer with background information about the care recipient they will be assisting so they can feel equipped and confident when they meet the care recipient for the first time.
  • Many doctor’s offices view the volunteers as support persons, similar to friends accompanying patients, and therefore don’t require additional HIPAA paperwork unless accessing medical portals or records.
  • As the number of volunteers increases, there is a greater demand for management, organization, and communication, placing more time demands on the volunteer coordinator. Staffing needs may change as the program grows.

 Use of Technology

  • Be open to implementing programs in new and different ways such as virtually, asynchronously, in person or a hybrid of all the options. Assist your volunteers, recipients and caregivers by removing barriers to technology. For example, offer a lending library for tables or laptops. Also, try to provide instructions for utilization of technology to anyone interested in learning; self-sufficiency will lead to increased participation.
  • Technology training and access to tech devices are critical in today’s world. When issuing devices to community members, consider using a device management tool that provides remote access to devices addressing issues that otherwise require volunteer intervention to correct. This access is particularly valuable when working in remote areas. One way to do this is using Microsoft Intune. Click this link Microsoft Intune  from softlanding to learn more.
  • When implementing a technology literacy program, it is important to assess the recipients access to the internet and their level of computer literacy. Administering a technology proficiency questionnaire during the intake process can help you gather that information. You can then follow up with a post survey at a time you specify to determine the impact of your volunteer led training and support on the care recipient.
  • When offering a technology loan program to community members be sure to create and have signed loan agreements which documents, at minimum, your expectations for how the device will be handled, when returned and to whom, and the condition it should be in upon return. Provide the recipient with a copy of the signed agreement for their records.
  • Use of text messaging when reaching out to potential and current volunteers may be an become an important communication strategy reducing the loss of contact by those interested community members who do not respond to email or phone, but do respond to text messaging.

 Group Activities

  • Consider offering program activities that include both the care recipient and family caregiver together. This allows the family caregiver to step out of the caregiving role temporarily and enjoy participation in activities with their loved one.
  • When determining the ‘magic number’ that will optimize participation in and effectiveness of a group event, consider topic sensitivity, desired individual/small group engagement, capacity of facilitators, and the defined goals of the session. Keep in mind, determining magic numbers can also require trial and error. Pay attention to what you learn during the trial phase. If providing interactive groups, it is important to consider the ideal group size or magic number of participants to ensure the level of participant engagement you are looking for. Some participants will find participation in group discussion comes easily while others experience discomfort when speaking up in a group. Small groups help alleviate some of the discomfort of group participation by allowing opportunities for participants to get to know each other as individuals and become a community. These community members then genuinely support each other during group discussions. Small group sizes ensure that everyone has an opportunity to speak and feel as if they are heard. Small groups also are easier for moderators/facilitators to manage while encouraging shy participants to speak and monitoring the input of more confident participants. The type of program delivery will also determine the group size. In person programs benefit from eight to 12 participants while virtual/phone programs benefit from fewer participants, four to six participants per group.
  • Tips for workshop implementation:
    • Expect to experience some attrition in each workshop. If the ideal number of participants is eight to ten, expecting to lose as many as five participants, consider registering 15.
    • When determining group size for a workshop/class/program some considerations to take might include the number of facilitators for the event, the level of interaction expected from participants, the sensitivity of the topic being presented, the goals set for the workshop/class/program, and whether the workshop/class/program is presented virtually or in person.
    • Send reminder calls to participants the day before the group is to meet.
    • Add new programming regularly to keep returning participants engaged.

Volunteer Chaperone Programs

  • Consider partnering with organizations to provide private care assistance for the supervision needed post procedure that volunteers may not be qualified to provide. You can then offer that organization as a resource to the care recipient.
  • Be sure to educate facilities supported by volunteer chaperones to ensure they understand the role and responsibilities of the volunteer chaperone and do not expect more assistance than the volunteer is allowed to provide.
  • Establishment of a joint data base agency wide, helps identify care recipients who may be in need of a volunteer chaperone to attend medical appointments and outpatient procedures.
  • Consider bringing in a physical or occupational therapist to talk about falls prevention and transfer safety. They can also help train the volunteers in properly assisting care recipients in and out of vehicles.
  • You may choose to print palm cards that say something like, “I was able to make it to my appt today thanks to ….” This will demonstrate the impact your organization has when requesting support from physician’s  offices and medical facilities.
  • Some volunteer chaperone programs have developed a Pay Your Pal program which utilizes a care recipient’s family or friend as the volunteer chaperone. The organization provides the family member or friend a stipend to cover mileage to each medical appointment or outpatient visit. This frees up volunteers to provide chaperoned rides for those who do not have the same level of support at home.
  • Use of a ride scheduling program has been very helpful to most grantees. Some organizations have care recipients request rides online directly through the scheduling program and volunteers can ‘pick up’ rides online as well decreasing the work load on organization staff.