What Will It Take to Convince nonprofits and funders That Volunteerism Is Worth the Investment?

Just over a week ago, during our webinar Civic Renewal: Volunteerism as the Spark, we had a meaningful and thought-provoking conversation about the role of volunteerism in strengthening our communities. Panelists from across the country shared insights on how civic life is changing—and how volunteers, when engaged strategically, can play a role. 

Still, the one question that continues to surface for me is,   What is it going to take to convince people that volunteerism is worth the investment it deserves?

Despite all the research, all the headlines, and all the heartfelt stories of impact, many still view volunteerism as a “nice to have” rather than essential community infrastructure. Nonprofits are often asked to do more with less—especially when it comes to building or maintaining volunteer programs without the resources to do so.

At Good Strategies, we’ve seen firsthand what happens when organizations treat volunteer engagement as strategic—not supplemental. When nonprofits invest in the systems, training, and leadership necessary to engage volunteers effectively, the results are incredible. Volunteers don’t just “help”—they extend reach, bring in new energy, build relationships, and drive mission-critical work.

But here’s a concern we hear often—and it’s worth naming:
What happens when volunteers take too much initiative or veer away from the organization’s expectations?

It’s a valid concern rooted in real experiences. But these situations are not inevitable—and they’re not a reason to hold back.

When nonprofits implement strong screening, clear role descriptions, thoughtful onboarding, and consistent communication, volunteers are far more likely to thrive within the structure of the organization. These foundational practices provide clarity, alignment, and support—ensuring volunteers contribute meaningfully without going rogue.

And yet, too often, organizations hesitate to fully empower their volunteers.

Recently I worked with an organization that was excited to revamp one of their volunteer programs due to an increase in demand for their services.   They assembled a volunteer committee, embraced new ideas, and seemed ready to make the experience more welcoming and impactful for newcomers. The volunteers were energized. One of their first recommendations? Conduct a short survey with current greeters to understand their experiences and gather input for the future of the role.

What happened next was telling.

The enthusiasm faded. Leadership grew hesitant. Suddenly, the idea of volunteers gathering feedback—asking questions, suggesting change—felt like too much. The project stalled.

Why?

Because for some organizations, volunteerism is still seen through a narrow lens. There’s comfort in keeping it simple. But when volunteers bring strategy, innovation, or even curiosity to the table, it can feel like uncharted territory.

And yet this is exactly the kind of engagement we should be cultivating. Volunteers are not just “extra hands”—they’re untapped reservoirs of knowledge, talent, and lived experience. If we want to solve complex problems in our communities, we need to create space for volunteers to bring their full selves—not just their spare time.

Adding to today’s urgency: At their National Conference in New Orleans, Points of Light announced an ambitious goal to double the rate of volunteering—from 75 million to 150 million annually by 2035 facebook.com+14pointsoflight.org+14apnews.com+14. That is a seismic shift that is going to require that the nonprofit sector be ready for all of this human capital. 

But:
Are nonprofits ready to handle that volume if they haven’t made the necessary investments in volunteer infrastructure? Screening, onboarding, role design, leadership, technology, evaluation—all of that must be in place to sustainably absorb that growth. Without it, quality will suffer, volunteer satisfaction will drop, and community trust could erode.

We know that when volunteers are deeply and meaningfully engaged, organizations flourish.
And we know that when volunteerism is resourced, staffed, and seen as central, amazing things can happen. 

So we ask again:
What is it going to take to shift the narrative—and the investment—toward volunteerism as the essential infrastructure it truly is?

Let’s keep this conversation going.