THE ART OF COACHING FOR VOLUNTEER RETENTION CASA volunteers are ordinary people who do extraordinary work for children in the child welfare system... The mission of Texas CASA is to supp
Volunteers: Our Essential Human Resources
A record number of people are volunteering in the United States Interest and engagement in making contributions to our community wellbeing is robust This is a great sign
Volunteer retention is a major challenge for nonprofits, with roughly one in three volunteers not returning after the first year To build long-term advocates, organizations must engage volunteers in meaningful, personal ways, identify who is volunteering today, and uncover what motivates their service By implementing recognition and appreciation strategies that make volunteers feel valued, nonprofits can strengthen engagement, retain volunteers, and turn everyday helpers into enduring supporters.
VOLUNTEERS: OUR ESSENTIAL HUMAN RESOURCES
WHO ARE VOLUNTEERS, AND WHAT MOTIVATES THEM?
Volunteerism in the United States reflects a rich culture of giving that spans all ages and includes both rural and urban communities, with people regularly volunteering to strengthen their local and national communities In 2013, about 25% of Americans volunteered through organizations, totaling 62.6 million volunteers who contributed 7.7 billion hours of service The economic value of these hours was estimated at $173 billion, highlighting the substantial social and economic impact of volunteering in the United States.
Across the country, more than a third of volunteers who serve with organizations in a given year do not volunteer again the next year, highlighting a nationwide volunteer turnover challenge This high turnover rate affects program continuity and outcomes, and we believe it can be reduced Our commitment is to equip all CASA staff with the understanding and practical skills to improve volunteer retention, including strategies for effective onboarding, ongoing engagement, and supportive supervision By investing in staff training focused on retention, we can help retain experienced volunteers, strengthen CASA programs, and ensure consistent advocacy for children in need.
To maintain a strong talent pool year after year, we must be strategic and intentional in our volunteer programs We should get to know our advocates personally and center our organization on supporting and coaching them By fostering strong, caring relationships among volunteers, CASA staff, and the organization, we create the foundation for sustainable volunteering and ongoing impact.
CASA is a premier volunteer opportunity, and CASA is already ahead of the curve
You are doing these things and doing them well! Keep it up, and use this guide to strengthen your practices and principles.
To think broadly about retaining advocates, let’s take a look at who, exactly, is volunteering—and what motivates them.
• In the U.S., only 25 percent of nonprofits provide volunteers with training
• Only 19 percent have paid staff trained to work with volunteers
• These are two of the primary factors affecting volunteer satisfaction.
• CASA has both training and paid staff to work with volunteers at every agency
• Women volunteer at a higher rate than men across all age groups.
• Of all age groups, 35- to
44-year-olds are most likely to volunteer (30.6 percent).
• More parents with school-aged children
(33 percent) volunteer than their peers without children do (23 percent.)
• Working people volunteer more time than those who are retired
• White people (27 percent) volunteer at a higher rate than other ethnic groups (between
American, Hispanic, and Asian communities, each group does more than one-third of all their volunteering through religious organizations.
In the United States women volunteer at a higher rate than men across all age groups
(Data from Stanford Social Innovation Review, 2009)
VOLUNTEERING IN TEXAS AND IN CASA PROGRAMS
• 8,476 total volunteers served with CASA programs in Texas in 2015.
• Of these, 83 percent were female and 17 percent were male.
• Volunteers 60 years of age and older make up the majority of CASA advocates in Texas
50 to 59 years of age (23 percent),
40 to 49 years of age (19 percent),
30 to 39 years of age (15 percent) and 21 to 29 years of age
• The majority of CASA volunteers in Texas are white (74 percent), followed by Latino/a (14 percent), African American (8 percent) and Asian (2 percent).
• 23.2 percent of Texas residents volunteered in 2014, ranking us
43rd among the 50 states and
• Texas residents donated an average of 28.6 volunteer hours per person, per year.
• 572.1 million hours of service were donated, total.
• $13.2 billion worth of service was contributed by volunteers.
There are currently no published volunteer retention rates for CASA programs across Texas, and this guide aims to change that Appendix A provides mathematical formulas to calculate retention and attrition within your CASA program By tracking when advocates leave and charting these trends, you can implement changes to improve retention and better prepare for the future.
(Data from the Corporation for National & Community Service and Texas CASA Annual Report)
Understanding volunteer motivation shows that a rewarding working relationship with supervisors is a key driver of continued engagement Many volunteers report that their regular contact with and work with the children they serve is rewarding, reinforcing their commitment to the role They also describe a meaningful sense of impact when their input helps shape court decisions, illustrating the tangible outcomes of their service Together, these factors highlight how supportive supervision, direct interaction with children, and visible impact contribute to volunteer motivation and retention.
The value of a well-trained and effective CASA volunteer cannot be overstated, because skilled volunteers drive high-impact advocacy that can be life-changing for the children served Retaining tenured advocates is essential to sustaining meaningful outcomes and ensuring consistent, quality support for each case To achieve this, building a volunteer-centered culture where supporters feel valued, heard, and equipped to succeed is a necessity Understanding what inspires volunteers—the motivations that fuel their commitment to service—helps organizations recruit, train, and retain passionate CASA advocates who make a lasting difference.
Providing a nurturing relationship for a child in need is the number one most rewarding part of being a CASA (and our volunteers do that job admirably, as programs can attest to)
The Office of Survey Research at the University of Texas at Austin conducted a project to identify what CASA volunteers across Texas find rewarding in the work.
Ninety-six percent of CASA volunteers name their relationship with the child as rewarding The relationship with a coach-supervisor comes in a close second, with
91 percent of our volunteers rating their relationship with the coach-supervisor as rewarding.
It is heartening to realize how significant adult relationships are, especially for coaches and supervisors guiding volunteers This role is both a high honor and a tall order, underscoring the crucial responsibility we hold to recognize, nurture, and influence volunteers’ development and well-being through supportive, trusted relationships.
The value of a well- trained and effective CASA volunteer cannot be overstated.”
To deepen a potential volunteer’s attachment to CASA, invite them to connect their personal values with our vision at the start
Below, we list a variety of core values Choose your top three
On the next page, write about your core values Take this opportunity to do the exercise with your volunteers, clarifying and aligning your guiding principles Understanding both your own core values and those of your volunteers is essential for authentic connection and lasting team cohesion.
Use this exercise to guide a positive conversation and to inspire people to bond over what they care about most
GET TO KNOW YOUR VOLUNTEERS PERSONALLY
Statistics provide the big picture, but to truly understand volunteer retention you must connect personally with individual volunteers Talking directly with volunteers reveals why they stay or leave and uncovers what keeps them engaged, motivated, and energized, enabling targeted retention strategies that sustain volunteer commitment and impact.
Whether you’re working with new recruits or seasoned advocates, invest time in getting to know them personally to build genuine connections within your team Encourage them to see you as a unique individual beyond your formal roles—as a coach, supervisor, or any organizational title—so trust, engagement, and collaborative leadership can thrive.
• What makes them feel accomplished?
• What kind of recognition do they like to receive?
• Are they an introvert or an extrovert?
• What do they like most about themselves?
• What do they want to share?
• What is most rewarding in their lives right now?
• What is most challenging in their lives right now?
• What brings them happiness, and what brings them sadness?
• What are the main emotions they bring to their
• What kind of family, friend or community support do they have?
• What kind of community were they raised in?
• What kind of people do they feel most comfortable with?
• Who can they bring in to join them in volunteering?
• What are they most proud of?
• What are their best self-care strategies?
• What kinds of music, books, movies, TV or sports do they like?
• What are their favorite foods and recreational activities?
Regular, warm conversations that start with check-ins about the volunteer’s life and wellbeing make good groundwork for a coaching relationship.
Coach-supervisors should ask volunteers
• Do you have the necessary tools to get the job done?
• Are there any problems with the work that I can help you with?”
Volunteers need to feel like their work is meaningful, of value and making a positive contribution Beyond that, what factors really influence them to come back year after year?
Volunteer motivation centers on three core desires: the drive to achieve—doing tasks well and reaching personal goals; the need for affiliation—the wish to belong to a group they admire; and the desire for power—the ability to influence events and people Together, these motives explain why people volunteer, how they choose roles that offer meaningful challenges and social connection, and why they stay engaged when they feel effective and valued within their community Understanding these three core desires helps organizations tailor recruitment and retention strategies to align volunteer roles with opportunities for achievement, belonging, and influence.
Achievement: the desire to achieve excellence and to take pride in one’s accomplishments.
Affiliation: the drive to fit in to a group and have strong, harmonious relationships.
Power: the desire for influence and control, and to see the impact of one’s actions.
Use the chart on the next page to determine your primary motivational style Then consider your volunteers, identify each volunteer’s key motivator, and tailor the recognition you provide to align with their individual motivational needs.
Motivational styles influence behavior, outlook on life, the roles people aspire to, how they prefer to be recognized, and how they work with others These styles serve as practical guides to understanding others While individuals may respond differently in various situations, certain tendencies are often prevalent, offering insight into why a person acts or responds the way they do.
Person Spends Time Thinking About
What Charges the Person’s Battery?
Affiliation • Concerned with being liked and accepted in interpersonal relationships
• Generates warm and friendly relationships
• Wanting to be liked and ways to achieve It
• Likes to be popular and well thought-of
• Dislikes being alone in work or play
• Wants own ideas to predominate
• Use of influence to win arguments
• Increasing status and personal and professional authority
(Source: Adapted from National 4-H Youth Development Program, National 4-H Council,
Genuine appreciation and expressions of gratitude for volunteers is retention fuel
It makes a program run But what kind of recognition will motivate your volunteers best?
People’s motivational styles generally fall into three main groups: achievement-oriented, affiliation-oriented, and power-oriented Each group responds best to a distinct type of recognition, which helps you achieve the best results Altruism, compassion, care for children, and a desire to make the world better underlie most volunteers’ motivations Motivational style is a feature of personality, and understanding it will help you choose how to express thanks effectively.
For achievement-oriented volunteers, ideal recognition:
• could come in the form of additional training or assignment to more challenging cases or tasks
• is best linked to very specific accomplishments that are noticed and celebrated
• uses phrasing such as “Best” or “Most”
• could employ certificates, plaques, pins and other external markers
For affiliation-oriented volunteers, recognition:
• might be the opportunity to speak publicly to the media
• might be a request that they represent CASA volunteers in the local region or at state- wide meetings or conferences
• could be given publicly in presence of peers, friends or family
• should come from executive leadership or on behalf of CASA as a whole
• could be a t-shirt, coffee mug, magnetic nametag or other CASA-branded items
For power-oriented volunteers, recognition:
• could reflect “promotion” or granting the volunteer greater access to leadership opportunities, authority or information
• should reference specific outcomes that they have helped achieve, such as influence on larger systems like CPS, the courts, residential treatment centers or foster homes
• should be announced to community at large, such as in the newsletter or at an awards ceremony
• is strongest when made by executive leadership or invited celebrity guests
If you are ever in doubt about how to recognize and appreciate a volunteer, ask them
What’s Recruitment Got to Do With It?
Recruitment is an ongoing, dynamic process that demands creativity, dedication, ingenuity, and sheer grit A successful long-term retention strategy relies on a multi-faceted recruitment plan that is carefully organized within a comprehensive framework Each facet should carry a warm, personal touch, reflecting our evolving approach to volunteer management and our commitment to meaningful engagement By integrating outreach, selection, onboarding, and ongoing support into a cohesive plan, organizations can attract committed volunteers and keep them engaged over time.
Recruitment should involve everyone in your organization, not just a dedicated team Equip your people to recruit friends and community members by crafting a short, compelling message that excites prospective applicants and motivates them to apply Clear, concise messages boost the effectiveness of one-on-one recruiting and help your network spread the word more efficiently.
When advocates clearly understand the benefits of their contribution from day one, they are more likely to stay engaged through orientation and training and proceed confidently to their first case—and to the subsequent cases they will handle.
• The statement of need (need of the clients, not agency)
• How the volunteer can uniquely help
Use the example below to guide your own creation of a simple, compelling message.
Statement of need Many elderly people in our community live lonely stretches without a warm smile or embrace.
How to help Your family could volunteer to “adopt” one of these senior residents
Position requirements Volunteers commit to hosting at least 1 family dinner per month with their adopted senior resident for at least 1 year.
The members of your family will experience some rare quality time together while learning from an older generation and giving an elder in our community a real lift.
WHAT’S RECRUITMENT GOT TO DO WITH RETENTION?
WHO SHOULD WE FOCUS ON RECRUITING, AND HOW?
How people get involved has an effect on whether or not they stay involved over the long-term
About 41 percent of volunteers become involved with an organization after being asked to volunteer by someone they know personally who works in the organization.
Recruit people through your volunteers.
Nonprofits that use volunteers to recruit others one-on-one are best able to retain people over the long-term
Recruit through faith-based communities.
Religious organizations attract more volunteers in the United States than any other sector, making faith-based groups the primary source of volunteering nationwide About 70% of these volunteers remain active from year to year, demonstrating strong retention within religious communities Furthermore, African-American, Hispanic, and Asian communities contribute more than one-third of all volunteering through religious organizations, highlighting the significant role of these groups in faith-based service.
Recruit in culturally diverse communities.
Build intentional, long-term relationships with culturally diverse communities Seek to understand what would draw potential advocates to CASA service, and to offer a variety of volunteer opportunities.
Involve Coach-Supervisors in the Process
Case coach-supervisors and volunteer coaches are people with unique interpersonal styles, and recognizing these preferred ways of relating to others can boost coaching effectiveness Just as a small business owner with twenty staff would hire people whose attributes align with the workplace, case coach-supervisors should have input on which clients they can best coach, to ensure better compatibility, communication, and outcomes.
Nonprofits that use volunteers to recruit others one-on-one are best able to retain their volunteers over the long term
TRY ON DIFFERENT RECRUITMENT APPROACHES
As we shift from a traditional recruitment style to a volunteer-centered one, we have a great opportunity to evaluate strategies and methods
• Pre-defined roles based on what works for your program
• Recruitment done during regular business hours
• Roles are generic and “one size fits all”
• Agency is passive; volunteers fill out an application at a desk
• Has the feel of a personal invitation and relationship
• Recruiter delivers a compelling emotional message
• Can happen outside of business hours and office doors
• Targeted message and use of various media, especially social media
• Roles are customized (matched with interests and identities)
Useful to attract the 41 percent of volunteers who will come forward of their own initiative.
• distribute posters, brochures, notices in the media
• spread recruitment graphics via social media
Useful to approach a small audience such as religious congregation, community groups, and affinity-based meetings
• fine-tuned speeches and handouts
• based on what would appeal to a particular targeted group
• refers the connection of need to the group, or the group’s history of addressing the need in the larger community
• using the language and communication methods the group prefers
Sphere of Influence and Face-to-Face Recruitment
Useful to reach out to populations you are already in direct or indirect contact with Face-to-face recruitment within the sphere of influence is the most effective method.
• approach friends and colleagues of your current volunteers, staff and board
• approach former clients, adoptive parents, their friends or relatives; former foster youth alumni
• approach people in your program’s neighborhood
As we shift from a traditional recruitment style to a volunteer- centered one, we have a great opportunity to evaluate strategies and methods
More and more people use social media platforms such as Facebook, Twitter, YouTube, Instagram, and LinkedIn to connect with friends and family and to build communities Americans engage with social media in different ways and may respond to recruitment messaging differently depending on their age or generation To maximize effectiveness, vary the message and format, and review recruitment materials with focus groups or surveys to learn which strategies and tones resonate best with each audience To reach a multigenerational audience, tailor content across channels and formats, and continuously test and refine your approach based on feedback from focus groups and surveys.
• Expect invitations through Facebook and Eventbrite, rather than email
• Respond much faster to text messages than phone calls
• Merge the professional with the personal
• See personal information and experiences as news
• Need short, visually engaging messages
• Respond to irony or campy tones
• Want to connect with earlier generations for job opportunities and networking
Silent Generation and Baby Boomers:
• Respond to sincerity more than irony or campy tones
• Use email or phones for event planning and invitations
• Have more privacy concerns about social media than younger generations
• Like a relationship to be built by organizations prior to receiving any pitch
USE EVERY MEDIUM OF COMMUNICATION –
• Establish and maintain a presence on social media, including Facebook and Twitter (trusted volunteers can post on/manage these)
• Circulate cheerful recruitment emails amongst your contacts, encouraging people to forward them to friends and listservs
• Make sure your agency website is modern, clear and up-to-date
• Make sure your website has a clear, easy-to-read recruitment page
• Include a reply form on your website for people to enter their email address and phone numbers
• Follow up on candidates immediately by email, phone and text
• Involve an interested volunteer as quickly as possible, even if the next orientation is months away
Volunteer retention is hampered by an aging volunteer pool, and our efforts to recruit younger volunteers in our service area have proven challenging Despite outreach, attracting a younger volunteer base remains difficult The primary reason advocates leave our program is personal health issues or a spouse’s health problems.
− Hill Country CASA, Kerrville, TX
FORM A VOLUNTEER RECRUITMENT AND RETENTION COMMITTEE
To sustain strong recruitment and retention, form a guiding committee to oversee this work The committee should include leadership, staff, board members, and volunteers, plus a representative from the faith community and experts in media or public relations who can help with outreach, and it should welcome volunteers and others who want to contribute even if they aren’t advocates To ensure broad representation, include members from both rural and urban areas and from different generations.
• Social media, social media, social media! Get Gen
X and Millennial friends or family to create graphics and recruitment posts and share on Facebook,
Twitter, Pinterest and other platforms.
• Determine which nonprofits you might partner with at their community events Ask for a booth, or ask to present information to their constituents
• List local religious organizations Assign who contacts them based upon who has relationships there and ask to speak to congregations and meetings
• Seek media coverage through letters to the editor, offering reporters invitation to CASA events, and offering press releases and newsworthy articles.
• Explore paid advertising opportunities like newspaper, radio, television, online, billboards, banners, etc
Request that the company who owns the media become a CASA sponsor and donate the space.
• Conduct a survey of former and current volunteers to assess retention challenges
• Use results of the survey to direct retention activities, and provide information to assist program leaders in identifying operational issues
Develop an annual calendar of volunteer activities to sustain engagement and recognition throughout the year The plan can include birthday cards and notes of appreciation for volunteers, a "Volunteer of the Month" program with flowers or cookies, and newsletter shout-outs to celebrate volunteer successes—whether CASA-related or not—thereby highlighting impact and encouraging ongoing involvement.
• Create a special cozy, decorated “place to be” for volunteers in your office
We have a volunteer recognition dinner given by board members where an array of awards are given to volunteers, like:
• “Falalalala Award” given to the volunteer with the most Christmas cheer;
• “Road Warrior Award” given to the volunteer who travels the farthest to see kids;
• “Longevity Award” given to the advocate that has been with the same program the longest;
• “Rookie of the Year Award” for the volunteer that has only been sworn in a year or less and is making strides on their case.
We make up awards every year!
Everyone leaves the dinner with something I tell a CASA story to the board about almost everyone there so the board puts names with faces.”
− CASA of Southeast Texas, Beaumont, TX
We are working on a major mail project with the local post office to target specific mail routes we believe could generate new volunteers.”
− CASA of Trinity Valley, Athens, TX
All agencies rely on volunteers, and it can be tempting to hire anyone who applies and meets the basic criteria But for better volunteer retention, carefully evaluate the qualities a prospective volunteer would bring to the job Look beyond the bare qualifications to assess attributes like commitment, reliability, communication, teamwork, and alignment with your mission Prioritizing these qualities when recruiting volunteers helps build a stable, effective team and improves retention over time.
Don’t let pressure to recruit new volunteers push you into hiring people who won’t become sturdy long-term volunteers, such as those who advocate on more than two consecutive cases with the agency Prioritize candidates who demonstrate sustained commitment and consistent advocacy across multiple cases, building a stable volunteer program instead of short-term gains.
Recruits need to bring a few core competencies from the start Once you determine that they have these, your training and coaching efforts will build more.
Competencies are an individual's demonstrated knowledge, skills, and attributes (KSAs) performed to a defined standard They are observable, behavioral acts that require a combination of KSAs to execute successfully By identifying competencies, organizations can tailor interview questions, determine relevant training topics, and establish measurable performance metrics for annual evaluations.
Determining the right competencies can be challenging, yet it becomes clearer when we examine what we communicate and practice daily By aligning with our mission and purpose, evaluating existing training curricula, reviewing the CASA job description, and engaging in open team discussions, the core competencies naturally reveal themselves with minimal effort.
RECRUIT PEOPLE WHO BRING NEEDED COMPETENCIES AND SKILLS
Sets own boundaries and respects the boundaries of others
Maintains objectivity Anticipates and recognizes potential problems
Bases decisions on thorough review of all information Evaluates alternative decisions
Works independently yet realizes the importance of collaboration
Is self-motivated Recognizes when to seek guidance and support
Confidentially states position in oral and written communications
Is persistent in pursuit of information
Willing to challenge the status quo
Effectively articulates point of view Speaks and writes clearly and concisely Manages conflict effectively
Treats others with dignity, respect and positive regard
Is forthright Shares information appropriately
Is aware of and challenges own biases
Is open to and respectful of other cultures, experiences and perspectives
Is sensitive and responsive to different cultural circumstances Has a basic knowledge of:
Abuse and neglect Child development Roles (CASA, Case Manager, Attorney, Therapist, etc.)
The chart identifies six competency categories and the corresponding knowledge, skills, and attributes (KSAs) that equip CASA volunteers to be effective advocates for abused and neglected children As a program, our goal is to help every CASA volunteer grow in these competency areas as they work on their cases.
Competency Category Knowledge, Skills And Attributes
Confidently states position in oral and written communications
Is persistent in pursuit of information Willing to challenge the status quo
Communication Effectively articulates point of view
Speaks and writes clearly and concisely Manages conflict effectively
Treats others with dignity, respect and positive regard
Is forthright Shares information appropriately
Cultural Competence Is aware of and challenges own biases
Is open to and respectful of other cultures, experiences and perspectives
Is sensitive and responsive to different cultural circumstances
Sound Judgment Sets own boundaries and respects the boundaries of others
Maintains objectivity Anticipates and recognizes potential problems Avoids making assumptions
Bases decisions on thorough review of all information Evaluates alternative decisions
Initiative Works independently yet realizes the importance of collaboration
Is self-motivated Recognizes when to seek guidance and support
Foundations of Knowledge Abuse and Neglect
Child DevelopmentRoles (CASA, Case Manager, Attorney, Therapist, etc.)Systems (CPS, Court, Education, Behavioral Health)
Volunteer Recruitment-to-Date Assessment Sheet
1 Identify (specifically) the last three actions taken to recruit volunteers for your program and answer the questions in the last two columns below:
Action – Describe briefly what was done, by whom, with what materials, etc.
How or why did you select this action? What were the results?
2 List all the places – online and in the real world – in which you have registered your search for CASA volunteers Put the date you last refreshed the posting
Registry, Listing, etc Last refreshed on:
3 Describe the ideal candidate for the CASA volunteer position.
4 Are there any special target groups you most want to recruit from (gender, ethnicity, age, education, etc.)? List.
Volunteer Recruitment-to-Date Assessment Sheet page 2
5 Thinking back over the last few years, what have been the most successful ways or places that you have found the types of volunteers you most want?
6 Why do you think people volunteer for CASA?
7 What do you think stops people from volunteering for CASA?
8 What would help you to be more successful in recruiting volunteers for CASA?
Plan a networking gathering for advocates where each attendee invites one guest, creating a welcoming space for meaningful connections Offer drinks, light snacks, and engaging icebreaker games to help people mingle, get to know one another, and learn about the agency, ultimately strengthening relationships and collaboration among advocates.
2 Engage volunteer coach-supervisors about the qualities they are looking for in volunteers What works? What doesn’t? What kind of person do they look for, in particular?
Nurturing A Volunteer-Centered Culture
WHAT IS A VOLUNTEER-CENTERED CULTURE?
If we place volunteers at the center of our priorities, the organization will be designed to fit the volunteer’s needs, which will ultimately benefit everyone.
If we place the organization at the center of our priorities, our practices will benefit the organization’s needs, but volunteers will be fit in and around them
Five principles guide volunteer-centered organizations:
• Volunteers are vital and valuable contributors (not free labor)
• Coaching-supervision means forming and maintaining good relationships
• Everyone should be available to help and mentor volunteers
• Support, recognition, evaluation and positive guidance are provided
Many CASA programs already foster a welcoming environment and implement a wide range of positive practices, but there is still room to grow Retention occurs when all elements align—the result of meaningful volunteer work performed by the right volunteer in a welcoming environment.
To create the best possible environment for volunteer fulfillment, let’s start with looking at the organization as a whole.
• How does your agency keep volunteers at the center?
• In addition to case/coach-supervisors, who is supporting volunteers?
• What is your volunteers’ level of ownership of the mission and organization as a whole?
• Are volunteers integrated into your agency in roles beyond advocate?
• Are volunteers consulted and involved in big decision-making processes and strategic planning?
• Does your physical environment look and feel welcoming and celebratory of volunteers?
[S]ome charities may supervise and communicate in a way that volunteer experiences feel too much like the grind of their daily jobs rather than an enjoyable avocation.”
− Volunteer Management © Bob Daemmrich Photos
This resource presents the key attributes of a volunteer-centered culture Review the list and honestly reflect on the questions it raises to gain clear insight Share your reflections with colleagues and display them on a bulletin board as a constant reminder of the qualities your agency strives to embody If you identify areas needing attention, develop a concrete plan to address them and monitor progress over time (Resources, p 91).
Check the box beside the statement(s) that apply to your program
Our mission is volunteer dependent Staff- provided advocacy is inherently less valuable than advocacy provided by volunteers, and our program reflects this value through our engagement with volunteers, our policies and procedures, regular measures of volunteer satisfaction and adherence to related standards
We create a welcoming and supportive environment for our volunteers through positive interaction with all staff and board members
We have a well-maintained office with space and equipment dedicated to volunteer use
We respect and value the time our volunteers dedicate to our program and offer our assistance wherever and whenever needed
Our recruitment plan is team-developed and implemented by many, ensuring broad buy-in across the organization Recruitment training is incorporated into staff time, board meetings, and volunteer in-service, promoting consistent preparation and knowledge sharing By prioritizing the care and consideration of the needs of prospective volunteers, we provide the foundation for our recruitment activities.
Pre-service training is conducted regularly at times and locations convenient for participants Staff members who work directly with volunteers participate in the pre-service training, ensuring consistency and alignment across the program Our trainers have completed national-level training, demonstrating a commitment to high-quality instruction and effective volunteer support.
CASA’s Training of Facilitators for the National
CASA Pre-Service Curriculum Volunteers who have completed our pre-service training are prepared for the work of advocacy
Staff members proficient in advocacy and volunteer-management coach volunteers to enhance engagement and outcomes, providing guidance that aligns with organizational goals They regularly consult with coach-supervisors to review progress, discuss strategies, and support volunteers’ development The coaching process emphasizes effective methods for addressing conflict with volunteers, ongoing performance assessment, and taking ownership of each volunteer’s tenure to ensure accountability and lasting impact.
Our leaders work proactively with stakeholders to assure volunteers are able to perform their duties without undue interference and are treated with respect
We regularly solicit feedback from our volunteers regarding their experiences with our program We utilize this feedback to improve practice whenever possible
We understand the dynamics of secondary trauma when working with abused or neglected children and we offer support to our volunteers as appropriate – including periods without a case – when requested
We invest in our volunteers by empowering them to take an increasingly vital role in the success of our program through legislative advocacy, specialized advocacy services, participation on advisory committees, mentoring, and other flexible opportunities.
We continuously recognize and extend our appreciation for the work of volunteers through our everyday interactions and special celebrations.
As you examine your agency, also take the opportunity to ask volunteers how they feel about these items.
VOLUNTEER-CENTERED CULTURE CHECKLIST FOR PROGRAMS
One day my coach- supervisor said,
“You do such a nice job, I know I can trust you.” It was great to know she felt that way.”
At CASA, we actively recruit and recognize the value of a culturally diverse volunteer corps
In order to support and welcome every volunteer equally, staff members should be culturally competent This includes the ability to:
• value and support volunteers of any race and culture
• value and support volunteers of different age groups and generations
• value and support lesbian, gay, bisexual and transgender volunteers
• value and support volunteers of differing political beliefs
• value and support volunteers of all religious and spiritual backgrounds
• have honest, open conversations about privilege and difference
As an organization, we are dedicated to removing barriers to equity and diversity and fostering an inclusive environment We prioritize cultural competency training for leadership, staff, and volunteers to equip everyone with the skills to understand, respect, and respond to diverse perspectives When bias is suspected, we take proactive action to address it promptly and effectively, reinforcing our commitment to an equitable, diverse, and inclusive workplace.
Leadership should first ensure that they themselves are as culturally competent as possible, and then be confident that staff serve and support all volunteers without bias Similarly, coach-supervisors should receive training on cultural competence and bias prevention and be confident that volunteers serve the children and families assigned to them without bias—otherwise, the case should be reassigned.
Proactively protect CASA’s work—don’t wait for an incident to occur Regularly ensure everyone is on the same page, with clear alignment across teams on goals, processes, and safety standards Treat diversity as a holistic value that informs decision‑making, enhances problem solving, and strengthens resilience By fostering ongoing communication and alignment, CASA reduces risk, improves performance, and preserves trust.
EMBRACE VOLUNTEER DIVERSITY KNOW WHERE PEOPLE STAND
We strive to retain every volunteer by ensuring that no case is compromised by biases that could undermine their effectiveness, protect children and families from exposure to biased advocacy, and uphold staff safety by enforcing zero tolerance for prejudicial speech or conduct in all programs.
Whenever biases or negative beliefs about any other group surface within the CASA community, offer education, training, and coaching to the individual If these biases and beliefs persist, treat the issue as the highest priority and take appropriate action, which may include removing the volunteer or staff member from service.
Issues of Race, Religion and LGBT Inclusion
Many volunteers are inspired by moral and religious values, but successful programs require staff and volunteers to value all religions and people of different faiths equally, without prioritizing those who share their own faith or background An inclusive approach ensures respect for diversity, equal treatment, and a welcoming environment for everyone involved Faith-based intolerance is as harmful as any other bias and undermines the mission to help others.
Racism and poverty disproportionately affect families of color, contributing to higher rates of child welfare cases and removals from these communities This pattern reflects a historical denial of resources and safety to these communities Volunteers and staff must understand how systemic inequalities shape the experiences of the families they serve in order to provide informed, equitable support and advocacy.
Equality, dignity, and civil rights for lesbian, gay, bisexual, and transgender people are values that CASA programs, staff, and volunteers must uphold The 2010 U.S Census shows that among 1.6 million adopted children in the United States, 65,000 are raised by gay and lesbian parents (about 4%), and roughly 14,000 foster children (about 3%) live with LGBT parents Therefore, it is essential that CASA staff welcome and support LGBTQ volunteers and that volunteers are trained to work effectively with LGBTQ youth and their families.
The opportunity to learn from those with different life experiences is one of the great benefits of the CASA community.
Coaching Is the New Supervision
COACHING IS THE NEW SUPERVISION
A coach-supervisor is a powerful role model who consistently demonstrates confidence in each individual
• A coach is someone who helps you do something you cannot do by yourself
• The coaching relationship is one of equals, not a hierarchy
• The coach sets standards and assists in creating strategies
• The action and doing are the responsibility of the advocate
As coaches, we guide volunteers through a dynamic growth journey, discovering how they want to develop as individuals and advocates, and delivering personalized attention to help them fulfill their potential This people-centered approach nurtures their growth, builds leadership skills, and empowers volunteers to make meaningful contributions within the organization and the broader community.
As coach-supervisors, we help volunteers stay on track, meet the requirements for service to their case, measure their performance, deal with problems and increase their skills
The two roles go hand in hand.
We employ volunteers because of the very special attributes they bring to this unique job:
• a wide range of backgrounds and experience
• professional skills from varied careers
• empathy, care and emotional resources
We engage volunteers as community advocates—not due to a lack of funds to hire staff, but as a deliberate choice to collaborate with community members We invest time, resources, staff, and recognition to cultivate volunteers' skills, because their hard work has real value that they donate to the cause By embracing a coaching model, we maximize this value and acknowledge how precious each person's participation is.
Coaching Tips from the Leadership Playbook
We offer these tips from Nathan Jamail, author of the Leadership
Playbook: Creating a Coaching Culture to Build Winning Business Teams, to stimulate your ideas about coaching
1 Make the team more important than any individual.
2 Don’t avoid conflict – use it!
3 Act before a response is needed.
4 Pay attention to top performers and focus on making more of them.
Let’s look at these tips one by one and see how they apply to CASA programs.
1 Make the team more important than any individual.
People work most effectively when they are on a team – a team that allows space for individuality, and provides a set of reliable connections.
Create a volunteer team that stays human-sized to preserve clear communication and strong accountability Design the structure so it fits your coaching group and caseload, choosing either three teams that cover the entire workload or one larger team that breaks out into separate cohorts A three-team arrangement can efficiently manage roles and responsibilities, while a larger team with cohorts offers scalable flexibility as needs evolve Keeping the team compact and collaborative boosts engagement and impact for volunteers, coaches, and the people you serve.
A strong team fosters creativity and ideas, supports effective problem-solving, and promotes wellness by encouraging open communication and mutual care To facilitate this, organizations can establish practical collaboration channels such as a group email advice chain, a private Facebook group, cohorts that meet for coffee once a month, or groups that share tasks These structures sustain ongoing collaboration, spark innovation, distribute workloads, and maintain well-being within the team, ultimately driving productivity and success.
CASAs regularly confront intense, sad information and upsetting truths, so a supportive team is essential for everyone’s wellbeing The team fosters storytelling and empathetic listening to sustain emotional health and resilience Like a family, team members learn about each child’s case and genuinely care about their welfare This collaborative approach breaks isolation and pools the resources of knowledge, compassion, and skill to strengthen advocacy for children in need.
2 Don’t avoid conflict – use it!
Many of us are socialized to avoid conflict at all costs, but avoiding disagreement drains energy, information, and forward motion from teams and organizations When we shy away from healthy conflict, we miss opportunities for diverse ideas and better solutions In such environments, not everyone contributes their ideas, and valuable insights go untapped Embracing productive conflict can boost collaboration, accelerate progress, and lead to stronger outcomes.
Volunteers need to be challenged Coach-supervisors need to be challenged Healthy conflict builds relationships, it doesn’t end them
When it arises, embrace it enthusiastically Affirm that everyone is coming with good intentions Appreciate the diversity of viewpoints and responses Encourage people to share conflicts with the group
3 Act before a response is needed.
If a coach has established a close and trusting rapport with each volunteer, no problems will come as a surprise Here are some touchstones:
• Have discussed what you will do if a volunteer falls short of their responsibilities
• Tell the volunteer the amazing things you see them as being capable of
• Tell the volunteer exactly what needs to change and set a timeline
• Always coach, correct and teach, never criticize or punish
Most problems stem from a gap between what is expected and what actually happens In volunteer management, address behavior—not personality—to keep feedback constructive and fair State clearly what needs to change and how progress will be measured, avoiding any comments about the volunteer’s motives or feelings By focusing on observable actions and outcomes, you can improve accountability, preserve trust, and guide meaningful improvement.
Effective volunteer management starts with asking the volunteer to help identify the reasons for the gap between expectation and reality, then clearly specifying the exact behavior you want to see and asking how you can support them in achieving it Commit to following through and doing everything possible to help them change, and schedule at least two follow-up meetings to check in on progress after the discussion Throughout the process, be generous and honest with praise for every small step toward improvement.
4 Pay attention to top performers and focus on making more of them.
The adage that 20 percent of the people do 80 percent of the work can play out at CASA and in any volunteer group
Identify the top 20 percent—the high performers, long‑term volunteers, and influential advocates—and allocate a proportional share of your attention to them Ensure they get what they need first, from development opportunities and targeted feedback to recognition and resources By prioritizing coaching time with these key contributors, you maximize the returns on your coaching time investment and boost overall organizational performance.
Identify candidates from the 80 percent who can be developed into top performers and retained at CASA (Court Appointed Special Advocates) Using a two- to three-year calendar, collaborate with each volunteer to select the skills they want to develop through coaching Create calendar entries that map out the skill development pathway and the activities you will undertake together to support their growth This approach helps volunteers visualize their progression with CASA over time and provides a measurable way to quantify the benefits of volunteering.
CASAs are constantly facing new situations, diverse people, and important decisions As a team coach, you can foster ongoing curiosity and continuous skill development by creating regular, collaborative practice opportunities that bring everyone together to learn, adapt, and improve decision-making.
Leverage the collective brainpower of your team through role-playing and scenario-based practice that mirrors the conversations and decisions they may face In these drills, one advocate can portray the silent, angry child while another acts as the CASA who uses stuffed animals to build rapport, or alternately, one advocate plays the parent while a CASA or CPS worker discusses substance abuse treatment with the parent, strengthening communication, empathy, and collaborative decision-making in child welfare contexts.
Let advocates try out their responses out loud in the circle of their team Give them the collective task of finding the best paths to good outcomes.
Coaching is conversation, and language is a powerful way to shape reality To keep the focus on people rather than labels, we created a list of verbs to avoid the phrase “using” volunteers; tools are made to be used, not people, so expand the list with your own additions The core actions you can choose include respect, trust, count on, support, honor, empower, encourage, authorize, coordinate, learn with, allow, depend upon, mobilize, assign, need, assist, engage, ask, enable, enlist, deputize, follow, rely upon, involve, and more—all aimed at building a collaborative, empowering coaching culture rather than objectifying volunteers.
20 percent of volunteers reported working with another volunteer Out of those respondents,
91 percent said working with another volunteer was a good experience.”
− University of Texas CASA Survey, 2008
Encourage sharing by modeling openness about your feelings and daily life as a volunteer leader If you’re overwhelmed or tired, don’t hide it from your volunteers; if you’re happy or excited, share that too Authentic leadership builds trust and creates a supportive environment where volunteers feel safe to express themselves, collaborate openly, and give their best effort.
Coaches catch people doing something right, celebrate each step toward a goal, and notice incremental progress along the way; praise and appreciative language aren’t reserved for awards ceremonies but are woven into every interaction, reinforcing motivation, confidence, and sustained effort.
• Maintain a ratio of no less than 4:1 for praise to negative feedback, and when people are just starting out and learning, make it an 8:1 ratio
• When you need to deliver critique, use the compliment sandwich for best results [praise] + [what needs changing] + [praise]
Defining Clear Expectations and Accountability
DEFINING CLEAR EXPECTATIONS AND ACCOUNTABILITY
Having high expectations is likely to yield good results because ambitious goals push people to perform at their best Too many people hold jobs that are too small for their abilities and lack meaningful challenges As a coach, you should define high expectations up front and establish a clear baseline for all of your volunteers to work toward, which creates accountability, direction, and steady progress toward improvement.
Most overall expectations are covered in training, but when you begin a coach-supervisor relationship each person must agree on:
Although your volunteers will have gone through at least 30 hours of training, you will continue to train them for at least six months.
CASA upholds the expectation that we all – leadership, staff and volunteers – have a responsibility to hold each other and ourselves accountable.
In Appendix 2: Resources and Forms, we have included a “Sample CASA Advocate Job
Description” on p.104 It offers a fully built-out option that defines the purpose, responsibilities, requirements and qualifications for a CASA volunteer
Providing a precise, detailed volunteer job description is essential because it helps potential volunteers accurately assess whether they have the time and resources to commit Presenting the requirements in a clear checklist that covers tasks, expected hours, schedule, required skills, training, and any materials or tools needed ensures transparency, sets realistic expectations, and improves the alignment between volunteers and roles.
Learning is most effective when it happens through doing—hands-on experience that builds understanding and retention When answers are simply handed to volunteers, they are often forgotten quickly Therefore, we guide volunteers to research the answer themselves instead of giving away the solution, fostering independent inquiry, critical thinking, and lasting knowledge.
We explain that they will learn more that way and the process will be helpful.”
The items listed below outline the minimum tasks CASA advocates must perform to fulfill their role as advocates for children in the foster care system These essential duties ensure consistent advocacy, safeguard the child’s best interests, and facilitate collaboration with foster families, legal professionals, and child welfare agencies to secure safety, permanency, and well-being for every child in care.
• Participate in case staffings, family team meetings, court hearings and possibly
• Establish rapport and relationships with parties in the case
• Establish rapport and a relationship with the child
• Meet with the child regularly (at least one time per month)
• Assess the child’s physical, medical, behavioral, and educational needs (at least quarterly)
• Document all activities completed for the purpose of the case
• Submit monthly reports on the specified due date
• Contact CASA coach-supervisor on a monthly basis (at a minimum)
• Write a court report (if required) for each hearing
• Submit court reports 2 weeks prior to each hearing
• Complete a minimum of 12 hours of ongoing training each calendar year
• Comply with CASA policies and procedures
• Remain appointed until the case is closed
An expanded list provides more detail about these responsibilities Refer to the list on the next page to gain clarity and to obtain precise definitions for each task.
Minimum Expectations of Service to a Case
CASA volunteers identify and advocate for the best interests of the child by obtaining a first-hand understanding of the child’s needs and situation through ongoing review of all relevant documents and records and by interviewing the child, parents, social workers, teachers, and other persons to determine the facts and circumstances, and they maintain regular, in-person contact with the child where they live to ensure in-depth knowledge of the case and make fact-based recommendations to the court, meeting at least once every 30 days (with exceptions: every three months if placed 1–3 driving hours away; every six months if more than 3 driving hours away); in addition to in-person visits, they conduct monthly, age-appropriate contact via calls, emails, video conferencing, and letters as applicable; they communicate with the DFPS caseworker after appointments and at least once per month for the duration of the case, and they meet in person with the child’s primary placement provider after placement and thereafter monthly for the duration of the case; they advocate for the child’s best interests in the community through regular quarterly contact with the attorney ad litem, mental health, educational and other community systems to ensure the child’s needs are met and to seek cooperative solutions by acting as a facilitator among parties; they determine the child’s permanent plan, assess the educational portfolio and health passport, and make recommendations regarding permanency, education, and medical services as appropriate; they appear at all hearings to advocate for the child’s best interests and provide testimony as needed, and they provide at every hearing reports with findings and specific recommendations for appropriate services for the child and, when appropriate, the child’s family.
Volunteer CASA roles and responsibilities include participating in all case-related meetings; monitoring the implementation of service plans and court orders to ensure timely services and that review hearings are held in accordance with the law; informing the court promptly of important developments in the case through the rules or statutes prescribed method; maintaining complete records about the case—covering appointments, interviews, and information about the child’s life circumstances—and returning all records to the program after the case is closed; communicating at least monthly with the CASA coach-supervisor and participating in case conferences as scheduled; and participating in in-service trainings to maintain ongoing community and advocacy skills.
Screening, Orientation and Pre-Service Training
You’ve got an interested candidate As you move through screening and the next steps, consider what kind of coach‑supervisor will work best with that person A coach‑supervisor is like a small business owner who must manage and motivate a team of about 30 employees Which personality type does the candidate align with most closely, and with whom will they communicate most effectively?
Screening is essential to determine whether and how a candidate meets the program requirements, guiding admission decisions and ensuring alignment with CASA standards It prevents an unqualified candidate from becoming a CASA and protects the children, the candidate, the program, and the volunteers from liability or potential harm Additionally, screening helps build rapport and provides the first opportunity for coach-supervisors to bond with their potential new team members.
Each of us has a management style, and each volunteer has their own preferred management style, as well We can describe these broadly as four orientations:
• Relator – Amiable, empathetic, makes warm bonds, attentive to feelings
• Socializer – Expressive, extroverted, communicator, attentive to groups
• Thinker – Analytical, logical, introverted, attentive to details
• Director – Visionary, driver, attentive to big picture
We offer a range of screening tools and programs that can be used in the screening process Coach-supervisors can leverage these tools to determine which candidate is the best match for their team and their management style.
Reflective writing is a powerful tool for understanding how a prospective volunteer thinks and feels, offering insights beyond traditional interview methods It stands apart from other aspects of the interview process by focusing on the volunteer’s inner reflections By using short-answer questions within this approach, you can measure the process of change and growth that candidates experience during training, enabling a clearer assessment of their readiness and development.
Pre: Use the sample questions below prior to your face-to-face interview Ask applicants to respond in writing.
After completing pre-service training, present all applicants with identical questions and request fresh responses, or conduct in-depth in-person discussions for each question Analyze these results to inform the coach and supervisor, enabling data-driven decisions and targeted improvements in the training process.
Please reflect upon the questions and write your thoughts in a few sentences for each question below.
1 What will you do to develop trust and respect with the children whose best interests you will be representing to the Court?
2 How will you learn what the children want, as well as what is in their best interests, other than simply asking them what they want?
3 What might you do to attempt to understand the parents, their limits, and their potential?
To encourage parents to work toward the actions needed for reunification and to commend any progress, adopt a structured, supportive approach that sets clear, achievable milestones, builds a personalized action plan with timelines, and provides access to practical resources such as parenting coaching, counseling, housing and employment support Use trauma-informed, strengths-based coaching and motivational interviewing to boost motivation, address barriers, and create accountability through regular, nonjudgmental check-ins with caseworkers Track progress with concrete metrics, celebrate each milestone with specific feedback that names the behavior, its impact on reunification goals, and the next steps, and acknowledge improvements to reinforce positive change Prioritize the safety and well-being of the children, maintain transparent communication about expectations and obstacles, and involve the family in problem-solving to sustain momentum toward sustained family reunification.
5 What do the words reliance and consistency mean to you, in the context of a CASA guardian ad litem’s relationship with the children of their case?
6 Generally speaking, what do you personally hope to accomplish as a CASA?
CASA promotes a positive, inclusive environment for everyone who works or volunteers with us and for the unserved and underserved populations we serve A steadfast commitment to diversity is essential to our mission, guiding how we recruit, engage, and support people from all backgrounds Over time, my commitment to diversity has evolved from recognizing differences to taking deliberate action—embracing inclusion, equity, and culturally responsive practices that empower every client, volunteer, and staff member and strengthen our organization.
Are you comfortable working with colleagues from diverse backgrounds—race, age, political beliefs, religion, sexual orientation, and gender identity? For example, can you collaborate effectively with Muslims and Hindus, African-Americans, Latinos, Democrats, Republicans, and LGBTQ individuals? Embracing diversity and inclusion in the workplace means valuing different perspectives, practicing respectful communication, and contributing to a collaborative environment that leverages cross-cultural strengths to achieve common goals.
Use these questions to guide an applicant in thinking through some of the complexities that they might face during a term of service.