Measuring the Value of Volunteers

Why volunteer value matters

This whitepaper explores the multifaceted value of volunteering for not-for-profit organisations, emphasising both social and economic benefits that go far beyond direct service provision. Volunteers contribute time, skills, networks and advocacy power — all of which support your mission but rarely appear clearly in financial reports.

By measuring volunteer effort in a consistent way, leaders can better understand the true scale of their volunteer resource, communicate its value to stakeholders and identify where improvements will have the greatest impact.

Key metrics for volunteer effort

The paper outlines a set of core metrics that allow you to translate volunteer contribution into Full Time Equivalent (FTE) terms. These metrics create a common language for boards, funders and managers:

• N – Total Number of Volunteers: the total headcount of people who have committed to volunteer with your organisation.
• P – Promised Volunteer FTE per Month: the level of effort volunteers have committed to provide (for example, “one day per fortnight” expressed as FTE).
• A – Available Volunteer FTE per Month: the realistic time volunteers are actually available, after considering holidays, other commitments and seasonal fluctuations.
• E – Engaged Volunteer FTE per Month: the time volunteers are truly engaged in productive activity, delivering value for your programs and beneficiaries.

Tracking these metrics over time highlights whether you are converting promised effort into real engagement — and where you may be losing capacity along the way.

Understanding motivations, recruitment and barriers

The whitepaper presents data on how volunteers find opportunities, what motivates them to contribute and what stops them from getting involved or staying engaged. Common themes include:

• The importance of meaningful roles that connect to a clear purpose.
• The impact of flexible scheduling and clear expectations on retention.
• Barriers such as time pressure, lack of confidence, unclear communication or limited training.

Understanding these drivers helps organisations tailor their volunteer programs so that people not only sign up, but stay and contribute effectively.

A strategic approach to volunteering

To maximise the benefits of volunteering, the paper proposes a strategic framework that includes:

• Clear objectives: defining what success looks like for your volunteer program — not just in hours, but in outcomes.
• Targeted recruitment: matching recruitment channels and messages to the skills and motivations you need.
• Effective onboarding and training: giving volunteers the context, tools and support to contribute confidently.
• Ongoing engagement: regular communication, feedback and opportunities for volunteers to grow and shape their roles.
• Recognition and celebration: acknowledging contributions in ways that feel genuine and aligned with your values.

Calculating effort in FTE terms

A practical method is provided for converting volunteer hours into FTE numbers. By standardising on a “full time month” (for example, 152 hours), you can:

• Express total volunteer effort as FTE, alongside paid staffing levels.
• Compare promised (P), available (A) and engaged (E) effort to identify gaps.
• Track changes over time as you refine recruitment, training and engagement strategies.

This quantitative view does not replace the human stories behind volunteering, but it gives you a robust foundation for planning, reporting and funding conversations.

Using these insights in your organisation

When you combine this measurement framework with your existing program data, you can:

• See which programs rely most heavily on volunteer FTE and whether they are adequately supported.
• Identify where small changes in role design or support could unlock more engaged effort.
• Demonstrate the economic value of volunteering to funders, partners and boards in a language they recognise.