Reducing Barriers to Volunteering Starts with Better Design

If we want to expand volunteer engagement, we need to stop focusing only on recruitment—and start focusing on access.

Recent insights from the National Volunteer Strategy Progress Report by Points of Light (downloadable here) make clear that barriers to participation are widespread—and deeply tied to people’s life circumstances. Nearly 70% of people cite lack of time as a barrier, 65% point to unpredictable schedules, and more than half report stress or burnout.

But perhaps the most important insight is this: these barriers are not universal. They show up differently depending on where someone is in their life.

• Younger adults (ages 18–24) are significantly more likely to experience burnout, with 47% identifying it as a major constraint
• Midlife adults are more likely to face caregiving and family-related challenges
• Lower-income individuals are more likely to encounter cost, transportation, and health barriers

If we treat all volunteers the same, we will continue to miss the mark. The opportunity—and the responsibility—for leaders of volunteers is to design engagement in ways that actively mitigate these realities.

Start by Understanding What Matters to Volunteers

Too often, we try to identify barriers by asking what’s “getting in the way.” But that framing can limit what we learn. A more effective approach is to ask what matters. For example, the “Getting to Know Volunteers through Values-Based Questions” tool (part of the Is Everyone Welcome toolkit) suggests asking: “What’s important to you when it comes to getting to and from your volunteer work?”

This question opens the door to richer, more nuanced insights. It might reveal concerns about cost, safety, time, reliability, or even emotional comfort—factors that a more transactional question might miss.

If we want to design better experiences, we need better information. And that starts with how we listen.

Design for Flexibility—Especially for Burnout and Caregiving

Flexibility is no longer a “nice-to-have.” It is essential.

For younger volunteers experiencing burnout, rigid roles with high expectations can feel overwhelming. Consider offering:

• Short-term or episodic opportunities
• Roles with clear boundaries and defined time commitments
• Opportunities that are energizing, social, or skills-based rather than purely task-driven

For midlife adults balancing caregiving responsibilities, flexibility might look different:

• Multiple scheduling options (including daytime, evening, and weekend choices)
• The ability to opt in and out without penalty
• Opportunities that allow for remote or hybrid participation

Flexibility is not just about when people volunteer. It’s about how much control they have over their participation.

Reduce the Real Costs of Volunteering

Volunteering is often described as “free,” but for many people, it is anything but. Transportation, childcare, lost wages, meals, and required supplies can all create real financial strain, especially for lower-income volunteers.

Leaders of volunteers can take meaningful steps to reduce these barriers:

• Provide transportation stipends or partner with transit providers
• Offer virtual or neighborhood-based opportunities to reduce travel
• Ensure that required materials or uniforms are provided at no cost
• Be transparent about time and financial expectations upfront

Even small changes can make participation more feasible—and signal that all volunteers are truly welcome.

Make Engagement More Human (and Relational)

Another key insight from the research is that participation is highly relational. People are far more likely to get involved through personal connections than through formal outreach. This matters for how we address barriers.

When someone is invited by a friend, supported by a staff member, or welcomed by a peer, they are more likely to navigate challenges and stay engaged. Relationships can’t eliminate structural barriers—but they can make participation feel more possible.

Investing in volunteer ambassadors, peer support, and intentional onboarding can help create those connections.

Shift from Convenience to Inclusion

Ultimately, reducing barriers requires a mindset shift.

For many organizations, volunteer roles have been designed around operational convenience—fixed schedules, standardized roles, and clear expectations that make programs easier to manage. But if those structures exclude large portions of the community, they are not sustainable.

Designing for inclusion means:

• Offering multiple pathways into engagement
• Building in flexibility and choice
• Listening deeply and continuously to volunteers’ needs
• Adapting—not just once, but over time

The Bottom Line

People want to volunteer. The question is whether we are making it possible.

When we take burnout, caregiving responsibilities, and financial constraints seriously—and design with those realities in mind—we move closer to a model of engagement that reflects how people actually live. And that’s where more equitable, inclusive, and effective volunteer engagement begins.