3.1 Participant Characteristics
Ten female managers, 22 peer volunteers (including 13 ACE Activators) and 20 ACE participants (65% females; age range 67-94) were interviewed. The ACE Activators and participants’ characteristics are shown in Table 1.
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3.2 Thematic structure
Thirty-three higher and 13 lower order themes were identified within six main themes: Motives for peer volunteering; Benefits of peer volunteering; Characteristics of a good peer-volunteer; Peer volunteering challenges; Peer-volunteer training needs; Factors affecting recruitment and retention of peer-volunteers are presented in Figure 1. Full thematic analysis is presented in additional files 2, 3, 4 and 5.
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3.3 Motives, benefits of peer volunteering and characteristics of a good peer-volunteer
Altruism, changes in life circumstances, opportunities to reconnect with the community and personal fulfilment emerged as significant reasons for volunteering.
“I was re-housed up here. And I’d just taken early retirement so... I was looking for something to do. I came in to see what was going on..., I got well roped in” (, Male, Older Volunteer- Data source B)
Volunteering was described as being personally rewarding and a route to acquiring new skills and knowledge. It provided a purpose in life, opportunities for social interactions and more involvement with community initiatives, including physical activity programmes.
“It’s nice having a new social circle; I’ve got to meet other people I wouldn’t have come across” (, Male, ACE Activator, Data source B)
“For me it's the reintegration into a social situation. It gives people a purpose. Once people are integrated …you know, you're expected somewhere and wanted somewhere” (Female, Community initiative Manager, Data source A)
Participants stressed that important characteristics of a good peer-volunteer included a good sense of humour, commitment, reliability, good interpersonal skills, sharing common interests and the ability to relate to participants.
“I can honestly say never once since I met her, has she let me down” (Female, ACE Participant, Data source C)
“I found her easy to talk to and I didn’t know what to expect but I found her very friendly” (Female, ACE Participant, Data source C)
“The biggest thing I found was motivation. It was motivating people – to do things, trying things out, some work, some don’t” (Female, ACE Activator Data Source B)
Conversely, an apparent lack of commitment to the role had a negative impact on the participant and the delivery of the programme.
“And then she [peer volunteer] informed me she was away for x number of weeks and couldn’t see me for this and couldn’t see me for that. I don’t honestly think she poured her heart and soul into it” (Female, ACE Participant, Data source C)
3.4 Peer volunteering challenges
Clarity of their own motives for volunteering helps volunteers avoid frustration and disappointment. As one volunteer stressed, being available per se is not a good enough reason for volunteering if it is not based on more internalised motives.
“I probably could have started volunteering for the wrong reasons; because I had spare time. But if there’s a purpose behind it, that’s when it works” (Male, Older Volunteer, Data source B)
Peer volunteers recounted the complexity of managing participant relationships and expectations. These ranged from caution regarding a participant’s possible overdependence on a volunteer’s support to the volunteer not feeling needed or required. Coping with these diverse experiences was a concern.
“I was in a bit of a quandary; it was obvious that my participant was having problems with his health. I didn’t know whether I should volunteer to go round … I didn’t want to become a sort of health visitor, or carer” (Male, ACE Activator, Data Source B)
“I would offer to take her out, but I think if I started that, I don’t know where it’s going to lead. So, I have been a little bit careful, she wanted me to go there on a Saturday, and I thought no, I’ve had to push it back to a Friday” (Female, Older Volunteer, Data source B)
Another Activator reported a puzzling situation where the participant having signed-up, seemed to begrudge engaging with them.
“I did feel at one time that she resented me being there…. she felt that I was her minder or something” (Female, ACE Activator, Data Source B)
Other challenges reported by ACE Activators included participants’ health issues, time constraints and difficulties in engaging and supporting participants not motivated to initiate behaviour change.
“She didn’t want to do anything. …And I sort of said, “Well, I don’t know what you’re doing on this programme, you know. Tell me what you do want to do” (Female, ACE Activator, Data source B)
Some challenges with transport to sessions were also raised, particularly in rural areas where public transport was irregular and limited.
“…in villages it is more difficult in the area I live because there isn’t any public transport. …so, there’s much more reliance on volunteer drivers” (Female, ACE Activator, Data source B)
3.5 Peer volunteer training needs
The majority of activators found ACE training simple, well-tailored and supported the ACE programme delivery requirements. However, some activators found it rather time-consuming and somewhat academic in tone.
“Certainly, the training I felt was too long, two days, too academic, it just wasn’t right for some of the volunteers” (Female, ACE Coordinator, Data source A)
Most managers suggested that encouraging volunteers’ participation requires a simple, short, tailored approach to the joining process and training programme. Important elements of the training included strategies to deal with challenges, manage relationships with participants and foster collegiality.
“I felt a bit isolated; I didn’t want to go round knocking on his door, it was difficult. But the training guided me in how I should approach him” (ACE Activator, Data source B)
The ACE Activators felt the training programme should be flexible and support volunteers to apply their practical skills and knowledge appropriately, in addition to new skills acquired from the training. They also highlighted the importance of focussing on convenience, frequency, provision of feedback and use of incentives when planning training sessions ensuring that advance notice of training dates is given at the time of recruitment to enhance uptake:
“So, you’ve got that balancing act between guiding people and helping them, and not overwhelming them with too much information” (Female, ACE Activator, Data source B)
“…at the beginning of the programme it would have been useful to have dates for training in our diaries so that we could have kept those dates free” (Female, ACE activator, Data source B)
Providing volunteers with certificates for attending the training programme was very well-received.
“...it’s a recognised training. Something that they feel proud they’ve actually achieved, although it’s not an onerous training it’s practical as well, and at the end of that day they all go away feeling good...so it’s a booster” (Female, Manager, Data source A)
3.6 Recruitment of peer-volunteers
Successful mobilisation of older adults requires the use of diverse recruitment and advertising routes including media, existing volunteering groups and charities to create awareness and promote initiatives to targeted groups of older adults.
“Personal contacts, going talking to people, talking to groups, building relationships with people, seeing them two or three times in seven days. Working closely with partners who are embedded in the community and getting them to buy in” (Female, Community Initiative Manager 2, Data source A)
“I also went to every group to see what was happening; all the singing, bowling and knitting groups where people were already active… and thought, they would be my ideal volunteer” (Female, Community Initiative Manager 2, Data source A)
“You could get something in the Evening Post….. You could get people that way. We did get people through campaigns in newspapers” (Male, Older volunteer, Data source B)
Other, more individual approaches may allow recruitment of those who are not easy to reach with standard approaches. These could include face to face recruitment helping to overcome the barrier of a “paper heavy” approach, especially for volunteers with limited literacy.
“You’ve got literacy challenges ...the application form is very paper heavy. I understand that people need to read the information sheet. That maybe could come at a later stage. I think really the best contact… is just that initial face to face and chatting” (Female, Community Initiative Manager 2, Data source A)
Recruitment and retention of peer volunteers requires a flexible approach, clarity of roles and realistic time commitment and expectations for all parties involved while maintaining regular communication.
“The second time we did the training, I did ask on the form for 2 years of commitment otherwise we would ask them to pay some of the training costs back. I think that they were more aware that if they committed to it, it was going to be a commitment for a couple of years (Female, UK Charity Manager 1, Data source A)
“I’d say the thing that can be completely underestimated when managing volunteers is the amount of time that goes into coordinating them. You’re constantly having to reassess things and think about what can be changed, or moving planned sessions” (Female, UK Charity Manager 2, Data source A)
The use of targeted questions and references during the screening process are useful strategies to assess volunteers’ suitability for certain roles.
“We’ve got an application form, and I’ll talk or have an email chat with somebody. You can usually make it clear what the commitment is, and then we will do Disclosure and Barring Service check as well. Then either the coordinator of a group or myself would meet the person. You can tell a lot from meeting volunteers if they’ve got through the first two stages” (Female, Manager, Volunteering Service Provider, Data source A)
Developing an evidence base that allows the peer-volunteering initiative to evolve and adapt as a “real life” programme requires feedback from all stakeholders involved and robust evaluation of its effectiveness. Testing new models in comprehensive research studies provides new initiatives with the time and space to obtain a brand name. That is key to a successful transition to large-scale implementation and recruitment of volunteers.
“I think it will work better when it's no longer an academic study...that adds more paperwork. There is just that thing about allowing it to build momentum, to become something that people are aware of, not just a new idea. People don't like doing something new. They want to know somebody who's done it” (Female, Community Initiative Manager, Data source A)
3.7 Retention of peer-volunteers
Administrative support. A significant aspect of volunteering initiatives that is easily overlooked is providing sufficient administrative support ensuring the best use of volunteers’ time.
“We now have a charity log system to manage volunteers, clients and everything. …. because obviously for reporting it makes life a lot easier. But it puts another onus on the volunteers. We have had a few drop off because, the paper work got a bit too much; whereas before they would you know keep their own register in a file, but because of the data management legislation we have to change that…. They are not allowed to keep all the data in a file with them” (Female, UK Charity Manager, Data source A)
“You know volunteers can only do so much I think, but you do need to have this…it’s a sort of impetus behind the scenes that just keeps it going (Female, Older volunteer, Data source B)
“I think things do work best when there is a designated coordinator. It is really important I think to have a dedicated volunteer management type role” (Female, UK Charity Manager 2, Data Source A)
Peer support network. The importance of providing peer volunteers with a strong support network to maintain contact, facilitate sharing of ideas, achievements, challenges, and provide feedback and advice was stressed by both volunteers and managers.
“I found it useful to find out, there were some participants that were like mine, that other people had got those problems, so I thought ‘oh it wasn’t so bad after all’, it was a general problem type of thing” (Female, ACE Activator, Data source B)
ACE Activators provided largely positive feedback on the on-going volunteer support events but highlighted the need for these to be scheduled well in advance to ensure high levels of attendance. However, such events need careful management to avoid any sense of competitiveness and volunteers feeling judged.
“I think that would set up, ‘is this becoming competitive?’ or ‘am I being judged for the way I’m, working?” (Male, Older Volunteer, Data source B)
Managers of other volunteering initiatives did find that over time, engaging established volunteers in top-up or refresher training sessions could be challenging.
“We put on all sorts of wonderful training and think people will be really interested. But actually, encouraging volunteers to come along to that training, the take up is quite bad (Female, Manager, Data source A)
Clarity of the volunteering role. Managers highlighted that professionals who manage volunteers need to be mindful that volunteering is not an ordinary job and manage their own expectations accordingly.
“You can’t tie them in… you’ve got to be careful about the legal issues around making anything look like a job as opposed to a volunteer role” (Female, Manager, Volunteering Service Provider, Data source A)
Matching peers. Shared interests and geographical proximity were considered important elements for matching peers.
“if you match two people that were police officers, …or you could have two people who have lived abroad. Perhaps it’s about finding common interests” (Female, UK Charity Manager 2, Data source A)
“I felt that I didn’t like to have my friend (peer volunteer), …come more often than was necessary because she was some distance away” (Female, ACE Participant, Data source C)
In ACE, participants and peer-volunteers were asked for basic information about their interests. Based on this and researchers’ assessment of their personal characteristics, peers were matched. For example, dog owners were successfully paired, as were those with a previous interest in dancing and those who enjoyed live music. Some pairings were not successful, so an optional no-blame break-point after a trial period is a precaution to consider.
“Don’t be afraid if it doesn’t work out because it’s very difficult to match. …we tend to do it on a trial basis really” (Female, ACE Activator, Data source B)
Funding of expenses and activities. Managers of volunteering programmes emphasised the importance of a budget for covering volunteers’ expenses, particularly to avoid excluding potential volunteers from low-income groups.
“You’re going to need to make sure you’ve got money set aside to reimburse those expenses. You wouldn’t want anyone to be out of pocket as a result of giving up their time for you” (Female, UK Charity Manager 2, Data source A)
In addition, resources should ideally be available to fund a reward scheme/recognition for engagement and effective volunteering, in the form of certificates, events and small tokens of appreciation.
“And volunteer thank you events so they feel recognised and supported” (Female, ACE Activator, Data Source B)
Building long-term partnerships. Recruiting and training volunteers is costly in terms of funding and resources. Good communication, effective support, (optional) top-up training, thank you/social events (see above), and strong volunteer networks are important strategies to promote long-term volunteer retention.
“My retired volunteers… have often worked for us for years and years” (Male, ACE Activator, Data source B)
“I try and partner volunteers up and get them working together in a little hub…. just to try and strengthen the bond between the network of volunteers” (Female, UK Charity Manager 1, Data source A)
Key strategies for retaining volunteers include clarity of the role and time commitment, clear goals and expectations from all parties, flexibility of delivery and maintenance of clear communication at all stages.
“Make it really clear. 6 months, have that end goal” (Female, Manager, Volunteering Service Provider, Data source A)
“Having task descriptions or role descriptions is quite helpful” (Female, Manager, Volunteering Service Provider, Data source A)
“I think it’s really about being just really open and transparent about what the volunteering would entail” (Female, ACE Activator, Data source B)