THIS HANDBOOK IS USEFUL FOR PERSONS WHO ARE AGENCY DIRECTORS, PLANNERS, OR SUPERVISORS; VOLUNTEER COORDINATORS; CONSIDERING IMPLEMENTING OR EXPANDING A VOLUNTEER PROGRAM IN AN AGENCY OR IMPROVING AN EXISTING VOLUNTEER PROGRAM; OR AGENCY ADMINISTRATORS OR SUPERVISORS INTERESTED IN EXPANDING COMMUNITY INPUT TO A PROGRAM. VOLUNTEERS WORKING IN AN ORGANIZATION CAN BE INVOLVED IN ONE OR MORE OF THE FOLLOWING ACTIVITIES: PROVIDING DIRECT SERVICE TO CLIENTS, PERFORMING CLERICAL OR ADMINISTRATIVE TASKS, PUBLIC RELATIONS, FUND RAISING, AND POLICYMAKING AND ADVISING. IN DESIGNING A VOLUNTEER PROGRAM, SEVERAL ISSUES MUST BE CONSIDERED INCLUDING THE RELATIONSHIP OF THE VOLUNTEERS WITH THE PAID STAFF. VOLUNTEERS CAN EXTEND THE WORK OF PAID STAFF BY SUPPLEMENTING PAID STAFF ACTIVITIES. THE VOLUNTEER ACTIVITIES CAN BE INTEGRATED FULLY INTO THE ONGOING STRUCTURE OF THE AGENCY OR CAN BE SEPARATED, DEPENDING UPON THE TYPE OF SERVICES TO BE PERFORMED. THE PROBLEMS OF INTEGRATED AND SEPARATED VOLUNTEER PROGRAMS CAN BE REDUCED BY CAREFUL DESIGNATION OF 'WORK UNITS' OR 'UNITS OF WORK.' A UNIT OF WORK REFERS TO THE CLUSTER OF TASKS PERFORMED BY A WORKER, PAID OR VOLUNTARY. THE WORK UNIT REFERS TO THE GROUPING OF STAFF WHO PERFORM VARIOUS UNITS OF WORK. THIS GROUPING ALLOWS FOR BETTER COORDINATION AND SUPERVISION AND IS EXPLAINED IN DETAIL. ANOTHER DECISION TO CONSIDER IS THE OPTIMAL NUMBER OF VOLUNTEERS TO BE ASSIGNED TO THE SELECTED TASKS, THE TIME COMMITMENTS INVOLVED, BOTH FOR THE VOLUNTEERS AND THOSE WHO MUST TRAIN THEM. OTHER AREAS COVERED INCLUDE HOW TO RECRUIT VOLUNTEERS, SCREENING AND SELECTING POTENTIAL VOLUNTEERS, ORIENTATION, TRAINING, AND SUPERVISION, AND THE VOLUNTEER AS ADVOCATE FOR THE AGENCY AND CLIENT. EXERCISES ARE INCLUDED FOR EACH CHAPTER TO TEST THE READER'S UNDERSTANDING. THE APPENDIXES INCLUDE AN ANNOTATED BIBLIOGRAPHY AND ADDITIONAL SOURCES OF INFORMATION. (PRG)