How to Decide if You Want to Accept Volunteers Fulfilling SNAP Requirements

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This guide is intended for general informational and planning purposes only. It does not constitute legal, tax, or professional advice. Nonprofit organizations should consult with qualified legal counsel, insurance advisors, and their board of directors before implementing changes to volunteer programs, establishing new compliance procedures, or making decisions about liability and risk management related to SNAP work requirements.

Starting in November 2026, a significant shift in federal policy will send ripples through nonprofit organizations across New England. New SNAP (Supplemental Nutrition Assistance Program) work requirements will mandate that able-bodied adults without dependents, often called ABAWDs, ages 18 to 54 work, volunteer, or participate in work programs for at least 80 hours per month to maintain their benefits beyond a three-month window within a three-year period.

This means volunteers will be seeking consistent opportunities to fulfill these requirements. We’re talking about potentially hundreds or thousands of people across the region. Organizations that typically rely on mission-driven volunteers may soon receive inquiries from individuals who need volunteer hours not primarily out of passion for your cause, but to maintain their food assistance.

It would be easy to cross that bridge when you come to it. Wait until November 2026, see who shows up, and figure it out then. But here’s the truth: being prepared isn’t just good for your organization. It’s essential for operational stability AND respectful to the individuals who will be navigating an already stressful situation.

These prospective volunteers will need to secure consistent, reliable hours to meet federal requirements. They’ll need onboarding, training, supervision, and clear role expectations. They’ll need to know they can count on you for those 20 hours a week, or they’ll need to find someone who can. There’s a lot to consider if you want to take this on. The following sections will help you think through whether your organization should accept SNAP requirement volunteers, and if so, how to prepare effectively.

Decision Framework

The Easy Answer (And Why It’s Still Not That Easy)

The easy answer is no.

If you don’t have the capacity, resources, or need for additional volunteer support, it’s perfectly reasonable to decline. “We don’t have the infrastructure to support volunteers fulfilling work requirements right now” is a valid, honest response. But don’t stop there.

Even if you’re saying no, you have an opportunity to help these community members find a yes somewhere else. Before November 2026 arrives, do your homework. Identify which organizations in your area ARE preparing to accept SNAP requirement volunteers. Know their names, contact people, and application processes. Create a referral list that you can hand to anyone who comes to your door.

Transform your “no” into a “not now, but here’s who can help.” Instead of “Sorry, we can’t help you,” try “We’re not equipped to take on volunteers for SNAP requirements at this time. But here are three organizations in the area that are actively seeking volunteers and have systems in place to support your needs. If our capacity changes, we’ll reach out to let you know.”

This approach maintains goodwill, supports your community, and keeps doors open should your situation change. It also establishes you as a connector rather than just another closed door, which matters in tight-knit New England communities.

Operational Requirements

What You’ll Need If You Say “Yes”

If your organization decides to accept volunteers fulfilling SNAP work requirements, you need to be honest about what that commitment entails. This isn’t casual, drop-in volunteering. Here’s what you’ll need to provide.

Consistent, Sufficient Hours

SNAP work requirements mandate 80 hours per month. That breaks down to roughly 20 hours per week, or 10 hours per week if they’re splitting time between multiple organizations, or other combinations that hit that monthly threshold. You must be able to offer roles with predictable, recurring hours. A volunteer who shows up expecting their Tuesday and Thursday 10am to 2pm shift needs to know that shift will be there every week.

However, and this is critical, you need to avoid creating a scenario where volunteers cross the threshold into employee classification. Consistent schedules are fine. Highly rigid, supervised work that resembles employment may trigger legal obligations around minimum wage, workers’ compensation, and other labor protections. Consult with legal counsel or your state’s nonprofit association to understand where that line is.

Concrete, Structured Roles

Drop-in or episodic volunteering won’t cut it. You need defined roles with clear responsibilities that can reliably fill those hours. Think food pantry sorting and distribution assistants with specific shifts. Administrative support like data entry, filing, or phone coverage. Outreach and canvassing with scheduled routes or events. Program support such as childcare assistance, tutoring, or event setup.

These roles should have written descriptions, training protocols, and supervision structures. Without that foundation, you’re setting everyone up for confusion and conflict.

Understand Your Labor Investment

Before committing, honestly assess what labor and resources YOU will need to invest. Upfront preparation includes developing role descriptions, creating training materials and onboarding processes, conducting background checks and screening if you work with vulnerable populations, setting up tracking systems for hours worked, and training current staff on supervision and documentation.

Ongoing weekly and monthly needs include volunteer supervision and coordination, hour tracking and verification (volunteers may need documentation for SNAP), ongoing training and support, conflict resolution and performance management, and administrative coordination. Ask yourself: Do we have a staff member who can dedicate X hours per week to volunteer coordination? Can we absorb the cost of background checks, training materials, and administrative overhead? Do we have physical space and equipment for additional volunteers?

If the answer to any of these is no or maybe, you’re not ready. And that’s okay. Better to know now than in the chaos of November 2026.

Volunteer Management

Setting Realistic Expectations

Let’s be clear about something important. This is not about demonizing or stigmatizing SNAP recipients. These are community members facing economic hardship, and many have skills, dedication, and a genuine desire to contribute. However, it’s also true that the motivation driving these volunteers is fundamentally different from traditional volunteers, and research shows that matters.

The Motivation Gap

One of the thorniest challenges in offering SNAP work requirement volunteer opportunities is balancing external compliance needs with internal volunteer engagement principles. Research on volunteer motivation, including self-determination theory, distinguishes between intrinsic motivation and extrinsic motivation. Intrinsic motivation means volunteering for personal fulfillment, connection to mission, or skill development. Extrinsic motivation means volunteering to meet an external requirement, like maintaining benefits.

Most volunteer management practitioners find that volunteers who are intrinsically motivated tend to be more engaged, reliable, and satisfied. Those who choose to volunteer because they care about the cause often stick around longer and contribute more deeply. But SNAP work requirements introduce a layer of extrinsic motivation. People may volunteer primarily because they need to maintain their food assistance, not because they have a deep connection to your mission.

This doesn’t mean SNAP-motivated volunteers can’t become deeply engaged. Many will. But it does mean your volunteer program needs to intentionally create pathways for volunteers to connect with your mission beyond compliance. Offer skill-building and training opportunities that feel meaningful. Build relationships and community rather than treating volunteers as transactional labor. Recognize that some volunteers may disengage once their SNAP situation changes, and plan accordingly.

Supervision and Support

Volunteers meeting SNAP requirements will need the same quality supervision and support as any volunteer. That includes regular check-ins and feedback, clear communication about expectations and schedule changes, recognition and appreciation for their contributions, and pathways to expand their roles or take on new responsibilities if they’re interested.

If your organization treats SNAP volunteers as “just filling hours,” you’ll likely experience high turnover, low morale, and minimal mission impact. Volunteers can tell when they’re valued and when they’re not. They notice whether their supervisor remembers their name, whether their work is acknowledged, and whether they’re learning anything useful. Quality volunteer management takes time and attention, regardless of what motivated someone to walk through your door.

Accessibility and Inclusion

Removing Barriers

SNAP recipients face a wide range of barriers that can make traditional in-person volunteering difficult. Transportation is a significant challenge. Many SNAP recipients lack reliable transportation, especially in rural areas of Vermont, New Hampshire, and Maine. If your volunteer opportunities require commuting to a physical location during off-peak transit hours, you’ve immediately excluded a significant portion of potential volunteers.

Childcare is another barrier. Parents may need to coordinate volunteering around school schedules or lack affordable childcare during volunteer shifts. Health considerations matter as well. Some adults in this age range may have chronic conditions or disabilities that don’t meet the threshold for exemption but still affect their capacity for certain types of physical work or long shifts. And digital access can be a barrier if you rely on online scheduling systems, email communication, or remote volunteering platforms. Not everyone has reliable internet access or the devices and digital literacy to navigate these systems comfortably.

Remote and Flexible Options

Remote volunteer opportunities can help address some of these barriers, but they’re not a simple solution. Tasks like data entry, phone banking, research, writing, social media support, or virtual tutoring can be done from home. These roles offer flexibility for people managing transportation challenges, caregiving responsibilities, or health limitations.

But remote volunteering introduces its own complications. You’ll need systems to verify hours and supervise work when you can’t observe volunteers directly. You’ll need to ensure that volunteers have the necessary technology and internet access, or be prepared to provide loaner devices and hotspots. And you’ll need clear communication channels and task management systems to keep remote volunteers connected to your mission and their work. Remote volunteering can feel isolating if it’s not managed intentionally. Consider how you’ll build community and connection for volunteers who never set foot in your office.

Practical Accommodations

If you’re offering in-person volunteer opportunities, think about practical accommodations. Can you offer flexible scheduling, including evenings or weekends, to accommodate people with unpredictable work schedules or caregiving responsibilities? Can you locate volunteer activities near public transit or offer carpooling coordination? Can you provide meals or snacks during volunteer shifts, recognizing that volunteers may be managing food insecurity themselves? Can you design roles that accommodate varying physical abilities and don’t require sustained standing, heavy lifting, or fast-paced work?

These accommodations aren’t just good practice for SNAP volunteers. They make your volunteer program more accessible and inclusive for everyone.

Strategic Considerations

Before You Commit

Before you commit to offering volunteer opportunities tied to SNAP work requirements, get clear on the legal and liability questions. Are SNAP volunteers covered under your existing volunteer liability insurance, or do you need additional coverage? What are your state’s requirements for volunteer background checks, and how do those interact with SNAP work requirement documentation? If a volunteer is injured during their shift, what’s your responsibility?

These aren’t hypothetical concerns. They’re practical questions that your board, your insurance provider, and potentially your legal counsel need to weigh in on. Some organizations discover that their current volunteer policies and insurance don’t adequately cover the scale or structure of SNAP-related volunteering. Addressing these gaps takes time and potentially money.

Documentation and Compliance

You’ll also need clear processes for documenting volunteer hours in a way that meets SNAP compliance requirements. SNAP recipients will need verification of their hours to submit to their state SNAP office. That means you need a system for tracking attendance, generating documentation, and responding to verification requests in a timely way.

Think about who will manage this administrative work. Will it be the volunteer coordinator, a program assistant, or someone else? How will you ensure accuracy and consistency? And how will you handle disputes or discrepancies, like a volunteer who claims they worked hours that your records don’t reflect?

Program Integration and Mission Alignment

Consider how SNAP volunteer opportunities will integrate with your existing programs and mission. Are you creating entirely new roles to accommodate SNAP volunteers, or are you expanding existing volunteer positions? If you’re creating new roles, how do those align with your strategic priorities and program goals?

Some organizations find that they can genuinely benefit from expanded volunteer capacity in areas they’ve been under-resourced. Others discover that creating volunteer roles just to meet external demand pulls focus and resources away from core mission work. Be honest about whether SNAP volunteering serves your organization’s goals or whether you’re responding to external pressure.

Next Steps

Start with Assessment

If you’re considering offering volunteer opportunities tied to SNAP work requirements, start with an honest assessment of your current capacity. Ask yourself these questions:

  • Do we have dedicated volunteer coordination capacity, or would this fall to already-stretched staff?
  • Can we offer consistent, ongoing volunteer opportunities of at least 80 hours per month?
  • Do we have systems in place for volunteer onboarding, supervision, recognition, and hour tracking?
  • Are our volunteer opportunities accessible to people facing transportation, childcare, health, or digital barriers?
  • Do we understand the legal, liability, and compliance requirements, and are we prepared to meet them?

If the answer to most of these questions is no, that’s useful information. It doesn’t mean you should never participate. It means you may not be ready yet.

Build Infrastructure Before You Commit

If you decide to move forward, build infrastructure before you commit publicly. Pilot a small number of structured volunteer roles with existing volunteers to test your systems. Develop clear role descriptions, supervision processes, and documentation practices. Train staff on volunteer management best practices and trauma-informed approaches. Connect with your state SNAP office and local volunteer networks to understand expectations and referral pathways.

This phased approach gives you room to learn, adjust, and build capacity without overpromising to SNAP recipients or overwhelming your staff. It also gives you the option to pause or scale back if you discover that the administrative burden or mission misalignment is greater than anticipated.

Partner and Refer

You don’t have to do this alone. Partner with other nonprofits, volunteer centers, workforce development organizations, and state agencies to create a coordinated regional response. Share resources, best practices, and referrals. If your organization can offer 10 to 15 hours per week of structured volunteering but not 20, refer SNAP recipients to partner organizations where they can fill the remaining hours.

This kind of collaboration benefits everyone. It reduces duplication, builds shared infrastructure, and ensures that SNAP recipients have access to a range of opportunities that match their skills, interests, and circumstances.

Now What?

The expansion of SNAP work requirements to include adults aged 50 to 54 represents a significant policy shift with real implications for both SNAP recipients and the nonprofit organizations they may turn to for volunteer opportunities. The timeline is tight. November 2026 is less than a year away. But rushing into volunteering commitments without the infrastructure, capacity, and thoughtful planning to support them helps no one.

If your organization is well-positioned to offer structured, accessible, mission-aligned volunteer opportunities, this policy change may align with your existing goals and capacity. If not, saying no or “not yet” is a responsible choice. Focus on building referral networks, strengthening your volunteer infrastructure, and revisiting the question when you’re better prepared.

Above all, remember that the people approaching your organization for SNAP work requirement volunteer opportunities are navigating a complicated, high-stakes system. They’re managing food insecurity, economic precarity, and the administrative burden of compliance. They deserve volunteer experiences that are respectful, well-organized, and genuinely meaningful. Anything less is a disservice to them and to your mission.