United States

Nonprofit organizations are required to identify funding streams and raise a significant amount of financial resources to provide services to clientele, operate facilities, and to pay staff.  At the same time, organizations conduct capital campaigns to raise a large amount of money for endowments or to build or renovate a facility.  This article describes a capital campaign that the Ohio 4-H Youth Development organization undertook, a first in the history of the program.  The authors describe the challenges, opportunities, and lessons learned by this quasi-nonprofit organization that is a part of an institution of higher education and has funding partners at the county, state, and federal level.

The article is written from the perspective of paid staff members regarding their experience working with volunteers in a different capacity than what the organization and many of its paid staff have traditionally experienced. The original goal of raising $12 million was met and 97% of the revised goal of $14.2 million has been reached. 

There’s a phrase circulating that crops up periodically in speeches or books:  “volunteers are not a program.”  This concept can be traced back to an early article by Patty Bouse, Resource Development Specialist in the Nebraska Division of Social Services, in the Winter 1978 issue of what was then called Volunteer Administration.  We reprint the article here, noting how little has changed in three decades in the challenge of gaining legitimate agency acceptance for volunteer contributions.

A year ago the RGK Center at the University of Texas at Austin (UT) started the Investigator series and has generously shared pre-publication drafts with the readers of e-Volunteerism to get additional input.  The goal of the series is to act as a resource and a promoter of in-depth research on volunteerism. 

This fourth issue of the Investigator describes various approaches to volunteer valuation.  Such approaches may not be groundbreaking information for the seasoned administrator, but having a compilation and an assessment of several valuation methods in one place should be beneficial to anyone who works with volunteers. The current issue of the Investigator aspires to be a central source of such information

In the post-Enron (or Tyco, WorldCom, IGA, etc) accounting-scandal era, corporate citizenship has taken on new meaning and relevance.  Boards of directors are suddenly on the hook as much for their company’s ethical performance as their financial results (as well they should be). Shareowners and regulators are newly vigilant.  And companies large and small are looking to polish the good-guy gloss on their activities in the marketplace.

Among the weapons at hand for many corporations is an expanding emphasis on workplace volunteering – the direct support of their employees’ community activity.  The workplace volunteer movement isn’t new.  Some large companies have been in the game for twenty years or more.  But with companies wanting to do more in the community, many nonprofits – the vehicle through which companies reach out to those in need – may be wary, concerned that the taint of profit-making motives could rub off on their mission-focused endeavors.

It needn’t be so. Nonprofits and companies can work (indeed, are working) productively together to the betterment of our communities.  All it takes is some understanding, and maybe even some TLC.  It also takes context.  What is motivating companies to enter the community arena? How might corporate citizenship imperatives help nonprofits gain from the resources available in the business sector?

David Warshaw, who toiled close to 30 years in the public relations/corporate citizenship arena for a huge company, has some decided opinions to share.

Building collaborative relationships with highly-skilled volunteers can gain huge dividends for your organization and for the volunteers who participate. Based on her research for the upcoming book, The Art and Science of Engaging Baby Boomer Volunteers, Jill Friedman Fixler shares how creating work assignments that engage highly-skilled volunteers effectively provides a win/win situation for you and the volunteer.

Using five case studies of real organization experiences, this article explores what “highly-skilled” means and why such volunteers are increasing, what makes working with highly-skilled volunteers special or different from working with other types of volunteers, and where to find highly-skilled volunteers.

Synergist was a magazine published three times a year during the 1980s by the National Center for Service-Learning (NCSL), one of the lesser-known programs of the former American federal government agency, ACTION. NCSL provided resources and technical assistance to schools and agencies seeking best practices for service-learning projects for students. Synergist offered its articles at no charge and without copyright. The article reprinted here is the “Guest Speaker” feature from the Spring 1980 edition. It’s by a young Marian Wright Edelman, already director of the Children’s Defense Fund.

In her passionate essay, Edelman examines how students can combat small injustices to break the larger patterns of neglect bringing woe to millions of children. Still pertinent 25 years later, her words give a blueprint for taking constructive action as one person against the system.

Direct action organizing is a powerful instrument for change while engaging your organization’s supporters and volunteers. It is how ordinary citizens become involved in the democratic process and have an impact. Its tools are many, ranging from voter registration drives to lobbying local school boards, from letter writing to media campaigns. Grassroots organizing places power in the hands of people, enabling them to shape their community, its policies, priorities, and services.

Planned Parenthood Federation of America (PPFA) has decades of experience in successfully training staff and volunteers for activist efforts. In this Training Design, PPFA Senior Manager for Training, Jordan Fitzgerald, highlights techniques from their innovative “Live Action Camps.” Included is a PDF of PPFA’s Direct Action Organizing and PowerTrainer’s Guide.

Over a year ago, Steve McCurley sent Susan a gift from a local library book sale. It was a copy of the 1966 novel for teens by Alice Ross Colver, Vicky Barnes, Junior Hospital Volunteer: The Story of a Candy Striper. Steve was right that Susan would like this sample of volunteering folklore. How could she not, with dialogue throughout the 171 pages like this:

“I’m accepted!” she breathed. “At least I’m to appear for an Orientation Course next week Monday. Oh, Mother, I’m so terribly happy!” She stopped and ended with a wobbly smile on her face. “Here’s my report card. I got all A’s.”

“And that, if I’m not mistaken,” her mother said smilingly, “is an anticlimax.”

This Voices from the Past shares more of Vicky’s adventures as a volunteer as well as other references from older books for children and teens that shaped all our impressions of what volunteering is and who does it.

With the advent of more and larger data sets, research on volunteering is transitioning from pontificating to proving hypothesis about volunteering characteristics. The RGK Center for Philanthropy and Community Service at the University of Texas publishes the Investigator, a series of information briefs designed to bridge the gap between practitioners and researchers in volunteerism, and to encourage researchers to do more in the field of volunteerism.

The first issue,“Data Sets on Volunteerism: A Research Primer,” previewed in e-Volunteerism before being made available to the public, summarized existing data sets and provided examples of the analyses that can be generated from them. One of the data sets described was the Current Population Survey Supplements. The second issue of the Investigator, “Volunteering by States,” uses this data set to report volunteering rates and characteristics of volunteers by each State in the United States.

e-Volunteerism unveils the second issue of the Investigator (giving readers the chance to provide feedback prior to the public presentation) with comments explaining the process. Learn more about the characteristics of volunteers on a state-by-state basis in the US, and how to use such studies to assist your volunteer program. Non-American readers will find the concepts useful as well and have the opportunity to identify similar studies in their countries.

You don’t need to be a drama queen (or king), or the star of your 1971 high school production of Bye Bye Birdie, or even a Shakespearian scholar to tap into the rich tool kit of theatre techniques available to any trainer.

While a few very successful trainers go out of their way to avoid exercises that resemble theatre games in any way, the reality is that most of us need a creative way to share information, enliven our presentations, and reach out to a diverse group of adult learners who tend to have short attention spans and their own, unique learning styles. Using drama, a catchphrase that includes a variety of theatrical techniques, is the perfect way to make a good presentation more effective and memorable.

A word of caution : Drama can make a good presentation great, but it won’t make a bad presentation good. As in the use of any training technique, before you begin to think about what drama exercises to add, start with a solid strategy and make sure that your curriculum is well thought out to meet the stated objectives of the course.

This article is adapted from the very popular workshop the authors first taught together at the International Conference on Volunteer Administration in Phoenix in 2000. Like the workshop, this article is divided into two sections and explores the continuum of theatre techniques, from creative drama to fully scripted skits, and looks at how they can be adapted to virtually any training.

The first part of the article looks at Creative Drama and includes examples of how these techniques can energize an ice breaker, help participants explore a complex concept though individual role playing, and work through tough issues with fully improvised group scenes. The second part of the article explores the use of scripted scenes in training, and how to bring out your own Tennessee Williams in the process.

There are some wonderful pointers here for any trainer, along with an an icebreaker and several skits (with and without scripts).