The responsibilities taken on by volunteers depend largely on the social context and the agenda of the organization. Their contribution can range from simple petition drives to taking on an important project and overseeing its execution. At RESULTS, an organization in Washington that fights hunger and poverty, the entire hierarchy are volunteers. Such variety makes it imperative for an organization to tailor a volunteer-building strategy to its needs, and to cultivate a sense of "ownership" in the organization and its cause.

Our discussion here focuses on the best means of achieving this and not so much on the use of volunteers as citizen participants in social movements.

Volunteerism: Its Evolution

Irrespective of the regional perceptions of volunteerism or the manner in which it is practiced, workers who come with a commitment can strengthen any cause. Their effective involvement can be the cornerstone of a successful social program. Involved volunteers can play a key role in replicating a worthy program and making it accessible to a larger population. Today's challenge is to draw the volunteers into the folds of the organization, provide them the right kind of action, sustain their enthusiasm and integrate their needs with the goals of the organization.

When did the concept arise of helping people in need – for whatever reason: moral, spiritual, ethical, ideological, religious? The naturalist Petr Kropotkin, in his book "Mutual Aid: A Factor of Evolution," analyzes volunteerism from an evolutionary perspective. He remarks that the sense of mutual support is instinctive, pointing out that humans, like animals, draw strength from one another and are inclined to tackle problems or face dangers collectively.

Kropotkin writes: "It is the conscience – be it only at the stage of an instinct – of human solidarity. It is the unconscious recognition of the force that is borrowed by each man from the practice of mutual aid; of the close dependency of everyone's happiness upon the happiness of all, and the sense of justice or equity, which brings the individual to consider the rights of every other individual as equal to his own."

What does volunteerism mean for the world? Why has it gained so much significance in the past two decades? In his book, "Getting to the 21st Century: Voluntary Action and the Global Agenda," David C. Korten remarks that three emerging crises of the 1980s –environmental degradation, poverty and social violence, problems caused by concentration on the individual – have given relevance and fillip to volunteerism, which is seen by individuals and organizations as a way to give back to the community.

The Concept of Volunteerism, Globally and Regionally

Volunteerism means different things in different societies. Socio-economic factors and historical contexts have defined volunteerism. In some cases these perceptions are hindrances, in others they are supportive.

In Poland, where Communism forced individuals to "volunteer," social entrepreneurs have had to redefine this perception as the nation races toward a free-market economy. Volunteerism is particularly important here, as it is charged with the task of bringing alive a sense of civil awareness and participation, necessary ingredients in a free society.

In southern and western Africa, volunteerism is viewed as a pastime for the elite. Activists thus rather refer to it as a "citizens base" or "grassroots."

In South Asia, volunteerism is reflected by the religious and social practices that perpetuate extended families and encourage giving. All religious faiths here exhort their people to give time and resources to good causes. Moreover, the sense of community living, very much prevalent in rural areas, makes it imperative for everyone to share and care.

The act of giving back to the community is prevalent in American culture. It is ingrained in young people by service organizations like Boy Scouts and Girl Scouts, and is encouraged at many work places, with businesses and corporations offering incentives for employees. An interesting trend, thanks to technology, has been the emergence of the virtual volunteer, who contributes to the cause via the Internet. A good example is the STARBRIGHT Foundation, a private interactive computer network. Through this network, hospitalized children are being helped to cope with the day-to-day realities of their illnesses by interacting with a community of their peers.

Why Volunteer?

To involve volunteers effectively, it helps to know the other side of the story: What prompts individuals to serve an organization or cause?

Volunteers feel good about what they are doing and are driven by strong convictions: uplifting the downtrodden, social harmony, equal opportunities for all, protecting the natural world, reducing poverty and hunger. They look for opportunities to reach these goals in an environment where they do not expect material benefit.

In the book "Volunteer!," the editor, Max Terry, says: `'While people volunteer for many reasons, most volunteers share a certain amount of idealism. They want to make a difference in the world and they are willing to work without pay to do it. Instead, they expect to receive a sort of spiritual fulfillment from their labors, the kind of satisfaction that comes from helping others or from the successful completion of a difficult task."

In the same book a member of Global Volunteers, which sends short-term volunteer teams to villages in different countries, reflects on his experience in Jamaica: ``Looking back, the only tangible evidence of our having been in Woburn Lawn was the addition of about 30 feet to a wall, and a slightly better organized library. But it's not the tangibles that are of the greatest importance; it's the intangibles: the friendship, respect and understanding that come from working with other people."

Initiation and Training

The path of volunteerism is not always smooth. It helps to be aware of the changing dynamics within an organization as a result of involving volunteers. So it is only appropriate to look also at the problems encountered with volunteers and the challenging task of keeping them motivated and involved.

Most successful volunteer programs have a well-developed training curriculum. An outstanding example is the Polish Volunteer Center in Warsaw. Keeping pace with the social and economic upheavals in the post-Communist society, Pawel Jordan, the driving force behind the center, has redefined the spirit of volunteerism through an extensive network and a thorough training process. Jordan strongly believes that providing order and structure, just as a paying job would do, is important to attract, motivate and keep volunteers, and the center, an intermediary between organizations and volunteers, has made it mandatory for both parties to go through training.

Action, Inspiration, Relationship (AIR)

Continued communication with volunteers is crucial. It prevents the volunteers from drifting away and losing motivation. RESULTS, the group in Washington, leans on its volunteers to achieve the group's goal: to create the political will to end hunger and poverty. For them the key words in retaining a volunteer are:

Action: providing the kind of activity that volunteers expect

Inspiration: keeping them motivated by understanding what inspires them

Relationship: maintaining communication and nurturing a long-standing relationship built on trust and support

The organizers try to maintain Action, Inspiration and Relationship in an equilateral triangle. Meredith Dodson, a domestic grassroots organizer with RESULTS, feels the organization is good on inspiration and relationship but needs to build on actions. It is critical to retain this equilibrium for the sustenance of volunteers.

The Right Target Group and the Right Conduit

Obviously prospective volunteers should feel one with the cause. Harley Henriques do Nascimento, who is battling the twin challenges of AIDS and poverty through his organization, GAPA-BA, in Brazil, counts on a cadre of well-managed volunteers who also reflect the characteristics of the people they serve. This recruitment strategy is being duplicated across the country.

The approach adopted by S.L.N. Swamy in the forests of western India could be defined as a dual role wherein volunteers and beneficiaries are rolled into one. Deep in the rainforests are the hamlets and tribal communities, the focus of Swamy's work in creating new vistas of economic independence there. But besides benefiting the people, these programs improve the natural wealth and bio-diversity of this endangered area, giving the residents a stake in the eco-system. This has helped to put the brakes on the degradation that was rampant. Having won their trust and admiration, Swamy can count on the villagers for tree-planting projects and cultural restoration.

It is also important to identify techniques to get people interested in a cause. This is illustrated by Mia Sascawati's organization, Rimbawan Muda Indonesia, which tapped into the potential of the visitors to the Bogor Botanical Gardens, a well-known tropical museum of Indonesia, by introducing an innovative education program. At first only a meager two percent of the visitors came for educational purposes. But her educational tour for visitors sharply increased this percentage, and the number who became motivated to preserve the eco-system.

The Rapport Between Paid Staff Members and Volunteers

Volunteers who have a smooth transition into an organization and people to guide them stay longer and contribute more meaningfully. It may not always be possible to have a co-ordinator to attend exclusively to the needs of the volunteers. But the organization and staff as a whole should constantly remember that patience and recognition of good work pay off when it comes to sustaining volunteers. Developing an esprit de corps is vital if the staff and the volunteers are to work alongside each other. Neither should step on the other's toes.

With all that volunteers have to offer, it is worth studying successful programs and replicating sound strategies. But a word of caution: A wonderful idea may not work equally well in another context if blindly duplicated. One has to weigh the social, political and economic factors and craft a volunteer program best suited for the program at hand.

But speaking in broad terms, here is a checklist of key elements, drawn from "Volunteers: A Valuable Resource," by Ochman and Jordan:

1. Understanding the mission of the organization
2. Developing a definition of the word "volunteer" that is meaningful in the particular situation
3. Developing a job description
4. Deciding what a volunteer can do for the organization
5. Describing the type of person and the skills the organization expects
6. Understanding the needs of both the volunteers and the organization
7. Developing effective recruitment
8. Conducting general information meetings and initial interviews
9. Coordinating the training and development of volunteers
10. Supporting and supervising the volunteers
11. Clarifying the relationship between the volunteers and the paid staff
12. Creating a reward system for volunteers
13. Developing a dignified dismissal process

A strong network of volunteers reflects transparency, equality and openmindedness within the organization, the same values that are most often espoused by a dedicated social entrepreneur. In many ways the degree of involvement of volunteers in an organization is a barometer of its reach, its influence and its public acceptance.

1. Geise, F. (1999): Alternatives to the Peace Corps: A Directory of Third World and U.S. Volunteer Opportunities, 8th Edition Food First Books, San Francisco, California, USA.
2. Henderson, K. (1990): "What Would We Do Without You? A Guide to Volunteer Activities for Kids", Betterway Publications, Inc., Crozet, Virginia, USA.
3. Kropotkin, P. (1976): "Mutual Aid – A Factor of Evolution", Extending Horizon Books, Boston, USA.
4. Lal, V. and Patel, A. (1998):"Making Volunteerism Work: A Handbook for Volunteer Co-Ordinators in Non-profit Organizations" by Pravah for Ashoka: Innovators for the Public, New Delhi, India (working draft).
5. Ochman, M. and Jordan, P. (1997):"Volunteers: A Valuable Resource", The Johns Hopkins University Institute for Policy Studies, Baltimore, Maryland, USA.
6. Ochman, M. and Jordan, P: "How To Work With Volunteers", Open Society Institute in conjunction with BORIS and Warsaw Volunteer Centre.
7. Terry, M.(Ed) (1993): "Volunteer! The Comprehensive Guide to Voluntary Service in the U.S. and Abroad", Council on International Educational Exchange, Council of Religious Volunteer Agencies, New York, USA.