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Table of Contents
More and more of Alberta’s education curriculum mandates that volunteering (or community service) be a part of learning. Religion classes, some CALM (Community and Life Management) classes, the International Baccalaureate program and now the health curriculum all require that students perform community service in order to successfully complete the course or program. How, as volunteer managers, educators, youth leaders, parents and the public do you help young people to understand that community service is not a “sentence”? How can youth be guided through the process of volunteering so that it ends up being a positive experience for everyone involved? The whole hope of mandating youth to volunteer is that they will have a positive and meaningful experience with community service and experiential learning, thereby helping them to plan out and set up their future, experience the world outside of their own lives and in some cases, help them to turn their lives around by feeling needed and significant. Here are some steps to follow to ensure it’s a positive experience for the youth, the agency and the clients they serve. 1. Understand what volunteering is and help young people to think about volunteering in a different way – likely they see volunteering as an altruistic gesture performed by middle to upper classed, middle-aged women, seniors or the very religious. That is partly true but volunteering has become so much more with benefits for volunteers of all age groups, social classes, ethnic backgrounds and education levels. Having volunteer experience is seen as a real advantage in many situations – not just gaining employment but in many areas of life. It can tip the scales in their favour! 2. Promote the benefits of volunteering. A positive experience can make the volunteer feel good and feel as though they’ve made a difference. Volunteering can be a way to explore careers, gain resume experience, make contacts and get references. Youth can learn new skills or develop existing ones. Interpersonal skills like leadership, effective communication and confidence can be gained as well as personal growth. In some cases, young people may be able to volunteer in groups or pairs, which means that they can still be with their friends or make new ones. Volunteering can lead to paid work. A lot of agencies receive grants to hire youth for summer contracts. 3. Help youth to discover what their interests and talents are. A lot of people think of volunteering in traditional organizations such as hospitals and festivals. These are great, but if a student’s interests lie outside of health care or the arts, such as animals, computers, or the environment for example, there are places that can use their time, enthusiasm and expertise too! Any area they’re interested in has a need for volunteers. 4. Instill confidence in your young people by letting them know what to expect when they pursue their volunteer opportunities. Let them know who to ask for when they call agencies. “Manager of Volunteers”, the “Coordinator of Volunteer Services” and “Volunteer Coordinator” are the most common titles for the professionals who work with volunteers in organizations. Tell them how to ask about the kinds of opportunities that may be available and how to ask questions that they need answered, such as scheduling around school or part-time work commitments. Let them know that they can and must be honest about how much time they can commit or when they can volunteer. Help direct them to places where volunteer opportunities are listed such as community newspapers, church bulletin boards, and newsletters. The following websites are excellent resources for young people looking to volunteer: http://www.su.ualberta.ca/work/volunteer 5. Stress the importance of treating their volunteer assignment as what it really is – a job. True, they don’t receive monetary pay, but this is a good time to revisit those benefits and illustrate that they are forms of payment too. Being reliable is mandatory. Showing up on time, dressing appropriately, being ready to work, calling if they are unable to make it, all the things that an employer would expect from an employee is expected in a volunteer job too. 6. Double stress the importance of pursuing their volunteer assignment in a timely manner! If they have to put in 20 hours of community service, then they have to approach agencies a lot sooner than the week before the deadline! Help them to understand that if they leave it too late, they will end up either without an agency to work for or doing meaningless work like shredding paper or stuffing envelopes. If they really want to perform those tasks - no problem, but if they are looking for more, they cannot realistically expect to get more if they leave it too long. Tell them about the kinds of administrative tasks that must be completed before they can even start volunteering, such as Criminal Record Checks, interviews, some medical tests (in the case of health care institutes), orientation and training, etc. These policies are in place for all ages of volunteers, not just youth and exceptions are not made for school deadlines. Agencies keep in the forefront the safety of their clients, staff and volunteers. 7. Discuss expectations. Talk with them about what they are hoping to gain from their volunteer experience. Help them to be realistic (they can’t expect to hold a leadership position if they will only be at an agency for eight hours) but also to have high hopes for a positive experience. This can be a tough sell for those who really don’t want to volunteer or who have had negative experiences in the past. Let them know that if they do the legwork to find an organization or opportunity that is the right fit for them, then they will have a wonderful experience. They have the right to expect this. Just because they are young does not mean that they should accept the jobs that no one else wants. An interview with the Manager of Volunteers is the perfect place to clear this up and to discuss both the volunteer and the organization’s expectations. Make sure they match. 8. Support them. Just like a paid job, it can be confusing to find the right one. It may take more than one try. Be there if they want to talk about their volunteer experiences, both the successes and challenges. 9. Be enthusiastic! Let them know that volunteering can be fun and offer experiences that they would never find within the walls of their school or possibly any place else in their lives! Show them how proud you are of their commitment to their community and how inspiring they are. The more they are supported, the better chance they will have a great experience. 10. Evaluate and reflect on the volunteer experience. Teachers, volunteer managers, youth leaders and others involved need to ask, was that young person’s expectations met? If not, why? How did they benefit from their volunteering? What difference did their donation of time mean to the organization? To the clients? To society? To themselves? If volunteering is meant to be a learning experience, then discuss what has been learned, what you have learned. Volunteering today has many benefits. Savvy youth know what they are and how to get them. Educators, volunteer managers, youth leaders and parents have an integral part in guiding young people to the right volunteer opportunity. It’s all about preparation for you and for them. Amanda Sokol has worked on a Youth and Service Learning Project for the Voluntary Sector Management Program at Grant MacEwan College (with support from TransCanada).
What is a consultant? A consultant is a coach, a guide, and an advisor who brings expertise, education and experience to your organization. Someone who can undertake a specific project – perhaps an Audit and Feasibility Study, Campaign counsel, Policy development, Strategic Planning, or some other area of specific expertise. A contract worker is an employee engaged under specific terms to do work for the organization. Normally this is someone on a term specific contract working without benefits. The question is, do you need a consultant, a contract worker, a volunteer or an additional staff position? If your answer is “I’m not sure”, you are not alone. Sometimes consultants and contract workers are one and the same people. The difference is in how the letter of understanding, the contract, is established. The difference is also in the needs and expectations of the organization. But how do you decide what it is that you need? Knowing what you need, the type of work that you want to undertake and what you expect from a person or organization is critical to identifying whether you are seeking a consultant or a contract worker. So here are some things to think about: Do you need… Assistance? Specific expertise? A coach? Someone who has been through a process before? Resolution of an ongoing question? An independent perspective? Or, do you need… An extra set of hands? Someone to implement a new program? Someone to fill in a leave? Someone to undertake a specific project? The former is a consultant, the latter a contract worker. But what if you aren’t even sure about the need? What if you have a dynamite volunteer who might just solve your problem? What if you have staff that is advocating the retention of additional full-time paid people? I often advise organizations to create a Request for Proposal (RFP). In creating this document, many questions are answered and it becomes clearer as to what type of person would be most appropriate to provide solutions – consultant, contractor, staff or volunteer. A good Request for Proposal (RFP) does many of the following:
So now you have a clear picture of what you are seeking, what you need, what resources you have to work with and what your time frames are. At this point, make a decision. Is it a staff position that you need, a volunteer, a contract position, or a consultant? Decide, and then act. Your RFP document provides you with the structure to create an advertisement for a staff or volunteer position. It also provides you with the document necessary to call for responses from a consultant or contractor. Once you have come this far, act. If you are seeking a volunteer, post the position description at your local volunteer centre, College, University, in targeted newsletters and in your local paper. If you are seeking a staff person, post the position through your local employment centre, with professional associations such as the Association of Fundraising Professionals (AFP) and others. If you are seeking a contractor or consultant, send you RFP to: professional associations in your area – AFP, AFFRE, CAGP, CCAE, CASE, and others. Talk to other organizations that have used consultants. Check www sites including Charity Village. Look in the Yellow Pages and on SuperPages on the www. Compile a list of consultants – small, mid and large size firms. If you have a pre-set criteria of experience, pre-qualify the firms before sending out an RFP. If you really need someone with a specific skill set or background, be frank about this. Then, send the RFP with a reasonable turn-around time – two weeks minimum so that you gain quality responses. The next challenge is how to select someone from the responses. Whether you are selecting a consultant, a contractor, a staff person or a volunteer, many of the following guidelines apply. Ask:
Ask the questions, then narrow the list and check references. Checking references is absolutely essential. Ask your prospective consultant or contractor for a recent, complete client list. Call the person who supervised the consultant’s work directly. Ask:
Pay attention to what is not said. Make a decision. Then create a letter of understanding or contract. Make sure you establish a letter of understanding, a contract, with a consultant that both your organization and the consultant sign off on. Both parties must have a copy of the agreement for their files. A good Letter of Understanding includes, but is not limited to:
Decide, and then act… Decide on a person, hire them and get on with the project. Regularly review the work that is occurring and ensure that benchmark dates are met. This article is a look at consulting and contracting as resource options for charities and not-for-profit organizations. As such, it is not a legal “how to” but rather, provides some guidelines for decision-making and is based on a presentation that Dree gave at the Alberta Fundraising Conference in Red Deer in February. Dree Thomson-Diamond is a Certified Fund Raising Executive specializing in organization growth through effective, experienced and creative fund development, management and communications counsel. Please direct your comments and questions to her directly at dree.thomson@telusplanet.net or by phone: 780-438-1093.
Did you know that if your organization raises more than $25,000 in donations per year that you need to be registered under Alberta’s Charitable Fund-raising Act (CFRA)? Even if you are already incorporated as a Society and registered with Canada Revenue Agency (CRA) you may still need to register under the CFRA as well. The CFRA applies to any incorporated or unincorporated organization that is formed for a charitable purpose. It applies even if your organization is incorporated under the Societies Act or is registered with the Canada Revenue Agency. The Act also applies to any person who asks for contributions to be used for a charitable purpose or charitable organization, even if that person is not connected to any charitable organization. A charitable purpose includes any philanthropic, benevolent, educational, health, humane, recreational, religious, cultural or artistic purpose. Organizations asking for donations for a non-profit sports organization are included under this Act. Registration under the CFRA is required if your organization raises or intends to raise $25,000 or more in donations from Albertans in your fiscal year. You also need to be registered if your organization hires a business to fundraise on your behalf. Solicitations made to the members of your organization or their immediate families are exempt from the Act. Also, funds you raise through an event that is authorized by the Alberta Gaming and Liquor Commission, like raffles, pull tickets, bingos or casinos are exempt from the Act. If you have not registered your charitable organization but you receive $25,000 or more in contributions during your fiscal year, you have 45 days to submit your registration. Here is how you can register your charitable organization in Alberta. You can pick up an application at your local Alberta Registry office or you can get a printable form on the Internet at: www.gov.ab.ca/gs/services/business/charitable_org.cfm. New charities must also submit a copy of the solicitation materials they intend to use to ask for donations. These materials will be reviewed to ensure they comply with the disclosure requirement of the Act. You can review what is to be disclosed in your solicitation materials by reading the Tipsheet developed by Alberta Government Services at: www.gov.ab.ca/gs/pdf/charities.pdf. Your completed application form and solicitation materials must be submitted, and the registration fee paid, at an Alberta Registry Agent. Your application will be sent to Alberta Government Services for review. We will review your solicitation materials and work with you to ensure that they meet the requirements set out by the Act. When the registration is approved it will be valid for a period of 12 months. A notice will be sent two months prior to your expiry date for the yearly renewal of your charities registration. Solicitation materials and audited financial statements may be requested and reviewed during the registration period. The purpose of the review is to ensure donors are receiving accurate information about the charity and the use of their donations. The Act also protects donors from fraudulent or misleading solicitations. Alberta has established standards for charitable organizations and fund-raising businesses to ensure that your donors have sufficient information to make informed decisions and so that they may more readily support worthwhile and legitimate charitable purposes. If you are unsure if your charitable organization needs to be registered or if you have any other questions, please call Laura Davis, Alberta Government Services at (780) 422-8170. If you are calling
from outside Edmonton, you can be connected toll-free by calling Amendments to the Charitable Fund-raising Regulation by Scott Hood On March 15, 2004, the Minister of Government Services amended the Charitable Fund-raising Regulation by increasing the threshold to require charitable organizations to prepare audited financial statements. Previously, charities raising $100,000 or more in gross annual income would have to prepare audited financial statements. The amount has now been raised to $250,000 in gross contributions per year. There were two key reasons for this amendment:
More information is available at: http://www3.gov.ab.ca/gs/pdf/tipsheets/Req_for_Char_Organ_Info.pdf Scott Hood is Policy Advisor, Consumer
Programs, Alberta Government Services. He can be reached at 780-427-8166
or
Voluntary Sector Management Program 2003-2004 Voluntary Sector Learning Opportunities at Grant MacEwan College New Fund Development Courses! Last fall the Voluntary Sector Management Program launched new Fund Development courses. The courses have been designed with contemporary information and are offered in manageable time blocks allowing for flexible learning. For the busy person, time slots of two days or several evenings are now offered. It is not necessary to be enrolled as a full-time program student to take advantage of these courses. They are also available through distance delivery. Sign up for courses of your interest. For more information and to receive the program catalogue, contact: Pat Sonnenberg at 780-497-5268 e-mail: sonnenbergp@macewan.ca
Conducting Effective Meetings Meetings are a major tool in accomplishing goals within a nonprofit organization. Consider methods for planning, preparing for, participating in and chairing productive meetings, to utilize time more effectively and achieve results. Classroom: VSMT 118 (740) Tues., April 13, 20, 27, & May 4, 2004, 6 - 9 pm, $182 (includes materials) plus text, 1 credit
Community Building Through Collaboration Nonprofit organizations often achieve their missions in partnership with public and private sector partners, as well as other nonprofit organizations. Examine the principles, processes and issues which encourage successful collaboration within the community. Classroom: VSMT 121 (740) Fri. & Sat., April 30 & May 1, 2004, 8 am - 4 pm, $182 (includes materials), 1 credit
Voluntary Sector Leadership and Management This course will explore the need for diverse and effective leaders within the voluntary/nonprofit sector. The role of management and leadership will be introduced with emphasis on competencies required to lead and manage organizational and sectoral initiatives. Web Enhanced Self Study: VSMT 101 (830) Spring 2004 (May 3 - June 30) $477 (includes materials) plus text, 3 credits
Overview of Volunteer Management The benefits, challenges and scope of volunteer involvement are explored, with emphasis on effective volunteer management practices. Trends and issues in Canadian volunteerism will be introduced, as well as the role of a manager of volunteers. Self Paced: VSMT 103 (820) $182 (includes materials) 1 credit
Overview of Fundraising Management The role of fundraisers and fund development as an occupation, will be introduced with emphasis on the importance of philanthropy in Canada. The responsibilities, workplace, and professional development needs of fund development professionals will be discussed, as well as trends and issues which impact their work. Self Paced: VSMT 104 (820) $182 (includes materials), 1 credit
Introduction to the Voluntary/Nonprofit Sector in Canada The purpose, profile and scope of the voluntary/nonprofit sector will be introduced, with emphasis on the sector’s role in Canadian society. The sector’s unique strengths, challenges and roles will be discussed and the composition, governance, legal structure and resourcing of nonprofit organization will be introduced. Self Paced: VSMT 105 (820) $182 (includes materials) 1 credit
Watch for upcoming non-credit workshops and learning events on the RCVO website: www.rcvo.org
National Volunteer Week April 18 - 24, 2004 National Volunteer Week honours the people who donate their time and energy to their fellow citizens. It also raises awareness of the vital contribution volunteers make to our communities. Across the country, thousands of volunteer-involving organizations, volunteer centres, corporations, schools and government bodies will be saluting Canada’s 6.5 million volunteers. Global Youth Service Day April 16 - 18, 2004 On Global Youth Service Day, millions of young people in countries everywhere will highlight and carry out thousands of community involvement projects. This day will be a way for local, national, and international organizations to: BUILD the capacity of an international network of organizations that promotes youth participation, service, and learning; EDUCATE the public, the media, and policy-makers about the year-round contributions of young people as community leaders around the world; MOBILIZE youth and adults to meet the needs of their communities through volunteering; and LEARN and share effective practices in youth service, youth voice, and civic engagement in the world today. See website at http://www.gysd.net/name Volunteer Edmonton’s Launch and National Volunteer Week Kick-off Monday, April 19, 2004 12:00 o’clock noon Edmonton City Hall, The City Room Join in the launch of Volunteer Edmonton, a leadership coalition structured to encourage dialogue about outstanding community needs in volunteerism. It will bring together the not-for-profit, public and business sectors on behalf of volunteerism. Volunteer Edmonton’s goals are:
For more information visit www.volunteeredmonton.ab.ca Risk Proof Your Organization A Risk Management Workshop for Community Organization Leaders Thursday, May 13, 2004 Grant MacEwan College City Centre Campus 10700 - 104 Avenue Edmonton, AB This workshop is presented by Linda Graff, an well known author, trainer, and consultant in the voluntary sector. She is a dynamic and challenging speaker who mixes humour and informality with innovative thinking and empowering concepts. Linda has produced ten books, audio resources, and countless manuals and articles in the field of volunteer management. This workshop will look at growing voluntary/non-profit concerns about accountability and liability and the associated concept of due diligence. A simple, comprehensive risk management system will be reviewed and utilized as a template for immediate application to your organization. The critical role of policies and procedures, the board’s responsibilities, and key strategies to be implemented in crises situations are just some highlights of this workshop. Both agency administrators and board members will benefit from attending. Even long-experienced staff will learn new and exciting strategies for the reduction of liabilities through the implementation of a risk management system, establish clear guidelines, and ensure greater safety for volunteers, clients and staff. Sponsored by: Grant MacEwan College (Voluntary Sector Management/RCVO) and Strathcona County (Information and Volunteer Centre) Registration fee: $75 per person Call 780-409-3820. Funding Sources for Edmonton’s Nonprofit Sector 2004 This updated source of funds for Edmonton and area is now available from the RCVO. To order call 780-497-5616 or toll free at 1-877-897-5616.
In the course of my work as a speaker and communication specialist, I often hear the complaint, “There’s no communication around here!” It’s usually expressed in tones of disgust and frustration. However, I have made two interesting observations:
If top level management is serious about running an organization that truly communicates at all levels, internally and externally, it must take steps to create that reality. 1. Genuinely make the commitmentIt’s easy to pay lip service to a communicating organization and, unfortunately, many do. Like so many other disciplines in business, communication practices start at the top.One good opportunity for real communication lies in the Mission and Vision Statements. Whose mission? Whose vision? Too often, these statements are created by public relations people and sent down from the top like a commandment from on high. The lofty ideals they express, however, are more likely to have practical results if they come about through a process that includes those who are expected to live by them, and are communicated in a meaningful way.2. Recognize that communication always has two sidesThere is no such thing as one-way communication. Just as the principle of double entry accounting states that for every debit there must be a corresponding credit, so communication requires two complementary actions: for every piece of outgoing information, someone somewhere must receive and understand the message. Otherwise, there is no communication. I have called this The Communication Contract™.Clause 1: Written CommunicationIf you want to send a message in writing to someone, either within your organization or outside, you must express your message clearly, concisely and in language appropriate to that particular reader, so that he or she can understand it on first reading. That is the writer’s part of the contract.If you then send your letter or memo to me, I must read it with enough attention, concentration and respect that I receive and understand the message as you sent it. That is the reader’s part of the contract.Unless both parties fulfill their parts, communication does not take place.Clause 2: Oral CommunicationWhen you make a business presentation, or make a point during a meeting, you must speak clearly, confidently and as interestingly as possible, so that the essence of your message stands out unmistakably. That is the speaker’s part of the contract.While you speak, I must decide to listen, for listening is a conscious act. I must ask appropriate questions to clarify my understanding, and provide you with acknowledgement and feedback that tells you I have heard and understood. That is the listener’s part of the contract.Until both parties fulfill their parts, communication does not take place.Clause 3: Non-verbal CommunicationIndividuals and organizations constantly send non-verbal messages through their actions and behaviour. Managers who keep their office doors closed send a message—whether intentionally or not—that they are too busy to deal with employees. Organizations that operate authentic employee suggestion programs, with appropriate rewards and implementation mechanisms, send a message that they honour their employees’ intelligence and value their contribution. Behaviour is the outward-bound part of the contract.We all “learn” what we choose to believe from the behaviour and actions of others. If an employee regularly arrives late and takes many days off, the manager “learns” that the person is not reliable. If an organization has downsized substantially in each of the past five years and expects the same level of productivity from those remaining, those employees “learn” to disbelieve the organization’s statement that its employees are its most important asset. Learning is the inward-bound part of the contract.Only when both parties fulfill their parts does communication truly take place.3. Understand that these skills can—and must—be learned by everyoneIf you are an executive director or senior manager, first look carefully and as honestly as possible to see if you have these skills, and whether you take the trouble to use them. In particular, how are your listening and learning skills? Research constantly tells us employees perform at a higher level when management listens to them.Then take a look at communication throughout the organization, which may involve a full-scale communication audit. How, where and why is communication breaking down? Which skills are missing and in whom?Take steps to remedy the problem through training and coaching. Monitor progress and its effect on productivity as well as morale. You may be happily surprised at the outcome.George Bernard Shaw once observed, “The main difficulty with communication is the illusion that it has been accomplished.” It’s an illusion we can no longer afford in the constantly changing business world of today.Helen Wilkie is a Toronto-based communication specialist. Her website is www.mhwcom.com and she can be reached at hwilkie@mhwcom.com.
Speak with any organization and they will tell you their primary reason for existence is to fulfill their mission. A blank stare usually occurs before I finish my follow-up question, which is: “Therefore, if I review your communication strategy, will I see an integrated, mission focused message throughout every marketing and communication approach across all organizational units, media and audiences?” A good hypnotist takes joy in liberating people from their mesmerizing trance. Unfortunately, snapping my fingers or saying magic words will not end your charity’s marketing woes. Often, the first thing you must do to improve your situation is to step backward and ask yourself some questions. Have you lost your way? What is driving your marketing? Where are you taking your constituents, friends, customers, donors? Where do they expect you to take them? Are you establishing the right kind of relationships? Recently, conducting interviews with senior staff members from an international charity, I asked each one what they believed to be their organization’s core practice. I simply asked, “What is the number-one thing your organization does and is known for by your donors?” As each person gave a different response from his or her vantage point, it seemed as if I was talking with five different organizations. It came as no surprise to learn their messaging was attempting to be omnipresent. What is omnipresent messaging? It’s when charities present themselves as a “do everything, be everywhere” organization. Your organization began with a single focus, a core mission to accomplish. What is the cause? Are you the premier organization that addresses your core practice? If not, perhaps your marketing and communication efforts are not entirely mission driven. You must build organizational harmony around answering the following questions. } Who are you? } What do you do? } What do you say? From beneficiaries to staff and supporters of your mission, to the media and general public, everyone needs to be describing your charity consistently. These are the five audiences that help build a nonprofit brand. Be intentional and consistent toward these five audiences. Design an integrated communication strategy for each audience. Mission-Driven Marketing™, which I invented a mere ten minutes ago, is simply the living out and articulation of your organization’s core purpose. In other words, your organization’s marketing is the echo of its mission. Is the sound of your charity’s echo concisely clear, freshly imaginative, perfectly true, and consistently reinforcing the story of your mission? These are the secret ingredients for marketing and fundraising success. Temptation comes in many forms to lure you into gimmicky campaigns that present fancy phrases only your marketing department will recognize. Resist temptation and embrace the refreshing simplicity of your core message. Not until we are lost do we begin to understand ourselves. Henry David Thoreau Todd Baker is with Masterworks Associates in Poulsko, Washington. His website is www.championsofphilanthropy.com. He can be reached at tbaker@masterworksassociates.com.
Excerpt printed with permission from a speech delivered at the Alberta Fundraising Conference, Red Deer, February 10, 2004 The central idea I want to address today is that “philanthropy is about much more than raising money - it is about a way of seeing the world and our place in it. … In its purest form the act of philanthropy is an act of love, with all that implies. But, like all pure concepts, philanthropy in practice has been corrupted into a complex dance between fundraisers and donors where baser notions such as tax credits, naming rights and accountability have become central, too often obscuring the real force that motivates both those who ask and those who give. The past decade has been a tumultuous period of growth and change in philanthropy and in Canada’s charitable community. Ten years ago nobody had even calculated the size or scope of the charitable sector. We had no comprehensive data about how much Canadians donate each year, and no current statistics about how many hours they volunteer. There had been no significant changes in either the regulation of charities, or the tax incentives available to donors, in more than 15 years. In 1993, the term “voluntary sector” was virtually unknown in Canada. When government officials or journalists talked about a “third” sector, they were referring to organized labour. Those who were active in the sector identified themselves only as part of the arts community, or the environmental movement, or some other sub-sectoral grouping.” Mr. Floyd proceeds to relate the activities affecting philanthropy through the years from 1993 to 2003 including the Voluntary Sector Round Tables, the Broadbent Report, the changes issuing from CCRA, The Voluntary Sector Initiative and the National Survey on Giving, Volunteering and Participating. He credits the ten years as an amazing decade of progress and success. Gordon Floyd, however, also admits that there are “dark clouds – most notably in the declining ability of many voluntary groups to invest in the people and systems they need for maximum effectiveness and long-term success. The financial picture for much of the voluntary sector is much bleaker today than it was before the core funding cuts of the early 1990s.” He refers to two studies recently released Funding Matters from the Canadian Council on Social Development and The Capacity to Serve from a consortium led by the Centre for Philanthropy. Mr. Floyd continues: “I am, however, concerned by the evidence from the latest National Survey on Giving that the motivational role of tax incentives is becoming much more significant for Canadians. In the 2000 edition of the survey, 49 percent of Canada’s donors said they would contribute more if governments offered them a better tax credit. That’s an astounding one-third increase from only three years earlier when the same question was asked, and further cause for concern about the state of philanthropy in our country. The same survey reveals that increasing numbers of Canadians are citing the following reasons to justify their refusal to donate at all, or to give more. (These are in declining order of importance, but more people cited each of these reasons than was the case three years earlier):
Clearly, these people are not being inspired by philanthropy. Fortunately, at least some others are, as we can tell by looking at the positive reasons Canadians give for donating. It’s encouraging to note that the primary reasons remain a feeling of compassion toward people in need, and a desire to help a cause in which the donor personally believes. Those numbers are holding steady. On the other hand, the only motivators that are becoming more important for Canada’s donors are both selfish, rather than philanthropic: being personally affected by the cause an organization supports, and wanting an income tax credit. But does it matter that philanthropy seems to be under siege in Canada? Does it matter why Canadians are giving, even if fewer are giving, so long as the total amount of donated dollars continues to rise? Does it matter that more and more mail solicitations include giveaways such as mailing labels and cards and calendars? Why should we care if it requires a fancy dinner or the prospect of winning a big prize in order to get Canadians to give some money to good causes? Is it not simply the way of the world - the temper of the times - that donors should get bigger tax credits, more high-profile recognition, and more of a voice in how their donations are used? My answer to these questions goes to the heart of my vision of the kind of society that I want to live in, the values that I want to pass on, my vision of Canada when it’s at its best here at home and in the wider world. According to my favourite reference book - grandfather’s 100 year old Funk and Wagnall’s dictionary - philanthropy means: the “disposition or effort to promote the happiness or social elevation of man as man, or of mankind on a large scale; [the] desire or effort to mitigate social evils and increase and multiply social comforts …; active humanitarianism; literally, love of man”, or love of humanity. In its practical form, philanthropy is an expression of solidarity with our fellow human beings. It is about seeing beyond ourselves and our personal interests so that we can nurture, and be nurtured, by others in the communities where we live our lives. Philanthropy is the opposite of selfishness and self-promotion. The spirit of philanthropy is the glue that binds us together, that turns individuals into a community, a society, a caring world. Through philanthropy, we not only meet each others’ needs, we also strive together for human excellence. Philanthropy is not a passive belief system, in which one thinks good thoughts while awaiting some far-off salvation. It is an active and present commitment, focused on those things that can bind human beings together regardless of race, creed, sexual orientation or any of the other false divisions that bedevil so many contemporary societies, including ours. The philanthropist’s love of mankind is unconditional, and knows no boundaries. My world – the world I want – is one where the values of philanthropy, the strength of community, the power of love for humanity, are pre-eminent and at the very core. I value my work and my life in the voluntary sector because it enables me to support and strengthen the values of philanthropy. I am not here – nor are others – because they want to help people reduce their taxes, or get their name in lights. They work in this sector because they believe they can help to make this world a better place, because there is no more noble calling than striving with others to meet human needs and achieve human excellence. Most of us who believe in philanthropy recognize the charitable and voluntary sector as the part of our society that is least-corrupted by the enticements of either power or money. We see in the voluntary sector the best-available instrument for putting our philanthropic values into practice. We do not – and must not – hold ourselves separate from or superior to families, or governments or businesses; but we do seek to bring a perspective to our communities that is more altruistic, more inclusive, less authoritarian, and less materialistic. It is therefore part of our mission to strengthen our communities by strengthening the bonds that are forged through collective, voluntary action. Philanthropy, community, and voluntary service are the holy trinity in my world. To me, they are the practical embodiment of justice, freedom, and responsibility. They are inter-connected and inter-dependent. Philanthropy is about much more than raising money - it is about a way of seeing the world and our place in it. Fundraisers are, more than anyone else, in a position to ensure that philanthropy in practice is not corrupted into a process that’s more about tax credits and naming rights than it is about helping others simply because it’s the right thing to do in a community where people care about one another. Amidst all the cynicism and opportunism and ugliness in our world, the simplicity and beauty of uncorrupted philanthropy is truly inspirational. Whatever the specific cause may be, what primarily motivates people to give – what inspires them - is some type of empathy or compassion, some type of love for a group of people in their community beyond their own families. The literal Greek translation for the word “philanthropy” is “love of mankind”. Today’s gender-neutral version would be “love of humanity”. Once again: In its purest form the act of philanthropy is an act of love, with all that implies. And “love” is the greatest inspirational force that mankind has ever known - it has inspired our greatest literature, our greatest religions and our greatest deeds. If we lose sight of its inspirational power, then we will have lost sight of the most fundamental value of philanthropy. In closing, let me quickly summarize the three-part agenda for action that is implicit in my remarks today. First and foremost, I believe we must speak to Canadians generally, and to donors specifically, more often and more forcefully about the altruistic and inclusive values of philanthropy. Secondly, I believe we must strengthen the capacity and effectiveness of our philanthropic institutions – the charities and voluntary organizations through which we collectively seek to serve human needs and achieve our human potential. And finally, I believe we must continue strengthening the bonds within and across our own philanthropic community – our voluntary sector – so that we can better learn from one another, share our strengths, and ensure that the noble and inspiring values of philanthropy are influencing the attitudes, policies and actions that shape our society and our world. Gordon Floyd is the Executive Director with Children’s Mental Health Ontario. For many years he was VP of Public Affairs with the Canadian Centre for Philanthropy.
BOOK RESOURCES Building Volunteer Value: A marketing based Workbook for recruitment and retention Published by Capacity Builders at OCSA (Ontario Community support Association) HV41.B84 2002 If you are looking for an innovative approach to volunteer recruitment and an effective way to measure and manage your volunteer relationships, then this workbook will be very helpful. The workbook helps you to use relationship marketing concepts to help increase volunteer recruitment and retention rates and to position your organization as a place of choice for volunteers. “Building Volunteer Value” contains worksheets, and step-by-step plans that guide you through the process of recruitment and retention of volunteers. It also provides examples of successful volunteer recognition programs.
Wired for Good: Strategic Technology Planning for Nonprofits by Joni Podolsky, John Wiley & Sons HD 62.6.P65 2003 This book leads nonprofits through a planning process that will help them align their technology use with their mission and strategic goals, determine what the appropriate technology tools are to meet those goals, and how the technology will be implemented and supported over time. This guide also shows how to win support for a strategic technology plan within an organization, evaluate a plan’s effectiveness, and help staff and other stakeholders adapt to and benefit from the changes new technology will bring about. To borrow these books from Grant MacEwan’s Learning and Instructional Services (formerly the LRC), contact Michelle Bezenar, Interlibrary Loans, phone 780-497-5857, fax 780-497-4566, e-mail: bezenarm@macewan.ca RCVO Contributors Todd Baker Gordon Floyd Scott Hood Amanda Sokol Dree Thomson-Diamond Helen Wilkie
Editor: Lynda Robertson Production: Wendy Kuzio
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