Posts Tagged ‘social capital’

What hath Obama wrought?

December 8, 2008

The Nonprofiteer has been rolling her eyes and wrinkling her nose and generally contorting her facial muscles at the notion that there’s some sort of continuing life for the “Obama Nation,” those energies and relationships forged in the Obama campaign.  Sure, she thought: show me an equally remarkable candidate for an equally important political office and I’ll show you a continuing movement in his support.

Then she hosted a party for her fellow volunteers on the campaign, a “nation” whose most liberal census would report about 110 souls, and a funny thing happened.  First, more than 40 of them showed up on a  bitter cold school night at the home of a relative stranger; then, they proved to have so much to say to one another based only on the common ground of a defunct campaign that a party scheduled to run for 2-1/2 hours went for 5; and, finally, when it was all over, the Nonprofiteer and her guests could each think of a dozen or so whom they’d like to see again and know still better.

This may prove nothing more than that Ann Landers was right: the most efficient way to meet simpatico people and make new friends is to volunteer doing something you enjoy, as by definition everyone you encounter in that context enjoys it, too.  But though there was a lot of enthusiasm for the impending Administration (as brilliantly embodied by the guest who contributed fortune cookies to the potluck feast, saying “Our fortunes are changing for the better!”), there was relatively little interest in politics for its own sake (which raises an interesting question: is there such a thing?).  A number of guests politely agreed with casually-expressed desires to replace Chicago’s Mayor For Life, but no one seemed to be looking either for another campaign or for the political spoils of this one.  Rather, people were saying to one another, “That was a great experience” and “I don’t know what to do next” and “You, neither?”

So what are all these people looking for, and how important is it that we as a society help them find it?

  • Was it the chance to be together?  With all due respect to Professor Putnam, for this group of people social connectedness is a fringe benefit of participation rather than its product or its compensation.  Most of these volunteers are already embedded in social networks:  it took a month to find a date for the gathering that didn’t conflict with pre-existing commitments of its half-dozen planners.
  • Was it the chance to exercise skills?  There were a lot of skills represented in that room, but the talk wasn’t of skills; it was of service: “Maybe we’re going to be those old people you read about who wind up in the Peace Corps.”
  • Was it the chance to make a difference?  Well, yes, but one can make a difference in so many ways that the notion doesn’t help shape what to offer people who are on fire with an unnamed passion.

For the Nonprofiteer herself, it was exciting and gratifying to be back in a room with people who regarded her as a leader;  but that, too, is a surrogate for something else–for deeply satisfying participation in a crucially important project.  So she still doesn’t know what to do next.

Except:

  • DON’T start a nonprofit just ’cause you have the troops.  There are almost certainly plenty.  If it turns out to be important for this particular band of brothers and sisters to stay together, let’s figure out a way to get swallowed whole by an existing Leviathan.
  • MAYBE use the existing Obama network to connect individuals or clusters to existing nonprofits, for specific projects or Board service.   We’ve learned to trust each other, we know each other’s abilities, and we’ve been through a war; that’s not nothin’.  But could it be “somethin’” to the nonprofit world–other than disruptive?

Foundation Friday: Volunteerism a la The Taproot Foundation

November 21, 2008

In a white paper issued last month, the Taproot Foundation argued that a commitment to pro bono services by the strategic planning profession could unleash $1.5 billion worth of high-impact free advice to nonprofits, and offered its own system for organizing and dispensing that advice to the agencies most in need.  Its emphasis on donated services puts the Foundation in the thick of a task otherwise left to Executive Directors, Program Directors and Volunteer Coordinators: finding roles for volunteers that are simultaneously meaningful to individuals and useful to the nonprofits they seek to serve.

The Nonprofiteer, a strategic planner herself, thinks more nonprofits should indeed have access to strategic planning services, and likes the idea of bringing volunteers in as professionals rather than grunt laborers.  Here are her concerns with the Taproot formulation–bearing in mind that it’s always easier to nitpick a project than start one:

  • Taproot’s approach to strategic planning seems to bear the fingerprints of its funder Deloitte, emphasizing the ideas that nonprofits’ central strategic planning task is to determine whether they should merge with other nonprofits.  This is a drumbeat that the charitable sector has heard from the business sector for years, and we should be concerned about a widely-distributed strategic planning template that argues from a stance of expertise that there are too many nonprofits and the essential question is how to make them fewer, bigger and more efficient.  In fact, if we’re going to go on having social services delivered by private nonprofits instead of by government agencies, the main reason is a belief in the value of localized, community-based, small-scale interventions as against nationalized, standardized and massive efforts.  So let’s pause before we export to thousands of nonprofits the idea that their job is to go out of business.
  • Taproot’s idea of putting volunteers on site briefly–a single meeting with the client, a 6-9 month overall commitment–may work for some volunteers whose main concern is getting a resume credit or honing their preexisting skills; but most people are looking for a volunteering home.  The Nonprofiteer can only speak for herself (as usual) when she differentiates between what she does for a living–parachuting into agencies to offer an outsider’s perspective–and what she does, or hopes to do, for love: being a long-term unpaid staff member.  There’s a reason to keep these two activities separate: strategic planning requires asking hard questions while long-term volunteering requires implementing the answers.  Strategic planning requires a willingness to be unpopular to the point of exile while long-term volunteering requires figuring out how to work with people whose ideas and motives are very different from one’s own–a skill without which nothing important or lasting can ever get done.  To put it another way: charities need expert external perspective far less than they need enhanced internal capacity–the kind that comes from long-term volunteers.

Unless we can figure out a way to turn skilled outsiders into committed insiders, we’re just churning: roiling the water without moving the ship forward.  Lest we forget: the point of volunteering is not to provide free labor to charities but to connect people within communities to the broader work of those communities.

Glad to see, though, that someone is thinking seriously about the problem of making voluntary work satisfactory to the volunteers–without that, there’s no chance for the long-term relationships the Nonprofiteer considers so essential.  Maybe Taproot’s next project could be to help volunteer managers think about their work from the perspective of capable volunteers, and foster a longer-term commitment between volunteer and institution.


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