December 15, 1995

An Easier Way to Roll Up Your Sleeves

by Christa A. Rosenberg, Senior Consultant for Health Policy

We all depend on volunteers—either directly, when they provide services to us personally, or indirectly, when they provide services to others. As government continues to reduce funding for social programs, our cities and neighborhoods increasingly will depend on the "generosity of strangers" to help meet the needs of those who cannot meet their own.

More than half the U.S. adult population volunteers. In 1993, 48 percent of adults aged 25–44 reported having volunteered at least once during the preceding year; of adults aged 35–44, 55 percent had volunteered. (Although there is not a figure at hand for the 55+ age group, I believe I am safe in assuming that their percentage is even higher.) They donate millions of hours to various causes: homeless shelters, crisis hotlines, food pantries and soup kitchens, hospitals, schools, literacy programs, children’s mentor programs—the list goes on and on. Corporate America also contributes to volunteerism: Companies fund nonprofit causes, and they allow employees to use company time and resources in direct volunteerism and in serving on committees and boards of nonprofit organizations.

Where will more volunteers come from? And can they handle more needs—needs that are becoming increasingly complex and whose root causes are not easily understood or resolved? Will the traditional sources of volunteers be able to handle the additional demands?

Just as in most other aspects of modern society, innovation is going to be needed. One resourceful approach to volunteerism began in New York City in 1986. Currently known by its national umbrella organization name, "City Cares of America," the program is noted for its flexibility and noncommitment to particular projects. Rather than recruiting volunteers for specific projects and obtaining commitments from already busy people, the program is a clearinghouse, linking potential volunteers to projects around a city. Volunteers are not committed to a certain number of hours or any particular projects; they simply are informed, by way of monthly newsletters, about upcoming activities in need of people who will help out. People work when and where they wish, and the projects in need welcome them.

The program’s success lies in its large number of volunteers and its "guiltless" approach to recruiting and retaining them. Nationally, more than 75,000 people are members, and the model has been replicated in 26 cities. The Atlanta chapter boasts a mailing list of 11,000 volunteers, while the New York chapter has a mailing list of 13,000. Even in the smallest "Cares" city—Greenville, South Carolina—400 volunteers have enrolled, and membership is growing 10 percent monthly.

ertainly, all community nonprofit programs need some committed people who will provide ongoing, regular assistance. But if they are to meet increasing demands during this time of decreased government funding, they are going to have to look toward nontraditional ways to get volunteers. The Cares program shows such a way.

Background for this Periscope came from the November 24, 1995, New York Times.