1. Capacity Building & Volunteer Management
Congratulations on being selected to participate in the Iowa College AmeriCorps Program. This training will help you understand how to build capacity and manage volunteers throughout your Member experience.

2. Goals of this training
You will learn how to identify needs and implement capacity building projects
You will learn how to effectively recruit volunteers to meet the need of your organization
You will learn how to manage volunteers in order to benefit your organization and the volunteer
The goals of this training are for you to learn how to identify needs and implement capacity building projects. You will also learn how to effectively recruit volunteers to meet the need of your organization. Finally, you will learn how to manage volunteers in order to benefit your organization and your volunteers.

3. Adding value to your service
Capacity Building
We will start by discussing capacity building and then focus on volunteer management later in the training.
Adding value to your service

4. What do we mean by capacity building?
The ability of an organization to get stuff done more quickly and effectively now and in the future.
As you get ready to start your ICAP experience, you may be wondering what do we mean by capacity building? Well, in this case we are defining capacity as the ability of an organization to get stuff done more quickly and effectively now and in the future. So what exactly does that mean?
Remember the bridge we saw from the previous slide? Think of that as the organization you will be serving. Your organization wants to be able to help as many people as quickly and effectively as possible. Now looking at the bridge you can see that it is strong and capable to carry a heavy load. But, could it do more? Could it allow more than one cow at a time to walk across? If we add more support to the bottom, then the bridge can carry more cows, just like when you help to improve the capacity through your service you are helping an organization to get stuff done more quickly and effectively now and in the future. The capacity building projects you are helping to complete will prop up that bridge and allowing it to be used more frequently and more effectively for the life of the bridge.

5. Why is it important to build capacity?
Building an organization’s capacity allows them to successfully complete their work more effectively. This means that they can serve more people, more effectively, over a greater amount of time.
It is important to build capacity in these organizations because it helps them to successfully complete their work more effectively. You are helping them to grow their ability to serve the populations that need the most help. Also, you are helping to assure that these organizations will stick around for years to come, allowing them to continue to fulfill their missions well beyond your service experience.

6. What are some capacity building activities?
We will return to describing these activities in a little bit, but here are a few examples:
Volunteer management
Volunteer recruitment
Connecting with and learning from similar organizations in your area about how they do their work
Training volunteers on how to perform necessary tasks for your service event
OK. So now we know what capacity building is and why it is important. But, what are some examples? One of the key elements of this training, and much of the capacity building work you will be doing is volunteer management and recruitment. However, there are other ways that you can build capacity. Such as, connecting with and learning from similar organizations in your area about they do their work.
Lets say you are serving at an animal shelter and they want to find more effective ways to show the community the need for more people to adopt rescue animals. Well, you could easily develop your own program. That would solve the problem. Or, you could reach out to other animal shelters and learn from them. Are there any other shelters that are doing similar work? How are their programs organized? How do they reach their communities? Where have they found success and failures? What advice do they have?
Take your answers write up a quick two page report on what you found and how what you learned will influence your shelter’s program. Now you have something that your organization can look back to and grow from in the future. If they want to change how they reach out to the public the shelter staff can look back at your report and remember what some of the challenges were at other organizations.

7. What are not capacity building activities?
Participating in a service day without being responsible for managing or supervising any of the volunteers.
As with any guideline there is a fine line between what counts and what does not. Before I dive into what is not capacity building it is important for you to know that you will not always be doing capacity building activities. You could very well be doing direct service as part off your ICAP experience. Sometimes you might be receiving training as part of your service experience. Ultimately, those experiences help you to know how to do your capacity building service more effectively.
However, to help you better understand the fine line between the two let me provide you with some examples of what is not capacity building. I will then provide you with some opportunities to think about how you can turn this service activity into one which is capacity building.
Take a look at this example. Participating in a service day without being responsible for managing or supervising any of the volunteers. So, you show up to an event and help check-in other volunteers. That is service, but it is not capacity building. You are filling a community need—someone has to check-in volunteers—but you are not improving that program now AND in the future.

8. What are not capacity building activities?
How do I build capacity in this situation? Ask yourself these questions:
Is there a task that requires training?
Do volunteers know what they are going to be doing before their arrive?
Is there anyone directly supervising the service? Who is answering questions or concerns?
So, how do I build capacity in this situation?
Before you think of some ideas lets try and answer some of these questions: Is there a specific task that requires training? Maybe you are planting some flowers and you need to ensure that all flowers are planted correctly, fertilized, and then watered. Is anyone showing volunteers how to do this task? Do they already know how to plant flowers? Maybe the organization you are serving wants them planted in a specific order, or in specific places. Who is going to tell the volunteers this? You could. And you could outline for future service days that the organization needs to dedicate one specific volunteer to do the training. Now the organizations knows that it needs to find someone dedicated to show up and train new volunteers at future service events.
Do volunteers know what they are going to be doing before they arrive? Maybe your volunteers only know where to show up. Will they know to wear cloths that can get dirty for the service event? You can communicate that to them along with what specific activities they will perform. Now your volunteers are ready to show up and get to work. They are both mentally and physically ready to do service.
Is there anyone directly supervising the service? Can you do it? Who is making sure that volunteers are making the best use of their time at the service event? How do volunteers know when they are done? Maybe they were asked to pick up garbage for two hours. Where do they pick up garbage from? Can you direct them to where they should go and what they should do with their bags of trash when done?
Think about these questions when considering how to take a situation where you are not building capacity to one where you are.

9. What are not capacity building activities?
Only providing mentorship to a single person
Direct service that helps you learn about your organization
Here is another capacity building activity that you may run into: being a mentor to someone. Remember what I said earlier about using direct service has an opportunity to learn about a program? Being a mentor is a great opportunity to give directly back to someone while also learning about the program that you can you improve.

10. What are not capacity building activities?
How do I build capacity in this situation?
Here are some ideas:
Organize group meetings for fellow mentors to share ideas on how to strengthen the mentorship process
If one doesn’t exist, write a position description for your organization to use for the next mentor.
Write a guide to mentorship which helps to provide guidance to future mentors on common issues or questions with the mentorship process.
So, how do you build capacity in this situation?
Well, think about the type of experience you are having and how it could be improved. When you started being a mentor did you know what you were doing? Was there some training or guidance? Are you being supervised in any way? Who do you go to for problems? Are they always available, or are they busy most of the time? Could another volunteer fill that position and help build the capacity of the organization to create better mentorship experiences.

11. How do I figure out what my organization’s needs are?
Use a SWOT analysis
What advantages does your organization have?
What do you do better than anyone else?
What do people in your area see as the strengths of the organization?
Strengths
What could you improve?
What should you avoid?
What do people in your area see as the weaknesses of the organization?
Weaknesses
What opportunities can you spot?
What interesting trends are you aware of?
Opportunites
What obstacles do you face?
What are other nonprofits doing that you are not?
Threats
Throughout this project I have tied your capacity building projects to community needs. Many of you will already know what the need is before you arrive, and some of you may not. Using a SWOT analysis can help guide you toward what types of projects can help fill a community need.
The steps are simple, yet the require that you have a lot of knowledge on the organization that you are serving for. We start by identifying strengths of the program or organization. Think about what advantages does this organization have? What does it do better than anyone else? And what do people outside the organization see as its strengths? Maybe your tutoring program is the best at matching the right tutor with the right student, or maybe your environmental awareness organization is the best at reaching college students. These are all strengths that can be built upon or used to expand the capacity of your organization.
Next we consider the weaknesses of the organization: What could be improved? What should be avoided? What do people outside the organization see as its weaknesses? Maybe your weakness is that your tutoring program can only manage a few volunteers, no more than ten, at a time. Or maybe your environmental awareness organization is seen as unorganized by the community. With these things in mind, we can start to think about what the need is of each organization.
After weaknesses is opportunities: what opportunities can you spot and what interesting trends are you aware of that impacts your organization’s work? Think about your weaknesses and strengths. What about those can be seen as opportunities? Your environmental awareness organization has access to college-aged students who might be able to volunteer a couple hours a month to help create a well-planned and carefully organized awareness campaign for middle-aged homeowners in the area.
Finally, it is time to think about threats both external and internal. Start to consider what obstacles you face or think about what other nonprofits are doing that you are not? Is there another tutoring program in town that is able to utilize ten times the amount of volunteers? If so, then what does your organization do different then they do? Are you covering another geographic area, or maybe a different group of people? Or maybe you both do the same thing, maybe it’s time to start partnering on key projects and sharing resources. Find the threats and then find ways to turn them into strengths.
Using the SWOT method will help you think about how to best serve your community agency.
Retrieved from Mindtools, SWOT Analysis at

12. How do I figure out how to address those needs?
Gap analysis
Identify your future state
Analyze your current situation
Identify how you will bridge the gap
But, how do you actually serve that need? What is the best path to ensure that the need is met? For that we use the GAP analysis. Remember that bridge we talked about earlier? Yeah, the one with the cows. Well think about that bridge again and how we left it with the extra support. That is our future state; where we want to belong. It is stronger and allows more cattle to cross the bridge at once. But, our current situation is much different. None of the support is there. There is a gap between where we want to be and where we are.
Retrieved from Mindtools, GAP Analysis at

13. How do I figure out how to address those needs?
Future State:
Develop partnerships with two other organizations
Current State:
My organization currently has no partnerships
Bridge the gap
Research local organizations with similar missions
Find events or programs that are similar to your organizations
Develop a partnership proposal describing how both organizations can combine resources to achieve the same goals
Reach out to desired organization and set up a time to meet and discuss this opportunity
Allocate work load between both organizations
Capacity building is all about identifying gaps and identifying ways to bridge the gap. Here is a great example. Our future state is that my organization wants to develop partnerships with two other organizations. We feel that by doing this we can reach a broader audience and share some of the work load with our programs or events. My organization currently does not have any partnerships. There is a gap that is significantly impact our ability to do our work effectively. How do we bridge that gap?
I start by researching other local organizations with similar missions. Next I look at those organizations to learn more about the events they plan or sponsor and what programs they offer. Maybe I work for a museum that is planning an exhibit on dogs and cats and I want to plan an opening party for the community for my exhibit. By partnering with a local animal shelter I may find another organization that is eager to reach a new audience. Suddenly some of the planning for this event is taken on by the animal shelter and now I have a partnership.
My capacity building efforts helped to not only identify those other organizations, but to also do much of the administrative work for making the event or program happen. Without my efforts the animal shelter would have never known about the museum’s exhibit party and the museum would have had to do something else for the party.

14. Where in my organization can I build capacity?
Operations & Governance
Planning & Programs
Marketing
Networking & Advocacy
Information Technology
Human Resources
Financial Resources
Develop tracking materials
Develop a marketing strategic plan
Design marketing materials for programs or events
Write a press release for an upcoming event
Connect to and learn from other similar organizations
Compile a list of potential organizations or community events to develop partnerships
Design and implement a community needs survey
Organize a community needs focus group
Evaluate program outcomes
Reach out to new potential clients or members
Writing a fundraising annual appeal letter
Prospecting potential donors
Coordinating fundraising events
Writing grant proposals
Recruit volunteers
Train volunteers
Volunteer recognition
Manage volunteers
Develop tracking materials
Website development
Social media implementation
Write a grant to upgrade existing IT hardware
Provide staff & volunteer training on a specific software package
Researching implications of new government policy on current organization
Provide staff with training on effective management skills such as presenting in front of a large audience
Assess current processes for improvements
Sometimes, though, knowing how to perform a gap analysis is not enough. You may need to know what your options are, even when you do not know your options. Here is a list of some activities and capacity building areas that you can use for your future work.
McDonough Center An Analysis of Nonprofit Capacity Building in the Mid-Ohio Valley

15. Helping others help you
Volunteer Management
One key area of capacity building is volunteer management. This is where you need to leverage human resources to ensure an organization’s programs happen on time and as smoothly as possible.
I put this picture up of someone herding cats to tell you that if you plan ahead, and find the right volunteer for the right position then your experience of managing volunteers will not feel like herding cats. But, if you don’t plan ahead to the best of your ability, then it just might.
Helping others help you

16. Three R’s of volunteering
Recruitment
Retention
Types of service
Keeping volunteers motivated
Organizing the Service
Making the most of service
Making the service happen
Motivation for service
Making the case for service
Recognition
Informal recognition
Formal recognition
Volunteer management is all about following the three R’s: Recruitment, retention, and recognition. All three are important and will ultimately make your volunteer’s service experience run smoothly and effectively.

17. Recruitment: types of service
What type of volunteer does your organization need?
One long-term volunteer
Short-term, one-time, or event volunteers
A group of volunteers
Service-learning students
Dedicated interns
Virtual volunteers
Think about what your organization’s goals are and then find the appropriate type off service to meet that need. If they are looking for someone to constantly update their Facebook and Twitter feeds, then find a single dedicate volunteer that can fulfill that need for a long length of time.
Use this opportunity to think about how many people you need and where you would like to place them.

18. Recruitment: organize the service
Write position descriptions for volunteers
What specific tasks will be performed?
Will volunteers need to be trained?
Who will the volunteer work with?
Be clear!
Come up with a clever title if posting online
Now that you know where people are going to volunteer it is time to figure out the specifics. What exactly will they be doing? And with whom will they be doing it with? Do they need any special training? Are there qualifications that are preferred? By asking yourself those questions you can start to think about what type of person can fit the needs of this volunteer position. You may need someone with lots of skill with technology who can provide a long commitment to the organization. Or maybe you need someone who can cheerfully greet attendees to an event while keeping detailed track of how many people show up. This is where you figure out who that person is who will make your service experience great.

19. Recruitment: organize the service
Make sure to include:
Position title
Time commitment
Location of the service
Main responsibilities/tasks
Supervisor (volunteer manager) name & contact info
Consider including:
Qualifications needed
training & benefits provided
Knowing what you need is half the battle. Now it is time to advertise and connect the dots between your need and those ready to serve. Write up an advertisement to post around you school or online. Make sure to include the position title, times and dates of the service, where the service will occur, and who to connect with in order to participate. You may find that you will need to use this information to advertise in many different places in many different ways. So, having this information available ahead of time will help you complete those tasks quickly. I will talk more about where you can connect with volunteers in a little bit.

20. Recruitment: making the service happen
Everything is prepared – how do you actually recruit volunteers?
Think about:
Who will be interested and has the time to commit to this?
Where will you find them?
What is the best way to approach them?
Now is the time to start connecting the dots. You have all the information required for the volunteer experience and now you need some volunteers. Begin by thinking of who will be interested in this opportunity? You are a current college student. What people do you know on campus that are interested in serving for this organization? Where can you find them? Are they in a student club? How should you approach them? Would a flyer in a dorm work? Or should you give a brief presentation? Think about how to best get their attention and how to your service opportunity relevant and interesting to them.

21. Recruitment: motivation for service
Why do people want to volunteer?
They were asked
Personal Connections
Gain skills/experience
Want to meet new people
Feel connected the mission of the organization
Even though you have all those great resources available, you need to understand why service is important to people and why the volunteer. The best answer to why people volunteer is because they were asked. Let that settle in for a little bit. Why people volunteer is because they were asked. They may have other reasons why the volunteer including a desire to gain new skills or meet new people, but if there were not asked by someone—in this case you—then they are less likely to volunteer.
Use these reasons listed to think about why the person you plan to ask to volunteer for your service project might want to participate. How are they personally connected to the issue? Do they feel connected to the organization or the topic area? Is it a service project that is connected to their major? How can they build their skills and knowledge by volunteering in this project?

22. Recruitment: making the case for service
Be an expert on your organization
Know the history and mission of your organization
Be familiar with the programs and events that need volunteers
Understand how the organization utilizes volunteers
Be able to demonstrate how volunteers contribute to the organization’s goals
It is likely that while out recruiting and managing volunteers that you will have to answer some basic questions about your organization. Make sure you know some of the history and the mission of your service. You will not need to know it inside and out, but you should know it enough to have a brief conversation.
This is also a great time to start practicing how you recruit volunteers and talk about the service that they will do. Take a minute before you start talking to people about this opportunity to think about what is most appealing about volunteering for this organization or project. Finding the appropriate language to describe the service is just as important as the service itself.

23. Recruitment: making the service happen
Personally asking someone is the most effective method
Indirect methods
Website posting (Volunteer Match)
Social Media (FB, Twitter)
Flyers
Direct methods
Networking events (young professionals)
Volunteer Fairs
Sororities, Fraternities, Student Groups
Companies (volunteer time off)
Retirement Associations
Faith-based groups & churches
K-12 Schools or Youth Organizations (4-H, Athletic Teams, Youth Groups)
Everything is set. You know what you want to say to potential volunteers, you have information available to distribute, and you have a solid description of what the service will look like. Lets start finding ways to ask people. The most effective way is to ask someone yourself. You might not always get an enthusiastic “Yes!” but you will place yourself in a position to receive more positive responses.
Finding volunteers is equally as important as following thorugh to make the ask. Lets look at some of the opportunities listed. You can try reaching potential volunteers digitally. You can also go to on-campus or off-campus groups that encourage service from their members. Do some research and find what groups on your campus are already promoting service. Maybe there is a large sorority or fraternity that you can reach out to find volunteers. Or maybe your school has a large faith-based group who find service as a key element of their religion. The goal here is for you to be able to connect your service opportunity with those individuals who are most interested in serving.

24. Retention: keeping volunteers motivated
How to motivate your volunteers
Promptly return phone calls, s (24-hour rule) – remain in constant contact
Thoroughly explain all volunteer duties and expectations
Teach volunteers about the “issue area” or population served
Keep commitments & promises to the best off your ability
Remember their name – use it often to develop a personal connection
After you have recruited volunteers for your project, you will need to find ways to motivate them throughout their service. For some volunteers this comes naturally, but for others you may need to find what makes them feel valued. Ultimately, having motivated volunteers requires that you be organized and that you anticipate and prioritize your volunteer’s needs. Some ways you can do that are by promptly returning phone calls and s. You should also thoroughly explain all of the volunteer’s duties and what, if any, expectations need to be met.
One great way to focus on retention is by striving to be a good steward of the organization you are serving during your ICAP experience. Ultimately, the way you manage your behaviors is going to reflect on your school, your fellow students, the organization you are representing, and most importantly yourself.

25. Retention: making the most of service
Provide an orientation and training
Brief welcome and overview off the site
Explain who they are serving and about the issue area
Rules and regulations
Utilize their talents
Identify skills on volunteer application
Find ways they could use their talents
Not only must you be the organized liaison between your service site and your volunteers, but in order to fit volunteers with the best experience you should find ways to utilize your volunteer’s talents. But before we dive into discovering your volunteer’s talents, lets talk about providing an orientation or training. There are times where planning this type of event is necessary and there are times when it is not. If you are doing a longer service project with volunteers you may need to provide an introduction to the project and any required specifics to their experience.
Another way to ensure your volunteers are being valued is by ensuring that the service they are doing is what they want to do. Take advantage of their talents or interests during their service experience. Maybe your volunteer is someone who loves to plan events, or to interact with new people; finding an appropriate spot for them to serve will make them feel motivated. By doing this you will find service opportunities that your volunteers will want to stick around for.

26. Retention: making the most of service
Lead a session, discussion, or informal meeting on why the service is important
One-on-one or with a group
Ask thoughtful questions
Suggest fun reflection activities to groups during/after a project
Share an inspiring quote related to the service
Ask volunteers to discuss how they connect to the population or issue
Like all service experiences, it is important to take time and reflect on the meaning and value of the service. Doing this helps your volunteers see the value of their service by providing them with the insight to feel more connected to their community. The reflection activities you provide may make your volunteers desire future service projects with that nonprofit.
Some ways you can provide reflection is by leading a session or discussion on the value of the service. This type of session does not have to be formalized with agendas, rather it can be an informal discussion between you and your volunteers while the service is happening. You can also try a more formalized approach through sharing inspiring quotes or by facilitating a discussion on how your volunteers are connected to the service they are performing. Maybe your volunteers grew up impoverished and they wanted to help others who are in poverty by helping to staff a food shelter. These types of stories help to reinforce the value of the service for everyone and are meaningful beyond the individual sharing their story.

27. Recognition: informal recognition
Types of informal recognition
Say “thank you” daily
Highlight volunteers in your site’s newsletter or your school newspaper
Postcards/thank you cards
Bulletin board on-site with pictures or info about volunteers
Treat them as an important part of the organization
Use nametags and introduce volunteers to each other
Informal discussions are excellent ways to ensure retention in volunteers, but do not forget to provide recognition of your volunteer’s successes. This can be done through both formal and informal methods. Both are important, and it is likely that you already do many of each. However, I would like to share with you some other forms of recognition that you can consider using for your volunteers.
Hand writing a thank-you card or post card is a basic way to demonstrate your personal appreciation for a volunteer choosing to take time out of their busy life and give back to their community. This simple task treats your volunteers as a vital resource to the organization’s goals. Additionally, recognize the value of your volunteer’s gift of time by making sure they are spending that time doing quality projects that match their interests. There is nothing worse than showing up to volunteer for a project that feels more like an obligation than an opportunity. By shaping volunteer experiences in a way that adds value to the service you are recognizing the importance of the volunteer’s time.

28. Recognition: formal recognition
Types of formal recognition
Annual recognition banquet or event – awards ceremony
Plaques, trophies, ribbons, etc.
Ask for their help!
Train new volunteers
Allow them to have more “professional” duties
Organize a group outing where volunteers get in for free
Sporting events, museums, music events, etc.
Formally recognizing a volunteer’s contribution is an opportunity for you to celebrate the achievements of a specific volunteer or the entire volunteer group. You can do this by giving away plaques or trophies for volunteers that went above and beyond expectations. That volunteer may be a good candidate for more professional duties such as training new volunteers. In essence, formal recognition is an opportunity for celebration of success across an entire group.

29. How to manage difficult situations
Don’t ignore the problem
Listen to the individual’s concerns
Communicate clear guidelines up front
Provide consistent, clear, and thoughtful feedback
Offer support to those involved
See it as a “teaching moment”
Even if you recognize the achievements of volunteers and focus on effective recruitment and retention you may still have to deal with difficult situations. You are managing people after all, and your volunteers have diverse backgrounds, experiences, expectations, and motivations for being a part of your service project.
If you feel that tensions are rising between your volunteers do not ignore the problem. There might be an easy solution, or there might not, but if the problem is not addressed it will not go away. First listen to those involved in the difficult situation and try to identify the problem. Maybe your volunteer had different expectations of the service project than what was originally discussed and they are confused and are starting to distrust your leadership; take some time and discuss your volunteers frustration. Maybe this service opportunity is not right for them, or maybe you can switch the activity of the volunteer to something different. By listening to the volunteer’s concerns and acknowledging the problem you can find solutions which will not slow down other volunteer’s experiences.
Throughout your volunteer project provide consistent, clear, and thoughtful feedback that can direct a volunteer. Being clear with this type of communication is essential. You wouldn’t want to praise someone for their thoroughness on one activity and then punish another volunteer for the same thoroughness on another activity. If there was a problem with the way the second volunteer did his or her service, let them know. Follow the What, What, Why method by answering these three questions: What did the volunteer do, what should have the volunteer done, why is it important that volunteer should follow the new technique? Your answers can be brief and to the point, but through this method you are explaining the differences in behavior and why those differences are important.

30. Tips and tricks Make it easy to get involved!
Post clear instructions on your website on how to get involved
Remember the little things: details like where to park, what to wear, and who will greet them when they arrive.
Reach out on multiple channels where your volunteers are listening. Share information via , Facebook, Twitter, phone calls, etc.
Invite volunteers to share their stories and experiences through photo sharing websites and social media.
Encourage current volunteers to invite their friends to help.
Ask volunteers what special skills they may bring to the table that your group could benefit from (artists, web developers, accountants)
Finally, we will talk about some quick tips regarding how you can get the most out of your volunteers. Really, these tips center around one core idea: make the service experience simple and don’t be afraid to ask.
Try and make it easy for your volunteers to get involved. Post clear instructions on your website, or flyer, on how to get involved. Remember the little things in these postings by providing details on where to park, what to wear, and who will greet them when they arrive.
Use multiple methods to reach your potential and current volunteers. Share volunteer information through , Facebook, twitter, phone calls, or other methods. You can use these difference methods to share volunteer stories and experiences. Also, encourage current volunteers to invite their friends to help. If the volunteer experience is fun and engaging your volunteers may know someone who wants to join your service opportunity.
Finally, when you are recruiting volunteers try to connect those volunteers special skills or interests with the needs of your service project. If you have someone who is interested in planning events have them help you with logistics.
From Karen Bantuveris, Founder of VolunteerSpot.com

31. Review: what can you do as an ICAP member?
Get to know your community partners – what are their needs?
Can you find anybody at your campus who can meet those needs?
Promote volunteerism among your peers.
Share your volunteer story!
In closing, remember to ask yourself how you can answer these questions throughout your ICAP experience. Try and connect the dots between your community partner’s needs and the service you are providing. If there is a difference, think about ways you can connect the two. You might try and find a student organization on your campus is that is interested in helping with your service project.
From everyone at Iowa Campus Compact, we wish you to have the best service experience. We hope that you have found this training helpful in guiding your confidence and ability to build capacity and manage volunteers at your service organizations.