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22nd Century Social Justice

Volume 3 Issue 5

Article by Dr. Derrick L. Campbell, Ed.D.

December 1, 2010

 

 

Twenty-second century Social Justice strategies will ensure that the protection of historically underserved persons continue to triumph by implementing strategic planning for volunteers.

Since the 1960’s the prevalent strategies for protecting peoples rights involved marches, rallies, policy changes, and law suits to name a few. While these strategies have benefited many it seems that the uphill struggle has intensified. Civil rights leaders must consider other alternatives to accomplish their goals and vision.

Vision is one of the most important tools needed to unite a team. If we evaluate the vision of the White separatists and White nationalists we find that they focus on embracing a world that benefits Whites. This vision has become the glue for the partnership that they have formed and the primary reason for their continued existence and success.

Civil rights leaders must also unite their volunteers with a unified vision. The challenge is that many civil rights organizations become inundated with volunteers who are looking for notoriety that will increase their individual value and self-worth in some form or fashion. This vision can often compete with the vision of the civil rights organization and create challenges with maintaining the organizations focus.

 Volunteers are different than employees. Employees are hired with the intent of exchanging services for goods such as a pay, health benefits, security, and other perks. Organizations with an assortment of volunteers have a different exchange system and if the organization opts to release the individual they will incur some of the same hidden loses associated with firing an employee.

First, the former supporter may become disenchanted and eventually become competition by associating themselves with another similar organization or starting their own civil rights movement. This trend of division is the main reason why the civil rights movement has not advanced as much as former civil rights leaders have anticipated.

Secondly, the organization will have to replace the former volunteer. This can become time consuming and costly in regards to the number of hours needed for the appropriate supervision and training.

Finally, if the person is not replaced others within the organization will become responsible for performing those duties. This can lead to exhaustion for that volunteer who may decide to eventually leave which now initiates the same detrimental cycle.

Civil rights leaders must unite their volunteers by facilitating strategic planning. Involving volunteers in the strategic planning process will enable the entire team to focus on the organization’s vision. Volunteers will feel connected and are less likely to focus on their own individual agenda which will result in longevity for the organization and its purpose.

Strategic planning begins with developing a shared vision. The next phase involves developing goals that correlate to the vision. Next the team develops objectives/strategies for each goal followed by developing timelines and a budget for each goal.

 

 
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