In a time when nonprofits across the world are being asked to do more with fewer resources, one truth has become evident: the strength of the sector lies not only in programs or funding, but in the people who give their time, skill, and spirit to serve. Volunteers have always been the quiet backbone of social change, yet their leadership and potential often go unrecognised.
It was against this backdrop that the recent Sewa USA Policy Cafe on nonprofit management brought together scholars and practitioners to ask a vital question: how can volunteer-led organizations move from doing good work to creating lasting social change? The discussion was both inspiring and deeply introspective, inviting us to look inward at the systems, attitudes, and structures that shape volunteerism itself. Listening to the conversation, I was reminded that volunteers are the moral core of civil society. Their energy sustains many of our most compassionate responses to community needs.
The dialogue noted the shared recognition that volunteers thrive when they are empowered to lead, not merely to assist. This means building cultures of trust, where local voices and experiences are valued as much as professional expertise. Some participants emphasised that volunteer engagement must evolve beyond short-term activities to sustained partnerships with the communities being served. It is in this shift from ‘helping’ to ‘co-creating' that true empowerment begins.
Yet, as several panellists pointed out, passion alone cannot build strong institutions. The conversation underscored that even the most dedicated volunteer efforts falter without thoughtful leadership development, accountability systems, and investment in organisational health.
The Cafe surfaced an important question: how can volunteer-led organisations sustain scale and accountability without losing their spirit of service? Volunteer-driven institutions must learn to plan for both capacity and complexity. When operations grow beyond what volunteers can manage, hybrid models where small professional teams support a broad volunteer base through clear processes and training can help maintain balance. Addressing this gap is critical if volunteer-led organisations are to remain both mission-driven and effective.
The discussion also surfaced an uncomfortable truth: too many nonprofits, even well-intentioned ones, focus on immediate relief rather than structural change. This observation resonated deeply with my own experience in the field. When organizations operate in reactive mode, responding to visible symptoms rather than underlying causes, they risk becoming part of the very cycle they hope to break. The conversation reminded us that while resources may be limited, imagination and empathy need not be.
The Policy Cafe made it clear that volunteerism, when rooted in humility and continuous learning, can be one of the most transformative forces for social good. But that transformation demands courage, the courage to question our methods, to share leadership, and to look beyond immediate outcomes.
For organizations like Sewa USA, the lesson is not simply about doing more but doing differently: creating spaces where volunteers lead boldly, communities grow stronger, and service becomes a collective journey toward lasting change.
