Volunteerism: Uniting Generations to Shape Africa's Future

On December 5th every year, the world celebrates International Volunteer Day, recognizing the invaluable contributions of men and women who dedicate their time and skills to passionately working towards a safer, more developed, and just world—one where humanity can live with dignity, leaving no one behind.

The word "volunteer" has its origins in the Latin word voluntarius, meaning "of one's free will" or "willing." It comes from voluntas, meaning "will" or "wish." This reflects the essence of volunteering as an act undertaken by personal choice, will, and commitment.

In the modern sense, the term "volunteer" gained prominence in the 18th and 19th centuries, aligning with the rise of social and humanitarian movements. Organizations like the Red Cross formalized volunteer efforts during wartime to assist those in need. Over time, the term expanded to include any form of unpaid service aimed at supporting a cause, community, or mission.

The rationale behind the term reflects the human spirit's inclination toward generosity and collective well-being. Volunteering embodies the idea of giving time, skills, or resources out of a genuine desire to make a positive impact, echoing the original Latin sense of acting from the heart and will.

As a former UN Volunteer, I was invited last month (November 2024) by the UNV Country Office to speak at a meeting that brought together UN Volunteers in Rwanda and the UNV Executive Coordinator, Mr. Toily Kurbanov. In this article, I would like to share some of the points I raised:

?Volunteerism: A Personal Journey and Steppingstone

As a Rwandan who understands the history of Rwanda’s development, I became familiar with the United Nations agencies, especially WFP, UNICEF, and UNHCR, at an early age. The reasons are self-explanatory. After the 1994 genocide against the Tutsi, the United Nations played a crucial role in supporting the Government in providing humanitarian assistance to vulnerable Rwandans, especially women and orphans like myself. I intend to share more details about this ordeal in future articles.

This early encounter led to another connection with the United Nations when I joined the University of Rwanda’s School of Journalism. The school was then located at the former Kigali Institute of Science, Technology, and Management (KIST), now known as the College of Science and Technology. The United Nations Development Programme (UNDP) office was located just a few meters away from my university. I used to pass by its gates on my way to town or when I went to pray at Saint Michael Parish. Life was tough in those days, and some of the prayers I whispered in the church included a wish to land at least a job as a security guard at UNDP. My classmate and roommate, who had secured the same job at another company, told me that working as a security guard for a UN agency paid much better than being a teacher at that time. I believed him because our life in the ghetto had been improving ever since he started working for KK Security, a private security company.

I continued my studies, and my career took a different path. I entered the media industry as a news anchor, reporter, presenter, and Chief News Editor at Rwanda’s first radio and TV station (TV10). From TV10, I transitioned to working as a freelance reporter for various international media outlets, including the Voice of America, Turkish Radio and Television (TRT), and Xinhua. I had always aspired to join the United Nations but didn’t know how. My third encounter with the United Nations occurred when I was covering stories related to COVID-19. UNDP and the Ministry of Health were introducing five Smart Anti-Epidemic Robots. The UNDP Accelerator Lab partnered with the Ministry of ICT and Innovation to acquire and deploy these robots in two COVID-19 treatment centers and at Kigali International Airport. The robots assisted in detecting COVID-19 cases, including testing patients and providing other essential services in hospitals.

From this event, I was convinced that I had to try hard to join the UN so I could contribute to the cutting-edge solutions I saw in action. These joint efforts were providing invaluable support during the difficult times that Rwanda and the world were facing. I asked around, and someone told me that the easiest way for a young professional to join the United Nations was through the United Nations Volunteers (UNV) program. That’s exactly what happened. A few years later, the Office of the UN Resident Coordinator (RCO) in Rwanda posted a UNV opportunity for the position of Information Management and Creative Designer. I applied, got the job, later moved to the UN FAO as a consultant, eventually securing a fixed-term UN position at the RCO, got married, founded a family, and the rest, as they say, is history.

The UNV program truly served as a great stepping stone for my career development, and I believe it has been the same for thousands of professionals around the world. The message I want to share here is that young people need to cultivate the spirit of volunteering. Through volunteering, you meet extraordinary people and experts from whom you can learn, be mentored, and empowered. Volunteering provides the opportunity to develop the skills and networks that can help you progress to high-paying jobs or even inspire you to create your own jobs and be part of the solution to unemployment. Young people have three vital assets: time, physical energy, and ever-evolving experiences and skill sets. When these are combined with discipline, consistency, commitment, devotion, and passion, a volunteer can become an extraordinary leader, an excellent manager, and the kind of transformational figure this world desperately needs.

Volunteers are the Cornerstones

Many organizations, including start-ups, are facing budget challenges for various reasons. Despite these financial constraints, they are driven by a mission, a noble cause, and a solution they aim to provide. Volunteers are drawn to these causes. If they resonate with the mission, they commit wholeheartedly to making it succeed. Their selflessness, dedication, and passion can undoubtedly reduce some of the opportunity costs that organizations might otherwise need to cover.

Given these advantages, it is crucial for organizations to actively create more volunteer opportunities. By doing so, they not only gain valuable support for their missions but also attract motivated, passionate individuals who are eager to contribute. In a world where the need for innovative solutions and collaboration has never been greater, opening doors for young professionals to volunteer can help fill gaps while providing them with meaningful work experience. Additionally, offering diverse volunteer positions can strengthen organizational capacity, as volunteers bring fresh perspectives, diverse skill sets, and enthusiasm that can enhance productivity and creativity.

However, employers and mentors should always remember that volunteers are not cheap laborers. They are hardworking individuals committed to advancing a cause they believe in. This necessitates fair treatment, consideration, and a working environment that is decent, equal, and based on mutual respect.

Volunteers Bridge the Gap Between "Know-How" and the "I-Can-Do" Mindset

There is a French proverb that says, "Si la vieillesse pouvait et si la jeunesse savait," which translates to "If the old could and if the young knew." This proverb highlights an important issue: two groups—older and younger generations—each possess their own strengths, yet they often fail to effectively collaborate or make the most of these strengths. The older generation brings wisdom and experience, while the younger generation offers energy and innovation. However, these valuable attributes are not always aligned or used to their full potential, creating a gap that could otherwise lead to greater progress if bridged.

Volunteering represents a unique opportunity to bring together those two invaluable groups: the experienced and knowledgeable, and the energetic and action-driven. This marriage of "know-how" and the "I-can-do" mindset creates an ideal environment for knowledge transfer and sustainable impact.

On one hand, seasoned professionals—retirees or those with decades of experience—possess a wealth of expertise and deep institutional knowledge. However, they often face limitations, whether due to age, time constraints, or the physical demands of certain tasks. On the other hand, young volunteers bring physical energy, boundless enthusiasm, and an eagerness to learn. They embody an "I-can-do" mindset, ready to tackle challenges with creativity and resilience.

By engaging both groups in volunteering, we foster a symbiotic relationship. Older, experienced volunteers pass on their knowledge, mentoring the younger generation in ways that textbooks and formal education cannot replicate. They instill values, technical skills, and leadership capabilities that prepare young volunteers for future responsibilities. Meanwhile, young volunteers inject vitality into projects, ensuring ideas are implemented with vigor and dedication.

The involvement of experienced professionals as volunteers is particularly significant for two reasons. First, it allows them to give back to their communities, fulfilling a deep sense of purpose and social responsibility. Second, their expertise becomes accessible to organizations that could not afford their high-level experience and education on a paid basis. This democratization of expertise enriches the volunteering ecosystem, ensuring that no skill or knowledge goes to waste.

This dynamic exchange of skills and perspectives not only benefits individuals but also strengthens organizations and communities. It ensures that wisdom is preserved and passed on, while innovation and action continue to drive progress. In this way, volunteering serves as a powerful mechanism for bridging generational gaps, fostering intergenerational collaboration, and building a legacy of shared learning and growth.

Proposed Strategy: Leveraging Demographic Potential Through Collaborative Volunteering Frameworks

To effectively harness the power of demographic diversity—where the experienced and retired individuals ("know-how") collaborate with younger, energetic individuals ("I-can-do")—stakeholders, including governments, NGOs, private sector players, and community organizations, can consider the following strategies:

-????????? Develop Intergenerational Volunteer Programs

Stakeholders can design programs that intentionally pair retired professionals with young volunteers. This could be done through mentorship schemes, training sessions, or on-the-job volunteering initiatives.

-????????? Institutionalize Knowledge Transfer Platforms

Create or leverage (if available) community hubs or online platforms where seasoned professionals can document and share their knowledge with younger volunteers. These platforms can host workshops, webinars, and forums where older and younger generations collaborate on common goals.

-????????? Incentivize Volunteer Participation Across Age Groups

Provide recognition and non-monetary incentives, such as certificates, awards, or even opportunities for older volunteers to network with like-minded individuals around the globe. Younger volunteers could receive skill certifications or endorsements, demonstrating the expertise they've gained from working alongside experienced mentors.

-????????? Strengthen Policy Support for Volunteerism

Governments can develop policies that encourage volunteerism across all demographics. For instance: i) Offer tax deductions or subsidies to retired professionals who volunteer their time and expertise.

ii) Partner with private companies to encourage young professionals to engage in part-time volunteer projects alongside their careers.

-????????? Raise Awareness About the Value of Volunteering

Launch public campaigns emphasizing the mutual benefits of intergenerational collaboration. Highlight success stories where mentorship and energy merge to drive impactful change.

-????????? Measure and Scale Impact

Introduce Monitoring and Evaluation (M&E) mechanisms to track the outcomes of intergenerational volunteer programs. Use data-driven insights to replicate successful models and adapt them for different contexts.

Volunteers are the Backbone of Intergenerational Initiatives- “Cologne Cathedral”

Africa’s socio-economic journey has been marked by both successes and challenges. While ambitious projects have often been launched with great promise, many have stalled due to a lack of sustained commitment or adequate resources. Volunteerism presents a solution by providing the consistency and resilience needed to overcome these hurdles.

Just as the Cologne Cathedral faced centuries of obstacles—wars, funding shortages, and changing priorities—before its eventual completion, Africa’s initiatives, such as green energy transitions, intra-African trade, public health systems, and education reforms, can thrive through the combined efforts of multiple generations. Volunteers can ensure that these efforts maintain momentum, even when circumstances threaten to derail them.

History has repeatedly shown that socio-economic development cannot be achieved through a single, sweeping solution. Instead, it is built incrementally, like a mosaic, with each individual contributing their unique piece at their level best. Volunteerism embodies this philosophy, bringing together people of diverse skills, experiences, and energy to form the small building blocks necessary for lasting progress.

The story of Cologne Cathedral provides a powerful analogy to highlight the indispensable role of intergenerational unwavering commitment. The cathedral, whose construction spanned over six centuries, stands as a testament to human resilience, vision, and the power of collective effort across generations.

Construction began in 1248 with a medieval architectural vision, but progress was interrupted by wars, economic crises, and changing priorities, halting work entirely around 1560. Centuries later, in the 19th century, the project was revived with renewed funding and dedication. Finally completed in 1880, the cathedral adhered to its original medieval design, thanks to the commitment of generations who worked tirelessly to preserve the vision. In 1996, UNESCO declared it a World Heritage Site, and today it attracts around 6 million visitors annually, symbolizing what humanity can achieve through sustained intergenerational collaboration.

Africa is currently home to the youngest population in the world, with approximately 60% of its 1.4 billion people under the age of 25. By 2030, this youthful demographic is expected to represent 42% of the global youth population. This growth underscores Africa's potential as a hub for innovation, workforce development, and cultural influence, provided there is investment in education, entrepreneurship, and infrastructure to harness the demographic dividend.

However, the famous saying, "Youth are the leaders of the future," does not seem to align with today's realities. If we are genuinely committed to preparing them for leadership, they must begin taking charge now—one step at a time, punching their level. With unemployment still stalling the economies of many countries, I can think of no more affordable or effective way to connect experienced, older professionals with eager, energetic youth than through volunteerism.

The story of Cologne Cathedral serves as a fitting analogy. Had its initial builders kept their vision to themselves, they would have taken their designs to the grave. Instead, the cathedral's completion over centuries demonstrates the power of intentional communication—sharing plans and ambitions to ensure continuity. This model exemplifies how intergenerational volunteerism can foster collaboration, passing down skills and wisdom while enabling young people to contribute meaningfully to visionary projects.

Happy International Volunteer Day!