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. Versions and Realities: Piecing Together the life of Madge Walt rte theme of your Conference, “Visions and Realities.” affords me die opportu- nity to play with that title as I approach the topic of Mrs. Alfred Watt. When it comes to the indomitable Mrs. Watt. there are many versions of her life, and my task as a historian. is to sift through these “versions” and try to offer you some “realities.” Of course, truth is a slippery commodity in these postmodern times. The “truth” about ACWW President Hilda Stewart (left) with Dr. Linda Ambrose. the life story ol‘Mrst Alfred Watt is indeed elusive. If you were to start exchanging what you “know” about her with other delegates from different countries. you might be very surprised by what you hear. While there are sortie essentials that every- one can agree upon - the facts of her birth. death and accomplishments - it is adil‘l‘ieult thing to arrive at one definitive version of her life. Her contributions to the life of the Women's Institutes in Canada and Britain and her role in the Associated Country Women of the World are hard to interpret because national myths about the organi- zations' great leaders abound. To some members of the ACWW. Mrs. Watt has been under-represented in the history books. while to others. she has been venerated beyond her due. I do not intend to resolve that debate for you. Indeed. the very fact that such debate takes place at all. is one ol' the things l find most compelling about her lilc story. Every account I have read about Mr» Alfred Wall makes some reference to the last that in WI}, Madge the young \‘t‘lLll'lW with two small sons, picked up and moved from British Colum- bia to England That is where the story of ACCW 23rd Triennial Conference F ‘iday, June 15, 2001 her international involvements with organ- izing rural women begins. But I have always had questions about that set of Cir- cumstances. and during the last year of my sabbatical research. I have attempted to piece together some of the contextual evi- dence about her life before the move to England. Limitr rim/trove rl run our I'm/error Hrt‘llllj' I’t'llii/‘Illlt'lll, [.(llll't’illltifl l/nil'eiwir)‘ “I! is the greatest of all mistakes to do nothing because you can only do a little. Do wbatyou can. " \vrllit a 'Vllllllll l ill IN. l'tr Discussion Groups,” Continued from page vi So. that's my vision of the rural community. Rural communities are changing and they're changing dramatically And it's up to us to help them adapt to this change through your and my voluntary action. through leadership develop- ment and through encouraging wise planning While having respect tor our rural history and traditions. no matter where you live in this increasingly small world. Mark With/run Prrgfetrmrt Rural Exlerlrmri Similar Onrariu Agricultural College. Umverxiry uf Uriel/iii "Visions for Volunteers” Tiers are several components to remember and practice within the workings at any volunteer-based organization. Each of these fourcomponenls is important to ACWW, its com- mittees and indivtdual member societies. The Inst 7 preparing for volunteers. That on» compasses needs assessment, opportunities available. program planning and knowtng the skills and resoonsrbilitres needed. Second â€" recrurting and selecting volunteers to match tasks. Third â€" orientation and ongoing training 01 volunteers Fourth â€" feedback and evaluation ol volun- teers and recognition oi their contributions, The phrase “volunteer management cycle" IS olten used to describe these tour components and help organizations locus on the impedance ol care and personal development ol the indi- viduals who make things happen on behalt at those organizations. Remember that an organization is made up of people and the people who volunteer have vary- ing interests. motivations and talents. The organization's obgectives can only be met ii a certain amount oi time Is Spent dealing Wlll‘l the individual needs of each of those volunteers. Following an elleettve volunteer management cycle Wlll salisly the needs oi those people and help reach the goals at the organization, and successes won‘t be lar behind, /,tlll'illlil' Iloitiiriu. (hum/rum .Vt'n‘n’tu I'lll'lllt'l Monitor-r u/ \‘ulirrilt‘er l'myrmni tlr‘ I'urlm-rilnpi. (Inform Minurn‘ ll/ xl‘L'l'll irilurtn I'mrr/ tl/lt/ leri Al/rliri vii