Domain 4: Volunteer Involvement

Question 1

Why Include Volunteers?

Answer 1

o Staff can’t do it all – volunteers bring scope, depth, knowledge, etc. to the effort.
o Peer-to-peer cultivation and solicitation are more effective than when done by staff.
o Volunteers often have knowledge of or connections with prospects and/or donors staff cannot access.
o Volunteers working with an organization shows there is support for the organization’s mission, boosting credibility in the community and with stakeholders.

Question 2

Volunteers are essential to fundraising:

Answer 2

o Volunteers are involved because they want to be, not because the have to be.
o Those closest to the organization are the most likely to volunteer, and in fact are likely the best volunteers for the organization.
o Those who already support the organization are in the best position to ask others to do so.
o Campaign leadership come from current volunteers ranks – those who have earned it, have the respect of others, and are comfortable asking others to join the team.

Question 3

Why People Volunteer

Answer 3

o Employer encouragement.
o Desire to develop skills or expertise.
o Desire to build personal relationships.
o Desire for status.
o Desire to make a difference.
o Simply because they’re asked

Question 4

What should be in place before recruiting a single volunteer:

Answer 4

o Structure and process for how volunteers will be identified and recruited.
o How they will be trained and about what.
o Job descriptions
o Methods for determining which volunteers are best suited to which volunteer opportunities.
o How they will be recognized for their contributions
o How you’ll evaluate the work they do.
o How, when the time comes and for whatever reason, they will be replaced (normal turnover, lack of participation, etc.)
o Staff trained to work with volunteers and ensure they have positive experiences.

Question 5

Generally, the organization’s staff is responsible for:

Answer 5

 Implementing policy set by the board of directors, who are volunteers.
 Managing the daily operations of the organization.

Question 6

Volunteers, especially those on the board of directors, have responsibilities in both leadership and fundraising areas. Their responsibilities include:

Answer 6

 Ensuring the organization remains financially sound and is a good steward of the funds entrusted to it.
 Setting policies and ensuring they are carried out.
 Representing the organization’s stakeholders.
 Aiding and supporting the fundraising effort, including making their own donations as well as building and maintaining those crucial relationships.

Question 7

The Volunteer-Staff Partnership

Answer 7

• The volunteer-staff relationship is a partnership that is working towards a common vision. Each partner has specific roles in the fundraising process, and both contribute to success.
• It’s often the interaction between staff and volunteers, each bringing their knowledge and expertise to the table, that make it possible to achieve organizational goals.

Question 8

Volunteer Best Practices:

Answer 8

• Keep volunteers engaged.
• State their roles clearly.
• Explain the benefits and outcomes of their roles and service.
• Don’t waste their time.
• Always thank them for their time.
• Include volunteers in the planning process.
• Train volunteers in both their roles and the fundraising process.

Question 9

Main Functions of a Volunteer Governing Board:

Answer 9

• Define and embody the vision of the organization, set goals, and approve plans for reaching those goals.
• Approve, motivate, and support top administrative officers.
• Provide oversight and evaluate the effectiveness and performance of the organization and its top officers.
• Take action to maintain the organization’s progress towards its mission, strategic plan, and fiduciary duties.

Question 10

Roles and Responsibilities of Board Members:

Answer 10

• Fiduciary duties: see that the organization is acting in the best interest of their constituents and using resources ethically.
• Legal duties (ensure an adherence to mission and bylaws, as well as to applicable laws)
• Review and approve major financial transactions.
• Fundraising.
• Strategic planning and vision casting
• Serving as ambassadors and advocates.
• Contributing to the organization’s culture.

Question 11

In addition to its financial/investment responsibilities, the board also delineates policies regarding the:

Answer 11

management and marketing of the development program.

Question 12

Boards role in Establishing Investment Policies:

Answer 12

• Setting parameters for rate of return
• Deciding who makes investment decisions
• Deciding where and how funds are to be invested
• Deciding how gifts of stock are handed
• Deciding what types of gifts and gift restrictions will be accepted or not

Question 13

In addition to its financial/investment responsibilities, the board also delineates policies regarding the management and marketing of the development program:

Answer 13

o Types of giving instruments to be offered.
o Who is authorized to negotiate for gifts.
o Awareness and consideration of possible conflicts of interest.
o Recognition of an “interests hierarchy” – donor interests come first, followed by the organization’s interests and needs – with clear guidelines concerning acceptance of restricted gifts.
o Use of legal counsel on a continuing advisory basis, encouraging donors to seek legal and financial advice while limiting the organization’s role in providing legal advice to donors.
o Use of external consultants and experts.
o Ensuring avoidance of pressure tactics in solicitations.
o Establishing safeguards for maintaining confidential information.
o Establishing procedures for timing of payment.
o Final disposition of bequests, trusts, and other testamentary funds.
o Meeting all tax authority requirements.

Question 14

One more management responsibility of the board of directors is to regularly review the development program to ensure it is on track and/or

Answer 14

make adjustments to remain true to organizational goals as articulated in the strategic plan.

Question 15

The board’s first role in fundraising is to:

Answer 15

o Determine, authorize, and/or oversee the need for funds.
o Determine the purpose for and justification of funds to be raised (particularly in the case of longer-term campaigns such as capital or endowment).
o As part of their fiduciary responsibilities to the org, determine investment strategies and fund managers, where applicable.
o Approve fund allocations based on staff recommendations.

Question 16

Methods by Which Board Members Support Fundraising:

Answer 16

• Making a personal gift.
• Participate in strategic planning/development plans.
• Identifying peers with the linkage, ability, and interest to give.
• Writing personal notes (solicitation letters or thank you letters).
• Introducing prospective donors to organization staff.

Question 17

Nonprofit Board Governance Best Practices:

Answer 17

• Maintain corporate minutes of all board meetings and committee meetings that are authorized to act on behalf of the board.
• Annually review the conflicts of interest policy.
• Annually assess adherence to the conflicts of interest policy.
• Review and approve budgets and C-level compensation as prescribed in the organization’s by-laws.
• Review and approve any reports that must be made to local, regional, and national government agencies.
• Maintain transparency to the public.

Question 18

As donors, board members must set examples to all prospective donors by annually giving the best gift of which they are capable and:

Answer 18

be highly committed to fundraising efforts.

Question 19

The governing body’s support is crucial to the success of any fundraising program regardless of type…

Answer 19

committed volunteers are more effective than staff in obtaining contributions. Board giving becomes the cornerstone of any campaign.

Question 20

Recruiting board members mirrors fundraising efforts since the case for support is the rationale for extending the invitation.

Answer 20

Additionally, the invitation implies an expectation for a philanthropic commitment to the organization.

Question 21

Recruitment efforts begin with a serious evaluation of board strengths and weaknesses.

Answer 21

Consideration should be given to the role a prospective board member will play, their interest in the mission, and their likelihood of supporting the mission financially.

Question 22

When meeting with a prospective board member to extend an offer, the meeting usually includes the following:

Answer 22

• Mission and case for support.
• An outline of the duties, responsibilities, and expectations of the member.
• The specific strengths the prospective member brings to the organization.

Question 23

When recruiting board members and other volunteer leaders for a campaign, the following characteristics are necessary:

Answer 23

• Name recognition with groups served by the organization.
• A history of active involvement or association with the organization.
• A significant giving history with the organization.
• Connections with other leaders who represent the organization’s constituencies.
• The ability and commitment to be active fundraisers.

Question 24

The commitment and quality of board leadership is:

Answer 24

the most critical factor in determining the likelihood of a campaign’s success.

Question 25

Board Retention Best Practices:

Answer 25

• Create a well thought out and strategic board orientation process.
• Give clear instructions on what you want the board member/volunteer to do.
• Run efficient meetings and events (don’t waste their time).
• Optimize the agenda so members deal with key, high-level issues
• Provide training and feedback regularly.
• Assign members to committees to keep them engaged.
• Match board member talents to staff needs (consider a staff/board mentorship program.
• Solicit board member input and feedback.
• Encourage and schedule social time with their peers before each meeting
• Provide ample tools for members to raise funds and advocate on the organization’s behalf.

Question 26

In successful campaigns, contributions from the board and the foundation and companies they control range from:

Answer 26

20 - 50% of the total amount raised.

Question 27

100% board participation in a campaign is the most powerful signal to prospective donors that:

Answer 27

the organization excels in carrying out its mission.

Question 28

Solicitations by board members are most effective when they are:

Answer 28

• Peer-to-Peer (CEO to CEO for example).
• A friend or colleague.
• Conducted after careful research into the prospect’s ability. linkage, and interest.
• Conducted after training the volunteer in the both the mission and case for support.

Question 29

The Role of the Campaign Chair in a Capital Campaign:

Answer 29

• Serving as CEO of the campaign.
• Presiding over steering committee meetings.
• Recruiting chairs for the subcommittees.
• Cultivating a small number of prospects (and soliciting them when the time is appropriate).
• Ensuring financial commitments from committee chairs
• Working with the CEO/Chief Development Officer on planning, implementing, and marketing the campaign.
• Where appropriate, serving as campaign spokesperson in a variety of settings.

Question 30

The Importance of Volunteers:

Answer 30

** Volunteers give at double the rate of the general population that doesn’t volunteer. **
** 80% of volunteers give at least once per year. **
* Households that volunteer give more than double the percentage of household income than those households that don’t volunteer.
* The number one activity of volunteers is fundraising.
* Meeting attendance is not the sole gauge of a volunteer’s worth or engagement.
* The right volunteer can have a significantly higher influence on a donor than development staff.
* It is the staff’s responsibility to make the volunteer experience rewarding and enjoyable.
* Don’t always ask volunteers to solicit donations. Instead, mix it up by asking them to send thank you letters.

Question 31

As a fundraiser (development role, not necessarily on the governing board):

Answer 31

i. Chair a campaign or fund drive.
ii. Development committee member
iii. Host a fundraising event.
iv. Spokesperson or goodwill ambassador.
v. Prospect advisory committee.
vi. Phonathon volunteer.
vii. Special event chair or committee member.
viii. Campaign worker.
ix. Personal solicitor of peers who are prospects.

Question 32

In contrast to the governing body’s role of policy and oversight, the organization’s staff is responsible for the day-to-day administrative operations.

Answer 32

It’s important to keep these two roles separate to ensure effective functioning of the organization and that all the bases are covered.

Question 33

Staff roles include:

Answer 33

o Implement policy set by the governing body.
o Plan organization activities at a variety of levels for a variety of purposes.
o Manage programs that fulfill the org’s mission.
o Collaborate with and guide volunteers to develop programs, products, services, and fundraising opportunities as well as review and evaluate results.
o Maintain adequate controls and reporting processes to ensure the org complies with all appropriate laws and regulations.
o Report activities and results to the board to ensure the board can perform its functions.
o Assess current opportunities to match with donor interests.
o Provide orientation and training needed by volunteers.
o Ensure the governing body and all other volunteers have the support (and gentle prodding) they need to perform their roles.

Question 34

Staff roles for fundraising campaigns include some or all of the following:

Answer 34

i. Preparation of campaign proposals.
ii. Specialized training of volunteers for the campaign.
iii. Preparation of support materials.
iv. Information management; regular reports
v. Preparation of campaign materials, letters, memos, etc. for use by volunteers
vi. Preparation of invitations to events and necessary follow-up.
vii. Teaming the right prospects with the right volunteers.
viii. Reporting progress and successes promptly.
ix. Ensuring, through gentle pressure, that volunteers’ complete assignments by agreed-upon deadlines.
x. Offering help and support at all times.

Question 35

The special additional role of the staff CEO (in relation to volunteers):

Answer 35

i. Provide leadership and unity among staff and volunteers.
ii. Provide (and ensure it’s provided by others) appropriate recognition to volunteers.
iii. Facilitate/mediate difficulties between volunteers.
iv. Convey the mission and vision of the organization enthusiastically and consistently.

Question 36

Staff obligations to volunteers:

Answer 36

o Empower volunteers.
o Lead while appearing to follow.
o Provide opportunities for meaningful work.
o Disclose appropriate information.
o Provide adequate orientation and training.
o Respect volunteers’ time.
o Be clear when communicating volunteer role and task expectations.
o Say thank you – frequently!

Question 37

Volunteer expectations of staff:

Answer 37

o Be professional in non-profit and philanthropic management.
o Recognize the value volunteers bring to the org.
o Provide training, support, guidance, and feedback.
o Be cognizant of and communicate the interrelationships between the org and its stakeholders/community.

Question 38

Staff expectations of volunteers/volunteers’ obligations to staff:

Answer 38

o Dedication and commitment.
o Timely completion of assignments.
o Access, information, insight.
o Attendance and participation.
o Enthusiasm.
o Loyalty.

Question 39

A great volunteer typically has:

Answer 39

o Leadership skill potential.
o Visibility among stakeholders.
o Dedication to the cause.
o Time to invest in the organization.
o Knowledge of stakeholders and prospects

Question 40

Where do we find great volunteers?

Answer 40

The best place to start is in stakeholder communities.

Question 41

What to find out about volunteers

Answer 41

o What they enjoy and are good at working with (content, programs/services, people, numbers/research, other organizations, etc.)
o Where they’d like to work (in admin, in the community, planning events, etc.)
o How they’d like to work (on the phone, face-to-face, via email, with books resources, etc.)
o The type of work they like to do (logistical/practical, routine or formatted, creative/inventive, cyclical, etc.)

Question 42

It’s also important to find out the reasons for and scope for a volunteer’s potential involvement:

Answer 42

o Their goals in aiding the organization – what is it they hope to help the organization accomplish?
o Their other reasons for getting involved (build resume, make social/professional contacts, gain experience, make an impact in the community, etc.).

Question 43

Principles of Adult Learning

Answer 43

• Adults have a readiness to learn based on their circumstances
• Adults need to know the relevancy of learning to the work
• Adults bring their life experiences to the learning opportunity
• Adults need to be actively engaged in the learning process

Question 44

Key Elements in a Volunteer Orientation:

Answer 44

• Brief overview of philanthropy.
• Overview of organization’s history.
• Current mission, vision, and purpose of organization.
• Brief discussion of financials and finance issues (more complete for members of the leadership board).
• Overview of what volunteers can expect from staff.
• Overview of what staff expects from volunteers.
• Opportunities for specific involvement by individuals/basic job description.
• How volunteer assignments are made.
• Requirement for more detailed training depending on volunteer role.

Question 45

For volunteers who will be asking for gifts, extra training must be provided. They need to be prepared to answer prospects’ questions, handle objections, and negotiate gift amounts. What “ask” volunteers need to know and do:

Answer 45

o Make their personal contribution; or a deadline for it set.
o Their roles in the overall development program of the organization.
o An understanding of the individual/group being approached.
o Context in which the gift is being requested.
o For potential donors: donor history, rating/assignment sheets, and how to use them.
o Techniques for asking for gifts, negotiating/handing objections, and for making a strong close.
o Reporting mechanisms used by the organization.
o Specific instructions about what they are to do, by when, with deadlines set for calls to be completed.
o Time for discussion of each prospect and related materials.
o Opportunities to rehearse and review the solicitation process in detail.

Question 46

The benefits of effective evaluation and feedback have ramifications far beyond the simple act of giving it.

Answer 46

Volunteers in non-profits should expect their performance evaluation from peers not the board.

Question 47

Recognition and acknowledgement should not be a once-a-year activity. Seek ways to “catch people doing things right” and regularly acknowledge them verbally right then and there.

Answer 47

The key is to know your volunteers very well, so that you know the type of recognition you provide is appropriate for them and for their contributions.

Question 48

Effective acknowledgement/recognition falls into three categories:

Answer 48

Personal attention, public attention, and incentives.

Question 49

Guiding principles for recognition:

Answer 49

o Regular small acknowledgement is better than waiting a long time (months or years) to acknowledge in a big way.
o Recognition should be provided in proportion to the amount and level of service given.
o Recognition should be appropriate to the person so that they are comfortable receiving it.
o Recognition should be meaningful to the person receiving it, rather than a standardized “trinket”.

Question 50

Boards appoint, support, and evaluate the CEO

Answer 50

Who is the Chief staff Officer.

Question 51

Boards review and authorize fundraising campaigns (annual, capital, planned) to:

Answer 51

ensure the need for funds is justified and that a campaign is required.

Question 52

To maximize the outcome of working with volunteer leadership, it is most important for the staff to:

Answer 52

Prepare a detailed job description for volunteers. (not provide for effective use of volunteer time and skills)