Here’s a pop quiz. What is the definition of pro bono? Is it:

(a) services performed at no charge? or

(b) for the public good?

We’ve come to think of pro bono as a synonym for “free” or “no charge”, but it actually means “for the public good”. That’s an important distinction. Pro bono work is bigger than just work done at no charge, and it takes effort to ensure a successful pro bono relationship. Sue Cox, executive director of the Toronto Daily Bread Food Bank, Steven Rosenberg, co-owner of Winnipeg-based Doowah Design Inc., and John Pavey, central coordinator of the Salvation Army BC pro bono program, have all experienced the ups and downs of pro bono relationships – albeit from different perspectives.

Treat us like a paying client

The Toronto Daily Bread Food bank has received a “staggering” amount of pro bono support over the years, from warehouse management software, to advertising, to legal counsel. Cox knows absolutely that the food bank could never purchase these services outright, but she also knows, with equal certainty, that she wants to be treated like a paying client – to be listened to and to have the final okay on a project. Even still, she doesn’t expect a firm to drop everything to focus on her project, and she tries not to overwork firms offering their services pro bono. “We try and respect their time and they respect our needs,” says Cox.

In Cox’s experience, there are some firms that are less interested in the needs of her organization and more interested in the awards they could win. “In the past we had a public service announcement developed pro bono for us, but we didn’t write off on it and it didn’t go to air,” she recalls. “It’s not that it wasn’t beautifully executed but it was not consistent with our message.” Cox admits that there were hard feelings because the firm invested time and money into something that never aired, but as executive director, she must put her organization’s needs first and the psa was not in the best interest of her organization – regardless of whether the work was pro bono or not.

The food bank is a well known Toronto organization and many firms and companies approach Cox with offers to help. However, Cox looks for a significant commitment to her cause before entering into a pro bono relationship. She invites interested parties for a tour and a meeting. They discuss the firm’s expertise and “sometimes we can find a fit and sometimes we can’t,” she says. “When we can’t, the firms sometimes cut us a cheque instead.” And when there is a fit, Cox is absolutely candid about her expectation to be treated like a paying client. “Interestingly, people respect us for being clear at the beginning.”

Building the pro bono case

The Toronto Daily Bread Food Bank is fortunate that offers of pro bono services come directly to them. Others have to go out and make an appeal for pro bono support. John Pavey can relate. As the central coordinator for the Salvation Army’s pro bono program in British Columbia, it is his job to recruit lawyers to offer pro bono legal advice to British Columbians who cannot afford it. He currently has 300 lawyers on his roster who donate a minimum of two hours – and sometimes upwards of six hours – per month of no charge legal advice.

Pavey does a lot of calling around to recruit new lawyers. He knows what his current lawyers like about the Salvation Army’s pro bono program and his appeal focuses on the benefits to them. “We do a lot of the primary investigation for the lawyer so their time is maximized with the client. The client only communicates with the lawyer through our office and all consultations are on our premise. Lawyers tell us that they like this set up.”

Accommodating the needs of pro bono lawyers is just one way that Pavey keeps his program running smoothly. He also makes the most of his contacts from within, asking the lawyers currently involved in the program to consider contacting one other lawyer directly about joining the pro bono program. As anyone in the nonprofit sector knows, a personal recommendation can go a long way in securing more support.

The other side of the fence

Nonprofit organizations might have their work cut out for them in trying to make the most of pro bono services, but then there are the people actually offering pro bono services to nonprofit organizations. Doowah Design Inc. specializes in the arts and culture sector and co-owner Steven Rosenberg feels there are many “extremely worthwhile organizations that have better use for the money” than his company does for the payment. The design firm is drawn to these. In addition, Rosenberg developed resources about working with pro bono clients for his colleagues through the Society of Graphic Designers of Canada.

Like Cox, Rosenberg firmly believes that a designer – or anyone else offering pro bono work – needs to be motivated by the cause and not by the chance to try a flashy new technique or to increase exposure. There are plenty of reasons to offer pro bono work to a cause that you feel committed to. “Design studios have typical clients and it presents an opportunity to do different work with new challenges. There’s a whole lot of learning” says Rosenberg.

Committee challenges

One of the downsides that Rosenberg experiences when he offers pro bono support to a nonprofit is that often the work is done by committee. Often those committees don’t have a true understanding of their role and that of the designer. As Rosenberg sees it, “the committee is not there to design but to find an effective communication tool. Committees need to allow us to be creative. We want to make sure we effectively meet their needs.” A written document outlining each other’s roles and affirming that if, down the road, the two sides can’t reach an agreement they can walk away from the project is very helpful. And because Rosenberg values the work his firm produces, he also lets nonprofits know the dollar worth of the pro bono work.

The other challenge of working with committees is that they don’t always have the authority to make final decisions. A successful project requires at least one person on the committee who is high enough up the ladder to say “yay or nay” to a project. “We need to know as soon as possible if a design project is acceptable or not. We can’t do a job twice,” cautions Rosenberg.

Respect, a clear understanding of each other’s roles, and valuing each other’s needs. These messages are clear from the experiences of Cox, Pavey, and Rosenberg. They know what it takes to create a successful pro bono relationship?o that no matter whether you are the one offering or the one accepting, the outcome is for the public good.

Louise Chatterton Luchuk is a freelance writer and consultant who combines her love of writing with experience at the local, provincial and national levels of volunteer-involving organizations. For more information, visit www.luchuk.com.