The hours volunteers give to make programs and special events successful, and the fundraising contact they have with your donor base, makes them key spokespersons. Volunteers can be your organization’s strongest recruiters, whether for additional volunteers, or for financial contributions. The most credible source of information within your organization to someone without any personal knowledge of it, they must be informed and up-to-date about your organization’s mission, projects and plans.
“Volunteers can come up with a list of specific donors to steward,” says Norman Velnes, planned giving manager for the Multiple Sclerosis Society of Canada’s Winnipeg division and chair of The Deer Lodge Foundation. “They can send a card with the latest newsletter or quarterly, and can help organize donor appreciation events. When they approach a family member, friend or colleague on behalf of your organization, they legitimize it in the other person’s mind.”
Of course every volunteer is not cut out for approaching others about giving time or money, but with coaching you can prepare a group of people to be proactive. In a recent seminar at the annual conference of the Canadian Association of Gift Planners, Velnes identified four qualities a volunteer must have to be a strong solicitor.
A passion for your cause
Firstly, he said, a volunteer must have a genuine commitment to your organization to be an effective recruiter of time or money. It may sound idealistic, but being on a committee to generate volunteers or financial gifts means a significant investment of time. Persistence in this role demands a passion for your cause and goals.
Secondly, Velnes argues, the volunteer must believe that your organization is intelligently approaching the present and planning for the future.
Thirdly, they must have already given a significant amount of their time or made a serious (for them) financial gift before asking someone else to do so. In the prospect’s mind, if the volunteer hasn’t given generously, they have not deemed the organization a sound “investment”. In this regard, the experience the volunteer has had with your organization is one of the most natural areas for a prospect to query. Since to a great degree people also learn by example, if one of their peers has made a significant contribution, that act makes substantial gifts appear to be a more viable option for others.
An identity within your organization
The commitment that the volunteer has to their committee’s work also reflects on the organization, says Velnes. Although the volunteer must believe in the overall organization and its mission, he or she must have also found a specific area or program which gives them an identity within it. Whether they are coming to the donor as a member of your planned giving committee or as a member of your volunteer recruitment team, to be useful as a recruiter, they must concentrate their energies in one area. Ensure that the volunteer you choose can be dedicated to making “asks” by selecting people capable of focusing and with solid organization skills.
The fourth ingredient for a successful recruiter is simply a willingness to work. Those making phone calls, sending letters, and attending personal meetings must sound pleasant and enthusiastic, but, Velnes emphasizes, it can be grueling work filled with disappointments.
Volunteers, says Velnes, are great PR people for your organization because of their varied backgrounds. They know people through their careers, interests or social life that might not fall within your marketing demographic. You’ll want to know if they are comfortable asking for gifts, if they are articulate and if their character will reflect positively on your organization. These “chosen ones” must then be given your organization’s background and versed in its programs and services … even if it is only for their own reference.
Technical information won’t likely help their conversation with a prospect, but being able to recall the organization’s mission, goals and role in the community might just make the difference with a key potential donor.
Volunteers need support and feedback
Intangible incentives make a big difference to volunteers. If no one from the organization calls to encourage them or to find out if there are any difficulties, the volunteer’s enthusiasm is sure to drop off, argues Velnes. Here then, are a few steps to keep in mind when you’re responsible for motivating volunteers:
- Thank them sincerely (and know exactly what you are thanking them for).
- Monitor their development and growth. Hold workshops and development seminars so that your volunteers experience personal development through their role.
- Keep in contact with them and work to develop both a rapport and a long-term relationship.
“I keep in touch with the volunteers either by phone or mail, a quick conversation to see how they are doing, or an article or memo about the organization,” explains Velnes. “You need to do whatever fits into your organization’s culture.”
Volunteers are a resource to handle with care, Velnes points out. With the right opportunities and motivation, however, their role can be expanded so that their full potential is realized without the far-too-common burn-out and disillusionment.
