Partnering with Leadership Volunteers - Toolkit

Strengthening Communities

Through

Volunteer Program Development

Partnering with Leadership Volunteers - Toolkit

January 2017

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Partnering with Leadership Volunteers Toolkit

Contents

Section #1 - Tips for Working with Leadership Volunteers

Section #2 - Volunteer Recruitment Strategy in the North

Section #3 - CNIB Advisory Board Candidates Questionnaire

Section #4 - Teleconference and In-Person Meeting Etiquette

Section #5 - Philanthropy - The Donor Development Process

Section #6 - Links to Helpful Resources

Section #1 - Tips for Working with Leadership Volunteers

Communication preferences. Senior volunteers each have their own preferences for how they would like to be engaged, and this is usually ultimately influenced by the amount of time they can give the organization. Respect for their time is critical. Make sure you understandhow they prefer to be contacted – a phone call, email or text messages. How often they can meet in person?Having well-thought-out agendas sent beforehand demonstrates your respect for their time.
Ask if they want to be involved early in the planning and design of initiatives. Some volunteers want to be involved in planning and the nitty gritty of projects, and some don't. Either way, they will appreciate being asked. They are there to make a difference. They can only do that if they are treated as a true collaborator and partner.
Support them with the development of a work plan or a regular schedule for contact. This will outline the scope of their entire commitment, and will let them know when they will be consulted and what you want from them. Make sure you stick to the plan, or if you must deviate, get back to them to explain why. They may have blocked out time for you and deserve to know if your needs have changed. Ensure that the volunteer knows when the staff they are working with will be available to answer important questions and that they will reply in a reasonable time in the way the volunteer has requested.
Explain your consultation process. This will ensure they understand that you are consulting with multiple sources – all of whom will impact the ultimate product or initiative. Let them know you will be balancing the comments of everyone and may not be able to include every suggestion they have.
If you ask for input, use it. A common complaint of leadership volunteers is to be asked for input that is not used. Either the project does not go forward (and they never hear of it again), or the advice is requested and ignored. Make sure when you consult with them that the project is real and their input will be considered and applied, whenever possible. They don't want to feel like they are just rubber stamping something you would have done with or without them. If the project is stopped, let them know and tell them why.
Share results. Close the loop with them so they can see how you used their counsel. This will allow you to explain what was used and why, as well as what could not be used and why. If possible, continue to report back on the impact of the initiative so they can have a sense of the true value of their effort. Remember, volunteers are primarily driven by a desire to do good for the community.
Thank them. Once a project is done or a milestone has been reached that involved a leadership volunteer, make sure they have been appropriately thanked – directly and/or in public (depending on the volunteer’s preference). It could be a personal thank-you note copied to the Regional Vice President or the CEO. Or it might involve an acknowledgement in a report to which they contributed or a shout-out at a staff/volunteer appreciation event. This type of recognition is rewarding for the volunteer, but just as important, it sends a clear message to staff and other volunteers about the value of leadership volunteers to the organization.
Transition them. Once a board member's term is up or the project they were working on is over, we are at risk of losing them. Many people simply assume they have run their course and need to move on. As a senior staff member, you can play a key role in transitioning these people to other kinds of volunteering so we can continue to benefit from their experience.

Section #2 - Volunteer Recruitment Strategy in the North

The following is a recruitment strategy developed by the North Regional Leadership Council to ease the significant challenges associated with huge, geographic areas, as well as smaller and rural communities.

As North Regional LeadershipCouncil (since replaced by CNIB Northern Ontario Regional Board) members and CNIB volunteers ourselves, we're not really recruiting other volunteers; we're promoting volunteerism and then referring people to CNIB Foundation staff.
It's not up to us to make a judgement about whether or not a person has the time or the inclination to volunteer, we're providing people we know with an opportunity to make a difference in someone's life and to experience the rewards of volunteering.
People volunteer for many different reasons and after they become involved, they may experience benefits they wouldn't ever have anticipated. Volunteering is often about the wonderful people you meet and also the people you help.
I. What attracted us; what might attract other people to volunteer for the CNIB in the north
Things like:

Being a client and wanting to give back to the organization
Having a family member or friend who has received CNIB services
Initial contact with CNIB, with a staff member or volunteer who provided a convincing, warm and positive reason or reasons to volunteer
A desire to gain experience working with people who have sight loss as part of their education
Time to contribute more, started out with small interactions through another organization, and gradually developed into a higher level of engagement
Exposed to the organization as a child, student
Brand identity- knows that the charity does good work- reputation

II. Identifying Potential Volunteers
Be a member of the AAAA Club!

Always ask anywhere, anytime!

Possible Recruitment Locations:

Eye Van locations
At any public relations events, such as service club presentations, Chamber of Commerce events
At Dining in the Dark or any other fundraising events
Personal networking opportunities
Canadian Council of the Blind or other consumer group meetings (there is a consumer group in Elliot Lake)
Other clubs and organizations that you might be members of, e. g. - church, sorority, legions, service clubs
Fellow staff members at your workplace
High schools and colleges
Businesses

III. Effective Approach

One-on-one approach
Identify hooks; Just ask!
Be specific about how the person can contribute
About the time commitment required
For Regional LeadershipCouncil (RLC) members, have some sense of what skills and attitudes are required (RLC Skills Recruitment Matrix)
Individual may wish to speak to another volunteer currently in a similar role, so we need to know how this can be facilitated
Need to know the next recruitment steps and be able to link the potential volunteer to the appropriate staff member
We need to have a general idea of what each position entails; the CNIB Foundation staff will make sure they have the position descriptions.

IV. Personal introduction
Develop personal introduction about making a difference. You may want to practice ahead of time so that you are comfortable with the key ideas and then you can refine it on the spot if you wish.
Two examples below:

Did you know? For CNIB to assist people with vision loss by providing essential services in our community, the CNIB relies heavily on local volunteers. Your skills and talents could be instrumental in ensuring people with vision loss in our community are well served. It only takes a little of your time and energy to truly make a difference in someone's life. Would you be willing to find out more?

I am often amazed at the number of ways we rely on volunteers. This is so true for someone who is blind or partially sighted. Have you ever thought about how you would do everyday activities, such as getting groceries or attending doctor's appointments if you didn’t have your vision? CNIB depends upon individuals like you to help make a difference in the lives of others. By giving just a few hours of your time, you can make a huge impact in the life of someone else. Can I give you more information on what a difference you can make?

Section #3 - CNIB Advisory Board Candidates Questionnaire

Name: ______
First Interview Questions – to be preceded by individual having read the Terms of Reference and Board Member Role Description

What do you know about CNIB?
What about the work of CNIB is of interest to you?
Why are you interested in serving on our Board?
What prior Board and/or committee experience do you have?Are you currently volunteering anywhere and, if so, in what capacity?
How will the organization benefit from your participation?
What would make for a satisfying volunteer experience for you? (probe: what are you hoping to get out of it)
Would you be willing to attend events to support CNIB outside of your Board duties?
What time of day/day(s) of the week would you be available to attend in person Board meetings?Would you be comfortable in committing to attending a minimum of four meetings per fiscal year, with a minimum of one in person?
Do you have anything to share with us that we haven’t ask you?
Do you have any questions for us?

Second Interview Questions - to be preceded by individual having had an offer to visit a local office and speak with regional manager or regional director

Given your understanding of the position, what are the key strengths you would bring to the Board?
Can you describe a time you foresaw a problem and what preventative measures did you take or recommend?
How much time can you reasonably volunteer at CNIB? What constraints on your time or service might you anticipate?
How would you describe your community and business networks and how would you see yourself leveraging those networks to support CNIB?
Would you be willing to promote CNIB to your business, community and/or personal networks?Can you explain what form you envision this taking?
Can you describe how you have personally supported the CNIB mission within the past year or prior to that? This could be through personal support, through awareness building, or through a partnership initiative.
In your opinion, what do you think are the greatest strengths and the greatest opportunities of this organization?
If the individual works, ask: Does your company approve/promote your involvement with a not-for-profit organization?
If you are selected as a Board member, are you willing to donate two days of your time for orientation?
Do you have any questions for us?

Section #4 - Teleconference and In-Person Meeting Etiquette

Come to meetings prepared.
Turn cell phones to silent or turn them off; if you need to take a call, leave the meeting room until the call is finished.
On a teleconference call, remember to mute your phone when you are not speaking so that background noises don't interfere with the call.
Be positive and respectful of others.
Use "People First Language". When speaking about people who are blind or partially sighted; put the person first. To learn about People First Language, visit disabilityisnatural.com/.
Let others know who is speaking.
Be quiet when others are speaking; side conversations are distracting.
Allow for everyone to take part in discussions and to ask questions.
Stay on track as much as possible when a topic is being discussed and concede graciously when the Chairperson asks to move on to the next agenda item.
Try not to judge others, or be rude or argumentative.
Respect the Chairperson. The Chairperson is the meeting facilitator and is responsible for keeping the meeting on track and on time.

Section #5 - Philanthropy - The Donor Development Process

The following outlines the process followed by the Major Gifts team, which consists of both staff and volunteers.

The Development of a Major Donor

Few major donors make their decisions quickly. We can spend months or years developing a donor relationship to get to the point of making a major gift.

It begins with identifying prospects and creating a strategy. We need a unique strategy for each donor, designed to appeal to their interests and values. It is about finding the right project that excites a donor. That requires getting to know the prospect. We need to know their how their interests might match up to our programs and services. Do they have a family member or friend who has been affected by vision loss? Have they been a client? Have they expressed an interest in anything we offer? Do they have a past or current relationship with CNIB? If they have given to us in the past, at what level and were they satisfied with the experience? Where else have they given? Do they have the financial capacity to make a major gift? What would a realistic target amount be for them?

It is important for the Major Gifts team to understand our programs and services well. Some donors may want to fund something new, that would have their name associated with it. Some will only fund a specific program. And some will require that we create a program just for them, that no one else supports.
Volunteers who introduce us to prospects and help us design our strategies play an important role at CNIB.

The second step is cultivating the relationship between CNIB and the prospect, which often involves many contacts and meetings over an extended period of time. These "touchpoints" can be as simple as attending a tech fair together. It could be an early breakfast, or a game of golf or a wine tasting. Or it could be a formal office meeting that we've requested. The purpose is to get to know each other.
Before each encounter, it is important to determine what you want to accomplish with the meeting. The Major Gift team members are experts in breaking the ice and starting the conversation. They will communicate why they have asked for the meeting and ensure CNIB and the needs of the people we serve are discussed.

The key is to listen well – to learn about the prospect's interests, experiences and motivations. What are they passionate about? What objections might they have? What kind of recognition is important to them?
Some volunteers play an important role on the team by making introductions and may or may not go with us to these important meetings. Others conduct meetings on their own (with help from our staff), checking in with us after each touchpoint to keep us informed.

Once the relationship has been well developed, it becomes possible to match the donor's passion with CNIB's priorities. The prospect must feel that CNIB is helping them realize their philanthropic ambitions. This can be a stressful stage, if the donor isn't ready and gives negative responses. At this point, asking questions is the best way forward.
Prospects can get quite emotional, as well, as they talk about the personal experiences behind their passion, but a display of emotion can be a good thing. When the right opportunity is presented, the donor will have a strong commitment and desire to give. Passionate donors can be the most loyal.
Many prospects need the opportunity to learn widely about the charities they are considering while they are in the involvement/evaluation phase. The Major Gifts team is helpful in this regard, setting up meetings, tours, teas, luncheons, etc. to showcase CNIB, introduce prospects to key people (senior executives, front-line workers, volunteers and clients), depending on the interests of the prospect.
In the case of a significant gift, it is necessary to know the right moment to close the deal. Waiting may be the best decision, if the prospect hasn't had time to build interest, develop trust or to see the fit with their passion and objectives.
But once the Major Gifts team feels the time is right, a written proposal will be produced and it will be determined who is the best person to "make the ask". The ask usually takes place face-to-face.
Sometimes it is thought the best person to make the ask is a volunteer; other times it is a staff member. If you are not making the ask, you can play an important support role by affirming the donor's choice and sharing with the prospect if you have also made a philanthropic commitment to CNIB and the people we serve. Your story may be just what they need to hear.
CNIB has a formal process for accepting major gifts and stewarding or continuing to maintain the relationship after a donor has made a significant donation. This is one of the most important steps in the process. If done right, it could mean being able to jump forward to the next "ask" without another prolonged period of cultivation. We will provide a thank you letter, and handle the correspondence (including tax receipts), follow-up and recognition formalities, ensuring it all fits within CNIB's policies and procedures. The team will ensure the donor receives as much information as they would like about the impact of their gift. The relationship is not over. It is just beginning as the circle repeats itself.
The Major Gifts team will learn what interests the donor going forward. They may only be interested in the program they have supported, or they may be looking for new opportunities. It is the kind of information that is dependent on a close partnership.

Section #6 - Links to Helpful Resources