The Importance of Volunteers in a Capital Campaign

The importance of volunteers in a capital campaign Linda Lysakowski. International Journal of Nonprofit and Voluntary Sector Marketing. London: Nov 2002. Vol. 7, Iss. 4; pg. 325, 9 pgs

Abstract (Summary) One of the most significant factors in the success of any capital campaign is the number, quality and commitment of volunteers used to guide, implement and promote the campaign. An example of a typical campaign organizational chart is provided to help the reader identify the number and types of volunteers necessary to implement a successful campaign. Methods for recruiting volunteers and the materials that are needed to implement a successful recruitment strategy are included in this discussion. Particular emphasis is placed on the role of the campaign chair as the leader of the campaign effort. The unique role of the Board of Directors as volunteers during a capital campaign is addressed in this paper. Strategies for keeping volunteers involved and motivated are discussed, along with tips to make the volunteer campaign experience a satisfying one for both staff and volunteer. In summary, the author contends that the use of volunteers in a capital campaign is essential to the success of the campaign.

» Jump to indexing (document details) Full Text (4039 words) Copyright Henry Stewart Conferences and Publications Ltd. Nov 2002

[Headnote] ABSTRACT

[Headnote] One of the most significant factors in the success Of any capital campaign is the number, quality and commitment of volunteers used to guide, implement and promote the campaign. This paper will discuss the importance Of using volunteers and the critical roles they play within the campaign. The volunteer as giver, asker and motivator will be explained. An example of a typical campaign organisational chart is provided to help the reader identify the number and types of volunteers necessary to implement a successful campaign.

[Headnote] Volunteers have many roles to play, and getting the right person to fill each of these roles is essential to success. Methods for recruiting volunteers and the materials that are needed to implement a successful recruitment strategy are included in this discussion. Particular emphasis is placed on the role of the campaign chair as the leader of the campaign effort. The unique role of the Board of Directors as volunteers during a capital campaign is addressed in this paper. Strategies for keeping volunteers involved and motivated are discussed, along with tips to make the volunteer campaign experience a satisfying one for both staff and volunteer. In summary, the author contends that the use of volunteers in a capital campaign is essential to the success of the campaign.

WHY USE VOLUNTEERS DURING A CAPITAL CAMPAIGN? `Leadership in itself, let it never be forgotten, is always the key factor in successful fundraising, whatever the case, whatever the goal, and whatever the scope of the campaign.'1 While there is a tremendous responsibility on the part of the staff during a capital campaign, the role of volunteers is even more important. Staff members will carry out the functions of researching major donor prospects, setting up campaign meetings, working with consultants, and recruiting and supporting volunteer solicitors of donors. Volunteers will work with staff and consultants to strategise about donors and how best to approach them, help identify and recruit other volunteers, and serve as a leadership example for others by contributing to the campaign at significant levels.

Staff and volunteers must work closely together to ensure the success of the campaign. Neither staff nor volunteers should make major campaign decisions without first consulting the other. The best campaign volunteers have respect for and confidence in the staff. Staff, at the same time, must have confidence in the volunteers they choose to serve as public representatives of their organisation during one of its most critical times - a capital campaign.

Campaigns that attempt to utilise staff alone to accomplish their goals will not be as successful. First, the public confidence in the organisation is shaken if they appear not to be able to involve volunteers in their efforts. Secondly, Board and staff will be overwhelmed with the work of the campaign if there is not a good volunteer structure in place. Kent E. Dove, in his book `Conducting a Successful Capital Campaign', says that the success or failure of most campaigns is ultimately attributable to volunteers.2

However, any volunteer is not better than no volunteer at all. Choosing the right volunteers can make all the difference in the success of a campaign. The right volunteer can help ensure success by opening doors to potential donors that the organisation would otherwise not be able to approach. An effective campaign leader inspires others to succeed and helps the volunteer recruitment process by providing knowledgeable, exciting and committed leadership. The volunteer's own financial commitment can be leveraged in order to obtain other leadership gifts. Often a campaign volunteer will provide a challenge gift to encourage others to give.

The volunteer as giver

Volunteers will be asked to give - not just of their time, but also a meaningful financial commitment to the campaign. Volunteers need to be aware of the level of commitment before joining the campaign cabinet or a committee. Many times organisations feel that they do not want to ask for a financial commitment from someone who has already given their time. In today's fast-paced world, most people value their time, perhaps even more than they value their financial assets. If a volunteer is willing to give of their time, it goes without saying that they have a belief in the organisation and its programme. Therefore, they are generally also willing to make the financial commitment needed to make this campaign succeed. Experienced campaign volunteers recognise the importance of using their commitment to set an example for others.

The volunteer as asker

Volunteers are usually the most effective people to make the ask, because they can tell the prospective donor about their own commitment. Generally the best approach is to have a volunteer, accompanied by a staff member, visit the prospective donor. The staff member, in cases of a major ask, should be the CEO of the organisation who can talk with confidence about the organisation, its programmes and its needs. The volunteer can then convey his or her enthusiasm for the organisation, belief in the campaign and personal commitment of both time and money, before making the ask. Volunteer askers, even those who have been through the campaign process many times, usually need training in determining the best approach to the prospect and sometimes in how to make the ask.

James Greenfield says that although `some volunteers will not see prospects, or will bring back a gift well below the donor's potential, some will get behind schedule and deadlines will not be met',3 the organisation needs to follow the campaign plan while being flexible whenever they can in dealing with volunteer askers. Training can help alleviate some of the disappointment of volunteers who do not perform as well as expected, but there will still be those calls that slip through the cracks. The experience of working with volunteers, however, building their confidence and involving them in the campaign, is well worth the time and effort spent.

The volunteer as motivator

Campaign volunteers must be excited and exciting.4 The right volunteer can motivate others to give of both their time and their money. Look for volunteers who are leaders in the community, who have demonstrated an interest in the organisation, and who have the capability to inspire other people to action. The campaign chair should be someone who can effectively run a meeting, strategise well and communicate with other volunteers and donors.

HOW MANY VOLUNTEERS DOES A TYPICAL CAMPAIGN NEED AND WHAT ROLE WILL THEY PLAY?

The number of volunteers needed in a campaign will depend on several factors: the size and scope of the campaign, the number of staff, and the recommendations of the consultant.

Typically a campaign cabinet, which provides the leadership of the campaign and oversees the various subcommittees of the campaign, manages the campaign. Typical subcommittees include:

-Board appeal committee

- staff appeal committee

- leadership gifts committee

-major gift committee

- special gifts committee

- other division chairs depending on the organisation - for instance, alumni committee, parent committee, small business appeal committee, congregational committee, regional committees, civic and professional organisation committee etc

-public relations or publicity committee - finance committee.

A typical campaign organisation chart is shown in Figure 1.

Each committee chair or co-chair will be responsible for recruiting other members to serve on their committee. The divisions should be established before any campaign cabinet members are recruited. It is crucial to get the right people to chair each subcommittee based on their skills, talents and contacts.

WHAT TYPES OF PEOPLE MAKE GOOD CAMPAIGN VOLUNTEERS?

Volunteers should be selected very carefully, and only after a thorough process to determine the best volunteer for each position has been followed. The campaign chair should be someone with a dynamic personality, one who is a charismatic leader and one who is well known and respected in the community. The campaign chair needs to be able to work well with all levels of volunteers and staff, and should be someone who manages his or her time well. It is essential that the campaign chair is willing to set aside the time to attend and preside at meetings. The staff person assigned to directing the campaign, the consultant and the campaign chair should establish the agenda for meetings. The volunteer who has experience with other campaigns is ideal for the position of campaign chair. This experience will be valuable in the process of conducting meetings, identifying donors, strategising about the approach to these donors, and serving as a public spokesperson for the campaign. A volunteer with good management skills and the ability to think creatively is needed.

Enlarge 200% Enlarge 400% Figure 1

The old saying that it takes a busy person to accomplish a task is certainly true in campaigning. The most effective volunteers are often busy people, those who are committed to making their communities a better place and who may be involved in other nonprofit organisations. Be aware, however, that when dealing with high-powered busy people, their time is valuable and cannot be wasted. Every effort must be made by the organisation to find volunteers who are willing to give of their time and then to utilise that time effectively.

HOW TO RECRUIT VOLUNTEERS

Before recruiting volunteers, a volunteer recruitment packet should be developed. This packet will contain:

-the case for support

-a campaign timeline

-campaign organisational chart

-campaign position descriptions -other pertinent information about the organisation which will help inform and excite the volunteers, including press coverage, a video or CD if one is available.

A position description should be developed for every position on the campaign cabinet. These position descriptions should contain the expectations the organisation has of the volunteer, including time commitment and financial commitment. If the cabinet member is responsible for chairing a subcommittee, those expectations need to be outlined in the position description. A typical position description for the campaign chair will include the following expectations:

-to serve as CEO of the campaign

-to enlist other volunteers

- to help identify, cultivate and solicit donors

-to make a meaningful gift to the campaign

- to solicit the rest of the campaign cabinet for their gifts

-to preside at meetings

- to deal with day-to-day problems that may arise during the campaign

- to act as spokesperson for the campaign

- to work closely with the staff and consultants to implement the plan.

The length of the campaign needs to be made clear as well as the timing for each subcommittee's role. The volunteer also needs to be informed of what type of support is available from the organisation. For example, will the organisation draft letters for the volunteer to sign or will volunteers draft their own letters?

Kay Sprinkle Grace, stressing the importance of positions descriptions for volunteers, says `some organisations take this a step further and enter into an actual contract with the volunteer'.' Grace provides some sample contracts and letters of understanding on pages 60-61 of her book, `Beyond Fundraising'. Grace recommends that each organisation should carefully weigh the pros and cons of using a volunteer contract and make the decision based on its relationship with its volunteers.

Usually a nominating committee is appointed to recruit the campaign cabinet. This committee usually consists of a few Board members, at least one staff member, the consultant, and perhaps other volunteers who cannot make the commitment to serve on the campaign cabinet but could be useful in recruiting others because of their position in the community and their contacts. Often the consultant coordinates the campaign recruitment process and usually develops the campaign division chart and position descriptions.

Finding the right campaign chair is the first step in the recruitment process. This is the first job of the nominating committee. It may take several weeks, or even months to recruit the right chair, but this should be done before anything else is started. Finding the right chairperson can make or break the campaign. `No one is too big or too important for this leadership position.'6 The nominating committee begins its work by developing a list of three to five leading candidates for the chairperson role and prioritising these prospective chairs. A strategy to recruit the chair is developed, similar to the strategy that is developed to solicit a donor: who is the best person to make the ask, when will the ask be made, and what materials are needed to give to the prospect? Then the first candidate is approached, and usually this person will need some time to mull over the request. Follow-up is important and the asker needs to report back to the nominating committee on his or her progress. If the first choice says, 'No', then strategies to approach all the others on the short list are developed and followed until the chair is in place. Often a co-chair or even an `office of the chair', which is shared by three or more persons, is put in place. An honorary chair may also be included when there is a person whose name and influence are important, but who does not have the time to devote to a campaign. If an honorary chair is to be recruited, the chairperson of the campaign needs to have input into this selection. Both the chair and the honorary chair should be aware of the fact that a meaningful gift will be expected of them should they accept the position. The chair must also be willing to follow the campaign plan that has been put in place and not deviate from the plan unless changes are discussed with the Board, staff, consultant and the rest of the cabinet members.

Once the campaign chair is in place, it is essential to work with the chair or co-chairs to determine the best possible candidates for all the campaign cabinet positions. A similar process is followed in selecting and prioritising the best chairs) for each division. Once the campaign cabinet is in place, the chairs of each subcommittee will identify and recruit their own subcommittee members based on the needs of each committee.

`All volunteers are not equal.'7 While every person's role on the campaign cabinet will be different, all are important to the success of the campaign. Volunteers must be carefully selected for each of the subcommittee's chairs according to their talents and capabilities. For example, the chair of the small business committee should be someone who has contacts with small businesses, the time to solicit these businesses in person and the organisational skills to manage a large team of volunteers that will report directly to him or her. Cabinet members all need to be aware that some volunteers may not be able to attend all the meetings but are valuable to the campaign because of their contacts and ability to solicit leadership gifts. Understand that the commitment of each volunteer will be different according to his or her role on the campaign cabinet.

HOW TO KEEP VOLUNTEERS INVOLVED

Once all the volunteers are in place, the next task is to keep them interested and involved in the campaign. A few key actions ensure that volunteers are effective and satisfied with their role as campaign volunteers.

Orientation

An orientation should be scheduled with volunteers early in the campaign process. During this orientation, representatives of the organisation, particularly those who use its services, should be invited to talk about how the organisation is making a difference in their lives. Programme staff and the CEO should talk about the organisation. The campaign chair should talk about the campaign and motivate volunteers to serve. Staff should go over details of the campaign such as timelines and organisational charts. Campaign meetings

- Keep meetings short and to the point

- Do not let any one person dominate the meeting

- Keep reports brief and positive

- Hold meetings at a time and location that is convenient for volunteers.

Information

Informing the volunteers of the time commitment before recruiting them helps them understand the expectations. For instance, the leadership gifts committee needs to know that its role is essential to the rest of the campaign, and that the committee's work will be very heavy in the beginning of the campaign, but very minimal during its later phases. The committee members should also know that because they are calling on individuals and companies for significant gifts, this may mean several trips back to the prospect before a decision is made. Greenfield says, `the commitment of leaders and volunteers will be tested to finish the campaign in the final weeks'.8 This is where the commitment of some volunteers starts to wane. One good solution, recommends Greenfield, is to team up volunteers (perhaps an effective volunteer with one who is not as effective), to complete those final calls, ensuring that every potential donor has been approached.

Staff support

It is also crucial to provide good staff support for volunteers. When volunteers need a report or information on a prospect, they will expect it to be done quickly and accurately. Providing volunteers with the support they need by reminding them of meetings, getting them a complete list of volunteers and communicating with them on a regular basis is important. Finding out if they prefer to be contacted by e-mail, phone, at work or at home can mean the difference between losing and keeping a volunteer.

Honesty

Be honest and forthright with volunteers. If there is problem within the organisation or with the campaign, be candid about the issues while remaining upbeat and positive. Do not let volunteers read about serious issues that may affect the campaign in the newspaper.

Responsibility

Give the volunteers responsibility most people volunteer to help because they feel they have something to offer. Use their skills appropriately and give them appropriate responsibilities. Ask their guidance on issues in which they have expertise. Seek their approval before using their name on letters, press releases etc.

WHY DO VOLUNTEERS VOLUNTEER?

Some organisations seem to be effective in recruiting and managing volunteers while others routinely struggle to find and keep volunteers. First, volunteers need to believe in the mission of the organisation. Without this belief and passion for what the organisation is doing, it will be hard to keep volunteers motivated. Bringing volunteers into the organisation and having them meet at first hand the people involved - staff, clients and Board members - is crucial. Making the campaign experience meaningful is also important. Let the volunteers know how much they mean to the success of the campaign; giving them public recognition and appropriate acknowledgment routinely are effective ways to keep them motivated. Knowing they are part of success is often the best way to keep volunteers; if the campaign is failing they will lose interest. Keep the campaign upbeat even if it is floundering at times, maintain a positive outlook and celebrate small successes.

WHAT 'TURNS OFF' VOLUNTEERS?

Volunteers will lose interest if the organisation is not doing a good job of managing their volunteer time. Providing volunteers with inaccurate reports has cost many an organisation the best volunteers they have. Not providing the support that is needed, indifference on the part of support staff, or worse yet the CEO or Board, will make volunteers feel that this campaign is not a top priority for the organisation and that their contributions are not valued. A lack of appreciation of the volunteers' efforts will leave a bad taste in their mouths for many years to come.

Volunteers will ask the tough questions and if the organisation is not prepared to answer these questions, they will become disillusioned very quickly.

WHAT CAN BE DONE TO MAKE THE VOLUNTEER ROLE SATISFYING FOR BOTH VOLUNTEER AND ORGANISATION?

Recognise volunteer efforts. Celebrate success: plan a special recognition event for campaign volunteers, a victory celebration when the campaign is completed. Publicly recognise volunteers in campaign newsletters and annual reports etc. Taking out an ad in the newspaper is a wonderful way to recognise campaign volunteers.

Re-energise 'tired' volunteers. Midpoint celebrations, the campaign kickoff for instance, is a great way to re-energise volunteers, give them new ideas and new information. Keep them in touch with the organisation by inviting them to events outside the campaign efforts. Fire volunteers. Occasionally an ineffective volunteer needs to be replaced. This should be done privately with a discussion about how the efforts of the volunteer up to this point have been important, and how they might help in other ways than serving on the campaign cabinet. Perhaps reassignment to a more appropriate volunteer committee is in order.

Recruit a `second wave' when necessary. If volunteers fail on their jobs and need to be replaced, look to those who have already made a financial contribution to the campaign as a second wave of volunteers who can get involved. Keep a list of those who attended the kickoff event, particularly those who may have indicated an interest in helping. Ask current volunteers to bring in new volunteers, as they are needed.

Provide good stewardship. Keep volunteers involved after the campaign ends. Be sure to report to them new progress such as new pledges received, grants obtained, building progress, changes in plans etc. Be sure to let volunteers know when the gifts they solicited have been paid in full, so they can send the donor a personal note of thanks. Send them copies of any donor correspondence, and of course let them know that their own gift was used as they intended.

Continue the volunteer relationship. One of the biggest benefits of having a successful capital campaign is that not only has the organisation achieved its goals and built its building, but a new corps of volunteers is in place. Invite the best campaign volunteers to serve on the development committee, on the Board or some other advisory capacity. Keep them involved in the annual fund appeals.

The role of the Board of Directors

No discussion of campaign volunteers is complete without touching on the role of the very special volunteers of the organisation - the Board of Directors. The role of the Board is of utmost important in the campaign. Some of the key things the Board will provide during a campaign are:

- determination of the need to have a capital campaign

- endorsement of the campaign

-assisting with the development of the campaign plan and timetable

-establishing the campaign goal

-serving on the campaign cabinet

- making a meaningful financial commitment to the campaign

-supporting the campaign cabinet and staff efforts

- assisting with the identification, cultivation and solicitation of donors for the campaign

-attending campaign events

-acting as public spokespersons for the campaign

-providing good stewardship of campaign monies.

A capital campaign is an exciting time in the life of an organisation and can serve not only to build up its resources, but also to enhance its relationship with its Board and volunteers. Without good leadership in place, no organisation can succeed. With good leadership, most organisations will find it hard to fail.

[Reference] REFERENCE S

[Reference] (1) Seymour, H. J. (1969) `Designs for fundraising', McGraw Hill, New York, p. 179. [Reference] (2) Dove, K. E. (1988) `Conducting a successful capital campaign', Jossey-Bass, San Francisco, p. 29. (3) Greenfield, J. M. (1999) `Fund raising', 2nd edn, John Wiley & Sons, Inc., New York, p. 285. (4) See Ref (2) p. 30. (5) Grace, K. S. (1997) `Beyond fundraising', John Wiley & Sons, Inc., New York, p. 59.

[Reference] (6) See Ref (2) p. 32. (7) See Ref (2) p. 43. (8) See Ref (3) p. 284.

[Author Affiliation] Linda Lysakowski

[Author Affiliation] Capital Venture, 320 N. Kenhorst Blvd, Reading PA 19607, USA; Tel: +1 610 796 9120; Fax: +1 610 796 9150; e-mail: [email protected] Received: 13th August, 2002

[Author Affiliation] Linda Lysakowski is one of only 66 people worldwide to hold the Advanced Certified Fundraising Executive designation. On National Philanthropy Day 2001, she was recognised by the Eastern PA Chapter of the Association of Fundraising Professionals (AFP) and presented with the annual award as the `Outstanding Fundraising Executive of the Year'. Linda is President and CEO of Capital Venture Fundraising Counsel, and has managed capital campaigns raising over $30,000,000, and helped numerous organisations with their development programmes. She is a frequent speaker at regional and international conferences, including many international AFP conferences. Linda has been published in CASE Currents and is currently researching `Capital Campaign Review Boards - Are They Working?' funded through an AFP Research Council grant.