The Ups and Downs of Offering and Accepting Pro Bono Work
March 14, 2005
By Louise Chatterton Luchuk
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.
