Mary Rogers 
Rules of the road for nonprofit staffers, volunteers
The staff at any nonprofit and the volunteers dedicated to that organization's cause are locked in an unusual relationship. The trick is to keep it cordial, not contentious.
I've often cautioned volunteers, particularly board members and event chairmen, to do plenty of homework before they accept the responsibility, but I've seldom talked about how the staff should behave.
The list of strategies is too long to include in this space, but here are a few things staff can do to keep things copasetic.
First, every nonprofit should have a process for advising potential volunteers, before they agree to serve. I think a brief face-to-face meeting either with individuals or in a group is best. It's a time when staff should:
Cover the nonprofit's mission, goals and financial needs.
Be clear and honest about the time commitment needed.
Talk candidly about the monetary obligation. Board and committee members should never get a free ride to fundraising events. If they're expected to buy only their ticket to the event, say so. If they're expected to buy a table, say so. If they're required to come up with a large -- or small -- donation or do other fundraising let them know before they agree to serve.
Explain the volunteer's liability. Does your organization have officers and directors insurance? Either way, let them know.
Put all this info in a two-page summary and be sure the potential volunteer holds it, reads and understands it.
Once a volunteer agrees to serve, staff should:
Host a well-organized, in-depth orientation accompanied by an equally well-organized notebook that includes names, phone numbers and e-mail addresses of staff, board members and committee members, a copy of the by-laws and more.
Assume that after the orientation, volunteers may never look at the notebook again, so continually find ways to remind them of its contents.
Be available, supportive and knowledgeable not only of the inner workings and outside programs of this particular nonprofit, but also of the latest industry trends, research and successful fundraising techniques.
Understand that while you are working for money, volunteers are not. Be transparent about the organization's business and make sure volunteers rather than staff members receive public praise and recognition for events and innovations.
Encourage event chairmen to have two committees: a smaller working committee and a larger host committee. All those names are important to the success of a fundraising event and must appear on invitations and programs, but sometimes volunteers invited to serve on a gala committee never have a chance to contribute to the planning sessions. If necessary, remind volunteer chairman that having two committees lets everyone know their duties and responsibilities.
