Spring 2002 Newsletter

Table of Contents

1. Ethics and Fundraising by Dree Thompson-Diamond and Andrea MacManus

2. Information and Referral Service by The Support Network

3. Alberta Members Participate in the Voluntary Sector Initiative by Janet Lavoie

4. Provincial Inspections of Charitable Organizations

5. To Receipt or Not to Receipt by Betty Thompson

6. Strengthening your Board/Staff Partnership by Wendy MacDonald

7. Students Provide Pro Bono Legal Assistance by Anita Mohan

8. Good Idea from Hanna

9. Fundraising Volunteers: Where can I find them? Is there a secret hideout where they congregate? by Laura Berezan

10. Book Review: Grantseekers Toolkit

1. Ethics and Fundraising by Dree Thompson-Diamond and Andrea MacManus

Martin Luther King once said, “The true measure of a man is not where he stands in times of comfort and convenience, but where he stands in times of challenge and controversy.”  This holds very true for all of us who face ethical issues within our organizations.

 It is our experience that once you are in the realm of relationships; you are in the realm of ethics.  Sometimes the realm is crystal clear, other times it is a varying shade of grey.  Our ability to deal with ethical issues is made easier when we adhere to a Code of Ethics and Standards of Practice, and to the policies and procedures that guide our decision-making.

Why are ethics and standards of practice important?  Organizations that actively fund raise are facing increased competition and scrutiny from a diversity of sectors.  Whether it is a request by donors and supporters for visible and accessible accountability, questions from key volunteers who want more information and involvement, governments seeking more accurate reporting or media attention, ethics and standards of practice provide a framework for charities and not-for-profit groups.

While many may suggest that ethical issues are not a significant concern, recent findings indicate that over 70% of professional fundraisers encounter an ethical issue in their first three years of practice.  While there are no direct statistics available for those with fund raising as a part of their role, our experience suggests that the incidence of ethical issues is as high for those with only a partial focus on fund raising.

So what is Accountability?  It is the requirement to explain and accept responsibility for carrying out a mandate in light of agreed upon expectations.  In doing this, an organization must take into consideration public trust, information regarding outcomes and responsibility for these outcomes.

Are there potential costs to unethical action?  Yes.  Some of these include donor loss, loss of credibility with other donors as word spreads, job loss, loss of peer respect, loss of revenue, loss of public respect and client support, potential loss of charitable status, loss of Association of Fundraising Professional’s certification and/or membership.

So, what governs ethics in the charitable and not-for-profit sectors?  While there are a number of groups that provide guidelines for Ethics and Standards of Practice, these are the ones that we reference and adhere to:

• Revenue Canada requirements (T3010)

• Charitable Fund Raising Act of Alberta

•  Canadian Centre for Philanthropy Standards of Ethical Practice

• Association of Fundraising Professionals Code of Ethics & Standards of Practice

• Donor Bill of Rights

• Privacy legislation (both Provincial and Federal)

• Common sense

• Open communication

• Sense of values

• Honesty and integrity

In addition, we find that those organizations and practitioners who navigate ethical issues effectively do so because they have a set of current policies and procedures to refer to.  We recommend that these include, but not be limited to: 

• Gift acceptance

• Gift processing

• Donor recognition

• Naming

• Endowment management

As fund development practitioners (whether full or part-time), we are often the ultimate stewards of relationships, the person with the most donor contact, the person donors are directed to and who they call, the person with a hand on the information.  Ours, in conjunction with the board and Executive Director, is the visible accountability voice for our organization. 

So, as an accountable, ethical practitioner, what should you be doing to enhance the ethical and practice standards of your organization? 

• Ensure codes are adopted and understood by board(s) and senior staff

• Ensure dollars are spent where they are intended

• Be involved in filing the T3010 document(s)

• Track your disbursement quota

• Take responsibility for tracking and reporting internally and externally

• Implement confidentiality agreements

• Recommend policies and procedures

• Provide or recommend internal education

• Know where to go for help and counsel

Dree Thomson-Diamond and Andrea McManus are active development consultants working with clients to facilitate effective, well-managed communication, marketing and fund development programs.  They can be reached as follows:

Dree Thomson-Diamond, CFRE
Development Consultant
4908 126 Street, Edmonton, AB  T6H 3W2 
Phone: 780-438-1093  Cell: 780-903-0481 
Fax: 780-438-1159
E-mail: dree.thomson@telusplanet.net

Andrea McManus, CFRE
Managing Partner
The Development Group
Box 72151, 1600 - 90th Avenue SW, Calgary, Alberta  T2V 5H9
Phone:  403-210-3157
Fax:  403-289-7485
E-mail:  andreamcmanus@shaw.ca

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2. Information and Referral Service by The Support Network

The Support Network will be offering a Volunteer Information and Referral Service to meet the immediate need for volunteer referral.  This service builds on the existing Community Service Referral Line and The Support Network’s web enhanced database.  The Line will act as a conduit between individuals seeking volunteer opportunities and organizations involving volunteers in the greater Edmonton region.

The Service

The Support Network will provide callers who have volunteer enquiries with contact information for organizations that have volunteer opportunities.  Information and Referral Specialists will help callers find relevant volunteer jobs that match their needs: issues of interest, geographical area, population served.

The Client

Volunteers from the greater Edmonton region.

Organizations who wish to list volunteer roles need to contact The Support Network

Primary focus:  Non-profit human and social services related to basic subsistence and survival; or help for people who may experience barriers to service.

Secondary focus:  Non-profit organizations providing other community services.

Responsibility of listed organization

The organization will provide The Support Network with an overview of the work they do, current and accurate contact information and volunteer roles.  The organization will adhere to the values, principles and standards of the Canadian Code of Volunteer Involvement.

The responsibility for recruiting, screening and placing volunteers will still reside within the listed organization.

Responsibility of The Support Network

• To receive information provided by organizations for the database

• To respond to volunteer enquiries

• To provide referrals to volunteers based on their interests and needs

Call The Support Network at: 780-482-0198.

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3. Alberta Members Participate in the Voluntary Sector Initiative by Janet Lavoie

The VSI, or Voluntary Sector Initiative, is one of the most important initiatives to happen within the voluntary sector in decades. Some of you have participated in consultations organized by the VSI over the past 18 months and others have heard of the VSI through seeing its materials. No matter how you’ve been introduced, it’s challenging to grasp the many facets of the Initiative. One of the best ways to do this is through learning about the Albertans directly involved in the Tables of the VSI.

Your Alberta Table Members are a talented, dedicated and determined group, fondly referred to in Ottawa as the ‘Alberta Six’. Two hail from Edmonton and four from Calgary, and as with many other volunteer commitments, their participation with the VSI has been more exciting and demanding than they may have foreseen.

Adriana Davies is the Executive Director of Edmonton’s Heritage Community Foundation and sits on the Capacity Joint Table of the VSI. The Capacity Joint Table has a broad mandate with four main goals: to conduct research on the sector and share the information, to propose solutions for human resources issues, to enable the voluntary sector to become more of a force in shaping public policy and to collaborate with the Working Group on Financing. Adriana also co-chairs the Research Steering Committee guiding the development of the National Survey of Voluntary Organizations, to be completed in spring 2004. For the first time, we will have data about voluntary organizations that can be used to determine capacity issues and possible solutions. It will also be a companion to the highly successful Canada Survey of Giving, Volunteering and Participating.

Bob Wyatt is Executive Director of the Muttart Foundation and spends many hours wrestling with the complex and challenging issues faced by the Regulatory Table, which is reviewing Canada's regulatory framework as it relates to the voluntary sector. The Table is responsible for a number of projects, including reporting on whether the Canada Customs and Revenue Agency, or some other authority, should be the regulator of charities. It will also recommend a more appropriate appeals mechanism for matters related to charitable registration and deregistration and is reviewing the need for clearer guidelines on the type and degree of business activities charities can legally engage in. The Table is currently piloting a newly developed shortened annual information return for charities, something many of us can look forward to.

Dan O’Grady, Manager, Community Investment, Enbridge Inc. sits on the Working Group on Financing. The Working Group is distinct from a Table as it does not include government representatives, and is investigating an issue dear to all of our hearts, financing of the sector. Among its many projects is the examination and recommendation of best practices and funding models. The Working Group is also working with the Capacity Joint Table to look at the impact of funding on the sustainability of organizations and is acting as a reference group on a study which will result in, among other things, a Code of Good Practice on Funding.

Ian Kershaw is a member of the IM/IT Joint Table and has worked with the Table to research the current capacity and needs of the sector in information management and information technology. Ian’s down to earth approach and grass roots involvement with organizations of all sizes helps ensure that the work of his table remains firmly in touch with reality. The IM/IT Table has three exciting projects in hand that are being reviewed in response to what the sector has highlighted as priorities in the area of technology. These are a non-profit website/portal, access to funder information, and support for technology planning and implementation. The IM/IT Table recognizes that information technology is a key element in helping organizations to accomplish their mission. 

Martha Parker, Executive Director of Volunteer Calgary, some would say has made her second home at the VSI where she wears a few hats. Martha’s main role is to sit on the Joint Coordinating Committee, which works to provide overall coordination to the Tables and various projects of the VSI. In a national initiative this unique and complex, the job of the Coordinating Committee is quite challenging, and Martha’s group works hard to put the pieces of the puzzle together, acting as a communications hub, facilitating collaboration between the various parties and ensuring that the work plans, budgets, research and communication are on target.

Sue Tomney, Director of Communications at TransAlta, lends her passion for the voluntary sector and considerable communications expertise to the Awareness Table. The Table’s mandate is to help Canadians recognize the contribution of the sector to Canada’s overall social, economic and cultural well-being. The Table is painting a picture of the sector as a great place for Canadians to invest their time, skills and financial resources. The Table is also working to develop a sense of awareness within the sector itself that we are indeed a sector, that despite our diversity we can make our voice heard on issues that have an impact on the sector as a whole.

I would be pleased to send you more information on the VSI or perhaps arrange a presentation at upcoming conferences or meetings. I can be contacted at Volunteer Calgary (403) 231-1436 or jlavoie@volunteercalgary.ab.ca.  I’d also invite you to check out the VSI at our website: www.vsi-isbc.ca, where you can find more complete information on the work of the VSI and subscribe to receive regular email updates.

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4. Provincial Inspections of Charitable Organizations

In the past year, Alberta Government Services completed inspections of 63 Alberta charitable organizations.  These inspections specifically focused on the financial statement presentation and disclosure requirements set out in the Charitable Fund-raising Act.

“This was the first year this type of inspection has been conducted with charitable organizations and it has proven to be a positive exercise in education and awareness of the requirements of the Act and its Regulation”, said Scott Hood of Alberta Government Services 

Scott indicated that excellent co-operation was experienced, with only two of the 63 charities chosen for inspection failing to respond to requests for information.  “This resulted in the suspension of registration of the charitable organizations for failing to comply.” 

The inspections highlighted two key findings; financial statement presentation and the disclosure of required information in scripts used to solicit donations. 

Specifically, disclosure items missing from the financial statements were:

• the total remuneration paid to employees of the organization whose principal duties involve fund-raising,

• the amount paid to fund-raising businesses,

• disclosure of fund-raising expenses, and

• disclosure of the accounting policy that their financial statements were based on.

Disclosure items missing from the scripts used to solicit donations included:

• the estimated cost of solicitation,

• a contact name for any inquiries,

• the name of the fund-raising business used,

• payment to fund-raising business, and

• the address of the charitable organization.

The participating charities were notified of the areas of non-compliance and were asked to make the necessary adjustments. 

This inspection process has enabled Alberta charities and the Province to work together towards the common goal of ensuring consumers are provided sufficient information to make informed decisions about the charities they wish to support.

If you require more information on how to properly prepare your financial statements and scripts, visit our website at www.gov.ab.ca/gs, or contact 1-877-427-4088 to request a Tip Sheet on this and other consumer related subjects. 

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5. To Receipt or Not to Receipt by Betty Thompson

The application of the rules and regulations in issuing charitable donation receipts seems to come as a great surprise to many charitable organizations.

The basis of compliance to Canada Customs and Revenue Agency (CCRA) Guidelines has not changed in many, many years. The gifts must be voluntary; they must be property; and no benefit can accrue to the donor. These considerations should be applied when determining whether or not a charitable receipt can be issued in a particular circumstance.

In addition, the concept of fair market value needs to be understood when determining the valuation of the property donated and the amount of the receipt.

The four concepts mentioned above are applied as follows:

1.  The gift must be voluntary.

There must not be strings attached to the gift that forces the donor to make the gift. For example, a payment cannot be treated as a gift if it is required for the provision of a service or the sale of merchandise to the donor.

2.  The gift must be a transfer of property.

Ownership of the property must transfer to the charity. Property includes cash, capital assets and inventory. In other words, it must be something where ownership can be transferred. Services are not property and, therefore, no receipts can be issued directly for gifts of services.

3.  No benefit can accrue to the donor.

This concept is easy to apply, but hard to live with. There seems to be a need for charities to “give something back” to donors beyond a thank you. Some concessions have been made by CCRA with the establishment of the notion of nominal value in relation to donor recognition. Nominal value has been defined as giving recognition of up to 10% of the value of the gift to a maximum of $50.00.  The most common quandary is the application of this concept in the case of corporate sponsorship when we offer recognition that is usually immeasurable such as advertising for the corporation of their donation.

4.  Fair market value

As mentioned, this concept relates to the valuation of the gift or for what amount is the receipt going to be issued. Fair market value is defined as the result of a transaction between arm’s length parties. The challenge is in applying this concept to the donation of gifts in kind. A donor’s idea of the value of their gift is often quite different from reality or fair market value.

Why does it appear that the “rules keep changing”? It’s not the rules. It’s the application. The reasons the application may change usually involve a stepping too far over the line in the application of one of the concepts. Each charitable donation receipt that is issued reduces the tax payable of an individual or a corporation to Federal and most Provincial Governments, which of course, reduces their revenue.

New situations continue to arise that give cause to consider the application of the guidelines. A current example is the donation of air travel and other loyalty incentive plan points. If we apply the concepts discussed, we can determine that this is property with an owner and if ownership can be transferred to a charity, the donor could receive a charitable donation receipt. The other issue is valuation. The fair market value of the points must be determinable on a sound basis of valuation.

What steps can be taken in receipting to ensure compliance with the guidelines?

One of the information challenges of charitable organizations is consistent application of their own receipting policies. Personnel in the fund development field change frequently and volunteers are often a large part of fund raising endeavors. Written charitable receipting policies should be developed by charities that can be applied consistently no matter who the players are. The policies can be geared to the particular fund development activities of the charity so can be quite specific to the organization.

We can share information among charities on their experiences so that we learn from one another.

One of the most common questions heard when counseling charities in this area is: “where does it say that?” It says “that” in the basic concepts. As with much of the tax legislation, there are some grey areas and reasonableness must be applied in interpretation. We cannot allow our charities to be party to tax payer attempts at tax evasion or fraud. When one charity steps over the line, the whole sector pays in terms of loss of public credibility and a potential stricter application or changed application of the guidelines. This also threatens the opportunities we are able to take advantage of in encouraging greater philanthropic giving.

Betty Thompson, FCGA, is a partner with  Lo Porter Hetu, Certified General Accountants in Calgary and focuses on providing services to the not-for-profit sector.  She can be reached at 403-283-1088 or e-mail: bthompson @porterhetu.com

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6. Strengthening your Board/Staff Partnership by Wendy MacDonald

Nonprofit organizations are fortunate to benefit from the diverse perspectives, skills, and experience of board members, staff and volunteers. Each plays a critical part in accomplishing the mission of the organization, but in unique roles. These roles include governance by the board, management by a senior staff person or Executive Committee, and implementation by frontline staff and volunteers. Successful organizations encourage clearly defined roles, but respect the interdependence of all three functions. They understand that one function or player cannot be successful without the other. The strength of this partnership is key to a successful nonprofit organization.

No matter how large or diverse an organization may be, both staff and board members can contribute to this success through understanding and informed action. Trust, respect, open communication, rapport and empathy are basic to building an effective board/staff relationship.

Fully value each other

“Both the board and staff will be helped in their relationship with one another if each of them understands the need for the other to be capable and powerful…some people think the board-executive system is just a safeguard against the weakness of one of the partners; if you have a strong board you don’t need a strong executive director and vice versa. This seesaw principle may work for a short time…but an institution only flourishes when conducted by both a competent staff and board, and when they work well together.” Cyril Houle (1989)

Mutual respect for the board by staff and staff by board is a cornerstone of a solid relationship. Both need to believe that the other (individually and collectively) is an asset worthy of attention, investment and development. Both need to appreciate the other as a way to leverage talent, resources, and energy to accomplish the mission of the organization.

Staff, who have had little or poor experience with board relationships, are sometimes confused about the Board’s role and value. It is important to orient new staff and volunteers to the function and responsibility of the board to provide context and understanding to their actions and decisions. Many frontline staff and volunteers, who do not understand the board’s role, condemn boards for out of touch perspectives or elitism.

Role clarity

Critical to a healthy board/staff relationship is the understanding of all involved about their own purpose and role, as well as the scope of responsibility of others. Clear role descriptions, defined authority and responsibility, lines of communication, and accountability are all aspects of role clarity.

Mutually agreed–upon roles help the board, the ED, and front-line staff and volunteers ensure that nobody is taken for granted or defaults their responsibilities. Written role descriptions allow for planning and keep overlap of effort and gaps in service from occurring. Redundant effort is demotivating for everyone and wasteful to the organization and community. A typical area of ambiguity and overlap often occurs when board committees have mandates similar to staff roles. Clear terms of reference for committees, with well-defined roles for staff and volunteers, assist in reducing misunderstanding. Sometimes we are asked to lead and other times to support. Both are important, but distinct roles.

Both staff and board members also need to understand and respect established lines of authority and communication. Designated staff, who liaise with or support specific board activities, “relate to” but are not “accountable to” that board committee. They are accountable to their supervisor, often the Executive Director. There should be discussion and agreement on staff roles and workload, with final decision by the senior staff person.

Staff need to understand the role of individual board members and that the board is a corporate entity with overall legal and ethical responsibility for the organization. They need to know that they are not accountable to individual board members, but to the senior staff person, who is accountable to the board. They also need to understand that the Board Chair has no more authority than any other Board member, except as a representative/liaison with the board as a unit.

Recognize and respect varied organizational cultures and governance models

While all boards have a responsibility to govern, create policy, and plan for the ongoing mission of the organization, there are many different styles and approaches used by boards. These are a reflection of the size, composition, history and culture of the organization. An all volunteer organization may look very different than a large staffed organization, as would a Carver model governed organization from

a more “hands-on” approach to board work. Board members may have diverse experiences in public, private, and not-for-profit settings, that influence their understanding of board/staff roles and relationships. Clarifying approaches and expectations is critical.

Senior Staff/Board: Need for a strong dynamic relationship

One of the most challenging relationships is that of the Board and the senior staff person (Executive Director, General Manager, CEO).

“Like the tango, the relationship between the Executive Director and the Board requires a strong sense of balance, a high degree of trust, a willingness to follow as well as lead, an ability to communicate clearly, sometimes subtly, throughout the course of the dance. Partners must temper concentration on their own movements with an awareness of what is taking place around them. They also need to understand and respect the form. The tango is not the twist. Although there is room for originality and invention, there are a handful of conventions, traditions, and agreements that must be acknowledged and honored.”  Robinson (2001)

“Governance and management roles are never static. Shifts in the balance of power accompany many changes, whether in leadership, financial situation, mission, or focus. Tolerance for ambiguity is required ” Axelrod (1995)

Understand and exercise authority

Staff need to be confident in their own roles to fully appreciate the complimentary roles of those around them. Armed with a clear terms of reference for their own work, they are much more likely to sustain their motivation and be productive. Boards are also less likely to overstep their responsibilities or to micromanage, if they experience staff that understand and are comfortable with the authority and responsibility they have been given. Most of the confusion about “who does what” is caused by ambiguous expectations and weak leadership by individuals responsible for specific functions and operational areas. Staff can assist boards by keeping the board’s agenda free of tasks that are staff responsibilities and boards can help staff by defining clear vision, policy, and other structure which supports good practice.

Remember you’re on the same team!

Shared values and goals, through focus on the organization’s mission, can help board and staff members work more effectively. Collaboration is only likely to be effective when both parties see the benefits of a particular goal or plan. Take the time to reinforce your common vision and the unique but complimentary skills that can be contributed by both volunteers and staff.

We’re all human

We often forget there are many more issues and dynamics influencing relationships and behavior, than those we are aware of.  For example stress, personal issues, health, and experiences may all impact board or staff performance and can change without the other party knowing the cause.

Support board recruitment

While boards must ultimately be responsible for renewing themselves through recruitment and development of new members, staff have an important role to play in providing leads to interested, skilled and committed prospective board members. In day-to-day activity, staff often have more relationships and links to a diverse community and a different perspective from board members. It is critical, however, that staff are not expected to directly recruit and choose board members, as a conflict of interest might arise.

Encourage and participate in board orientation and development

Staff, especially the Executive Director, can provide valuable information, support and direction through appropriate involvement in orienting and developing both individual board members and the board as a unit. A meaningful orientation, focused on the mission of the organization and the role of the board is a critical investment in future board effectiveness.

Make the most of board meetings

Remember that from the perspective of board members, the focus of their planning and decision-making is usually at board meetings. While effective organizations research, prepare, and communicate between meetings, volunteer board members generally have the greatest opportunity to debate issues and utilize collective skill and experience when gathered as a unit. Respect their time and priorities by using the meeting in an efficient and effective way to surface ideas and concerns for deliberation, rather than fragmenting action.

Communicate with the Board

Both staff and boards require timely and accurate information to perform effectively. Staff, because of their full time role, networks, and specialized skills often have the ability to research and summarize relevant trends, issues, and ideas, which support good decision making by the board. In turn, board members may bring other areas of expertise and perspectives to the discussion. Shared information, packaged in useable formats, is critical to sound policy and planning. Restricting flow of appropriate information, relevant to governance, is sometimes used a strategy by fearful or controlling staff. The same can sometimes be said for boards that never involve staff in discussions. Both situations generally lead to dysfunctional relationships and decisions and ultimately damage the organization.

Make board work manageable and rewarding

Staff sometimes forget that board members are volunteers. While most board members commit time, expertise, and other resources because of their commitment to your mission, the role must have mutual benefit. While board governance is hard work, it should be meaningful, productive and genuinely valued. Reasonable time commitment, clear and honest expectations, and effective use of skills are all important. Most board members want opportunities to learn, to meet others who share their values, to be successful and to be involved in enjoyable experiences. Staff support in achieving these goals is critical.

Effective board/staff relationships take time, trust, and effort to develop. What can you do to support effective board/staff partnership in achieving your organizations mission and goals?  

References

Axelrod, Nancy R., “Board Staff Relations: A Balancing Act”, Leadership, July 1995

Houle, Cyril O., Governing Boards, National Centre for Nonprofit Boards, Jossey-Bass, 1989

Robinson, Maureen K., Nonprofit Boards That Work, John Wiley & Sons, 2001

Additional resources related to many areas of board governance, board development, and board/ staff relationships are available through the RCVO.  These resources include books, articles, audiovisual materials, periodicals, noncredit courses and other learning events. The Voluntary Sector Management Program at Grant MacEwan College offers credit courses on this topic macdonaldw@macewan.ca. The Board Development Program offers free group training for nonprofit boards in Alberta (780) 427-2001.

Wendy MacDonald is Chair of the Voluntary Sector Management Program at Grant MacEwan College. She can be reached at 780-497-5267, or e-mail: macdonaldw@macewan.ca

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7. Students Provide Pro Bono Legal Assistance by Anita Mohan

Pro Bono Students Canada (PBSC), a national network of law schools, law students, lawyers, and public interest organizations, provides under-represented non-profit organizations with pro bono legal services.  The program is designed to provide public interest organizations with skilled and committed volunteers while encouraging a pro bono work-ethic in students.  

PBSC was founded in 1996 at the University of Toronto Faculty of Law and has since expanded to meet the needs of students and organizations nation-wide.  Over 400 law students in 16 Canadian law schools participate each year.

PBSC matches law students with eligible organizations to provide free legal information and support under the supervision of a lawyer.  PBSC students perform services such as legal research, legal writing, and legal education without monetary compensation or academic credit.  Students generally contribute approximately three hours of service per week for the duration of the academic year. 

An example of an extremely successful placement match was with Volunteer Alberta.  The U. of A. student was asked to help create a resource for Volunteer Alberta’s members and for the voluntary sector in Alberta that would address the legal issues around volunteers.  Cyndi Harvey, the Executive Director, in her evaluation said, “All did an outstanding job of capturing the issues, researching and compiling the various laws, and developing the ‘Volunteers and the Law in Alberta’ resource.”  This resource will provide non-profit organizations and Volunteer Resource Managers with enough information to help them decide whether or not they need to seek legal counsel.

To become a member organization or a supervising lawyer, please contact a Student Coordinator.  In Edmonton, contact Anita Mohan at (780) 492-8287 or pbsc@ualberta.ca.  In Calgary, contact Carolyn Allan at (403) 220-2690 or probonos@ucalgary.ca.

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8. Good Idea from Hanna

Putting Your Community Information Online

The Hanna community is excited about the launch of a web based community portal and events calendar called aroundHanna.com. The design of this calendar began in response to an identified need for promoting events and sharing information about the volunteer community. The concept and development of aroundHanna.com can be attributed to futuristic individuals that include: a visionary executive director, forward thinking Board volunteers, employees from The Learning Centre and an enthusiastic web page designer.

On February 13, 2002 the aroundHanna.com website was officially launched for public access. The uniqueness of this website is that it is updated by trained members of the non profit organizations, governmental bodies, local schools and service groups using the site to make the communications process more efficient for planning activities, events and delivering information.

AroundHanna.com is an easy sell for community members, as the task of relaying information becomes a one step process. The site is extremely user friendly, is easy to navigate and contains an Events Calendar, News & Information, Contacts and Links appropriate for each group. While registered groups can post to their individual web page and calendar, they may also designate any posting as public and it automatically posts to the main home page that displays all of the events on the calendar for all of the groups posting. Each registered group is given their own page to manage within the community portal and are responsible for updating and posting new information.

One of the most exciting elements of this project is the subscription option. Anyone wishing to access community information may subscribe, free of charge, to any page within the aroundHanna.com portal and any new event or news item will be automatically sent to their email address. This means as a parent and community participant you may subscribe to the school page, the minor soccer page, the Kinsmen club page, the dance association page, your church page etc and you will always be informed about events and news related to your interests.  Imagine if all the parents subscribed to the minor soccer page for you to disseminate information and you never had to deal with a phoning list again?

This community calendar has exciting potential for other communities to utilize for events and information pertaining to aroundYourCommunity.com. For more information about aroundHanna.com, visit the web page to contact the administrator at info@aroundHanna.com. Or call Jann Beeston, Laurie Armstrong or Sue Brinton at 403-854-2099 for details.

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9. Fundraising Volunteers: Where can I find them? Is there a secret hideout where they congregate? by Laura Berezan

The answer to this question is "No."  The place that you will find your best fundraising volunteers is from within your current volunteer staff.  These people are already committed to your organization and customers/clients.  They know and understand your organization and its needs.  Your task is to determine who among this group will be willing to step up to the plate. 

According to Ken Wyman & Associates, once you know what you want people to do you can identify people with experience and willingness and don’t forget friends of your volunteers and staff.  Are there current volunteers who already have fundraising experience?  Does anyone have experience in sales, media, advertising, journalism, or public relations?  Have they recently received a promotion to a senior level management position or are they considering running for political office?  Are they recently retired or are “at liberty” to spend the time that you need?  Do they volunteer as a major life activity?  Have they recently moved to the community and want to develop new contacts? Personal contacts yield more and better volunteers than posters or ads in papers.  Ask staff, board members, current volunteers, members, and clients if they know of potential volunteers.i These are some of the questions you can ask of your current volunteer staff to determine if you have potential fundraising volunteers within your organization.

Volunteers need to feel that there is an exchange of value.  “If volunteers feel as if they are making a real difference – or if they’re learning new skills, making important community contacts, or gaining new experiences in the process – then they’ll be more likely to stay with you.”ii  They are also more likely to say “yes” to a new role as a fundraising volunteer.

You then need to train them.  They need to know the campaign plan and goals.  They need to feel competent and informed when approaching a potential donor.  If they have a good experience, they will do it again. 

You have now created your own secret hide out of volunteers that are committed and eager to assist your organization with its fundraising needs.

i Ken Wyman & Associates, Where Do You Find Top Fund Raising Volunteers?  handout in RCVO Information Files under Volunteer Management: Volunteer - Fundraising (1990?)

ii Frank Walker, “Volunteerism Under the Magnifying Glass: Advice for attracting and retaining the “right” volunteers for your organization,” Fundraising Management, June 2001: p. 48.

Laura Berezan is an information and referral consultant with the RCVO.

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10. Book Review: Grantseekers Toolkit

A three part series by Cheryl Carter New and James Aaron Quick and published by John Wiley and Sons

(Book 1)  A Comprehensive Guide to Finding Funding published in 1998.

A step-by-step training tool for potential grantseekers (and experienced ones alike).  Starts at the beginning with the philosophy of grant seeking – it is an investment, it is a burning desire, it is a contract, it is their reputation, it is your reputation, it is your future.  It looks at how to find a funder to match your project, research a foundation or corporation and how to write the final proposal.

(Book 2)  Project Management and Evaluation published in 2000.

Covers the basics of managing a funded project including documentation (keeping records), managing project personnel, events and components and project finances.  It covers the process of evaluation such as creating an evaluation plan, data collection and analysis, and the evaluation report.

(Book 3)  Budget Toolkit published in 2001.

Begins with project development and the subsequent budget.  The authors look at direct costs, personnel costs, travel costs, and other direct costs and prices.  They conclude with developing a finished budget and the budget narrative.

All of these books offer basic helpful information and include forms and worksheets.

This set is currently available on the shelf at the RCVO and has also been added to the Learning Resources Centre (LRC) at Grant MacEwan College (please allow some time for the LRC to catalog these books).  To borrow from the LRC contact Michelle Bezenar, Interlibrary Loans, phone 780-497-5857, fax 780-497-4566 or e-mail : bezenarm@macewan.ca.  Thanks to the Wild Rose Foundation for funding the purchase of these materials.  Watch following editions of Connections for a complete list of their contributed items.

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