Now, getting a volunteer to run your organization’s social media isn’t a bad idea if it’s approached correctly.  You have to recruit this volunteer with kid gloves – much the same as if you were recruiting a volunteer to handle the organization’s finances.  The wrong volunteer in either situation could completely destroy the organization.  If this volunteer has login and editing access to all of your social media and they become disgruntled – they have the power to cause major damage to the organization’s image and brand and have instant reach to all of your donors and supporters.

Using a volunteer in this capacity should really only be taken on by organizations with an established volunteer program; this is not the volunteer to get your volunteer program started.  You have to treat this volunteer more like an unpaid staff person – they must have a supervisor, they must sign a contract that details expectations of what they can and cannot do, you must do reference and background checks, and they should be included in any staff meetings that address social media, marketing and fundraising needs.  This is not a position that can operate in a silo; they must have their hand on the pulse of the organization in order to have the knowledge to properly leverage social media.

So, how do you find this volunteer?

1. Mine your donor and volunteer database for people who work in marketing, PR and IT.  Contact them directly to see if they have the expertise and would be interested in helping the organization in this way.  If they don’t, ask them if they can refer someone who may be able to help.  Referring means that they not only give you the name and contact information of the person, but that they actually contact the referral themselves, summarize the opportunity and get permission for you to contact them.
2. Send out a call for volunteers using viral email to your entire donor and volunteer database (those who have given you permission to contact them in this manner).  Many people have the skills and knowledge of social media as a result of personal interest and hobbies that would not be apparent from their occupation.  This call should be very detailed in regards to scope of activities, skills/experience needed, and time commitment.  By viral, that means that you request they send the email on to anyone they think would be interested or able to help you locate the volunteer.  Do not send the email message using cc or bcc.  The email message should be sent using mail merge or other email system that sends the message out to one person at a time.
3. Use third party volunteer recruiters like VolunterMatch.org or Business Volunteers Unlimited.

Another thought that many organizations may be having is to get a business or consultant to donate their services.  One thing to keep in mind is that there is no tax benefit for donation of services – only tangible property.  Therefore, when negotiating the donation, you should recommend that the organization pay for the services and ask for a donation/pledge that will offset the cost.  The donor could generally restrict the gift for use (such as technology or public relations) if they so choose, but there cannot be a true quid pro quo or it negates the tax deductibility of the gift.

When it comes to using social media, it is very important to remember that you are dealing with very valuable assets -  your organization’s image and brand.  Make sure that the organization has control when using outside souces (volunteer or paid).  The organization must have administrative powers and login information for all of their social media activities.

Key Findings include: 

• Nonprofit websites scored an average 73 out of 100 for online customer satisfaction (the threshold for excellence is 80).
• A highly satisfied visitor to a nonprofit website is 49% more likely to make a donation.
• The top 2 reasons people visit a nonprofit website: 40% News & Events; 40% Stay informed on the cause the organization addresses.
• 18% visit a nonprofit website specifically to make a donation.
• Those who found the nonprofit’s website through the news or a media source were more likely to donate.

Have you reviewed and updated your website lately?  Look at it through an outsider’s eyes.  If you’re not happy with it, your potential donors aren’t either and you’re missing an enormous opportunity.  Improved public relations activities that highlight your website could also lead to increased donations.  Your website is the digital door to your organization – are you embarrassed when you get company?

http://www.foreseeresults.com/Form_Nonprofit_Apr09.html

Chrysler Technical Center: Auburn Hills, MI

When it comes to resource management, strong nonprofits optimize everything.  I like to say that they learn how to spend every dollar twice.  Everything and everyone is multi-purpose.  Here’s a smart example: your marketing/PR department needs a new computer that has the technology to handle current graphics and media software.  You purchase the computer and design the hardware looking ahead and knowing that in 2-3 years, the computer will be transitioned to an administrative position that doesn’t require the computing power of the marketing position, but that will need an upgrade from what it has today.  At which point, the marketing department receives a new computer that can handle the even more bloated software code that has developed during that time.  What that means though, is that you can’t buy a computer with the oldest technology and you will probably pay a few hundred dollars more than what you had hoped.  However, if you are able to extend the useful life of that computer, the extra cost is saving you thousands down the road.

Contingency planning is critical for nonprofit organizations before embarking on a new program or project.  Generally speaking, there is a continuum of 5 different levels of success/failure for which you should have contingency plans:

Both extremes of the continuum could be deadly for a nonprofit organization.  If success causes the endeavor to grow beyond the resources to manage it, it could implode and take the entire organization with it.  So failure is not necessarily the worst outcome.

For each level of success/failure, you have to ask yourself what your organization would look like and address the following issues:

1. Staffing levels and needs
2. Facilities and resources
3. Funding
4. Effect on mission and other programs

In regards to the success end of the spectrum, is the performance sustainable and does it represent where you want your organization to be over the long term?  When evaluating failure, you must determine what would be left over and how could it be used in a positive manner.

Unfortunately for Chrysler, they didn’t take into consideration that the headquarters would be geographically located in an economically depressed area and the last thing that would be needed is another shopping mall – especially after all those people lose their jobs.

It is impossible to plan for every contingency, but with smart planning, you should be able to address the most likely outcomes to make sure your nonprofit organization is well positioned to make the most of good results and make the right decisions when faced with bad results.