Managing Pro Bono Volunteers

There comes a time in every program when you need volunteers who can do more than hand out food hampers or lead school groups through a museum. You need someone with professional expertise: graphic designers, lawyers, IT specialists, and more. Pro bono volunteers can be a tremendous asset, but managing them comes with its own set of challenges.

Before bringing someone on, write a short project brief that sets expectations. It should outline:

• The problem you’re trying to solve
• The skills you need
• What success looks like
• When it needs to be done by
• Who’s responsible for what

Once someone agrees to take on the work, treat your initial meeting like a kickoff. Go over the brief together. Be clear about what’s negotiable and what’s not. And don’t forget to build in time for feedback and revisions – especially if your organization has multiple layers of approval.

Respect their professionalism.

Remember, most pro bono volunteers are professionals offering real expertise. They’re not just being generous; they’re putting their reputation on the line. Treating them with the same respect you would show a paid contractor goes a long way.

That means:

• Valuing their advice and opinions
• Preparing for meetings
• Giving useful, specific feedback
• Not asking for “just one more thing” outside the original scope

In the same way, it’s fair to expect professionalism from them, too. If deadlines are missed or communication is spotty, it’s okay to address that. Just because they’re unpaid doesn’t mean they’re not accountable.

Align values and expectations.

One of the biggest pitfalls with pro bono work is unclear expectations. The volunteer might be envisioning a portfolio piece they can show off to future clients, while the organization just wants something functional and fast. Or the organization might expect the volunteer to handle everything while the volunteer thought they were just doing the technical bits.

The best way to avoid this is to have a values-and-expectations conversation up front. Why are they interested in helping? What do they hope to get out of the experience? What are your priorities as an organization?

When both sides are honest about their needs and constraints, it builds trust and avoids frustration.

Stay engaged, even after the project.

Pro bono volunteers often fall through the cracks when it comes to volunteer recognition and engagement. They rarely come on site or attend events. They may never meet anyone outside the staff member managing the project. As a result, they can feel disconnected from the mission.

That’s a missed opportunity. Someone who’s contributed their skills is already invested; they’ve put time and energy into your success. Keeping them engaged could mean they help again in the future, or refer others in their network. It could even lead to a financial donation.

After the project ends, take the time to:

• Say thank you, in a personal and specific way
• Let them know the impact of their work
• Invite them to stay involved, even if that’s just sending them newsletters

Learn from the challenges that come up.

Not every pro bono project will go smoothly. Sometimes the fit isn’t right, or life events get in the way. That’s okay. What matters is how you respond.

When a project doesn’t meet expectations, take a step back and ask:

• Was the scope clear?
• Were expectations realistic?
• Did both parties communicate well?

Most of the problems I’ve seen with pro bono work weren’t because the volunteers weren’t skilled. They were because of poor planning, vague expectations, or a mismatch between what was needed and what was offered. Taking the time to learn from each experience will strengthen your ability to manage future projects.

One last story.

A friend of mine volunteers as a photographer for a cancer support organization. He started by offering to take staff and board headshots for their website. That led to shooting events, then creating photo essays about the people they serve. He loves it; and it helps with marketing his photography business.

But it only works because the organization treats him as a partner, not just a free pair of hands. They value his work, listen to his ideas, and keep him in the loop. And in return, he gives far more than they ever expected.

That’s the power of managing pro bono volunteers well. When done right, it’s not just a transaction. It’s a partnership. With impact that goes far beyond the project at hand.