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CONSULTING CASE
STUDY
THE CHALLENGE
One of the nation’s
premier health and research organizations recognized that previous advocacy
volunteer recruitment tactics were not maximizing their influence capabilities
with local, state and federal elected officials.
While they had a volunteer advocate database of over 30,000 names,
a small percent of these individuals were active. It presented a financial
burden
for the organization to communicate with thousands of people who were
never truly invested in the organization’s advocacy efforts.
OBSTACLES
The organization had previously equated a large database
of names with grassroots effectiveness, because the successful fund-raising
culture perpetuated the emphasis on numbers.
Only 10% of the people who volunteered as advocates knew that grassroots
advocacy was a volunteer activity. Further, 30% of members on the advocacy
mailing list knew that they were designated as advocacy network efforts.
There were a myriad of advocacy practices employed by their state organizations
relative to volunteer recruitment, retention, mobilization and motivation.
The result was inconsistent advocacy results throughout the country.
THE TSG SOLUTIONS
Our interventions included, but were not limited to:
- consultative workshops
with nationals and state affiliate advocacy staff;
- administration
of our 20% Solution Benchmarking Inventory to assess, focus and strategize
on specific areas to improve upon in the disciplines of grassroots recruitment,
retention and motivation;
- facilitating organizational cultural change in the organization toward quality advocacy;
- creation of an extensive recruitment and retention kit for the state organization staff; and,
- detailed volunteer role descriptions that outline expectations, accountability and the results of the grassroots networkers’ participation.
"Amy has a good delivery style and energy.
Her tips on recruitment and
retention of volunteers were very valuable. I'm going to use this information
to shape the
organization's volunteer management efforts."
Executive Vice President, Advocacy*
“Since applying Amy’s recommendations, I now have a network
of more assertive
recruiters, more effective networkers, with more happy and rewarded volunteers
that
are sticking around. In July of 2001 we had a coalition of 20 with a network
of 50.
After working with Amy, we have a coalition of 75 and a network of 500.”
State Coalition Director*
“Amy helped our staff focus on the key elements needed to improve
their advocacy
programs.”
National Advocacy Manager*
RESULTS
- Rather than an
ad hoc approach to grassroots recruitment and retention, the organization
now has a standardized process to recruit and process qualified, interested
volunteers, and then to keep them engaged.
- The organization
experienced an increase in attendance at their annual Lobby Day event.
- The affiliate
staff now has a base of quality, committed, reliable grassroots advocates.
- The organization
now brands their advocacy opportunities, which is increasing the number
of quality grassroots advocates. Volunteers who traditionally work in
the fundraising or client services areas will now view advocacy as an
opportunity and are more likely to lend their talents to advocacy initiatives.
- While the final
tally has not been calculated, the organization is saving thousands
of dollars in grassroots communications that were previously sent to
inactive advocates.
* Names and contact information available upon request
©2003-2005 The Showalter Group, Inc. All rights reserved.
The Showalter Group works with corporations and associations that want to increase their grassroots and PAC effectiveness. 513-762-7668