Alex Aldrich, founder of Alex Aldrich PR: “Before taking on a pro bono PR client, it’s important that you’re in a financial position to do so, and have the capacity to offer up your services. Pro bono clients require the same amount of care and expertise as a paying client, and you must treat them as such for them to feel the full benefit of your support. Can you realistically take them on without becoming overstretched yourself? I’ve waited a lengthy amount of time for capacity to free up before offering pro bono work and I’ve made sure all of the right systems are in place. They have the same tools, process, and resources behind them as any other client.

“The idea of helping an organisation that might not have the budget or expertise for PR activity is rewarding, however it’s also important that they are set up for it. You’re going to need a solid point of contact, along with a team that’s enthusiastic about getting their messaging out. A strong comms capacity within the organisation is going to make it easier to make an impact. You can quickly become overwhelmed if you’re project managing more than you bargained for.”

Gill Browne, associate director, strategy at Propeller Group: “Pro bono work is an important part of our client roster. At times, we have to balance the needs of pro bono clients with fee-paying accounts but managing resources, workloads and capacity is part and parcel of agency life.

“We operate on an opt-in only basis, whereby only team members who express interest join pro bono account teams. On some of our pro bono accounts, we have a changing roster so that new joiners can learn from being on the account. On others, we have long-standing teams who love working on these sorts of briefs. We trust people to manage their workload and only sign up to be part of these accounts if they feel they have the capacity. There’s always a lot of interest in being on pro bono accounts simply because people want to feel like they’re giving back in some way.

“We also keep the relationship, and its scope, in review. This means that if they reach a point where the need for PR support is less frequent, we can dial up or down the mutual commitment.”

Victoria Usher, CEO and founder at GingerMay: “There is a huge gulf in the supply and demand of pro bono work, so firstly you need a plan to avoid being overwhelmed or paralysed by choice.

“Begin by looking at any particular causes that your team feels passionate about supporting. It’s much easier to dedicate unpaid hours to a project when it aligns with your values. There’s also a practical consideration here: what are you good at? You’ll be most effective in verticals and sectors that you have already mastered.

“Once you have a plan, your pro bono time and budget needs to be ringfenced so you realistically allocate what your teams can spare. If you don’t, pro bono work will be on the chopping block the moment you come under pressure. Know what you’re dedicating ahead of time and then treat it as seriously as any other client work, not as a nice-to-have that can be shuffled around other priorities.

“Finally, shout about it. It’s normal to think that we should do good for its own sake, but promoting your pro bono work can have a multiplying effect, ultimately resulting in more being done. Don’t let humility stand in the way of inspiring others.”

Rebecca Donelly, managing partner at Tyto PR: “Managing scope and expectations is one of the biggest challenges of pro bono work. Pro bono clients often fit one of two archetypes - those who don’t want to take advantage, so never push or set expectations, and those who think they may as well ask for everything as it’s free! Neither approach leads to a productive working relationship or outcome.

“And the same is true for PR professionals. There are those who love pro bono work and will throw themselves and every possible spare minute they have into it, and those who know they are ultimately being measured on billable work and always put their pro bono clients last on the list of priorities.

“At Tyto, we’ve addressed this by charging a very reduced fee for non-profit clients. We have clear criteria for the kinds of organisations for which we can make an impact, and we offer those clients a reduction of at least 75% of our normal rates. This commercial relationship, however small, creates a sense of clarity and structure on both sides that helps set expectations and boundaries. We have found it helps immeasurably in delivering a powerful programme with everyone focused on the same objectives.”

Harry Thompson, account director at Storm Communications: “An all too common pitfall with pro bono accounts is treating the work with less importance because it's not a paying client. How do we avoid this? By building accounts around the people that actually want to do the work. Pro bono isn't for everyone, and that's okay

“Team leaders need to establish efficient processes. Track staff time to determine the true cost of the account and identify how things can be made more efficient as the work develops. It's really important that everyone in an agency, not just those directly involved, understands why the business is doing pro bono work and sees its value. This helps to create a workplace where giving back is part of the agency's DNA, something people are proud to be involved in, and a core component of how the agency operates. This also means making sure that pro bono work is talked about internally, its successes are celebrated, and its importance is reinforced by leadership, so it becomes a natural and valued part of the agency culture.”

Sue Cade, PR practitioner and founder at In The Right Order PR: “I learnt early on that pro bono work needs careful consideration before taking the plunge. Not long after having my children I decided I needed to get my mojo going again, so joined a ‘good deeds’ group, where you offer your services for free. I ended up rewriting an entire manuscript for a chap, it took days and he never even said thank you. I was bitten again by a local charity who I provided with a pro bono PR service for a year. It was intense, time consuming and it turned out the charity was a shambles. On the upside I learned a lot, especially about crisis PR.

“I wasn’t entirely put off, and I still help out if I think something is worth supporting. Still mainly for charities, but now I make sure I know enough about their set up beforehand. I’ll take photos, write and distribute press releases or provide guidance. And I’ve also picked up the ball for charities who have written a pretty decent release but don’t have the contacts. There have been some lovely moments, where I’ve found myself associated with some huge showbiz names as well as a little karma, when I’ve picked up a new client because of my pro bono work.

“So my advice is never to take on more than you really know you can afford to give for free. Do your background checks, rigorously. And think about karma, it really does happen.”