Standard Operating
Procedures
Excellence in donor relations, staff culture, professional presence, and brand representation.
Approved by Dr. Annette Clevenger, Executive Director
Donor & Volunteer Communication
Standard Operating Procedure — Gratitude, Storytelling & Donor Excellence
Purpose
This policy defines how Narratives QC communicates with donors, volunteers, and prospective supporters at every stage of the relationship. Our standard is one of grace, excellence, and authentic storytelling. Every interaction — from a first thank you letter to a formal presentation — should leave people feeling valued, inspired, and connected to the mission in a way that makes them want to stay involved for the long term.
Our Donor Communication Philosophy
"We do not just acknowledge gifts — we celebrate the people behind them. Every donor and volunteer is a partner in changing lives. Our job is to make sure they feel it."
Every communication with a donor or volunteer should reflect three core values:
We lead with genuine, heartfelt appreciation. We never treat donor communication as a task to complete; we treat it as a relationship to nurture.
We connect donors to real impact through the stories of the people we serve. Data matters, but stories move people.
Every letter, email, presentation, and conversation should be polished, on-brand, and reflect the high standard of Narratives QC.
Thank You Letters — Standards & Timeline
A thank you letter is never optional. Every donation, in-kind gift, and significant volunteer contribution must be acknowledged promptly and personally.
| Trigger | Timeline | Format | Must Include |
|---|---|---|---|
| First-time donation received | Within 48 hours | Handwritten or signed letter + email | Personal thank you, impact statement, story, invite to stay connected |
| Recurring / returning donation | Within 48 hours | Signed letter + email | Recognition of their continued commitment, updated impact story |
| In-kind donation or gift | Within 48 hours | Signed letter | Specific acknowledgment of the gift, how it will be used |
| Volunteer hours contributed | Within 1 week | Personal note or email | Genuine appreciation, specific acknowledgment of their contribution |
| Major gift or grant | Same day if possible | Personal call from Dr. Clevenger + formal letter | Leadership-level gratitude, detailed impact statement, follow-up meeting offer |
| Post-event attendance | Within 3 days | Email or handwritten note | Event recap, story from the event, next step or upcoming opportunity |
What Every Thank You Must Include
"A thank you letter should feel like it was written by someone who genuinely cares — because it should be. If it reads like a form letter, it will be treated like one."
Storytelling Framework
Stories are our most powerful communication tool. Every donor-facing communication should include at least one story that follows this structure. Stories must always protect participant privacy — use first names only or pseudonyms, and never share identifying details without written consent.
| Story Element | What to Include |
|---|---|
| Who | Briefly describe the participant — age range, background, where they were when they came to Narratives. Never use real names without written consent. Use first name only or a pseudonym. |
| Where They Started | Paint a picture of the challenge they were facing. Be honest and compassionate — not dramatic or exploitative. The goal is to help the donor understand the real need. |
| What Changed | Describe the turning point. What did Narratives QC provide — coaching, community, skills, confidence? What shifted for this person? |
| Where They Are Now | Share the outcome. What does their life look like today? Be specific and real — even small wins are powerful. |
| Why It Matters | Connect the story back to the donor. Their support made this possible. Name that connection clearly and with gratitude. |
Donor Presentation Standards
When presenting to donors — whether at a lunch-and-learn, a board meeting, a community event, or a one-on-one conversation — Narratives QC staff are expected to show up fully prepared and fully present.
- Confirm date, time, location, and audience size with the hosting contact
- Research the donor or group — know their history with Narratives QC and their giving interests
- Select 1–2 participant stories that are relevant to this audience (obtain any necessary permissions)
- Prepare or update branded materials (one-pager, impact report, program overview)
- Confirm whether a projector, screen, or handouts will be needed
- Prepare a clear, specific ask — what are you inviting them to do or give?
- Rehearse the presentation — time it and refine any areas that feel unclear
- Review your story framework — practice delivering it naturally, not from a script
- Prepare printed materials and confirm they are on-brand and error-free
- Confirm attendance and logistics with your point of contact
- Prepare any handouts, sign-in sheets, or follow-up cards
- Arrive early — set up before guests arrive
- Dress appropriately for the event (refer to HR-001 Dress Code SOP)
- Bring business cards and printed materials
- Greet every person warmly and personally — learn their names
- Lead with gratitude before presenting any ask
- Deliver your story with warmth, confidence, and specificity
- Close with a clear and gracious next step or call to action
- Send a personalized thank you to every attendee (refer to Thank You Letter guidelines)
- Log the interaction in your donor tracking system — who attended, what was discussed, next steps
- Follow up on any specific questions or requests made during the presentation
- Debrief internally — what went well, what to improve for next time
What "Above and Beyond" Looks Like at Narratives QC
Good is the floor — not the ceiling. We are building a culture of donor excellence.
- • Remembering personal details — if a donor mentioned a family member or a personal milestone in a past conversation, acknowledge it the next time you connect.
- • Unexpected touchpoints — send a note or brief update outside of a gift cycle. Donors who hear from us only when we need something eventually stop giving.
- • Handwritten notes — in a digital world, a handwritten note stands out. Use them often, especially for major donors and long-term supporters.
- • Inviting donors into the story — offer exclusive updates, behind-the-scenes moments, or opportunities to meet the people their support is serving (with full participant consent).
- • Celebrating their milestones — acknowledge giving anniversaries, thank repeat donors in a way that recognizes their commitment over time.
Brand & Marketing Consistency
All donor-facing materials must reflect the Narratives QC brand with consistency and excellence:
- • Use only approved Narratives QC letterhead, colors (navy and gold), and logo on all printed materials.
- • Language should be warm, professional, and mission-focused — not corporate or transactional.
- • All printed materials should be proofread before distribution. Typos and errors undermine our credibility.
- • When in doubt about a design or messaging approach, consult with leadership before sending.
Donor Record Keeping
Every donor interaction must be documented. This allows us to build on relationships over time and ensure no donor ever feels forgotten or overlooked.
- • Log all donations, thank you communications, and interactions in the donor tracking system promptly.
- • Note any personal details, preferences, or follow-up items from conversations.
- • Flag major donors and long-term supporters for leadership visibility.
- • Maintain an accurate, up-to-date contact list — refer to Mailchimp and our contact database as the source of record.
Language to Use — and Avoid
| ✓ Language That Connects | ✗ Language to Avoid |
|---|---|
| "Your generosity made this possible." | "Thank you for your donation." (too transactional) |
| "Because of you, a young person in our community..." | Generic, vague impact statements with no story |
| "We are so grateful to have you as a partner." | "We hope you'll consider giving again." (too soon, too pushy) |
| "Here is what your support looks like in real life..." | Data and statistics without a human story behind them |
| "We would love to have you join us for..." | Communication only when there is an ask involved |
Salary Exempt Schedule Flexibility
Standard Operating Procedure — Scheduling Expectations for Exempt Employees
Purpose
This policy establishes clear expectations for salary exempt employees at Narratives QC regarding schedule flexibility — particularly as it relates to events and programming that may extend beyond their originally scheduled end time. Understanding these expectations is essential for planning, service delivery, and maintaining a healthy and sustainable work culture.
Who This Applies To
This SOP applies to all employees classified as salary exempt, including but not limited to:
- • Life Coaches
- • Program Coordinators
- • Outreach and Marketing Staff
- • Leadership and Administrative Staff
Hourly or part-time employees follow a separate scheduling and compensation structure.
What "Salary Exempt" Means at Narratives QC
The Core Expectation: Build in Flexibility
When an event or program session is scheduled, salary exempt staff are expected to plan their personal schedule with the understanding that the event may run beyond its listed end time. This is not an exception — it is a normal and anticipated part of working in a people-centered organization.
Salary exempt employees should factor in the following when planning around work events:
- • Events involving participants (coaching sessions, group programs, community events) may run 30 to 45 minutes beyond the scheduled end time as participants engage, debrief, or need additional support.
- • Marketing and corporate events may run longer due to networking, relationship-building, or follow-up conversations with community partners.
- • Setup, breakdown, and post-event debrief are part of the event — not additions to it. Staff should factor these into their availability window.
- • Do not schedule personal commitments immediately following a work event. Build a reasonable buffer into your evening or day.
Scheduling Scenarios
| Scheduled Event | Realistic End Window | What This Means for You |
|---|---|---|
| 6:00 PM – 8:00 PM | 8:00 – 8:45 PM | Plan your evening to remain available through at least 8:45 PM for wrap-up, participant check-ins, and debrief |
| 5:00 PM – 7:00 PM | 7:00 – 7:30 PM | Do not schedule personal commitments that begin immediately at 7:00 PM |
| 9:00 AM – 11:00 AM | 11:00 – 11:30 AM | Allow buffer time before scheduling back-to-back appointments or meetings |
| All-Day Event (9 AM – 4 PM) | 4:00 – 5:00 PM | Anticipate a longer day; plan personal commitments for 5:30 PM or later |
Proactive Planning is the Standard
Narratives QC expects salary exempt staff to approach scheduling proactively — not reactively. This means:
- Review your schedule each week with event flexibility in mind. Identify any personal commitments that may need to be adjusted around work events.
- If you have a genuine conflict — a medical appointment, family obligation, or prior commitment that cannot be moved — communicate it to your supervisor as early as possible, before the event date.
- Do not wait until the day of an event to raise a scheduling concern. Last-minute conflicts create gaps in coverage and affect the participant experience.
- If an event frequently runs longer than scheduled, flag it in your post-event notes so leadership can adjust planning for future sessions.
What Flexibility Is — and Is Not
- • Planning your personal schedule around the realistic duration of work events
- • Staying 30–45 minutes beyond a scheduled event end to support participants or wrap up properly
- • Understanding that people-centered work has natural ebbs and peaks in time demand
- • Communicating proactively when a schedule conflict exists
- • Being available at all hours with no boundaries or expectation of reciprocity
- • Being required to work unlimited hours with no recognition or accommodation
- • Chronically working excessive hours without any communication to leadership
- • Silently sacrificing personal time without raising the concern
Mutual Accountability
| Staff Responsibility | Organization Responsibility |
|---|---|
| Plan personal schedules around known event windows, including buffer time | Communicate event schedules as far in advance as possible |
| Arrive prepared and stay for the full duration, including wrap-up | Avoid scheduling events back-to-back without recovery time for staff |
| Notify leadership proactively if a scheduling conflict exists before the event | Acknowledge and respect staff time when events significantly exceed planned hours |
| Approach scheduling with a service-first mindset | Recognize flexibility contributions during performance reviews and team feedback |
| Raise concerns about workload or scheduling through the appropriate channel | Provide a clear point of contact for scheduling questions and conflicts |
Raising a Concern
If you feel that schedule demands are consistently unreasonable — or that your flexibility is being taken advantage of rather than respected — you are encouraged and expected to raise that concern. Use the following process:
- Speak directly with your supervisor. Share specific examples and dates.
- If the concern involves your supervisor, bring it to the Executive Director, Dr. Annette Clevenger.
- Narratives QC is committed to a culture where team members can raise concerns without fear of retaliation.
Dress Code Policy
Standard Operating Procedure — Staff & Volunteer Attire
Purpose
This policy ensures that all Narratives QC team members present a consistent, professional, and appropriate appearance at every event and engagement. How we dress is a reflection of our organization's values and the respect we show to the communities we serve.
Scope
This policy applies to all full-time and part-time employees, contractors, interns, and volunteers representing Narratives QC at any official event, session, or community engagement.
Dress Code by Event Type
| Event Type | Dress Code | Examples |
|---|---|---|
| Corporate / Marketing Events | Business Casual | Slacks or dress pants, blouse or button-down, blazer optional, clean closed-toe shoes |
| Networking / Community Outreach | Business Casual | Polished, neat appearance; avoid athletic wear, graphic tees, or torn clothing |
| Group Life Coaching Sessions (Young Adults) | Smart Casual | Jeans (neat, no rips), casual tops, sneakers acceptable; approachable and comfortable |
| Internal Team Meetings | Smart Casual | Comfortable, neat; same standard as coaching sessions |
| Board Presentations / Formal Events | Business Professional | Suits, dress, or formal separates; neat and polished |
Pre-Event Checklists
Use the checklist that matches your event type before each engagement. If you are unsure which category applies, consult your supervisor or the Executive Director.
- Slacks, chinos, or a neat skirt or dress (no athletic wear or torn fabric)
- Button-down shirt, blouse, or professional polo (tucked in or neatly worn)
- Blazer or cardigan (optional, but encouraged for formal corporate settings)
- Clean, closed-toe shoes (no flip flops or athletic sneakers)
- Minimal accessories — professional and understated
- Hair is neat and well-groomed
- Narratives QC branded clothing may be worn when appropriate
- No strong fragrances (be mindful of scent sensitivities)
- Clothing is free of wrinkles, stains, or damage
- Clean, neat jeans or casual pants (no ripped, torn, or heavily distressed denim)
- Casual top — t-shirt, casual blouse, or sweatshirt (no offensive graphics or language)
- Sneakers, casual flats, or comfortable shoes acceptable
- Clothing should be comfortable enough to facilitate group activities
- Appear approachable — casual but intentional in presentation
- Narratives QC branded t-shirts or hoodies are encouraged in this setting
- Hair is neat (does not need to be formal)
- Avoid overly formal attire that may create distance with participants
- Business suit, formal dress, or professional separates (jacket and slacks/skirt)
- Conservative, polished color palette
- Formal closed-toe shoes — heels, dress shoes, or flats
- Professional accessories — minimal and refined
- Hair styled neatly; professional grooming standard
- No casual footwear, denim, or athletic wear
General Standards (All Events)
- • Clothing must always be clean, free of stains, wrinkles, and damage.
- • Attire should never include offensive language, imagery, or graphics.
- • Narratives QC branded items are encouraged when they fit the event dress code.
- • When in doubt, dress one level above what you think is required.
- • Questions about appropriate attire for a specific event? Ask your supervisor before the event — not the morning of.
Brand Communication & Public Representation
Standard Operating Procedure — How We Speak About Narratives
Purpose
This policy defines how all Narratives QC team members are expected to speak about our organization — and about others — in any public or community setting. Our words are a direct extension of our brand, our values, and the trust that our participants, partners, and community place in us.
Scope
This policy applies to all employees, contractors, interns, and volunteers when speaking on behalf of Narratives QC in any public setting — including in-person events, networking, community spaces, social media, and informal conversations where staff are recognized as representing the organization.
"We protect our brand by representing ourselves — and others — with honesty, professionalism, and grace. We speak positively about Narratives QC and maintain a spirit of respect toward all organizations and individuals in our community."
How We Speak About Narratives QC
Every team member is an ambassador for Narratives QC. When speaking about our organization, staff should:
- • Speak with pride and confidence about the work we do and the lives we impact.
- • Use accurate, up-to-date language about our programs, services, and mission. When in doubt, refer to narrativesqc.org or ask leadership.
- • Share stories and examples of our impact in ways that protect participant privacy (no names or identifying details without explicit permission).
- • Represent our organization as a professional, growing, community-rooted nonprofit — because that is exactly what we are.
- • Avoid speaking in definitive terms about programs, partnerships, or initiatives that have not yet been publicly announced.
How We Speak About Other Organizations
Narratives QC operates within a broader community ecosystem. We believe in lifting up the sector as a whole.
- • Speak positively or neutrally about all other organizations in the Quad Cities community and beyond.
- • Do not share negative opinions, criticisms, or concerns about peer organizations — even if those opinions are valid and well-founded.
- • Avoid making comparisons that position Narratives QC as better than or superior to another organization.
- • If asked directly about another organization's work or approach, redirect: "I can speak best to what we do at Narratives — here's what makes our approach unique..."
Private, internal team conversations are the appropriate space for evaluating what other organizations are doing. These conversations are:
- • Constructive — focused on what we can apply or improve, not on criticizing others.
- • Confidential — never shared outside of team spaces or meeting rooms.
- • Forward-facing — the goal is always organizational growth, not commentary.
Quick Reference: Public vs. Private
| ✓ Appropriate in Public | ✗ Keep Behind Closed Doors |
|---|---|
| Sharing what Narratives QC offers and why it matters | Criticism or negative opinions about other nonprofits |
| Highlighting our mission and the participants we serve | Speculation about unannounced Narratives programs or plans |
| Acknowledging and praising good work by other organizations | Comparisons that disparage other community organizations |
| Redirecting questions you're unsure how to answer | Internal debates or disagreements about strategy or leadership |
| Expressing enthusiasm for collaboration opportunities | Discussion of individual participant situations (privacy) |
| Referring people to narrativesqc.org for program information | Financial details, staffing discussions, or board matters |
Social Media & Digital Communication
- • Do not post negative content about peer organizations, funders, or community leaders on any platform.
- • Personal social media accounts are your own — but remember that community members may associate your posts with Narratives QC.
- • When sharing Narratives QC content, use approved language and imagery from official materials.
- • If you are unsure whether a post is appropriate, pause and consult leadership before publishing.
What to Do if You're Unsure
In any public setting, if you are asked a question or encounter a situation you are unsure how to handle, use this approach:
Protect the brand by leading with professionalism, warmth, and respect in every interaction.
Narratives QC • Internal Standard Operating Procedures
These documents are for internal use by staff, volunteers, and leadership. Questions? Contact Dr. Annette Clevenger or your supervisor.
© Narratives QC 2025 • Review Cycle: Annual • narrativesqc.org