5 tips to building a robust pro bono programme

This impact story is part of our TrustLaw Awards series to celebrate the law firms and legal teams that have demonstrated exceptional effort and enthusiasm in supporting pro bono clients on projects undertaken through TrustLaw.    

To celebrate this law firm’s International Lawyer of the Year Award win, as part of the 2026 TrustLaw Awards, we spoke to the Katie Marquart, Partner and Pro Bono Chair at Gibson Dunn, who shared five tips on building and maintaining an effective pro bono programme. 

1. Design pro bono structures intentionally

Developing dedicated pro bono structures is key in building and maintaining an effective pro bono practice and culture at the firm. Data from the 2024 Pro Bono Index pointed to the positive influence of formalised pro bono infrastructure. Firms with a separate pro bono department or programme performed 52% more hours than firms that combined pro bono with corporate social responsibility initiatives. In addition, firms with a designated person coordinating day-to-day pro bono work averaged almost three times more pro bono hours than firms without. Having structure is a way to showcase intent.  

“When a firm puts in place and invests in a robust pro bono structure, to me, it’s signalling that it’s really going to invest in its pro bono practice, its lawyers, and the broader communities in which it operates, both locally and globally.” Katie Marquart, Partner and Pro Bono Chair, Gibson Dunn 

2. Build robust governance to support pro bono scale and quality 

Policies are crucial for the implementation of an effective pro bono practice and culture. They help lawyers understand expectations, set goals and make considered decisions about pro bono work. They guide what types of pro bono cases move forward, the way they are handled and help ensure consistency and quality across the firm – enabling lawyers to grow in the same direction.  

They also reflect the firm’s belief that a pro bono case or client is like any other commercial work and shouldn’t be treated any differently by the lawyers working on those matters. 

“At Gibson, we have a one-to-one credit policy for pro bono work. In practice, that means that every hour spent working on a pro bono matter receives the same credit as an hour billed to a chargeable case or client. There is no limit or cap. You receive credit toward your year-end metrics for every hour of pro bono work you perform in a given year.” Katie Marquart, Partner and Pro Bono Chair, Gibson Dunn 

3. Prioritise leadership to ensure consistency across offices and jurisdictions 

Whilst policies support the wider infrastructure, policies alone aren’t enough. Strong leadership buy-in is equally important to ensure the quality and consistency of pro bono assistance provided. 

The 2024 Pro Bono Index demonstrated that senior-level buy-in has a considerable impact on pro bono hours. Firms with more senior roles in charge of pro bono reported nearly three times the average pro bono hours of those with less senior roles. 

“Having firm leadership truly believe in and invest in the pro bono practice is critical to its success and to seeing that commitment reflected throughout the office. I think seeing robust leadership is incredibly important to building a consistent practise across offices, where everyone looks up and sees leadership caring and actively participating, and that trickles down in a really important way.” Katie Marquart, Partner and Pro Bono Chair, Gibson Dunn 

4. Use a committee-led strategy to encourage accountability 

A pro bono committee contributes to a firm’s growing pro bono practice. Lawyers on such committees come from different backgrounds which allow them to bring diverse perspectives. They may come from different practice groups, office locations, and educational backgrounds, meaning they know different people and are able to draw from a wide range of networks and connections. 

Each lawyer also has their own set of values and issues they care about. As a result, the committee is exposed to a constant stream of new issues and potential clients, ensuring the firm’s pro bono practice continues to evolve and grow. 

“We have offices all around the world and having people on the ground in all of those offices and communities, with their finger on the pulse of both what our lawyers in those offices care about and what the needs of the community are, is vital to maintaining a vibrant, evolving, and responsive pro bono practice.” Katie Marquart, Partner and Pro Bono Chair, Gibson Dunn 

5. Recognise that pro bono is not only good for beneficiaries, but also for law firms themselves 

The benefits of pro bono extend beyond social impact, encompassing career satisfaction, professional growth, and practical skills development. The 2024 Pro Bono Index reflected this trend. Respondents said they undertook pro bono work not only to support the community, but also to train and retain staff, align with client interests and marketing. 

Many lawyers go into the profession because they want to help others. Through their work, they look to fulfil personal aspirations to make a difference in the world, and being able to undertake pro bono work enables them to do so. In addition, when lawyers consider where to move next in their career, they often settle on a workplace environment that reflects their personal values. 

Moreover, pro bono is an opportunity for professional development. Those that are given ownership of the case are responsible for managing relationships with the clients, researching and understanding the facts of the case, driving the strategy, and engaging and negotiating with opposing counsel. As a result, lawyers can develop a range of practical skills early on in their career. 

“At Gibson Dunn, pro bono work reflects our commitment to professional excellence and a tireless pursuit of justice. In 2025, more than 2,000 lawyers dedicated over 240,000 hours to advancing civil rights, supporting underserved communities, and protecting fundamental freedoms – delivering meaningful impact while strengthening our culture and values.” Katie Marquart, Partner and Pro Bono Chair, Gibson Dunn 

Get engaged

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