Challenging the Status Quo: Rethinking the

Value of Volunteers

Karen Baker Chief Service Officer

CaliforniaVolunteers

Panelists: Facilitator:

Greg Baldwin President

VolunteerMatch

Amy Smith Chief Strategy Officer

Points of Light

Bobbi Silten President, Gap Foundation

SVP, Global Responsibility, Gap Inc.

How To Ask Questions

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• We will pose questions at the end of

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• A copy of the slides will be circulated

after the event

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GREG BALDWIN PRESIDENT VOLUNTEERMATCH

TODAY’S SESSION

Reimagining Service Overview

Overview of Research

Service Enterprise Initiative

Q&A

Closing

KAREN BAKER CHIEF SERVICE OFFICER CALIFORNIA VOLUNTEERS

REIMAGINING SERVICE IS…

A national multi-

sector coalition

dedicated to

increasing social

impact through

effective

volunteer

engagement.

REIMAGINING SERVICE PRINCIPLES

REIMAGINING SERVICE PRINCIPLE #1

The volunteer ecosystem is

more effective when all sectors

participate in its evolution.

REIMAGINING SERVICE PRINCIPLE #2

Make volunteering a core

strategic function, not an

add-on.

REIMAGINING SERVICE PRINCIPLE #3

Focus volunteer engagement

on true community needs.

REIMAGINING SERVICE PRINCIPLE #4

In order to get a return,

you have to invest.

REIMAGINING SERVICE PRINCIPLES

PRINCIPLE #1 Volunteer ecosystem

PRINCIPLE #2 Make it core

PRINCIPLE #3 True community needs

PRINCIPLE #4 You need to invest

BOBBI SILTEN SENIOR VICE PRESIDENT GAP INC. PRESIDENT GAP FOUNDATION

GETTING STARTED

Using the TCC Group’s Core Capacity Assessment

Tool (CCAT), we studied thousands of nonprofits

across the country: large, small, local, and

national organizations, addressing dozens of

issue areas.

Using the data from the CCAT tool, we

focused on nonprofit organizations that serve

as “positive deviants.”

These are organizations that have achieved

stellar results, and serve as a model for other

organizations to learn from.

We call these organizations

service enterprises.

SERVICE ENTERPRISE

An organization that

fundamentally

leverages volunteers

as a core strategic

function to achieve the

social mission of the

organization.

% of Nonprofits by CCAT Volunteer Management Score Category

Strong (CCAT Score > = 240)

Weak (<190)

Satisfactory (190 – 240)

Does not total to 100% due to rounding.

64%

Only 11% considered

service enterprises

HOW MANY NONPROFIT SERVICE

ENTERPRISES ARE THERE?

% of

Nonprofits

Conducting

“Effective”

Volunteer

Management

Practices

26%

21%

27%

8%

25%

13%

6%

30%

Retaining

Recruiting

Supervising

Clarifying Roles

Developing

Resourcing

Balancing Skilled &Unskilled

ValuingVolunteers/Appreciation

Source: TCC Group’s CCAT Study for Reimagining Service, April 2009

NONPROFIT LEADERS’ RATINGS OF

VOLUNTEER MANAGEMENT PRACTICE

KEY FINDING #1

All organizational

capacities are

significantly and

markedly stronger for

nonprofits with 50+

volunteers and a strong

volunteer management

model.

A nonprofit or for-profit organization that fundamentally leverages volunteers and their skills to successfully deliver on the

social mission of the organization.

KEY FINDING #2

When organizations

engage and manage any

number of volunteers well,

they are significantly

better led and managed.

A nonprofit or for-profit organization that fundamentally leverages volunteers and their skills to successfully deliver on the

social mission of the organization.

KEY FINDING #3

Service enterprises not

only lead and manage

better, they are significantly

more adaptable,

sustainable and capable

of “going to scale.”

KEY FINDING #4

To be a service enterprise

requires strong and well-

developed human

resources management

practices.

A nonprofit or for-profit organization that fundamentally leverages volunteers and their skills to successfully deliver on the

social mission of the organization.

KEY FINDING #5

Organizations that engage

at least 10 volunteers are

equally as effective as

their peers without

volunteers, but at almost

half the median budget.

Source: TCC Group’s CCAT Study for Reimagining Service

Dollar Per Hour of Program Labor (Proxy for Cost-per-Output)

Service

Enterprises

are WAY

more cost-

efficient!

KEY FINDING #6

AMY SMITH CHIEF STRATEGY OFFICER POINTS OF LIGHT

SERVICE ENTERPRISE INITIATIVE

(SEI) OVERVIEW

• A CaliforniaVolunteers social innovation built on the Service Enterprise concept inspired by Reimagining Service

• It serves to strengthen the capacity of nonprofits to fundamentally leverage volunteers and their skills to address community needs

• Since 2012, 17 volunteer centers in collaboration with State Service Commissions have been piloting this cutting edge model working with almost 200 organizations and are seeing positive results

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SEI PROCESS MAP

Outreach Application Diagnostic

Pre-Training Meeting

Training Certification

Six-Month Follow-Up

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BENEFITS

• Build greater capacity to achieve your mission

• Improve community engagement

• Increase organizational excellence

• Recognize opportunities to grow revenue through leveraging the time and talent of paid staff and volunteers alike in new and creative ways

• Increase donor base and community supporters

• Better engage your corporate partners

All of these can differentiate you from other organizations!

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PROGRESS TO DATE

• Over 70 certified organizations to date and over 200 by end of 2014

• 60% increased the number of volunteers engaged

• 50% increased the number of skills-based volunteers engaged

• 52% increased the number of service hours donated

• 57% increased the number of service hours donated by skills-based volunteers

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LEARN MORE

pointsoflight.org/service-enterprise-initiative

REIMAGINING SERVICE RESOURCES

Principles

Research

Links to Other Resources

www.ReimaginingService.org

Converting good intentions into greater impact

ReimaginingService.org

@ReimaginingServ

Q&A

33

• Type questions into the box on the

right side of the your screen

• Submit via Twitter to

@VM_Solutions using “#VMbpn”

33

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Twitter: @VM_Solutions

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