people power: service enterprise initiatives for impact facilitator: alan witchey, director,...

People Power: Service Enterprise Initiatives for Impact Facilitator:

Alan Witchey, Director, Volunteer CenterUnited Way of Central Indiana Volunteer Center

Training Date:

February 18, 2015

Learning Goals

• Identify capacity needs for nonprofits related to volunteering

• Understand key strategies to build capacity in nonprofits, particularly related to volunteers

• Define Service Enterprise concepts, history and research

• Identify benefits of becoming a Service Enterprise and a Service Enterprise Hub

• Take away some initial ideas for implementation at your organization

2

Who’s in the room?

3

In what ways do volunteers engage in the broad United Way mission?

Fundraising

Campaign cabinet

Employee campaign managers

Fund development committee

Board members

Community Impact

Tutors and mentors

Tax assistance

Financial coaching

Health education

Fitness programming

4

Nonprofit Capacity and Volunteerism

5

Are we good at volunteer management?

In general, how effective do you think the nonprofit sector manages volunteers in your community?

6

7

Nonprofit community survey

• UWCI Volunteer Center surveyed 123 nonprofits in 2012

• All nonprofits selected already engaged volunteers to achieve their mission

• It was the first assessment of nonprofit volunteer management capacity in Central Indiana

• Report was developed and key findings were identified

• Findings mirrored other research from other communities

Central Indiana Nonprofit Survey, 2013

8

Our organizational leaders view volunteers as a key resource to help meet th...

Our Volunteer Manager has other responsibilities outside of volunteer man...

Our organization trains all staff about how to effectively manage volunteers.

When a volunteer leaves, our staff becomes very discouraged about the pros...

We struggle to get more of our staff to think of volunteers as a resource inst...

Org

aniz

atio

nal S

taff

and

Lea

ders

hip

78%

88%

21%

49%

57%


9

We struggle to recruit/find volunteers.

We struggle to recruit/find volunteers...

We turn away qualified volunteers b/...

Vol

unte

er R

ecru

itmen

t

76%

87%

46%

We recognize our volunteers through ...

We routinely use organized feedback ...

Vol

unte

er R

ecog

nitio

n an

d Fe

edba

ck

44%

26%


10

We struggle with retaining volunteers once they have started with us.

Volunteers are typically unable to make the type of commitment we want v...

Our volunteers serve in every department within our organization.

We use social media to engage and manage volunteers effectively.

We follow a standard intake process for volunteers.

We follow standard policies and procedures to manage volunteers.

We follow screening procedures to identify suitable volunteers.

Vo

lun

tee

r M

an

ag

em

en

t

60%

64%

31%

27%

78%

69%

70%


11

Our organization tracks impact beyond number of volunteers, hours served a...

We collect accurate data on the number of volunteers and hours served.

We track the retention rate for our volunteers.

Vol

unte

er P

rogr

am T

rack

ing

28%

55%

32%

12

Volunteer Center Response

Analysis of the data concluded that:

1) Lack of professional development related to volunteer management for volunteer managers and for all staff

2) Strong demand for recruitment of skilled and ongoing volunteers

3) Nonprofits face challenges in developing the infrastructure to manage volunteers and do not consistently use best practices to manage volunteers

Knowledge is Power

In small groups, brainstorm the top four best ways to build capacity for nonprofits related to engaging volunteers.

13

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Nonprofit Capacity Assessment

Indiana University- Bloomington School of Public & Environmental Affairs, 2007

• Statewide assessment about how to best build nonprofit capacity

• Recommendations from the report:

• Funding assistance for capacity-building need

• Peer learning for key management positions (volunteer managers were specified)

• Workshops and off-site training

• Consulting and technical assistance

Building capacity in nonprofits to better manage volunteers

Nonprofit Capacity Strategie

s

Funding assistan

ce for capacity

Peer learning

for managers

Workshops and off-site training

Consulting and

technical assistance

Other issues:

• Board development

• Executive coaching

• Skills-based volunteering

• Change management

15

Service Enterprise Focuses on Two Key Capacity Building Strategies

Service

Enterprise

Funding assistan

ce for capacity

Peer learning

for manager

s

Workshops and off-site training

Consulting and

technical assistanc

e

Other issues:

• Board development

• Executive coaching

• Skills-based volunteering

• Change management

16

Service Enterprise Overview

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What Is a Service Enterprise?

An organization that fundamentally

leverages volunteers and their skills to achieve its

social mission

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Guiding Principles

PRINCIPLE #1

Volunteer ecosystem

PRINCIPLE #2

Make it core

PRINCIPLE #3

True community

needs

PRINCIPLE #4

You need to invest

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How many nonprofit SE are there?

% of Nonprofits by CCATVolunteer Management Score Category

18% 17%

Strong (CCAT Score > = 240)

Weak (<190)

Satisfactory (190 – 240)

*Does not total to 100% due to rounding.

64%

<15% of organizations operate as Service Enterprises

21

Volunteer Management Practices

Series10%

5%

10%

15%

20%

25%

30%

35%

26%

21%

27%

8%

25%

13%

6%

30%

Retaining Recruiting Supervising Clarifying roles

Developing Resourcing Balancing skilled and unskilled Valuing volunteers/appreciation

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

22

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 #1

All organizational capacities are significantly and markedly stronger for nonprofits with a strong volunteer management model

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Key Finding #2

When organizations engage and manage any number of volunteers well, they are significantly better led and managed

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Key Finding #3

Service Enterprises not only lead and manage better, they are significantly more adaptable, sustainable and capable of going to scale

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Key Finding #4

Operating as a Service Enterprise requires strong and well-developed human resources management practices

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Key Finding #5

Organizations that engage volunteers are equally as effective as their peers without volunteers, but at almost half the median budget

Volunteerism and organizational capacity

Does effective volunteer management lead to stronger organizational capacity or does strong organizational capacity lead to effective volunteer management?

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Service Enterprise Characteristics

28

29

History

30

Service Enterprise

Executive support Resources

allocated to priority

initiatives

Effective training

External partnerships

to extend reach

Ongoing funding

Clear onboarding

and expectation

setting Technology to enhance

engagement

Volunteer tracking system

Research: Deloitte

31

Service Enterprise Characteristics

32

Benefits of Service Enterprise

How can an organization benefit from operating as a Service Enterprise?

33

SE Hubs Manage the ProcessProgram Model

34

Service Enterprise Diagnostic (SED)

Completed online

Adequate representation of organization

Minimum of three senior leaders

Measures:

• Organizational capacity

• Volunteer engagement practices

35

Pre-training Meeting

Meet with each organization to review SED results

Discuss next steps

• Service Enterprise training

• Other training provided (if necessary)

• Consulting and coaching

36

Training

1• Laying the

Foundation

2 • Building Support

3• Creating

Sustainability

4 • Moving to Success

37

Coaching

• Depends on needs of the nonprofit

• Potential consulting areas include:

– Re-engineering employee and volunteer positions

– Volunteer management training for employees

– Recruiting skills-based volunteers

– Volunteer tracking systems

– Return on Volunteer Investment (ROVI)

Certification

Required

Planning and Development

Leadership Support

Effective Training

Choose Four

Partnering to Extend ReachResource AllocationFundingOutreachTracking and EvaluationTechnology and

CommunicationsOnboarding and

Supervision

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39

Continuous Improvement

• Follow-up survey to identify changes and document progress

• Organizational commitment to continuous improvement

40

SED History

It began with Reimagining Service and a national dataset of nonprofit organizations (CCAT)

Conducted research on how volunteer engagement impacted organizational capacity and growth

Key finding = When organizations engage and manage volunteers well, they are better led, managed, adaptable and cost-effective than organizations that don’t

SED 1.0 & Original Research

41

SED History: COLLABORATION

VCEC research project:

• Identified a set of observable characteristics of good volunteer management

• Good volunteer management is a whole organization activity

• Based on a sample of over 1500 organizationsFirst SED was a combination of CCAT and VCEC questions

Integration into a national training program

Field tested tool with over 200 organizations


42

SED 1.0 Learning

The SED is a great tool for learning and was the foundation for open discussion about current and future practices

It was difficult to have two tools feeding into one report as they were not always aligned

Did not collect as much demographic information about the organizations volunteer engagement which prevented us from always having accurate information

Report had graphics that seemed to be confusing for participants

SED administration and process was not efficient


43

Analysis of SED 1.0

Analyzed data of over 200 organizations who took the SED

High level findings:

• Identified the set of questions that were most predictive of being a Service Enterprise

• Identified 3 peer groups

• Identified 10 characteristics instead of 8

• Planning and Development is a top priority characteristic for all peer groups

• The importance of other characteristics change based on your peer group

SED 2.0 R&D

44

Finding #1

Based on principal component analysis, 12 questions were identified as being the top predictors of a SE

These questions form the basis of Service Enterprise Score

SED 2.0 R&D

45

Finding #2

Three peer groups

Based on the following:

• number of volunteers an organization involves

• the allocation of resources an organization makes towards its volunteer engagement

• organization’s volunteer management staffing model

SED 2.0 R&D

46

Finding #3

SED 2.0 R&D

Service Enterprise Certification

47

48

Certification

2014 Peer Review

•Hubs conducted site visits with organizations and documented effective practices in each of the characteristics. •Hubs were provided general guidance on what to document for all characteristics

2015 Hybrid/P

eer Review & National Standard

s

•Documented standards for three most important characteristics•Hubs are provided general guidance on what to document for other 7 characteristics

2016 National Standar

ds Process

•Documented standards for all characteristics•Weighted rubric

Kaitlin Long

Hubs are provided general guidance on what to document for other 7 characteristics. Orgs will choose 5 of 7 to provide evidence for.

49

Process taken to develop standards

Worked with researchers to identify most important questions/recommendations in each characteristic

Translated those into standards

Worked with POL practitioners to identify a list of evidence that can be used to demonstrate each standard

Developed a rubric

50

Certification process

Work with organization to determine when to apply for certification (note: Should not extend past 12 months from taking the SED and starting training)

Hub helps organization prepare for site visit and schedules and conducts a site visit

Hub provides organization with certification FAQ

Hub conducts site visit, collects information and submits it to POL

Once Hub submits documentation, POL reviews and Hub will communicate with organization within three weeks about their certification approval

Hub provides organization with resource packet, certification seal, logo and organization name is placed on national registry

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Requirements

These requirements are for fast tracked organizations (those that score high enough in their peer group on the SED) AND the transformed organizations

Remember, just because they score high enough on the SED, the Hub has a responsibility to ensure the organization is operating as a Service Enterprise.

If the organization is not operating as a SE the Hub has the responsibility to require the organization to go through the SE process.

Kaitlin Long

We want this slide? Are you just touching on it for national Hubs?

52

Requirements

Basic organization info

ROVI (before and after if they are a transformed org)

Copy of action plan

Quotes

Outcomes statement

Certification

• Must meet 75% of standards for required three characteristics

• 5 out of the seven remaining characteristics (highly encouraged that these be ones identified as most important in the peer group)

53

Planning and development example

Standard: Organization creates volunteer service placements based on needs assessments.

Ideas for evidence:

o Volunteers mentioned in strategic plan

o Volunteers mentioned in programmatic logic models

o Volunteers mentioned in organizational goals statements

o Interview questions used in needs assessment

o Minutes/notes from meetings with staff/volunteers where organizational needs were discussed

o Documented results from needs assessment and position description that meets one need outlined in the assessment

54

Effective Training Example

Standard: Organization offers ongoing support to employees who work with volunteers.

Ideas for evidence:

• All staff agenda item where all staff are receiving training/tricks/tips for working with volunteers

• Training agendas

• Guidance for ongoing support for volunteer engagement outlined in the staff handbook

55

Leadership support Example

Standard: Volunteers are treated as partners in achieving our organization’s mission and goals.

Ideas for evidence:

• Volunteers mentioned in strategic plan

• Volunteers mentioned in programmatic logic models

• Volunteers mentioned in organizational goals statements

56

Tracking and Evaluation

Standard: Organization determines service value, track volunteer retention, assess the quality of volunteer experiences and monitor the outputs and outcomes of volunteers in meeting the mission of the organization through a volunteer tracking system.

Ideas for evidence:

• Volunteer satisfaction survey including volunteer feedback on program and/or organization

• Volunteer performance review process

• Volunteers included in staff meetings and program meetings

• Volunteer tracking system

• ROVI Worksheet

• Relative Impact Model Worksheet

• Evaluation plan that outlines how volunteers help organization achieve service outputs and outcomes.

57

Outreach

Standard: Organization conducts outreach and volunteer recruitment to sustain ongoing volunteer engagement.

Ideas for evidence:

• Agenda from community/partner meetings

• Volunteer recruitment fair agenda/plan

• Volunteer recruitment plan

• List of recruitment partners

58

Funding

Standard: Organization secures ongoing funding to support volunteer engagement.

Ideas for evidence:

• Fund development plan that includes fundraising for volunteer engagement and ongoing support.

• ROVI is measured and reported to board and to volunteers in newsletter and/or annual report to public as appropriate.

• Documented opportunity for volunteers to contribute financially.

• Funding proposal or grant application that documents Volunteer ROVI and/or requests monies to support volunteer engagement.

59

Resource allocation

Standard: Organization allocates sufficient resources (time, money, human capital and tools) to volunteer engagement.

Ideas for evidence:

• Return on Investment (ROVI) worksheet.

• Strategic, business and/or business plans defines resources and funding for volunteer integration

• Budget that demonstrates monies for volunteer engagement

• Position description for capacity building volunteers

60

Partnering to extend Reach

Standard: Organization cultivates a participatory and mutually beneficial relationship with the community to increase community engagement and reach.

Ideas for evidence:

• List of organizational volunteer partners (i.e., businesses, service clubs, etc.)

• Sample MOU with a partner that outlines the partnership and how it supports volunteerism

• MOU or partner agreement with a volunteer center

61

Technology and communications

Standard: Organization implements supportive technology, invite dialogue with volunteers, and articulate volunteer contributions and impact.

Ideas for evidence:

• Social media links

• Copy of electronic newsletter

• Website screen shot of volunteer opportunities

• Tracking service hours for rewards and recognition

• Tracking birthdays and anniversaries for recognition

• Link to online volunteer application

62

Onboarding and supervision

Standard: Organization matches volunteers to appropriate positions, clarify roles, orienting and supporting them throughout their time with organization.

Ideas for evidence

• Formal screening process

• Volunteer interview questions and/or selection criteria

• Volunteer Application and/or intake form

• Organization chart shows organizational structure and lines of supervision

• Volunteer position descriptions that identify supervisor

• Volunteer supervisor job description outlines supervision of volunteers as a function

• Volunteer Handbook includes policies on confidentiality, gift acceptance, laws governing volunteers (HIPPA, etc.,) insurance, etc.

Service Enterprise and Organizational Change

63

What does change have to do with it?

Service Enterprise is based in the philosophy that most organizations must undergo cultural change to become a successful Service Enterprise.

64

65

Kotter’s 8 Step Model

Establish a sense of urgency

Form a guiding coalition

Create a vision

Communicate the vision

Empower others to act on the vision

Plan and create short-

term wins

Consolidate improvements

Institutionalize new

approaches

Change Questions

• How do you deal with change?

• How do other people respond to change?

• How do you implement change?

• How do you make change last?

Addressing today’s needs. Reducing tomorrow’s.SM

66

Types of Changes

• Organizational Change – a change in the way that an organization or program functions or the implementation of new strategies that are meant to increase effectiveness or functionality

• Could be a change in technology such as a database, data collection and usage, volunteer engagement, procedures and policies, staff behaviors toward volunteers, etc.

• Personal Behavior Change – an individual adoption of an organizational change

Change is never immediate!!!


67

Organizational Change Often Fails

• 60% of general change efforts and 90% of cultural change efforts fail (Burnes, 2009)

• 85% of corporate change efforts fail (Arthur D. Little, 2008)

• 70% of major change efforts fail (Hammer and Champy, 1993; Beer and Nohria, 2000; Kotter, 2008; Senturia et al, 2008)

Why do you think change fails?

What change at your organization have you seen fail and why did it fail?


68

Barriers to Success

What percent of change efforts face these challenges?

(Source: IBM survey of change management consultants, 2008)


69

Changing mindsets and attitudes

Cultural barriers

Under estimation of complexity of project

Lack of senior management support

58%

49%

32%

35%

Red Tree Model of Change


70

Red Tree Model of Change

1. Change is Introduced

Whether change is introduced by choice or by outside forces, it generally causes the same chain of events. When changes are made by leaders, the key to success is being prepared to handle the consequences as quickly as possible.

2. The Zone of Disruption

When change happens, it causes a downturn in productivity in some way or another. The bigger the change, the more severe the disruption.

3. Point of Decision

Disruption continues until people decide to adapt to the change instead of fighting against it. Sometimes people will continue to fight against the change indefinitely.

4. Zone of Adoption

Once people have decided to adapt to the change, a period of adoption begins and they make changes to their actions to accommodate for it. This leads to a point of productivity that existed before the change was introduced. The change continues to cost until this breakeven point is met.

5. Zone of Innovation

Finally, when people begin taking advantage of the change and doing new things, there is an opportunity to benefit. Without this period, the change will always cost more than it gained.


71

Change Adoption

72

Types of Adopters

1. Innovators – These are the first to embrace change. They are bright, enthusiastic, and open to new ideas. They are exactly the wrong people to engage in change efforts. They don’t have the social influence to get others on board, so they lack credibility. In fact, if your change effort is identified too closely with innovators, it will probably die.

2. Early Adopters – These are often opinion leaders. Like innovators, they listen to new ideas are open to trying them, but the difference is they’re socially connected. Other people listen to them. The key to accelerating the adoption of change.

3. Early Majority – This group won’t adopt new ideas because you are persuasive. They follow the lead of opinion leaders.

4. Late Majority – This group is slow to embrace innovations and requires others to act first.

5. Laggards – This group will wait until well after the innovation has become standard to adopt it.

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Keys to Success

1. How do you make the undesirable desirable?

2. What are the specific behaviors that you seek to change?

3. How do you harness peer pressure?

4. What rewards can you create?

5. How will you demand accountability?


74

Service Enterprise as a Model

75

Volunteer Management Cycle:How is Service Enterprise different?

76

Awareness of Agency & Volunteer Need

Recruitment and Position Matching

Orientation

Specific Training & Onboarding

Supervision & CoachingOngoing Training &

Professional Development

Recognition

Performance Evaluation

Career Advancement

How does Service Enterprise impact our fundamental model?

Fundraising

How could being a Service Enterprise increase fundraising in your United Way?

Community Impact

How could becoming a Service Enterprise increase the community impact you have through volunteers?

How could helping other nonprofits become Service Enterprises increase community impact?

77

Some Considerations

Service Enterprise focuses on improving volunteer engagement as a strategy to increase organizational capacity.

Focusing on Service Enterprise can act as a catalyst to consider other areas of the organization.

Service Enterprise is not in itself a solution to full organizational capacity building.

What else might affect an organization’s capacity to complete it’s mission?

78

Organizational capacity can change over time

• Leadership changes

• Funding increases or decreases

• Staff turnover

• Cultural attitudes and beliefs

• Changing staff responsibilities

• Volunteer stability

• Increase in need for services

• Facility problems

• Loss of organizational knowledge

How might other changes impact an organization’s ability to manage volunteers?

79

Discussion Questions

What do you think are the strengths and weaknesses of the Service Enterprise model?

Where do you think your organization can improve related to the Service Enterprise characteristics?

Do you think your organization has the capacity or interest to become a hub?

80

Next Steps: Answering Questions

1. Are you interested in becoming a Service Enterprise?

2. Do you want to be a Service Enterprise Hub?

3. Are you interested in joining an online pilot program or in going through training personally?

81

What do you want to do differently after this session?

82

Questions?

Contact Information:

• Alan Witchey

• [email protected]

• 317-921-1366

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people power: service enterprise initiatives for impact facilitator: alan witchey, director,...

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capacity peer learning

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