Nonprofit Center of Milwaukee| October 2012

TODAY’S SESSION

  What is Reimagining Service?

  Reimagining Service Principles

  Service Enterprise Models and Quiz

  Models in Action

  Next Steps and Resources

REIMAGINING SERVICE IS…

A national coalition of multi-sector leaders from nonprofits, government, education, faith-based organizations, funders, and for-profits working together to increase the impact of volunteers.

ADDING TO THE CONVERSATION

 Practice  Research  Funding

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

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)  

Sa:sfactory    (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

Valuing Volunteers/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  organizaCon  that  fundamentally  leverages  volunteers  and  their  skills  to  successfully  deliver  on  the  

social  mission  of  the  organizaCon.  

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  organizaCon  that  fundamentally  leverages  volunteers  and  their  skills  to  successfully  deliver  on  the  

social  mission  of  the  organizaCon.  

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  organizaCon  that  fundamentally  leverages  volunteers  and  their  skills  to  successfully  deliver  on  the  

social  mission  of  the  organizaCon.  

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.

CORPORATE SERVICE ENTERPRISE IMPACT  Align service model with business model.

 Engage employee volunteers and their skills as a multiplier of cash gifts.

  Identify core skills resident in company and employees to target community priorities.

  Invest in volunteer management – both within the company and with community partners.

NONPROFIT SERVICE ENTERPRISE QUIZ •  Tool to help nonprofits assess their volunteer

engagement practices through 10 basic questions.

•  Tool is a marketing and education tool, not a comprehensive diagnostic tool.

•  Following quiz, nonprofits connected with tools and resources to help them strengthen their practices and move down the path of becoming a service enterprise.

•  The quiz is available at: www.ReimaginingService.org.

Areas of Strength #3 – volunteers are viewed as a key strategy #2 – volunteers engaged in ways that increase organizational capacity #4 – volunteers sought based on organizational priorities

Opportunities for Growth #7 – training for paid staff #10 – utilization of organized feedback #5 – investment in volunteer infrastructure

NATIONAL QUIZ RESULTS TO DATE

DISCUSSION QUESTIONS •  What are your initial reactions to the service enterprise

model and research?

•  What are your reactions to your organization’s quiz results? Were you surprised by the outcome? What organizational strengths did you note? What are growth opportunities for your organization?

•  How might you use the service enterprise model/research as well as the quiz results in your everyday work?

•  How might you use the service enterprise model/research as well as the quiz to take your organization’s work to the next level?

Service model is

aligned with business

model Primary

focus is on skill-based “signature” programs

Clear goals for

community, employees, company

CEO provides dedicated

support and vision Local

decision making is

encouraged

All service is carefully

coordinated, centralized, managed

Small number of dedicated

nonprofit partners

Social impact is

part of culture and reported to

public

EFFECTIVE CORPORATE

PRACTICE

CHARACTERISTICS OF EFFECTIVE CORPORATE PRACTICE

NEXT STEPS - CORPORATE •  Use the Corporate Service Enterprise quiz to begin

the conversation regarding volunteer engagement in your company.

•  Begin examining your company’s core competencies and how they can inform your service model.

•  Start a conversation with your nonprofit partners about their needs – both skills and cash – to help further their mission.

•  Consider how your company can support the infrastructure of your nonprofit partners.

NEXT STEPS – NONPROFIT •  Use the Nonprofit Service Enterprise quiz to begin the

conversation regarding volunteer engagement in your organization.

•  Engage senior leadership (executive director, management team, board of directors).

•  Review the Next Steps handout to further discussion and determine potential next steps.

•  Document your current practices and identify growth opportunities.

REIMAGINING SERVICE RESOURCES

 Principles  Research  Service Enterprise Characteristics  Service Enterprise Quiz  Links to Other Resources

www.ReimaginingService.org

Converting good intentions into greater impact

ReimaginingService.org @ReimaginingServ