Is Your Nonprofit a Service Enterprise?

Transcription

1 Is Your Nonprofit a Service Enterprise?

2 TODAY S SESSION What is a Nonprofit Service Enterprise? Research Findings Nonprofit Service Enterprise Quiz Nonprofit Service Enterprise Characteristics

3 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.

4 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.

5 SERVICE ENTERPRISE An organization that fundamentally leverages volunteers as a core strategic function to achieve the social mission of the organization.

6 HOW MANY NONPROFIT SERVICE ENTERPRISES ARE THERE? % of Nonprofits by CCAT Volunteer Management Score Category Weak (<190) Strong (CCAT Score > = 240) Only 11% considered service enterprises 64% Satisfactory ( ) Does not total to 100% due to rounding.

7 NONPROFIT LEADERS RATINGS OF VOLUNTEER MANAGEMENT PRACTICE Retaining % of Nonprofits Conducting Effective Volunteer Management Practices 26% 21% 27% 8% 25% 13% 6% 30% Recruiting Supervising Clarifying Roles Developing Resourcing Balancing Skilled & Unskilled Valuing Volunteers/Appreciation Source: TCC Group s CCAT Study for Reimagining Service, April 2009

8 KEY FINDING #1 All organizational capacities are significantly and markedly stronger for nonprofits with 50+ volunteers and a strong volunteer management model.

9 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.

10 KEY FINDING #3 Service enterprises not only lead and manage better, they are significantly more adaptable, sustainable and capable of going to scale. A nonprofit or for-profit organization that fundamentally leverages volunteers and their skills to successfully deliver on the social mission of the organization.

11 KEY FINDING #4 To be a service enterprise requires strong and welldeveloped human resources management practices.

12 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. A nonprofit or for-profit organization that fundamentally leverages volunteers and their skills to successfully deliver on the social mission of the organization.

13

14 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:

15 NATIONAL QUIZ RESULTS TO DATE 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

16 EXECUTIVE LEADERSHIP Executive leadership embraces volunteerism as a critical function of organization. The strategic plan clearly documents service initiatives, resource and funding needs, volunteer integration, and future direction. Volunteer contributions are measured and shared regularly with board of directors and throughout the organization.

17 STRATEGIC RESOURCE ALLOCATION Prioritizing organizational initiatives allows funding and resources to be allocated strategically. Resources allocated to effectively support volunteer activities. Prioritizing initiatives helps create an immediate action plan for the organization.

18 EFFECTIVE TRAINING All staff working with volunteers have been trained in effective practices. Standardized organizational training allows all volunteers to be equipped to handle the assigned tasks regardless of education level or career background. Organizations with standardized training have higher volunteer retention rates.

19 TRACKING SYSTEMS Supports effective management of the valuable volunteer resource. Provides quantitative information on volunteer retention, hours dedicated per year, and hours dedicated over a lifetime. Helps assign a value (i.e., points to recognize time spent, training completed, etc.) to any given volunteer as well as to the volunteer group as a whole.

20 LEVERAGE TECHNOLOGY Supports continuous contact with volunteers through distribution lists, social media, and website updates regarding volunteer opportunities and upcoming events. Allows volunteers to share their experiences with others to expand your volunteer and donor base.

21 CLEAR EXPECTATIONS Set clear expectations regarding volunteers for paid staff AND volunteers. Outline paid staff roles in position descriptions and evaluate as part of annual review process. Develop a clear and consistent onboarding process for volunteers general overview of organization as well as specific training for the role they will support in the organization. Volunteer tasks are important, but not urgent. Paid staff must maintain urgent/critical roles.

22 ONGOING FUNDRAISING Ongoing investment and fundraising to support volunteer engagement is critical. Account for all expenses to support volunteer program paid staff time, training, supplies, recognition activities, etc. Measure the ROI of your volunteer investment and use in your fundraising activities.

23 SUCCESSFUL PARTNERSHIPS Consider partnerships with other nonprofits to pool and leverage resources. Develop strategic partnerships with local businesses, community groups and faithbased organizations to tap specific skill sets and/or assist with recruitment.

24 NEXT STEPS Assessment Leadership Planning Training Investment

25 Converting good intentions into greater impact