people power: service enterprise initiatives for impact facilitator: alan witchey, director,...
TRANSCRIPT
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
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Who’s in the room?
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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?
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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
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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%
Central Indiana Nonprofit Survey, 2013
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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%
Central Indiana Nonprofit Survey, 2013
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%
Central Indiana Nonprofit Survey, 2013
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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%
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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.
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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
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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
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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
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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
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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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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
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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
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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 #4
Operating as a Service Enterprise requires strong and well-developed human resources management practices
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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 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
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History
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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
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Service Enterprise Characteristics
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Benefits of Service Enterprise
How can an organization benefit from operating as a Service Enterprise?
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SE Hubs Manage the ProcessProgram Model
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Service Enterprise Diagnostic (SED)
Completed online
Adequate representation of organization
Minimum of three senior leaders
Measures:
• Organizational capacity
• Volunteer engagement practices
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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
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Training
1• Laying the
Foundation
2 • Building Support
3• Creating
Sustainability
4 • Moving to Success
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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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Continuous Improvement
• Follow-up survey to identify changes and document progress
• Organizational commitment to continuous improvement
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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
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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
SED 1.0 & Original Research
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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
SED 1.0 & Original Research
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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
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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
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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
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Finding #3
SED 2.0 R&D
Service Enterprise Certification
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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
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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
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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.
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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)
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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
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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
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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
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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.
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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
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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.
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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
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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
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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
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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
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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.
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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
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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!!!
Addressing today’s needs. Reducing tomorrow’s.SM
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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?
Addressing today’s needs. Reducing tomorrow’s.SM
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Barriers to Success
What percent of change efforts face these challenges?
(Source: IBM survey of change management consultants, 2008)
Addressing today’s needs. Reducing tomorrow’s.SM
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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
Addressing today’s needs. Reducing tomorrow’s.SM
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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.
Addressing today’s needs. Reducing tomorrow’s.SM
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Change Adoption
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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?
Addressing today’s needs. Reducing tomorrow’s.SM
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Service Enterprise as a Model
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Volunteer Management Cycle:How is Service Enterprise different?
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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?
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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?
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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?
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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?
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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?
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What do you want to do differently after this session?
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Questions?
Contact Information:
• Alan Witchey
• 317-921-1366
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