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.
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Challenging the Status Quo: Rethinking the Value of Volunteers - August 2014 BPN Webinar
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Transcript
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
• Type questions into the box on the
right side of the your screen
• Submit via Twitter to
@VM_Solutions using “#VMbpn”
• We will pose questions at the end of
the presentation
• A copy of the slides will be circulated
after the event
2 2
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