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Reinagining 8ervice is a sellorganized connunity ol individuals lron nonprolts, governnent, and
the private sector. We are inspired by the renewed call to call to service, and believe that volunteerisn
and service can help solve sone ol society's nost pressing problens. n order to naxinize the
potential ol service, we seek to convert good intentions into greater inpact.
Reinagining 8ervice believes that one way to increase the
inpact ol volunteering is to encourage the creation ol nore
8ervice Enterprises.
What is a 8ervice Enterprise? t is a nonprolt or lorprolt
organization that 0123456274889 leverages volunteers and
their skills to successlully deliver on the social nission ol
the organization.
s your organization already a 8ervice Enterprise? Visit
:::;<6=54>=2=2>?6<@=A6;B<> to download a sellassessnent
tool, and lnd out.
Whether your organization is a 8ervice Enterprise, or you
want to becone one, becone a signatory to the Reinagining
8ervice Frinciples to show your connitnent to bringing these
principles to lile. 8ign on at :::;<6=54>=2=2>?6<@=A6;B<>.
8ervice Enterprises use volunteers to lundanentally increase their ability to
achieve their strategic ob|ectives and advance the social nission ol their organi
zations. Nonprolt 8ervice Enterprises leverage volunteers to deliver prograns
as well as adninistrative, lundraising and volunteer nanagenent support.
Corporate 8ervice Enterprises align their service nodel with their business
nodel which allows then to leverage their core conpetencies to create the
nost connunity inpact while they inspire, engage and develop their talent.
8ervice Enterprises have inpact beyond what their cash resources allow.
Nonprolt 8ervice Enterprises use volunteers to reach nore constituents with
quality services at the sane level ol resources. Business 8ervice Enterprises
deploy enployee volunteers and their skills as a nultiplier lor their philanthropic
strategy, greatly increasing their inpact on strategic connunity issues. n
both instances, volunteers partner with paid stal to nultiply the inpact ol
the organization.
8ervice Enterprises don't let the supply ol volunteers drive what gets done,
they locus on their strategic priorities. They natch those priorities with the
core skills that are resident in the connunity - lron businesses to proles
sionals to educators to the trades. They clearly connunicate what they need
to recruit volunteers and build the required inlrastructure to nanage then.
Business 8ervice Enterprises identily their conpany's core skills, then put
then to use to address connunity priorities. With this, 8ervice Enterprises
have begun to shilt the netrics lron hours to inpact.

8ervice Enterprises are able to get as nuch as three to six tines the value out
ol volunteers as the cost to nanage then. This is trenendous leverage lor the
connunity, but does require an uplront and ongoing investnent. Both nonprolt
and business 8ervice Enterprises invest in people, plans and prograns to
enable volunteers to create critical inpact.
A recent analysis by the TCC
Group used the Core Capacity
Assessment Tool (CCAT) to study
nonprot Service Enterprises.
These organizations represented
only 11% of all nonprots in
the CCAT dataset, and they
consistently outperformed
their peers on all measures of
organizational efectiveness. Visit
www.reimaginingservice.org to
download the research summary.
PRINCIPLE 1:
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Corporate 8ervice Enterprises denonstrate these eight
critical characteristics:
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Corporate 8ervice Enterprises structure volunteerisn in
three key areas. The width ol the layer represents the
proportionate nunber ol people.
)M6A17=@6 .B2?187=2> N OB4<3 '6<@=A6P Leverage sone
executives through highly skilled advisory services and
engagenent on nonprolt boards.
.B<6 .B5J6762A9EO4?63 -B812766<=2> N K<B OB2BP
Focus on signature prograns that have strategic goals and
leverage skills and conpetencies ol volunteers.
+626<48 '6<@=A6P Continue to oler sone general service
opportunities, but be carelul not to oversupply volunteers.
.F6AC8=?7 0B< .B<JB<476 '6<@=A6 )276<J<=?6?P
OnRanp: start with snall changes that leel nanageable
Leadership: gain the support ol the CEO / senior nanagers
Alignnent: connect volunteerisn & service directly with
business nodel
Ooals: have goals lor connunity, enployees, and conpany
8ignature: nake progran branded, uniled, and consistent,
it should leverage enployees' core skills
Managenent: dedicate a snall tean to inplenentation
Local Buyn: allow lor leld/olcelevel decision naking
Fartners: work deeply with a lew highinpact nonprolts
npact: carelully track data and publicly report progress
Service
model is
aligned with
business
model
Social
impact is
part of culture
and reported
to public
Small
number of
dedicated
nonprot
partners
Primary
focus is on
skill-based
signature
programs
Clear
goals for
community,
employees,
company
CEO
provides
dedicated
support and
vision
All service
is carefully
coordinated,
centralized,
managed
Local
decision
making is
encouraged
Corporate
Service
Enterprise
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Nonprolt 8ervice Enterprises use a pyranid nodel to naxinize
the inpact ol their volunteers and allow the lollowing:
'1JJB<7? '7<476>=A K842P Volunteers enable these organizations
to acconplish their nission and strategic ob|ectives.
)24U86? &2A<64?63 '6<@=A6 H68=@6<9P Elective use ol
volunteers allow these nonprolts to provide signilcantly nore
services with lewer paid resources.
'7<B2> -B812766< *424>65627P The strong locus on recruiting,
expectations setting, training, natching volunteers with
opportunities and retention are critical to beconing a nonprolt
8ervice Enterprise.
,B2J<BV7 '6<@=A6 )276<J<=?6 .F4<4A76<=?7=A?
Research identiled these eight characteristic as consistent
and critical practices lor nonprolt 8ervice Enterprises:
.F6AC8=?7 0B< ,B2J<BV7 '6<@=A6 )276<J<=?6?P
Respond to volunteer inquiries quickly.
8creen potential volunteers lor skills and genuine interest.
Delne and connunicate roles and expectations clearly.
nplenent standard training lor all volunteers.
Match skills and interests ol the volunteer with opportunities.
Establish the value ol the volunteer naking sure they have
an inportant role in the organization that inpacts the whole
volunteer process.
Frovide volunteers with opportunity to provide/receive leedback.
nplenent a good tracking tool to neasure value.
Frovide support and assistance to volunteers at all tines.
Frovide an opportunity lor volunteers to connect with other
volunteers and nonprolt leadership.
Develop an ongoing recognition progran.
Develop strong relationships with partner prograns.
Executive
Consulting &
Board Service
General Service
Hearts and
Hands
Core Competency-Based
Volunteering & Pro Bono
Supports
Strategic
Plan
Enables Increased
Service Delivery
Strong Volunteer Management
Lays the Foundation
Detailed
Strategic Plan
to document
priorities Partnerships
with other
organizations
to extend
reach
Ongoing need
for funding
grants/
fundraising
Prioritized
initiatives
to manage
resource
allocation
Standardized
training for paid
staf and
volunteers
Volunteer
tracking
system used to
manage
resources
Clear
on-boarding &
expectation-
setting with
volunteers
Leverage
modern
technology to
improve com-
munications
Nonprot
Service
Enterprise
l
Nonprolt 8ervice Enterprise research conducted by Deloitte. 8ee www.reinaginingservice.org to download the research sunnary.
?
Corporate 8ervice Enterprise research conducted by ConnonOood Careers. Download the research sunnary at reinaginingservice.org.
3
Adapted lron Capital One.