Download - Portfolio NPA-684-03, Adele Axness
2015
Adele Axness
University of San Francisco
10/28/2015
Master of Nonprofit Administration Capstone Portfolio
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Adele Axness
MNA Candidate, University of San Francisco
Community Engagement Manager San Francisco-Marin Food Bank LinkedIn
Adele Axness has dedicated over 15 years to philanthropy within her
community. With beginnings as an avid volunteer in her hometown of Medford, Oregon, she now is an experienced advocate of the Bay Area nonprofit landscape.
In San Francisco, she worked at Next Generation, a start-up nonprofit focused
on children and families issues, as well as issues pertaining to energy and climate. During her time there, managed HR and IT departments as the organization tripled in size. With a knack for scaling operational efficiencies,
she has experience in implementing processes and strategy within an organization, helping them reach their mission.
Her volunteer experience includes co-founding Youth Art Night at Compass Family Services, teaching art classes for children of homeless families. For four
years, she volunteered with Enterprise for High School Students, serving as an Advisor to High School students participating in a summer internship. Currently, she serves as a member of the Project Open Hand Young
Professionals Council. Adele is a candidate for the Master of Nonprofit Administration program at the
University of San Francisco. During her time in the MNA program, she co-authored a proposal to expand upon the existing Paid Family Leave act,
providing up to 75% wage replacement and job protection for employees. Examining the internal structure of nonprofits, as well as the strategy needed to produce organizational success, has been a focus throughout her studies.
She now works as the Community Engagement Manager at the San Francisco-
Marin Food Bank. In this role, she manages the volunteer programs in San Francisco and Marin – placing a development lens on communications with volunteers and increasing donor engagement.
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Competency #1: Management and Organizational Strategy
I have grown to be the most confident in making decisions and providing
guidance on problems surrounding management and organizational strategy.
Through my MNA experiences, as well as from my recent years of experience
working at various nonprofit organizations, I have a firm grasp on what it takes
to dissect an organization and unveil strengths and weaknesses. It is
fascinating to me to map out all stakeholders within a situation, and delve
deeper into what the motivation is behind all entities involved. I know that this
competency will serve me well as I enter a lifelong career within the nonprofit
sector.
As my MNA experience comes to a close, I am realizing that I enjoy being
the decision-maker of an organization. Initially, I was hesitant to assume any
roles where others would look to me to make mission-critical decisions. I can
now assuredly say that I have the skills set to lead an organization to reach its
mission, providing the management and strategy necessary to accomplish this
goal. As outlined in my Work Sample #1, I can demonstrate my ability to
provide constructive insights to what is working and what could be improved.
Communications is especially an area of interest for me, and I see it as the
backbone of success in an organization. In order to establish relationships with
relevant stakeholders and peers, you need to make your mark within the
communications landscape and market your mission well.
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Competency #2: Problem-Solving
When approaching the MNA program, I wanted to gain the ability to
approach any problem within the nonprofit sector and have the confidence and
skills needed to solve the problem at hand. This is now a competency that I
have in my tool belt. Work Sample #2 shows my ability to provide solutions to a
nonprofit that needs to improve or implement a volunteer program.
While working at the nonprofit start-up, Next Generation, every week
presented new problems and obstacles to think through. Whether on a simple
administrative level, or a more complicated HR issue, I was able to apply much
of what I learned during my MNA program.
I frequently think back to my Management and Organizational Theory
class and the four frames to apply to an organization (Structural, Political,
Human, and Symbolic). Work Sample #4 provides detailed insights to how I
reflected on my ability to problem solve. Each time I am presented with a
problem in my organization, I immediately think of what frame might be best
applied to the scenario. Work Sample #1 shows my ability to approach a
nonprofit, with an outside perspective, and think critically about what is
working and what is not working for Project Open Hand’s Communications
tactics.
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Competency #3: Public Policy Analysis
One area of the nonprofit sector that I have grown to enjoy is involvement
in public policy. This was an accomplishment for me, as initially I did not think
that I would have any interest in tackling things within the public area. I saw
laws trying to be implemented or propositions trying to get appealed and was
totally unaware as to what is required to accomplish this. During my Public
Policy class I came to a better understanding of what it takes to make lasting
change. Work Sample #3 allowed me to dissect the issue of competition
between the taxi industry and the surge of rideshare opportunities in the Bay
Area. Previously an issue that I would have assumed to be too complex to even
try to approach on my own, I was able to come to a better understanding of the
situation.
I now see public policy overlapping my professional life constantly. I
better understand the step-by-step process needed to influence the right people
to create the right change. In hindsight, it’s a fairly simple process of getting to
know who to contact. Catering your messaging to these individuals is also a
critical piece.
What I find most interesting, is that the approach to analyzing public
policy issues is often no different than analyzing organizational issues. You
need to break down the silos of activity, unveil the motivations behind each
silo. Only from there, can you implement change.
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Values
Having experienced a vast array of people, problems, and victories in the
nonprofit sector, I have identified the following values that consistently produce
positive outcomes within an organization.
Transparency
During my research in the MNA program, I discovered that transparency can
be a huge tool to gain respect from the public, especially from your donors.
Transparency allows your donors to have faith in you that you are using their
funds in an ethical way. This is especially important when receiving
unrestricted donations. If there wasn’t that underlying trust in an organization,
a donor would likely specify to where the funds should be used.
There are also a lot of historical examples of nonprofits acting unethically with
their funding. It’s these examples that stick in the mind of the public, and it’s
these stereotypes that 501c3 nonprofits often must work to avoid. When you
make most, if not all, financial documents available to the public, there is no
room for skepticism from the public and potential donors.
Impact
Impact, for me, ties back to an organization’s mission. This is the core of why a
nonprofit exists. A nonprofit must always have its impact, or its mission, at the
forefront of their mind. This mission statement should be an effortless and
automatic response from all staff and volunteers. If you have one common
thread spun between all stakeholders of an organization, it should be a clear
understanding of the mission statement. It is in this way that all internal
stakeholders are able to include the mission statement at the core of all
decision-making.
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Community
Community is the reason that I decided to dedicate my professional path to
nonprofits in the first place. Without an emphasis on community, an
organization might as well change to a business model. Community includes
donors, and without including a keen attention to those within your
organization’s community, you are potentially losing out on donations –
donations that serve as the main revenue stream for your organization.
Community is important to me because it can shape an individual, supporting
them to be the best version of themselves. Nonprofits play such an influential
role in helping individuals thrive. Whether serving as volunteers or as clients of
a nonprofit, the community element is the component that produces the “feel
good” moments of being involved in an organization that helps others.
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Skills
There are specific skills that I attribute my MNA experience to. Some of which I
previously had, but was able to significantly improve upon. These skills are the
things that will enable me to do my professional job to the best of my abilities,
but also will carry over to other aspects of my life.
Writing and Editing
When I take the time to put my passions on paper, I truly enjoy writing,
especially when I am able to take the time to craft the written word
thoughtfully. This was true in undergrad, but paired with a new understanding
of the nonprofit sector, I find myself much better skilled to write about issues
pertaining to the nonprofit sector. I also have developed a much better eye for
detail when it comes to editing documents. It is the details that I find
nonprofits often lose their credibility. No organization wants to look like they
don’t know what they’re doing. Because of the editing involved in collateral,
newsletters, direct mail, etc., I feel that I can plug myself into a variety of
nonprofit roles.
Public Speaking
I have always considered myself to be an outgoing person, but that doesn’t
always translate into effective public speaking. Because of the number of
presentations I have given during this MNA program, I now feel much better
equipped to give an engaging and informative presentation. In almost every
class I took, at least one presentation was required. These ranged from an
informal presentation that I might give to my colleagues in a meeting, to a
formal presentation to our board of directors.
Customer Relations and Communications
Communication must be a core strength of an organization. This is also true on
an individual level. Fortunately, it is an area that I have become well versed in,
thanks to my years in the for-profit world, as well as my time spent in the
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nonprofit sector. Just as clients of a corporate business are a highly valued,
nonprofits must take that same approach with key stakeholders. Public
relations, donor relations, or other relationships with external entities are what
can set you apart to drive success. I have gained the skill necessary to know
how to interact with the customers of the nonprofit world: donors.
Communication to the public, raising awareness, is also an important priority
that I feel confident in accomplishing. Networking is so critical to the success of
a nonprofit, and strong communications is required to network efficiently.
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Work Sample #1 NPA 672
This paper investigates the current standing of Project Open Hand’s
communications strategy. I examined all aspects of their communications, analyzing every point of exposure within the organization. From website user experience, to phone communications from staff, I identified what was working
well, as well as what required some changes.
Communications Audit: Project Open Hand
Regardless of the way in which you are first introduced to Project Open
Hand (POH), this nonprofit is able to positively and clearly provide information
pertaining to their mission statement and organizational goals. From the color
scheme and font of the website, to the receptionist on the other side of the
phone, they portray themselves as an entity that truly believes in, and is
competent enough to, connect to their mission statement.
In order to investigate how POH treats those that are interested in their
organization, I called the main line and indicated that I recently discovered the
organization and was interested in learning more and perhaps would like to
volunteer. The receptionist promptly informed me that the very first step to
volunteering was to attend a volunteer orientation and get a tuberculosis test.
He let me know that volunteer options included kitchen food prep, packaging
food, meal pick-up and drop-off, as well as helping clients shop for groceries.
He was clear and upbeat when providing this information. When I asked about
what other programs that POH has, he reiterated their mission statement and
recited several statistics regarding the work of POH. The tone with which he
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said that they “nourish the community with meals and love” was indicative of
the culture of POH. They really believe in their mission.
After further investigation of their website, I noticed that there was a
different number to call if one wanted to volunteer for any of their special
events. I called that and was able to speak to the new Associate Director of
Volunteer Services, Sean Rosas. During our conversation, he explained that
there were many components of their volunteer program that he will be
evaluating in the coming months. He sounded very eager to help me and even
provided me with his direct line, in case I wanted to follow up with additional
volunteer questions. After exploring the website and speaking with POH staff, I
was legitimately interested in becoming a volunteer in some capacity for POH.
One missed opportunity that I noticed was that Rosas did not mention
anything to me about their Supper Club program. The Supper Club is a
monthly giving program that comes with perks such as VIP access to events
and invitations to their speaker series. Since I specifically asked about helping
with special events, it wouldn’t be a stretch to consider that I might be
interested in donating money instead of time. Perhaps I didn’t have a lot of time
to participate in regular volunteer activities and would rather donate money
instead of my time. However, mentioning The Supper Club might have come
off too strong and turned me away from further interaction with POH.
The content of POH’s online presence also shows the passion that is
shared among those involved with this organization. They have a wide variety
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of video content, including program updates and coverage of special events.
They even have a series of videos titled “Insider Tips from our Kitchen,” where
various POH staff show fun, simple kitchen tips that incorporate the healthy
ingredients used in all POH meals. All videos are skillfully produced and
entertaining.
The Blog and Events portion of their website leads the reader to their
blog – which is updated at least monthly. Authors seem to include members of
their Young Professional Council and/or POH staff. Each post is accompanied
by an engaging photo, as well as links to any applicable outside sources. There
are organizational updates via blogs, but I struggled to find any news articles
or press releases containing important information pertaining to POH.
One of the more important attributes of their website set-up is the format
of the website. All content is available on the left side, with social media links
to share, tweet, like, etc. always on the right side of the website. While
exploring, I appreciated the consistency in viewing pages. The only time that I
found myself only slightly frustrated with my online research was when I
clicked on the link to view more information about their annual gala. The new
landing page for the gala did not open in a new tab, causing me to lose my
ability to reference the main website after I explored the gala’s web page. There
seemed to be several “More info coming soon!” disclaimers, so this might be
due to the fact that the event is not fully planned out yet. While this is minor, I
think that a simple change of opening new links in a new tab makes web
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navigation easier for even the least experienced web browser. The design of web
pages is clean and engaging, as is the look and readability of the Annual
Report. The branding is consistent on all documents as well.
Not only is there information to learn about the work that POH does, but
the reader can also get access to resources on health and nutrition. As
mentioned, there is a video series, “Insider Tips From Our Kitchen,” providing
simple, sometimes funny, video clips that teach the viewer tricks or tools to use
in the kitchen while cooking healthy meals. There is also a portion of their
website that provides a detailed list of nutritional information as well as their
Dietitian’s email link if one is in need of a referral for nutritional community
resources.
Project Open Hand does have an online presence on all the typical social
media platforms. Their Facebook page has an impressive 10,047 likes. Their
Twitter account has over 1.9k followers on Twitter. On any page within the
main POH website, you are invited to connect with POH on Facebook, Twitter,
YouTube, Flickr, Yelp, and Instagram. Posts on all platforms are quality and
creative – there seemed to be very little filler content.
Based on all interactions with Project Open Hand, I came away with a
newfound confidence and respect for the organization.
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Work Sample #2 NPA 631-01
This paper provides process and strategy to implement a successful volunteer
program within an organization. The hope was that an organization of any size would be able to take the method created in this paper, and apply it to their nonprofit. I pulled from various studies and research articles in the field of
nonprofit management to come up with the ROAM RV solution – a mnemonics device that I created to outline the checklist for a successful volunteer program.
Nonprofit Human Resources: Volunteer Program Implementation
Volunteers serve as a significant source of support to not-for-profit
organizations (NPOs). Many current employees at NPOs got their start in the
nonprofit sector during their first volunteering experiences. It has been long
presumed that the culture of NPOs has relied on altruism and volunteerism
(Teegarden, Hinden, & Sturm, 2011). In the past, some NPOs relied on
volunteerism without an effective business-like strategy to please both the
organization and those volunteering their time and talents. While some of this
holds true, a fresh approach is needed to assist NPOs, especially those that are
in the beginning stages of developing a volunteer program.
In an effort to serve as a resource for NPO volunteer programs that are
still in their infancy, this paper will present a simple acronym (ROAM RV) that
can be used to help outline the basics of implementing a robust volunteer
program. Especially for the organizations that rely heavily on volunteers, a
volunteer program is the vehicle by which an NPO can reach their destination
of successfully adhering to their mission. In this paper, Human Resources (HR)
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is defined as the individual(s) in an organization responsible for all employee-
related paperwork and procedures as well as the overall cultural well-being of
the organization. The Volunteer Manager (VM) is defined as the individual that
works directly with the volunteer(s), assigning tasks and acting as a
professional mentor. Depending on the size and scope of the NPO, one person
might be responsible for both roles, or it might be broken up among various
staff.
Table 1: ROAM RV
Action Item Requirements Persons Responsible
Recruitment
Thoughtful volunteer job
description and interview process
Match persons with appropriate tasks
VM, HR
Orientation
Clearly outlined on-boarding process
and introduction to NPO culture
Request feedback of volunteer’s on-
boarding
VM, HR
Appreciation
Provide specific
feedback to volunteers
Appreciation is public, specific and
often
VM, HR, Staff,
CEO/Sr. Staff
Management
Clear
communication between volunteer
and VM
Facilitate a
continued open dialogue regarding volunteer
relationship,
VM
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feedback &
expectations
Retention
Understanding of
volunteer’s life outside of the volunteer
experience
Ensure positive
experience
Annual
greeting/updates for former
volunteers
VM, HR
Value
Volunteer needs to
know their value and identify how
their volunteer experience is improving
themselves and the NPO
Beyond thanks, help the volunteer
to learn how they added value to the NP
VM, CEO/Sr. Staff, Volunteer
Recruitment
The best volunteer recruitment is done with purpose. Prior to casting out
the net to catch volunteers, NPOs need to know what bodies of water to look in.
A common misconception of nonprofit volunteer recruitment is that the NP is
simply trying to get as many bodies to sign up as possible (Mikulik, 2014). This
couldn’t be less effective. Taking the time to identify the strengths of a
volunteer and then playing to those strengths will alleviate any morale bumps
in the road. Volunteers want more say in exactly how they serve and NPOs
must do their best to cater to that (Gearon, 2010). There are websites that
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exist solely to empower the volunteer and the NPO to find the best mutual fit.
Popular sites such as VolunteerMatch.org have blossomed in recent years due
to the increasing demand from individuals wishing to volunteer and from the
organizational need to recruit quality volunteers (Heyman, 2011).
The way in which a high school soccer star volunteer interacts with your
NP will be vastly different than the volunteer performance of a recently retired
accountant. Age and gender play a significant role in how a volunteer interacts
with an organization (van Goethem et al., 2012). Often times, volunteers are
looking to help build their resume or build upon a certain skill set. Having an
open dialogue about what the volunteer wishes to get out of the volunteer
experience, not just what the volunteer job description states, is essential in
providing a platform for both parties to thrive.
It is important to note that volunteers for an NPO shouldn’t be limited to
the (perhaps stereotypical) choice of students, stay-at-home-moms, or retirees.
There are many successful professionals that desire a way in which to share
their specific skill set in a volunteer setting. This might go unnoticed when
young NPOs are thinking about volunteer recruitment. Identifying the best job
for the right candidate can be broken down into smaller parts; it helps to
consider the volunteer’s education background, age, physical ability,
personality style and emotional ties that might help or hinder their volunteer
duties. Extroverts might be best suited for jobs that require gregarious face
time or collaboration with other staff members, while introverts would prefer
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and be successful when writing grants, posting to social media or conducting
research (Cain, 2012).
There is also value in seeking out working professionals that might be
best suited for Skill Based Volunteer opportunities, or SBV. In addition to
working professionals in general, NPOs ought to be looking towards the future
of increased interest among those about to retire. The nonprofit industry is said
to experience a significant increase in Baby Boomers looking to retire in a
productive and meaningful way (Heyman, 2011). Baby Boomers are likely to
have spent the entirety of their professional life mastering a skill. Unlike the
generation before them, they won’t settle for living a quiet life of relaxation and
leisurely vacations. Rather, they will be interested in SBV opportunities that
will have a positive effect on their community and the greater good.
Types of SBV activities
Done in one day Short-term
projects
Reoccurring
projects
Long-term
projects
Free dental
services
Prepare taxes
and file tax returns
Landscape design
Disaster service
medical response
Interior
design
Language
training for refugees
Weekly occupational
therapy for children
Create a
nonprofit strategy plan
Create
financial services for
homes in danger of
foreclosure
(Adapted from: Skill Based Volunteering, 2010)
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Orientation
Getting your volunteers acclimated to the inner-workings of the
organization is a pivotal starting point in establishing a positive and
professional rapport. Presenting them with a seamless transition into their
volunteer role will alleviate any apprehension and reaffirm their trust in the
NPO. This is also an appropriate time to explain the ever-evolving culture of the
organization prior to the volunteer’s investment (Schugurensky, Mu ̈ndel &
Duguid, 2013). While a volunteer might know that they agree with the mission
of the NPO, but they might not be aware of different organizational or cultural
quirks. These include, but are not limited to: work/life balance, humor,
communication, camaraderie, and even dress code.
If the NPO is just starting out, requesting a survey or other form of
feedback from the first batch of volunteers can act as especially valuable
information. Much like the exit interview that an employee would participate
in, gathering that information from volunteers will help to mold the volunteer
program into a successful one.
Management
Depending on the age and size of a NPO, the volunteer management roles
will vary. Whoever takes on the role of VM needs to know their limits and
responsibilities. Taking on one or a team of volunteers can seem like a great
upfront cost savings, but the NPO must also take into consideration the hours
it will take to recruit and manage the volunteer program.
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As previously stated, volunteers require thoughtful recruitment and
placement. NPs need to identify volunteer management practices to, “improve
the effectiveness of volunteers’ contribution and thereby improve the overall
volunteer experience” (Stirling, Kilpatrick & Orpin, 2011). In addition, looking
towards an organization’s for-profit counterpart can be beneficial in gathering
the tools and techniques necessary to delegate responsibilities and set
boundaries as a manager. If a NPO is throwing a large banquet fundraiser and
needs volunteers, it would make sense to interview the owner of a catering
company and inquire about their own management styles and what problems
their line of work might bring.
Keeping volunteers on track requires a dedicated staff member or team to
properly structure the volunteer experience, from the volunteer’s on-boarding
to the final day of off-boarding. Beyond that, it is important to have very clear
expectations of the volunteer. This allows for the volunteer to not only perform
at his or her best, but it acts as a safeguard in the event that there are negative
repercussions due to poor or negligent volunteer performance. Starting the
volunteer off with a very clearly outlined goals and deliverables can set
boundaries and inform of the commitment levels required for that position.
Appreciation
One simple step that is often overlooked by NPOs is communicating
thoughtfully appreciation to the organization’s volunteers. Attention to the
socio-emotional aspect of the NPO/volunteer relationship deserves just as
much attention as the more technical or productivity elements of the volunteer
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experience. As individuals that are investing in a NPO, they need to feel a
connection to the organization (Stirling, Kilpatrick & Orpin, 2011). The first
step to initiating this feeling of belonging is for the NPO to clearly communicate
how the efforts of the volunteer are helping to improve a specific aspect of the
NPO’s overall success. Announcing this appreciation publicly, to the rest of the
organization or to the community, also has a positive effect on volunteer
recruitment and retention (2011).
While general statements of appreciation are nice, the best volunteer
management will identify the specific reasons that they are thankful for the
volunteer’s efforts. The phrasing matters too. VMs should tie all thanks back to
how it helped the NPO and mission; not simply, “You really saved me a lot of
time!” which implies that the volunteer was only benefiting your workload.
Even the seemingly minimal actions such as handing out flyers or stuffing
envelopes are “low-touch, high-value contributions” (Heyman, 2011). The
bottom of a pyramid wouldn’t be structurally sound without those who support
that foundation.
Retention
In the same way that a full time employee can be more beneficial than a
temporary employee, same can be said for repeat volunteers. It’s good to create
a volunteer experience that allows for the volunteer and the organization to
grow. Former volunteers already hold a level of familiarity in the NPO. And
unlike any for-profit counterpart, the emotional ties to a NP can be much
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stronger and feel more genuine, allowing the volunteer to feel more comfortable
returning to their volunteer role.
Revisit the volunteer/NP relationship by checking in via an email or
phone call. The idea of a “psychological contract” refers to the expectations that
employees have in terms of what benefits they will receive beyond what is
indicated in their offer letter. However, more and more this can be applied to
volunteers. A study by Stirling, Kilpatrick, & Orpin found that when the
psychological contract for volunteers indicated mutual trust and respect, they
felt fulfilled in their role (2011).
Value
Volunteers can prove to be invaluable to NPOs, but in order to maximize
their volunteering experience, the volunteer should depart from the NPO with a
newfound sense of self-value. The likelihood of retention among volunteers is
greater when they “feel respected and valued” (Karl, Peluchette & Hall, 2008).
They should be seen not only as extra manpower, but also as
ambassadors for your organization. They are ideal candidates for this because
they are most likely drawn to the NPO’s mission statement. Unlike paid
employees, volunteers are only reaping non-monetary benefits. The VM should
keep the organization’s mission and goals fresh in the minds of the volunteers
to allow for the volunteer to feel continued inspiration and passion.
There is a reason that people go out of their way to spend time helping
an organization grow in success without monetary gain. Aside from the “feel
good” altruistic high that is felt, there is social capital that is gained. In this
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setting, social capital is referred to as something gained when volunteer efforts
improve one’s social network and civic engagement (Wang & Graddy, 2008).
Guided by the NPO’s mission and management, volunteers help in
“strengthening the nexus between social capital and economic development”
(Anheier, 2013). This social capital is gained when a volunteer invests their
time and talents into an organization. In turn, the nonprofit establishes
another tie with a community member, and if the volunteer is managed
properly, they exit the volunteer experience with a better understanding of the
nonprofit’s mission statement and are able to act as unofficial community
ambassador of the organization.
Criteria for Success
Standards for successful implementation of a volunteer program within a
NPO can be identified when there is mutual satisfaction between volunteer and
NPO. The key components, as outlined with the ROAM RV model, will help to
establish and structure a comprehensive volunteer program. In a sector where
reliance on volunteers is often the norm, it’s important to identify the strategy
that will work best for their organization.
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Starr, K. (2012). HOW TO Successfully Recruit Volunteers. EMS World, 41(4),
56-59.
Stirling, C., Kilpatrick, S., & Orpin, P. (2011). A psychological contract
perspective to the link between non-profit organizations' management
practices and volunteer sustainability. Human Resource Development
International, 14(3), 321-336. doi:10.1080/13678868.2011.585066
Teegarden, P., Hinden, D., & Sturm, P. (2011). The nonprofit organizational
culture guide: Revealing the hidden truths that impact performance. San
Francisco: Jossey-Bass.
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van Goethem, A. J., van Hoof, A., van Aken, M. G., Raaijmakers, Q. W.,
Boom, J., & de
Castro, B. (2012). The role of adolescents’ morality and identity in volunteering.
Age and gender differences in a process model. Journal Of Adolescence,
35(Political and Civic Engagement Development in Adolescence), 509-
520. doi:10.1016/j.adolescence.2011.08.012
Wang, L., & Graddy, E. (2008). Social Capital, Volunteering, and Charitable
Giving. Voluntas: International Journal Of Voluntary & Nonprofit
Organizations, 19(1), 23-42. doi:10.1007/s11266-008-9055-y
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Work Sample #3 NA 678
In this paper, I identified the concerns that taxi drivers had about rideshares
such as Uber and Lyft. Compiling all factors involved, I offered solutions and highlighted problems incorporated with this issue. Diving into local politics and cultural niches, I came to the conclusion that it was not the fault of the
rideshares that taxicabs were not meeting the needs of the public. While the details of the laws that these rideshare companies follow must be ironed out, there is no stopping a rideshare economy that is pleasing the passenger
community.
Public Policy Analysis: San Francisco Taxis
New visitors to San Francisco are often surprised when they learn of the
patience and frustration often involved when trying to call or hail a taxicab in
the city. For comparison, the most iconic taxi city, New York City, held a
population of over 8.4 million in 2013 (NYC Planning, 2014) and 13,437 taxi
medallions. Only second to NYC, San Francisco is the most densely populated
city in the US, with an estimated population of 837,442 in 2013. As of January
2015, the city of San Francisco has approximately 1,812 taxicabs in use
(Rodriguez, 2015). This ratio paints a picture of the high demand and low
availability of the taxis in the city of San Francisco. Availability and
accessibility are arguably the two biggest points of contention with the SF
taxicab business.
There are to sides to this issue: the driver’s and the passenger’s. Taxicab
drivers have wanted the technology improvements that rideshare services, like
Lyft and Uber, have brought to San Francisco (Schwartz, 2012). They also
struggle to justify the high cost of purchasing the licenses and equipment
required to become a cab driver. Cost increases are enforced by the city of San
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Francisco. In 2010, San Francisco’s Municipal Transportation Agency (SFMTA)
decided to change the cost of taxicab medallions from free to a shocking
$250,000 fee to drivers, while the SFMTA takes a 50% of that fee (Beyer, 2013).
The purpose of this hefty fee is to bring funds to this cash-poor company.
SFMTA also maintains a regulated number of medallions in city limits,
starting in 1978 with the limit of 1,500 medallions (Beyer, 2013). These
medallions are a requirement to become a cab driver, and are not easy to
acquire. Because there are a limited number of medallions in use at any one
given time in the city, there is a waiting list for those that wish to swoop up the
available medallions when they are made available. In 2012, the waiting list for
the existing 1,535 medallions included 1,424 names (Cabanatuan, 2012). If
one wishes to become a driver, they need to wait until a current driver retires
and sells back his or her medallion. This strategy provides ample funds to
SFMTA, but leaves drivers and taxi customers in an unsatisfactory situation.
With much left to be desired in the taxi industry, several rideshare start-
ups entered the scene, hoping to create a system that satisfied the needs of
San Francisco inhabitants. Among the most popular start-ups are Uber, Lyft,
and Sidecar. The main criticism of these companies is the fact that they do not
follow the same regulations, specifically paying the taxes that traditional
taxicab companies pay. The loophole to this situation is that the rideshare
companies market themselves as the digital middleman, utilizing efficient
smartphone application technology to match drivers with passengers and
process payment seamlessly (Beyer, 2013).
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Recent research shows the popularity of rideshare companies,
specifically Uber. Uber released its own study to better understand data
gathered from their drivers. Some view the results as a bit skewed, but the
overall message is clear: Uber is a success. Many drivers reported high levels of
employment satisfaction and liked being in a line of work where they could
establish their own hours and be their own boss (Hall & Krueger, 2015). This
study also indicated that drivers chose to become an Uber driver to make a
higher income to “support myself or my family” (2015). Former Lyft and Uber
driver, Ben Robertson, stated that he valued the ability to quickly obtain
flexible work hours while he was in between jobs, looking for full time
employment (B. Robertson, personal communication, February 8, 2015). This
system seems to be win-win for driver and passenger.
These rideshare companies have identified a public need, and created a
business that helps out the driver as well as the passenger. Even those working
in the taxi industry identify that there are not enough cabs in the city. SFMTA
Chief Ed Reiskin also is aware of their flaws. He says that the SFMTA is
working on two specific improvements: more taxis on the road and improving
the way in which the public can access the taxicabs (Stryker, 2012). Their first
step towards making those improvements came in the form of technologic
investments. Taxicab companies are making an effort to compete with
rideshare start-ups, utilizing an app that allows for a streamlined passenger
experience. The most popular being Curb (formally TaxiMagic) and Flywheel
(Said, 2014). Other cab companies, like DeSoto Cab Co., are trying to mimic
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the structure of their ride-sharing competition. They are electing to purchase
charter-party carrier, known as TCP, licenses. This produces the loophole that
Uber and Lyft rely on. The main difference with the TCP licenses is that rides
must be prearranged – transportation cannot be provided at the curb (Kwong,
2014). However, the core structure of the taxi industry leaves much to be
desired for all parties involved. Rideshare companies have more efficient and
available drivers in the city than their taxicab counterparts. Still, much of the
taxi industry in San Francisco still deems them as unfair competition. The
regulating entity for city taxicabs, California Public Utilities Commission, says,
“they’re breaking the law” (Schwartz, 2012).
Another important point of comparison is the hourly wage earned by city
taxis versus Uber drivers. In San Francisco, the median hourly wage for an
Uber driver is $25.77, compared to the $13.72 per hour earned by taxi drivers
and chauffeurs that one Occupational Employment Statistics survey found
(Hall & Krueger, 2015). Between the initial costs to the driver, to the hourly
earning potential, it is no wonder that more and more taxi drivers are also
joining the ranks of Uber or Lyft drivers.
The disjointed policy process of improving taxicab business is partly due
to the lack of communication between city and state regulations. There are
safety laws enforced by the state, while the city has no jurisdiction on state-
regulated rideshare services (Kwong, 2014). Clearly a change needs to take
place. Both entities, taxicab companies and rideshare companies, are
influencing each other in ways that result in healthy competition that seems to
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get results. If a system is proving to be insufficient in meeting the needs of a
customer demographic, then it should be acceptable and commendable for a
new company to emerge, rethinking the system and offering new ways to fill
that void. Uber, Lyft, and other San Francisco rideshare companies all have
their flaws, but it has been my personal experience that those flaws still pale in
comparison to the flaws of taxicab companies. Hopefully the appearance of
rideshare start-ups will get the taxi industry to rethink their business strategy
to create the improvements that both drivers and passengers have long
awaited.
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References
Bloomberg, M. & Yassky, D. (2014). 2014 Taxicab Factbook. New York City Taxi
and Limousine Commission. Retrieved from
http://www.nyc.gov/html/tlc/downloads/pdf/2014_taxicab_fact_book.p
df
Cabanatuan, M. (2012). Plan lets taxi drivers transfer medallions. SF Gate.
Retrieved from http://www.sfgate.com/bayarea/article/Plan-lets-taxi-
drivers-transfer-medallions-3805587.php
Hall, J. & Krueger, A. (2015). An Analysis of the Labor Market for Uber’s Driver
– Partners in the United States. Retrieved from
https://s3.amazonaws.com/uber-static/comms/PDF/Uber_Driver-
Partners_Hall_Kreuger_2015.pdf
Kwong, J. (2014). Death of the taxi medallion: SF cab company ponders major
change. SF Examiner. Retrieved from
http://www.sfexaminer.com/sanfrancisco/death-of-the-taxi-medallion-
sf-cab-company-ponders-major-change/Content?oid=2856068
NYC Planning (2014). Current Estimates of New York City's Population for July
2013. Department of City Planning, City of New York. Retrieved from
http://www.nyc.gov/html/dcp/html/census/popcur.shtml
Rodriguez, J. (2015). Uber releases driver data for first time, and it’s not pretty
for taxi industry. SF Examiner. Retrieved from
http://www.sfexaminer.com/sanfrancisco/uber-releases-driver-data-for-
first-time-and-its-not-pretty-for-taxi-industry/Content?oid=2917635
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Said, C. (2014). Taxi drivers add apps in their fight with Uber, Lyft. SF Gate.
Retrieved from http://www.sfgate.com/technology/article/Taxi-drivers-
add-apps-in-their-fight-with-Uber-5670370.php
Schwartz, K. (2012). S.F. Street Fight: Ride-Share Startups Battling Taxis,
Regulators. KQED News. Retrieved from
http://www.kqed.org/news/story/2012/11/08/110777/sf_street_fight_r
ideshare_startups_battling_taxis_regulators?category=economy
Stryker, P. (2012). Why is it So Hard To Get a Cab in San Francisco? KQED
News. Retrieved from http://ww2.kqed.org/news/2012/11/09/why-is-
it-so-hard-to-get-a-cab-in-san-francisco
U.S. Census Bureau. (2014). State and County Quick Facts. Retrieved from
http://quickfacts.census.gov/qfd/states/06/06075.html
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Work Sample #4 NPA-638-03
This paper served as an opportunity to reflect on what I had learned, what I
learned, and what surprised me about the Management and Organizational Theory course. As mentioned previously, I found the 4 frames to be essential in helping me efficiently solve problems within an organization. I explained the
types of questions that I should be asking to move forward to reach my goals at hand.
Management and Organizational Theory: Personal Reflection and
Professional Application
Nonprofit organizations are dependent on innovation and critical
thinking from upper management. In a sector where staff are typically driven
to work for altruistic reasons (Martinek, 2013), it is imperative that the
strategic apex of a 501c3 organization knows how to adequately manage all
other moving parts of the organization (Bolman & Deal, 2008). Unlike a for-
profit business, nonprofits must rely on structural resilience to safeguard
the longevity of their company. The for-profit business model allows for cash
to act as a tangible cushion for success. The goal is clear, and the goal is
profit. Having monetary goals as a tangible means of success allows for
businesses to have more clearly defined goals. Nonprofit organizations are
faced with the challenge of unspecified ways to measure success. With that
challenge comes a need to master the four organizational frames and
systems concept, all of which are examined in detail in the Management and
Organizational Theory class (NA 638) at the University of San Francisco.
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In order to be a leader in an organization, you have to understand the
gears of the machine you are running. In NA 638, I learned that as a leader
it is essential to take the time to critically view a situation prior to
attempting to solve it. Having the four frames at my disposal allows me to
craft a solution analytically.
Take for example the vignette scenario discussed in Reframing
Organizations: Artistry, Choice and Leadership, where a new manager must
create and maintain a strong reputation amongst her new staff (Bolman &
Deal, 2008). When initially reading this example, it came across as a rather
daunting task. Finding a remedy to this situation required looking deeper
into each individual involved. I found myself thinking of a plethora of factors
and responses as I placed myself in the protagonist’s, Cindy Marshall, shoes.
Would I be feeling particularly confident that day? Had I taken the time to be
fully prepared and done my research on the company goals, mission
statement and company culture? Even the question “Did I have a smooth,
stress-free commute that morning?” is a valid one in anticipating how I
would best address this situation. In an ideal world, all of these questions
would have been answered “yes.”
In planning for the best and preparing for the worst, I think that I
would borrow tools primarily from the HR and Political frame. Given my
personality, utilizing techniques from the HR frame comes naturally to me. I
tend to give a lot of attention to the needs and opinions of those around me.
Adele Axness 35
Especially in a team environment, I am observant to how each person can be
a key component to the end result being a positive accomplishment.
As Lee Bolman and Terrence Deal suggest, people are most productive
and contribute quality work when their talents are used efficiently (2008).
My undergraduate background in Psychology also comes into play when
thinking through these situations. While I was already fairly well versed in
Maslow’s A Theory of Human Motivation, this class allowed me to expand
upon other areas of the HR frame. Specifically, I learned more about group
dynamics. There are layers of formal and informal roles within a group, each
of which intertwine with interpersonal conflict, leadership and decision
making (Bolman & Deal, 2008). My response to Marshall’s predicament
would have included remaining firm but friendly, indicating how my motives
are aligned with the best interests of my colleagues. Especially as a woman, I
would hope that my ability to lead with strength and an ear to the needs of
my peers would help to eliminate the lingering stereotypes against female
leaders. It was interesting to learn that there are a multitude of popular
arguments in favor of female leadership, indicating that women are just as
capable as their male counterparts. Further, women tend to bring to the
table a nurturing demeanor, concern for people and often are highly skilled
at communicating information (Bolman & Deal, 2008).
Employing Political techniques do not come naturally to me, so I am
hopeful that this class will encourage use of this frame in the future. To be
able to take into consideration resource allocation and power balance in an
Adele Axness 36
effort to accommodate the interests of all involved in the blink of an eye is a
talent that only comes with years of practice. Mapping out a political terrain,
understanding how to network and negotiations are all specific tools that I
now have in my Political arsenal.
I have always understood that certain elements of the HR frame play
into taking a Political course of action, but NA 638 shed light on how the
relationships of individuals influence the flow of power. For example, when
Marshall enters her new office, it would be beneficial for her to know the
prior relationship between the man she is replacing, Bill Howard, and his
loyal staff. Acting as if I were Marshall, I would have done my homework
prior to entering the scene. Upon meeting Howard and staff, I would have
attempted to create and maintain any political capital by outlining the
expectations of each party member in a way that uplifts and allows them to
recognize the specific power that they hold. I might do this by reassuring
that Howard has a lot of valuable insight to share with me, and that I am
excited to apply that insight when working with Howard’s former
subordinates.
I whole-heartedly agree that a successful leader naturally will focus on
the facts and logic, and not allow emotion or personal agenda to influence
decision-making (Bolman & Deal, 2008). The easy course of action is to take
things personally and let your emotions dictate reactions. Staying
levelheaded when striking a bargain or having a sensitive conversation with
colleagues requires keeping in mind each frame. Philip Selznick explains the
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difference between formal and informal structure of an organization as
something to identify when looking at the sociological relevance of a
situation (Selznick, 2011). By focusing on my own strengths and working to
expand upon them, I hope to contribute to successful organizational
leadership. Just as I was initially surprised and unsure as to how I would
react when reading the Reframing Organizations vignette, I will continue to
be caught slightly off-guard as I work towards any leadership position as my
professional life grows. This is a set of life skills that will require continued
practice and self-reflection.
I “unlearned” that I was already familiar with the core concepts of each
frame, but I had yet to put those concepts into a structured method in which
to apply to my professional life. When reading examples of strong or poor
leadership, I could easily think of bosses or colleagues in my life that held
those similar traits. But having the tools of the Structural, Human
Resources (HR), Political and Symbolic frames enabled me to break down the
layers of which this situation was made of. When I think of my worst
manager, I can identify that from a HR frame this person was too involved in
making staff happy, at the cost of organizational productivity. From a
symbolic frame, a different co-worker relies too much on cheerleader
euphemisms and lacks following the structural leadership given by her boss.
Moving forward, I know that there is a bigger picture to examine. Taking a
look at the details of the context of a situation is a requirement to
Adele Axness 38
successfully assist the structure of an organization, nonprofits specifically,
to thrive.
After taking NA 638, I gained a clear perspective on how to approach
problematic situations within the workplace. I had the opportunity to reflect
upon what I learned, unlearned and how I might be able to apply my
newfound knowledge in my everyday life. I’ve studied techniques that will
help also in social situations, outside of the office. Because an organization
is defined as a group of people working together to accomplish a common
goal, my knowledge gained from this class will reach far beyond staff
mediation or salary negotiations and into cultivating relationships with
friends and family.
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References
Bolman, L. G., & Deal, T. E. (2008). Reframing organizations: Artistry, choice,
and Leadership (4th ed.). San Francisco, CA: Jossey-Bass.
Martinek, C. (2013). Why do individuals choose to work for nonprofit
social service organizations? Dissertation Abstracts International
Section A, 73.
Selznick, Philip. (1948). Foundations of the Theory of Organizations. In J.M.
Shafritz, J. Steven Ott, and Yong Suk Jang Classics of organizational
theory, Boston, MA: Wadsworth, 129-138.