2015

Adele Axness

University of San Francisco

10/28/2015

Master of Nonprofit Administration Capstone Portfolio

Adele Axness 1

Adele Axness

MNA Candidate, University of San Francisco

Community Engagement Manager San Francisco-Marin Food Bank LinkedIn

adeleax@gmail.com

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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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

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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

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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.