1. Volunteer Engagement Survey Results May 29, 2013

2. Purpose of Today Share the results as transparently as possible Review why we are doing this and our goals Review all results Review initial analysis Discuss Next Steps

3. Why? To continue to listen… To continue to understand the characteristics of SCORE and the differences within how our chapters operate To understand how SCORE volunteers perceive our organization, improvements and regressions To understand what internal factors link to and drive client engagement To improve…

4. Methodology Survey listed was compiled of all active volunteers in Webit as of February 28, 2013. PriceWaterhouseCoopers (PWC) conducted survey via the internet from March 20 to April 19, 2013.

5. Response Rates 5,580 volunteers responded. Response rate was 55%, a 7% increase over last year. The 55% of respondents account for over 80% of the 2011 client hours recorded.

6. What is Engagement? More than satisfaction, denotes added involvement and “buy in” Aligns individual goals with organizational goals Extent to which individuals believe others are committed (culture) More likely to stay with organization High engagement promotes high performance High engagement drives higher client engagement

7. What is Engagement? Advocacy Commitment Discretionary Effort Pride Achievement Alignment

8. National Engagement Results

9. Chapter Variability Engagement index scores, for chapters with 5 or more respondents, range between 3.43 and 4.73 - 124 chapters (46.6%) of the chapters have an engagement index score between 4.25 and 4.50, making this the most prominent range - 28 chapters (10.5)% of the chapters have an engagement index score at or above 4.55 - 30 chapters (11.2%) of the chapters have an engagement index score below 4.10

10. Chapter Variability Chapter Engagement Index (n ≥ 5 ) SCORE 2013 Overall 4.31 % of Chapters SCORE 2012 Overall 4.27

11. Top 20 Chapter Increases Top 20 increase Chapters Chapter Chapter Response Rate DistrictEngagement Index Engagement Index Change from 2012 Chapter 028070%District 6104.29 +0.74 Chapter 069641%District 5934.36 +0.66 Chapter 066853%District 5084.21 +0.66 Chapter 070950%District 3034.15 +0.52 Chapter 064265%District 5154.57 +0.45 Chapter 070629%District 5074.53 +0.45 Chapter 003335%District 3034.44 +0.44 Chapter 054053%District 3044.25 +0.44 Chapter 052735%District 5624.62 +0.42 Chapter 038939%District 1724.67 +0.40 Chapter 034248%District 7094.3 +0.38 Chapter 027661%District 4574.62 +0.37 Chapter 0693100%District 4604.5 +0.37 Chapter 063275%District 3734.52 +0.37 Chapter 065568%District 5154.52 +0.34 Chapter 059175%District 10134.31 +0.34 Chapter 034032%District 7684.55 +0.33 Chapter 023249%District 4644.48 +0.33 Chapter 062481%District 1564.33 +0.33 Chapter 031868%District 4804.69 +0.31

12. Items With Largest Movement 20132012Percentage Point Change Agree score Greatest improvement National/Executive leadership regularly recognizes volunteer/employee efforts. 54%42% +12% My District Director has communicated a plan for executing on SCORE’s vision. 60%51% +9% SCORE makes efficient use of its federal funding. 56%49% +7% National/Executive leadership has a sincere interest in understanding the needs of SCORE volunteers/the well-being of employees and volunteers. 48%42% +6% I have a clear understanding of SCORE’s metrics for success/business objectives. 70%64% +6% Greatest decline SCORE has provided me opportunities to learn new skills to improve the quality of my service to my clients/and develop myself. 79%83% -4% SCORE is well positioned to meet the future needs of new generations of clients. 55%58% -3% My Chapter Chair/immediate supervisor regularly provides recognition for my accomplishments. 70%72% -2% My Chapter Chair/immediate supervisor clearly communicates his/her expectations of me. 69%71% -2% I would recommend SCORE to friends and family as a great place to volunteer/work. 90%91% -1%

13. National Leadership

15. Client Focus

17. Values

19. Work Environment

21. My Role

23. Field Leadership

25. Open Ended Responses Most frequently noted improvements were the move toward long term relationships with clients and the improvements in communication/recognition/learning opportunities provided by national General recognition of the importance of quality local leadership Still a relatively high number of volunteers critical of past IT failures. What changes have you noticed at SCORE over the last year that have resulted in positive changes for the organization?

26. Volunteer Profiles 89% of SCORE volunteers have a high “Intent To Continue Volunteering” across all profiles.

27. Volunteer Landscape

29. PWC Analysis –Engagement at SCORE remains strong, and has risen significantly. 75% of the organization is highly engaged and have a high intent to stay, and engagement amongst volunteer leadership (Chapter Chairs, District Directors) increased dramatically –As in 2012, there are far more areas of strength driving engagement at SCORE than areas of opportunity detracting from engagement Strong, positive feelings for the role played within SCORE, appreciation for the learning and developmental opportunities provided, knowing the chapter’s plan to achieve success, and feeling local accountability for that success. Accountability is extremely high at the Chapter Chair and District Director levels High identification with organizational culture and values: –Respect for individuals, an inclusive work environment, a commitment to quality, and being a proactive community partner Client orientation: from the volunteer perspective, the principles of SLATE are being used effectively –Approaching client interactions with an open mind (92% agree score), taking time to assess client needs (92%), striving for a long term relationship (84%), and working to gain a full understanding of clients’ goals and dreams (83%)

30. PWC Analysis –The priority areas undermining engagement are also consistent with 2012. Addressing these areas represents the greatest opportunity to drive engagement higher: A need for a more effective performance feedback loop. Volunteers report a lack of continual feedback to help improve their service to clients (57% agree score), whereas field leadership have much higher opinions regarding performance feedback (73%-74%) A persistent concern that SCORE is not positioned to meet the future needs of a new generation of clients. This concern is particularly strong amongst Chapter leadership and National Office staff Belief in the commitment to act on the results of this survey – the lowest rated attribute in 2013 –While as a group, results for survey items pertaining to National Leadership remain an area for improvement, every item within the National Leadership category rose in 2013 Ratings for National Leadership’s efforts to recognize volunteers rose dramatically (+12% points)

31. PWC Analysis During the 2012/2013 Client Survey, it was shown that client engagement is largely linked to conveying openness and a willingness to invest time. However, there is a substantial gap between the way SCORE clients and volunteers view the client–mentor interaction Evaluating common “Client Focus” measurements in the Volunteer and Client engagement studies shows this gap in perceptions of critical service components

32. Driver Matrix Every survey item is correlated to its impact on engagement (drivers) Drivers are ranked from weak to strong and charted against the need for improvement for each Drivers are classified as: –Priority (Strong Driver, High Need for Improvement) –Enhance (Strong Driver, Medium Need) –Preserve (Strong Driver, Low Need) –Monitor (Weak Driver, High Need) –Pass (Weak Driver, Low Need)

33. Driver Matrix Preserve (2013 Agree score, 2012 driver category) 1. At SCORE, we are committed to doing quality work. (93%, Preserve) 2. Volunteering at SCORE/My job provides me with a sense of personal accomplishment. (95%, Preserve) 3. SCORE has a set of values with which I can identify. (94%, Preserve) 4. People are treated with respect here regardless of their role. (93%, Preserve) 5. SCORE is truly client-oriented. (92%, Preserve) 6. My colleagues have a clear understanding of our clients’ goals and dreams. (83%, Preserve) 7. At SCORE, we approach each client interaction with an open mind. (92%, Preserve) 8. At SCORE, we take time to accurately assess our client’s current situation. (92%, N/A) 9. SCORE is a proactive partner with the communities it serves. (86%, Preserve) 10. People/employees at SCORE are able to contribute to their fullest potential regardless of their age, race, ethnic background, gender, religion, disability, sexual orientation, or family status. (94%, Preserve) 11. I feel personally accountable for the success of my chapter. (83%, N/A) 12. My Chair/immediate supervisor has communicated a plan for executing on SCORE’s vision. (80%, Preserve) 13. SCORE has provided me opportunities to learn new skills to improve the quality of my service to my clients/and develop myself. (79%, Preserve)

34. Driver Matrix Enhance (2013 Agree score, 2012 driver category) 15. Sufficient effort is made to get the opinions and thinking of people who volunteer/work here. (73%, N/A) 17. I have a clear understanding of SCORE’s metrics for success/business objectives. ( 70%, Monitor) 18. My Chapter Chair/immediate supervisor clearly communicates his/her expectations of me. (69%, N/A) Priority (2013 Agree score, 2012 driver category) 14.SCORE is well positioned to meet the future needs of new generations of clients. (55%, Priority) 16.I receive ongoing feedback that helps me improve my mentoring/performance. (57%, Priority)

35. Preliminary Analysis Engagement continues to be highest with younger volunteers (<55 years old, 9%), those currently employed (28%), and those with tenure less than 1 year (5%). High correlations between chapter level engagement and chapter level client attribution. 73% of volunteers note that SCORE is the #1 place they volunteer. They are significantly more engaged than those where SCORE is a secondary organization (4.38 vs. 4.18) Field Leaders (DD, ADD, CC) are the most engaged groups.

36. Preliminary Analysis The commitment to quality is the most highly correlated item to engagement (and it increased over the past year). 17% of volunteers (ultimately) feel no accountability for the success of their chapters. Only 40% of volunteers agreed that they saw meaningful action on last year’s survey.

37. Preliminary Conclusions Our volunteers continue to be highly engaged, and increasing so, but not are still not necessarily aligned. Engagement has an increasingly direct correlation to our client experience. Field Leaders engagement levels have been impacted by a number of items, primarily through better communication across the organization. While SCORE is a volunteer organization, not all volunteers approach SCORE in the same manner.

38. Defined Next Steps Communicate results to DDs and CCs for their respective areas Create tools for field leaders to use to help drive volunteer engagement Continue to work on communicating SCORE’s mission/vision to all volunteers… make it applicable to each individual Continue work on improved feedback system Continue work on platform for training for all volunteers to equip all mentors with needed subject matter and resources Continue to develop revamped recognition program More analysis on volunteer engagement impact on client engagement & outcomes

39. Questions?