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Executive Service Corps
of Chicago |
BACKGROUNDIn August 2004, ESC Chicago mailed surveys to 344 clients from the past five years. The purpose of the survey was to gather anonymous feedback on ESC’s service delivery and future client needs as a component of ESC’s strategic planning process. WORKING WITH ESCThe majority of the replies indicated favorable experiences with ESC.
Not all clients agreed that ESC consultants had the background and experience required for their projects; 21 (26%) reported that only some of the consultants had the necessary background and experience. Although most clients (87%) reported that the project was completed in a timely manner, 37% did not expect the project to take as long as it did. 15% indicated that they did not clearly understand all of what was required of them to complete the project. There were mixed perceptions of the Project Report submitted at the end of projects. Thirty-nine (53%) clients found the Project Report very useful. 35% found it only somewhat or not useful at all, most of them first-time clients. 7% did not receive a written report for a non-coaching project. IMPACT Clients indicate that various areas of their organizations were impacted by the project: Mission, Vision, Strategic Plan (44%) followed by Organization and Administration (43%); and Governing Board (36%). Other areas were Finances (31%); Marketing, PR, Image (29%); Delivery of Services and HR (both at 25%). CONSULTING NEEDS Of the replies to the question, “What is the most important service a nonprofit consulting firm can offer today?” 18% mentioned Board Development; another 18% mentioned Fundraising and 12% said Strategic Planning. The term “experience” was mentioned in 16% and “affordable” in 8%. Other areas that were listed more than once include Endowment Planning, Coaching, HR, Marketing, and Operations Analysis. Areas of future consulting needs include the following.
Those service areas where ESC would be considered include the following.
REPLIESMost (36%) of the respondents were repeat customers, although much new business had been obtained through “word of mouth” (33%). TYPES OF ORGANIZATIONSThe majority, 70%, came from nonprofit organizations, 10% from libraries, 11% from park districts and municipal governments, 2% from public schools and 5% from other types of clients such as Special Recreation Districts. BUDGET SIZE OF ORGANIZATIONOrganization budgets were closely split between those under $1MM (41%), and those between $1 and $4MM (40%). The other 18% came from organizations with budgets greater than $5MM. TYPES OF PROJECTSResponses based on types of projects showed 24% were strategic planning, 15% board development, 14% revenue generation, 8% finance, 7% organizational review, and 6% coaching. Those with less than 5% response included retreats, merger, marketing, and nonprofit leadership roundtable. FOR FURTHER STUDYMaking the right match between the consulting team and client is critical to client satisfaction. The seven responses that indicated they would not use ESC again mentioned consultant inexperience, scheduling difficulties, and length of project. ESC needs to determine how best to manage client relationships after the project is completed. 24% replied that they did not want ESC to contact them after the completion of a project, yet staying in touch is a sound practice for repeat business. ESC needs to do more to promote its website www.esc-chicago.org and its online newsletter E-Strategies for Clients and Friends. 80% responded that they have never visited the website and 89% do not remember receiving the on-line newsletter. 10/12/2004 |
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