Smarter fundraising – technology and processes
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Smarter fundraising – technology and processes

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Smarter fundraising – technology and processes Smarter fundraising – technology and processes Presentation Transcript

  • “Smarter Fundraising –Technology and Processes”
  • © 2013 Copyright ISC Ltd.Value in, Waste out…Process Improvement in Charities
  • Process + People = Performance• “We get brilliant results fromaverage people managing brilliantprocesses, while our competitorsget average results, or worse,from brilliant people managingbroken processes.”– [Toyota Chairman: Fujio Cho]• 100% of your organisation’sperformance is a result of howwell your people design, operateand continuously improve itsprocesses© 2013 Copyright ISC Ltd. 3
  • Value Add• Real Value Add– Those activities which acustomer/beneficiary/donorwould expect you to do forthem– Ask “Would they give us moneyif they knew we did thisactivity?”• Business Value Add– Those activities which you haveto do in order to…• Stay legal / Be compliant• Manage the organisation– Challenge: “Would we getlocked up, shut down, or fined,if we didn’t do this activity?• Every activity in a process either adds value or cost.• Value Add is determined firstly from the Customer’s (or Donor, orBeneficiary’s) perspective.• There may also be Business Value Adding activities.• Everything else is Waste.4
  • The 7 Wastes (TIMWOOD)© 2013 Copyright ISC Ltd.Waste ExamplesTransport Moving materials around between locations or between process steps;Moving files to and from archivesInventory Cupboards full of stationery in every office; Stores of unused equipment;Stores of obsolete materials; Piles of files on desks; Work in progressMovement People travelling to and from meetings, interviews; People moving aroundfrom job to jobWaiting People waiting for “stuff to arrive”; People waiting for adecision/approval/review/sign-off; People watching automated machines;People watching other people workingOver-production Producing extra copies “just in case”; Sending two people, when onewould be enough; Producing stuff without real needs, or faster thanrequiredOver-processing Doing any steps that are unnecessary; Checking the quality of somebodyelse’s work; Keying the same information into multiple databases;Producing something that exceeds requirementsDefects Correcting errors in reports, databases, plans, drawings; Dealing withcomplaints; Operating a Helpdesk; Rework5
  • How do you find the value?Do AInputDo B Approve C Do DSign-off ERevise FDo GDo ICheck HOutputDept. A Manager B Team C Senior Manager DProcessing Timeand CostDelay Time6
  • © 2013 Copyright ISC Ltd. 7Where are we now? Where do we want to be?“As Is” “To Be”DefineMeasureAnalyseImprove ControlHow do you improve your processes?
  • Typical “As Is” starting points• Our processes…– Enquirer contacts us• Log info onto drive– Conversation loggedonto system– Event logged ontosystem– Register all gifts received– Notes recorded© 2013 Copyright ISC Ltd.StartOpen TemplateFileMonthlyReportCreate SummarySave SummaryReportMissingInfo?Request MissingInfo.Issue SummaryReportSummaryReportEndTemplatesDatabaseReports SharedDirectory8
  • How we try to make sense of it all…© 2013 Copyright ISC Ltd.Management and Governance Processes2Support and Enabling Processes3Capture Benefits& Impacts8ManageMembers/Supporters5SupportBeneficiaries7Raise Funds6Promote theOrganisation &its Services4Business PlanDevelop Services1Products &ServicesSupportDeliveredLearning &BenefitsRequests forsupportFunds/DonationsFunds forinvestmentFundraisingCampaignsMembershipApplicationsEngagedMembers/SupportersBusiness PlanHR, Finance,ICT, Suppliers,Partners,Knowledge,Improvement9
  • Support Beneficiaries© 2013 Copyright ISC Ltd.Close Case5Deliver Support4Allocate Case3Assess Case2A ReferralCaptureReferral1DatabaseUpdated &PaperworkFiledRejectedReferralAcceptedReferralAssessedCaseAllocatedCaseCompletedSupportPlanRejectedCaseCompletedBIPCompletedBIP10
  • Capture Referrals© 2013 Copyright ISC Ltd.Check for FitManagerAllocationMeetingA ReferralSummariseinitial responseon LogManagerAdminAcceptedReferralAdvise Referrer"rejected"ManagerCaseworkerRejectedReferralLog-in ReferralManagerAdminContactReferrer forfurtherinformationManagerDevelop BriefInterventionPlanManagerCaseworkerStart RiskAssessmentManagerCaseworkerMore infoneededCheck ifprevious clientAdminReferral doesnot meet JSeligibilitycriteriaEx-client, ifappropriateAdvise existingclient"rejected"ManagerCaseworkerReferral fromex-client doesnot meet JSeligibilitycriteriaRejectedReferralComplete(deliver) BriefInterventionPlanManagerCaseworkerOpen/CloseBriefInterventionPlan onsystemAdminSystemUpdated withBIP infoIf appropritate, for ex-clients only11
  • Identify IT enabler opportunities© 2013 Copyright ISC Ltd.Check for FitManagerAllocationMeetingA ReferralSummariseinitial responseon LogManagerAdminAcceptedReferralAdvise Referrer"rejected"ManagerCaseworkerRejectedReferralLog-in ReferralManagerAdminContactReferrer forfurtherinformationManagerDevelop BriefInterventionPlanManagerCaseworkerStart RiskAssessmentManagerCaseworkerMore infoneededCheck ifprevious clientAdminReferral doesnot meet JSeligibilitycriteriaEx-client, ifappropriateAdvise existingclient"rejected"ManagerCaseworkerReferral fromex-client doesnot meet JSeligibilitycriteriaRejectedReferralComplete(deliver) BriefInterventionPlanManagerCaseworkerOpen/CloseBriefInterventionPlan onsystemAdminSystemUpdated withBIP infoIf appropritate, for ex-clients only12Opportunity for automation
  • to get you started…• Pick something important, but do-able• Decide whether it needs to be standardised first, orimproved first• Do it with a team, supported by a senior Sponsor• Set a short deadline to come up with improvementideas (4-6 weeks)• Process Mapping IS NOT Process Improvement• Understand today’s processes before you even thinkabout adopting new technology• Measure and communicate the improvements© 2013 Copyright ISC Ltd. 13
  • Improvement Skills ConsultingLtd.ian.seath@improvement-skills.co.uk07850 728506@ianjseathwww.improvement-skills.co.uk© 2013 Copyright ISC Ltd.14
  • BEFORE you get started: Ensure you have “buy in” and support from the top. Set up a small project team who will responsible fordriving the project forward and realising its benefits. Set up governance for the project – Project Board(involve Trustees, Managers, SMEs). Create a document that details the aims, objectivesand business case for the project. Involve the team from the start!Foundations for Success
  • BEFORE you look at potential Solutions, MUSTdetermine: What do you want to use system for now and infuture – operational and strategic. Understand your processes and how they might beimproved. What benefits do you want the solution to bring –issues to solve – gaps to plug – what will successlook like. Determine your budget - resources available (bothproject and on-going). Work up a list of requirements – Your shopping list.STEP 1 – The Requirement
  • Look at options available to meet your Requirements. Stick to your shopping list – don’t get side tracked byattractive features you don’t need. Investigate options fully – get demonstrations –consult widely – see solutions in operation – hold a“beauty parade”. Score solution against Requirement. Involve SMEs who will use the system daily. Carry out your due diligence on both the Solution andConsultants before you proceed – are they a good fitfor your organisation. Is everyone excited and passionate about theSolution?STEP 2 – The Solution
  • Starts with a plan: Make sure it is realistic – is the tempo is right for yourcharity. Consider manpower - balance between delivering“day job” and implementing new system. Identify resource issues early and plan for how youwill solve these. Data, data and more data – start early - datacleansing and transfer will always be morecomplicated, more expensive and take longer thanyou think! Take implementation in manageable “chunks”.STEP 3 – Implementation
  • Management of IssuesRisk ManagementRisk Management- Realistic timelines butkeep momentum- Phased Implementation- Business as usual vsImplementation- Leadership and Motivation- Manpower – Headroom –SRO - DBM – Continuity- Change Management- BudgetFunctionality creep – Lack of discipline (Solution orProcess) – Not fit for purpose - Misses Target!RiskManagement--
  •  Business requirements not adequatelyidentified at outset (or wrong ones). Poor Governance and definition of roles andresponsibilities. Lack of planning. Loss of focus. Change too difficult. Environment changes. Insufficient resources (people/time/ money).Why Projects Fail
  • Please be back in 15mins
  • Connect Your Supporters To Your Mission In A Whole New Way/Salesforce.comFoundation@SFDCFoundationJim LeviStrategic Account Manager - EuropeAccelerate Your Mission
  • #1 in Cloud Computing and CustomerRelationship Management#1Sales, Service,MarketingCloudComputingInnovation2011, 2012
  • Salesforce Foundation18,000Non-profitOrganisationsTime • Equity • Product% $42+MillionGrants410,000+Hours Service
  • discountPurchaseadditionallicensesProceeds goback intoFoundationWe give tomorenonprofitsNonprofit orHigher Ed%cycle ofsustainability
  • CommunityAction TeamGrantsDollars for Doers Matching GrantsCompetitiveGrantsBizAcademy &Scholarships10 DonatedLicenses EEUp to 80%DiscountsSales & SETeamTraining User GroupsTeamVolunteerEventsNew HireVolunteeringInternationalVolunteeringPro BonoSkilledBasedBoard Service/IndividualVolunteeringEquityProductTimeFoundation Programs
  • SocialNew waysto connectTrustNew ways tobuild relationshipsMobileNew ways toreach supportersBig DataNew ways todiscover insightCommunityNew ways tocollaborateAppsNew ways tobuild appsCloud ComputingNew ways to connect everythingNew Ways To Connect With Supporters
  • Benefits of Multi-Tenant Cloud ComputingFast Easy Open Flexible TrustedNo HardwareNo SoftwareAutomatic UpgradesScalableAny DeviceData PortabilityTransparencyReal-time StatusApp MarketplaceExtensibleEnterpriseCloud Computing
  • How do you connect your supporterswith your mission?
  • “How can I consolidatedata into one solution andsupport a 360° client viewaccessible via mobile?”“How can I get visibilityinto and measureoutcomes? How can I usedata to improve ourservices?”“How can I improveconstituent communication,engagement and loyaltyand improve fundraising?”A Focus on Supporters Requires aFocus on…BeingEfficientMeasuringOutcomesEngagingSocially
  • OUTREACHINSPIRESERVICEDELIVERYCASE MANAGEMENTREPORTINGFUNDRAISINGAll your data in one placeSocially Manage Your Mission
  • Always be Helping(Fundraising theory & practice)byClyde Williams – ShoNet Systems
  • Today’s agenda1. Is fundraising selling?2. “In the beginning” you MUST have– A process map– A list of what you want your new system to deliver– A shorter list of how you will judge success3. Two fundraising scenarios15/05/2013
  • Our typical customer• Small organisation• One fundraiser with admin help• Fundraiser working in isolation• Many spreadsheets of data15/05/2013
  • Challenges our customers face• Tactical issues– Managing donations from individuals andorganisations– Recording “soft credits”– Keeping track of “relationships”15/05/2013
  • Two fundraising scenarios1. Donation from an individual donor2. Donation from an organisation and where wewish to soft credit an individual who may ormay not be employed by the organisation15/05/2013
  • Extending Salesforce• Visualise Relationships– We all know that relationships are key tofundraising success• SMS Text Messaging– Significantly reduce Did-Not-Shows• Blocking duplicates– Maintain the quality of your data15/05/2013
  • To find out more about“Smarter Fundraising”contact info@shonet.co.uk