4B Steps to CRM success
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The document outlines a seven step process for selecting and implementing a new customer relationship management (CRM) system for a charity organization: 1. Understand the organization's core business and information needs. 2. Establish strategic goals and plans for growth, communication channels, and improvements. 3. Create a business case by identifying needs, benefits, risks, and costs. 4. Develop requirements specification detailing functionality wants and essential needs. 5. Research available CRM system options on the market and used by peers. 6. Evaluate options such as maintaining current system or buying a new one based on requirements met and costs. 7. Plan, prioritize, gain approval, and
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WORKSHOP 2 – CHANGE MANAGEMENT
The document summarizes a workshop on organizational change. It discusses why organizations face pressure to change, common obstacles to change, how to overcome obstacles, and the role of leadership in change efforts. Attendees participated in exercises to discuss their current change experiences and challenges, stakeholders, skills, and leadership priorities for successful change implementation. The workshop provided frameworks and strategies to help organizations and their leaders effectively manage change.
4D – PERFORMANCE AND REWARDS
This document discusses motivation and engagement in the third sector. It defines motivation and engagement, explains why they are important, and outlines various theories about what motivates employees. Engagement is influenced by factors like challenging work, leadership, and communication. The document provides tips for non-profits to increase motivation and engagement in challenging times, such as focusing on development, recognition, role-modeling, and clear goals. It concludes by revisiting the relationship between motivation and engagement.
3C – PAYMENT BY RESULTS
Paul Harper, Director of Finance at the National Autistic Society, provides an overview of payment by results (PbR) models in the public sector. He defines PbR as contracting providers to deliver outcomes, with payment based on achievement of outcomes. Benefits include harnessing the profit motive and private investment, but issues can include unintended consequences of focusing on measurable outcomes. Harper examines examples of PbR schemes in criminal justice, employment programs, and healthcare. He also discusses opportunities and risks of social impact bonds for non-profits. Overall, the summary outlines what PbR is and examines some potential benefits and issues to consider.
3B – GOVERNANCE DISCLOSURES: BEST PRACTICE
The document discusses best practices for governance disclosures, including understanding who is charged with governance through the trustee cycle and board of trustees. It addresses the importance of disclosures and examines committees, induction, effectiveness of boards, pitfalls to avoid, and obtaining assurance. The document provides guidance on governance disclosures and asks any final questions.
WORKSHOP 1 – TURNING STRATEGY INTO GREAT PERFORMANCE
This document summarizes key concepts from a workshop on turning strategy into great performance for charities and non-profits. It discusses (1) different perspectives on strategy, including execution, emergence, and strategic intuition; (2) the importance of mission and adapting strategy to fulfill an organization's mission; and (3) the role of leadership, communication, and strategic deliberations in developing and implementing effective strategies. The workshop aimed to draw on both academic and practical views to help non-profit leaders and finance staff strengthen their approach to strategy.
2C – SOCIAL INVESTMENT
This document discusses social investment, which provides both financial return and social return. It outlines external developments growing social investment, including increased borrowing by the voluntary sector. It describes Big Society Capital's vision to improve access to finance for charities and build participation in social investment. BSC plays a role as a wholesaler and market champion. The document then provides guidance for organizations on engaging with social investors, including things to consider around investment needs, impact, and opportunities social investment provides beyond financing. It also briefly outlines social impact bonds and gives an example.
2B – ACCOUNTABILITY OF FINANCE PROFESSIONALS
Prior to 1993, there was no consistent framework for charity reporting in the UK, resulting in financial statements of varying quality and formats. Finance directors now have accountability for transparent reporting while also overseeing legal, IT, property, and other operational responsibilities. A case study describes a project where a finance professional acted as sole trustee and oversaw a £15 million development project and national fundraising appeal for the National Memorial Arboretum.
2A – AUTO ENROLMENT: LESSONS LEARNT
The document discusses auto-enrollment in pension plans in the UK. It summarizes the experiences and lessons learned by Mencap, a charity that supports people with learning disabilities, in implementing auto-enrollment for its over 10,000 employees. Key lessons included allowing sufficient time to choose a qualifying pension scheme and implement enrollment effectively, and keeping opt-out rates low through early planning and clear communication. The document also briefly discusses potential future changes to auto-enrollment in the UK such as increasing employer contribution rates over time and guidance for individuals after auto-enrollment ends.
1B – DASH BOARDS, BALANCED SCORECARDS AND KPIS
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1A - Handouts for CHARITIES SORP 2015: WHAT YOU NEED TO KNOW
This document provides an index of modules for accounting standards FRS 102 and FRSSE SORPs. It lists the core modules and various selection modules covering special topics. The core modules include trustees' annual report, fund accounting, statements of financial activities, recognition of income and expenditure. The selection modules cover special transactions, accounting for different asset types, investments, and accounting for groups and combinations. Flowcharts are also provided outlining the accounting approach when taking the FRSSE option.
1C – GROWING SUSTAINABILITY: INCREASING INCOME AND SOCIAL IMPACT: LEYF STORY ...
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1A - Handouts for CHARITIES SORP 2015: WHAT YOU NEED TO KNOW
1A - Handouts for CHARITIES SORP 2015: WHAT YOU NEED TO KNOW
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1C – GROWING SUSTAINABILITY: INCREASING INCOME AND SOCIAL IMPACT: LEYF STORY ...
Opening plenary – The future of the sector - Dan Corry
Opening plenary – The future of the sector - Dan Corry
2B - Business IT Investment Risks - Richard Moulds
2B - Business IT Investment Risks - Richard Moulds
3B - How to effectively engage users and managers in IT projects - Richard Co...
3B - How to effectively engage users and managers in IT projects - Richard Co...
1A - The Cloud: Was it manna from heaven or just a tin of rice pudding? Roger...
1A - The Cloud: Was it manna from heaven or just a tin of rice pudding? Roger...
The real life tales of a CRM initiative - Jane Deal & Germaine Faulkner
The real life tales of a CRM initiative - Jane Deal & Germaine Faulkner
4B Steps to CRM success
- 13. Any questions?