For non-profit organizations it is much more difficult to get attention from the public (donors, volunteers, media and public) and keep this interest for long period of time. In this project, with different strategy for managing the client relationship (clients, donors, volunteers) for NAMI Michigan, the National Alliance on Mental Illness Michigan branch, will come forward among many other affiliates (and may be other non-profit organizations) and become successful eventually.

1. David Hartsig | Irem Gokce Yildirim
A STRATEGIC PLAN of CRM FOR
NONPROFIT ORGANIZATIONS
MI851 - SS17

2. OUTLINE
Introduction
Objectives Of Social Media Plan
Social Media Design
Cost & Benefit Analysis
Campaign For Promotion
Conclusion

3. WHAT IS NAMI?
The National Alliance on Mental Illness is a nonprofit nationwide
grassroots advocacy group that offers an array of support and
education programs at no cost for individuals and families.
Specifically, it offers programs for mental health, provides support
and advocacy for affected persons and family members, provides
information, organization and fundraising for events, and raises
awareness for mental illness.
INTRODUCTION

4. LITERATURE
Researchers have found that most
nonprofit organizations use Facebook and
Twitter as one-way communication
mediums to share important information
about the organization with key members
(Campbell, Lambright & Wells, 2014).
This emphasizes the need of a solution for
NAMI’s lack of a dialogic,
relationship-building messaging platform.
INTRODUCTION

5. LITERATURE
Previous studies have also confirmed that
for-profit organizations engage in
significantly more advocacy programs
than non-profit organizations, and that
there is a positive relationship between
financial resources and the number of
advocacy activities (Edwards & Hoefer,
2010).
In order to compete financially with
for-profit organizations, the adoption of
NAMI Social (the adoption of social media
use, in general), can potentially increase
donor dependence.
=
INTRODUCTION

6. LITERATURE
Effectiveness of programs offered by
nonprofit organization is an indication of
the effectiveness of nonprofit organization
(Herman & Renz, 2008)
INTRODUCTION

7. ORGANIZATIONAL STRUCTURE
NAMI
VOLUNTEERS
DONORS
CLIENTS
ADMINISTRATORS
Objectives Of
Social Media Plan

8. SWOT ANALYSIS
STRENGTHS
Offering free programs
Providing information
Strong basis for reach
Fulfillment of a social mission
WEAKNESSES
Dialogic communication
Client relationship management
Dialogic engagement
Transparency in Program Effectiveness
Continuous attention by public
(donors, volunteers)
Strategic Management
OPPORTUNITIES
Public awareness and interest
Fundraising Organizations
Technological Foundation
Technology Adaptation
THREATS
Lack of awareness, reach
Lack of motivation for donors and
volunteers
Privacy & Security
Social and Institutional Pressure
Objectives Of
Social Media Plan
We are focusing on Porter’s strategy of broad differentiation through client
relationship management for the non-profit organization NAMI.

9. POSITIONING
“Persons suffering with mental illnesses need a channel to request NAMI programs in
their area, specific to their mental illness. Right now, if there is no program in the
area and they are ‘redirected’, there is no data collected on what program they are
looking for, and when.”
How do clients communicate with NAMI?
Michigan Affiliate Program Director Ron Wilson
Objectives Of
Social Media Plan

10. POSITIONING
Upon further enquiring for Ron’s definition of redirected:
“Redirected is wrong. What I should have said is nothing happens. They should be
redirected so we can collect data on their interests… We can respond to demand. Or
in the case where there isn’t an affiliate nearby, this may lead to enough people
generating enough interest to create their own affiliate or sub-affiliate.”
How do clients communicate with NAMI?
Michigan Affiliate Program Director Ron Wilson
Objectives Of
Social Media Plan

11. POSITIONING
Objectives Of
Social Media Plan
Target Audience
Monitoring
Teaching
VOLUNTEERS
CLIENTS
Adm.
DONORS
NAMI
Learning
Administrating

12. POSITIONING
Better Business Bureau’s charity standard supports the idea that effective nonprofit
budget must divide with no more (and preferably much less) than 35% administrative
costs with the balance of 65% or more devoted to program costs.
Just a few years ago, the only measure for a nonprofit’s effectiveness was the
percent they spent on overhead expenses (input-output ratio). If a nonprofit spent a
magic 20% or less on non-program expenses they were deemed worthy of donations.
This destructive way of evaluating nonprofit organizations has been losing favor over
the last few years as rating agencies like Charity Navigator have recognized the need
for a broader evaluation of nonprofit effectiveness. New measures have started to
include outcome and impact elements.
Effectiveness Analysis
Objectives Of
Social Media Plan

13. POSITIONING
Charity Navigator:
The reality is that while finances are important evaluation criteria for nonprofit
effectiveness, the impact of the agency on the social need and the organization’s
strategy matters much more when judging the relative worthiness of nonprofit
agencies.
Effectiveness Analysis
Source:
http://scholarworks.waldenu.edu/
cgi/viewcontent.cgi?article=1038
&context=ijamt
Objectives Of
Social Media Plan

14. POSITIONING
WHAT NAMI SOCIAL IS NOT A CHARITY RATING SERVICE!
Objectives Of
Social Media Plan
Source: https://www.maxwell.syr.edu/uploadedFiles/moynihan/tngo/TRANSNATIONAL_NGO_INITIATIVE/Watchdogs%2024_AUG_2010.pdf

15. POSITIONING
To Potential Donors, Clients, and Volunteers:
● As a client, would it not be more beneficial them to see the effectiveness of the
programs before making decision to register and to give a feedback for the
programs which may help others to decide easily?
● As a donor, would it not be more beneficial for you to see the effectiveness of the
programs that you are funding?
● As a volunteer, would it not be more beneficial for you to see the effectiveness of
the programs that you are devoting your time to?
● As an organization, would it not be more beneficial for you to have an organized
wiki/communication channel with compounded reviews and comments
(comments, suggestions, etc) by the clients regarding the effectiveness of your
programs?
Objectives Of
Social Media Plan

16. POSITIONING
PROBLEM#1 - Request Line
As Program Director Ron Wilson stated, the National Alliance on Mental Illness lacks
the ability to properly receive and store clients’ requests for programs in their area.
Objectives Of
Social Media Plan
SOLUTION#1 - CRM Platform
As Program Director Ron Wilson stated, the National Alliance on Mental Illness lacks
the ability to properly receive and store clients’ requests for programs in their area.

17. POSITIONING
PROBLEM#2 - Program Accountability
While there is research to support the effectiveness of similar program structure,
there has been no evidence directly showing benefits of NAMI’s existing programs. To
address this problem, the effectiveness of the programs should be available and
accessible by clients, volunteers and donors.
Objectives Of
Social Media Plan
SOLUTION#2 - RATING SYSTEM
We want clients, volunteers, and donors to have the ability to see the effectiveness of
programs before choosing or donating time or money to NAMI. We also want clients
and volunteers to share their ideas and thoughts about the programs after
experiencing them.

18. PROTOTYPE
Main Features
● Different user roles for different user types (clients, volunteers, donors, admins)
● Different abilities (permissions for actions) for each of these user types
○ Clients: giving feedback and rating for programs to improve them, requesting
new programs, communicating with teachers(volunteers who teaches the
programs) and other peer clients
○ Volunteers: communicating with clients, requesting programs, monitoring
programs with analytics.
○ Donors: monitoring programs with analytics
● User Account Approval (Confirmation of an Account)
Social Media
Design

19. PROTOTYPE
Design Solution for PROBLEM#1 - Request Line
Discussions and Direct Contact: In NAMI Social, clients and volunteers are able to
communicate each other and be part of the feedback loop for the organization
through discussions and direct contacting on the system.
Program rating/review: To measure the effectiveness of a program
How much is the program your helpful for you?
Is your illnesses getting better or worse?
Are you satisfied with the quality of program?
Do you feel comfortable during your participation in the program?
Could you rate the teacher of the program?
Would you suggest this program to others?
What is your overall rating for this program?
Social Media
Design
Design Solution for PROBLEM#2 - Program Accountability

20. PROGRAM EFFECTIVENESS
Clients are able to rate
programs
Ratings
Clients and volunteers are
able to request new
programs
Requesting
Clients are able to submit a
review about a program
Reviews
PROGRAM
EFFECTIVENESS
Social Media
Design

21. 02
03
01
PROTOTYPE
Scoring and
Reviews
Rating
Data Analytics about the
Programs
MonitorDiscussions, Feedback-loop
Communication
Rating
2-way Communication
Monitoring
NAMI SOCIAL
Social Media
Design

22. PROTOTYPE
Interactive Prototype
https://marvelapp.com/278djdh
Social Media
Design

23. USABILITY TESTING
● Task Analysis
○ requesting a new program, rating a program, submitting
a review, posting on discussion thread, contacting with
the teacher volunteer of the program, monitoring the
effectiveness of the program etc.
● Focus Group
○ more in-depth insight about the usability
○ additional functionalities?
Social Media
Design

24. COST & BENEFITS
Cost & Benefit
Analysis
Increase of at least $30,000
in revenue and contribution
each year after its first
launched year.

25. CAMPAIGNS
Campaign For
Promotion
Video
Hashtags
e-newsl
etter
Invitations
01
02
03
04

26. CAMPAIGNS
Video Demo: A video will be central to demonstrating the use of NAMI Social.
Research has found the most effective form of rich
media for nonprofit organizations to inform and
educate viewers about their missions, programs and
services.
Where direct appeals through social media lack
engagement, videos have the potential to indirectly
motivate individuals to become advocates (Waters &
Jones, 2011).
Campaign For
Promotion

27. CAMPAIGNS
Hashtags:
The hashtag #NAMISocial would be promoted to
encourage communication between clients, volunteers,
and the organization. With NAMI Social, users have a
platform to share what could be improved and what they
like about NAMI programs in appreciation for what the
organization does.
Other hashtags to promote specific features of the
platform like #rateMyNAMI
Campaign For
Promotion

28. CAMPAIGNS
After Program Documentation:
Instructors hand out information
post-program session. This would be a good
time to hand out brief overview packets with
a step-by-step list on how to sign up and a
summary of the purposes and benefits of the
NAMI Social.
Campaign For
Promotion

29. CAMPAIGNS
Established Members:
Established members with NAMI would receive a digital
overview of NAMI Social included in the monthly
e-News. NAMI members also receive a printed
newsletter, a quarterly advocate magazine, and frequent
updates and information about programs.
Upon the launch, current users will be invited via email
to join NAMI Social. Included amongst these diverse
channels of traditional communication would be detailed
explanations for the uses and benefits of NAMI Social,
and information as to where and how to access it.
Campaign For
Promotion

30. TIMELINE PLANNING
Initial Design
With the initial features
Improvement
Design Improvements
Implementation
Development
Usability Testing
& Promotions
Advertise the platform and
Improve design
Launch
Start using NAMI Social
See Results
Analyze data
After 6 months of development, when it is launched, NAMI Social is estimated to increase contributions and support
Conclusion

31. Take-Aways
Conclusion
Mission is
the key!
(Kaplan, 2001)
Effectiveness
of the
programs are
essential
Social
Structure is
important
Retention
and loyalty is
necessary for
long-term
contribution
and support
Giving voice to
the clients,
contributors
and supporters

32. References
Campbell, D. A., Lambright, K. T., & Wells, C. J. (2014). Looking for friends, fans, and followers? Social media use in public and nonprofit human
services. Public Administration Review, 74(5), 655-663.
Edwards, H. R., & Hoefer, R. (2010). Are social work advocacy groups using Web 2.0 effectively?. Journal of Policy Practice, 9(3-4), 220-239.
Herman, R. D., & Renz, D. O. (2008). Advancing nonprofit organizational effectiveness research and theory: Nine theses. Nonprofit Management and
Leadership, 18(4), 399-415.
Kanter, B., & Fine, A. (2010). The networked nonprofit: Connecting with social media to drive change. John Wiley & Sons.
Kaplan, R. S. (2001). Strategic performance measurement and management in nonprofit organizations. Nonprofit management and Leadership, 11(3),
353-370.
Nah, S., & Saxton, G. D. (2013). Modeling the adoption and use of social media by nonprofit organizations. New Media & Society, 15(2), 294-313.
Ramus, T., & Vaccaro, A. (2012). Blurring the boundaries between for profit and nonprofit organizations: The Social Enterprises’ model. IESE Business
School (BEN-123-E).
Voida, A., Harmon, E., & Al-Ani, B. (2012, May). Bridging between organizations and the public: volunteer coordinators' uneasy relationship with social
computing. In Proceedings of the SIGCHI Conference on Human Factors in Computing Systems (pp. 1967-1976). ACM.
Waters, R. D., & Jones, P. M. (2011). Using video to build an organization's identity and brand: A content analysis of nonprofit organizations' YouTube
videos. Journal of Nonprofit & Public Sector Marketing, 23(3), 248-268.
Wolf, T. (2012). Managing a nonprofit organization: Updated twenty-first-century edition. Simon and Schuster.