APRA_Contact Reports_2016_Turner_Hrubik_IJM

425: Contact Reports that Work
for You (Not Against You)
Thomas Turner
Paige Hrubik

Thomas Turner
Director, Research & Prospect
Management
International Justice Mission
Introduction

Paige Hrubik
Program Manager, Strategic
Partnerships
International Justice Mission
Introduction

International Justice Mission exists to:
“rescue thousands, protect millions and prove that
justice for the poor is possible.”
Currently helping to protect 21 million people globally
from violence, with 29,000+ officers and officials
trained since 2012, 900+ convictions of perpetrators,
and 25,000 people relieved from oppression in 17
communities.
Introduction

• Using a Contact Report business process redesign
as a case study, this session will cover how to:
 identify problems within business processes,
 designing solutions with achievable and measurable
outcomes,
 implement the new processes with success,
 monitor and evaluate the new process,
 and develop additional applications.
Today’s Discussion

• This was very successful for our org:
 684 total work hours over 2 years, which is 1/3 of a FTE
 Data driven frontline fundraiser performance evaluations
• Play-by-play of how we design, implement, and
evaluate data collection processes at IJM
• Tips for designing, implementing, and evaluating
your own data collection processes
• A checklist for design & implementation
Takeaways

• Problem: In 2014 at IJM, contact reports were not
standardized. The only requirements were:
 file on time
 mark if the meeting was with a new donor/prospect
 mark whether an iPad was used during the meeting
Case Study: Contact Report Redesign

• The information available within the contact
reports varied so much by frontline fundraiser to
frontline fundraiser that it was not easily utilized for
reporting, metrics, evaluation or research.

• Solution: ?

• When trying to fix a business problem there are
two solutions:
 Fix the immediate issues with the current system
 Redesign the system to meet your needs
• You will need to evaluate if a fix is sufficient or not.

• Caution: you are a researcher, which means you
are adaptable, intelligent and a problem solver.
 Do not let your ability to create stop gaps or fixes
keep you from vastly improving a business process.

• Will a fix work?
 In our case, the following questions were asked (and
answered):
• Will giving frontline fundraisers better instructions help collect
meaningful data? NO.
• Will creating a template for fundraisers help? NO.
• Will dedicating staff time to supervising the data entry help?
NO.
• Will we be able to change the response culture? NO.

• The goal is: How do you redesign the system to
meet your current and future needs

• Starting a business process redesign…

• This is what most organizations usually do:
1. Start at the beginning of a process
2. Make changes as we work through the process step by
step
3. End up somewhere new
• But where we end up is still being dictated by where we
started, which was a broken process.

• Instead, what we should do is start at the finish and
work backwards:
 Take inventory of all of your desired outcomes, metrics
and needs.
 Create a process to deliver these desired outcomes.
 Design a user interface to maximize ease of use, return
on investment (staff time), and data integrity.
 Test the business process (beta phase).
 Implement through launch and training.

Interview
Stakeholders
Map Out
Process
Design User
Interface (UI)
Design
Implementation
Plan
Beta TestImplement!
Solicit Feedback
Monitoring &
Improving

• STEP 1: Interview stakeholders
 In a perfect world, what would you want from this
process?
• What do you want to measure?
• What information do you want?
• How will you use the information?
• What types of reports would you want?
• What must be preserved?
 Catalog these needs and remove any that are not
doable.

• STEP 2: Map Out the Process (Backwards)
 Build a structure that records information that meets the
needs established in Step 1
UI to Gather
Information
Measurable &
Actionable Data

 Connect your User Interface to your reporting
capabilities
UI to Gather
Information
Linkage
between UI
and Database
Measurable &
Actionable
Data

 NOTE: Depending on how your shop/org handles
reporting capabilities, you may need to map out and
define your connection capabilities before you can
design the interface.
• At IJM, this meant we needed to assess whether we needed
to use InfoPath or SharePoint forms to collect information
before importing into Raiser’s Edge.

• STEP 3: Design User Interface
 You may not be an expert UI Engineer…
 But you can specify
• What questions are asked
• How questions are asked
• The flow of information collection

• STEP 4: Design Implementation Plan
 How can we set the end-users up for success?
• Know your team
• Acknowledge pain points
• Revisit stakeholder input from step 1
 Questions to consider
• Who will introduce the new process?
• What tools will aid the implementation?
• What additional support might the end-users need?

• STEP 5: Beta Test
 Identify blind spots and potential confusion early
 Choose 2-3 end-users who will provide honest feedback
and assist with rollout
 You may need to return to step 3
 What is the rest of the team doing?
• Continue to submit reports using old system

• STEP 6: Implementation
Peer-to-
peer
Reiterate
process
Reference
guide

 Peer-to-peer testimonial
Peer-to-
peer
Reiterate
process
Reference
guide

 Quick reference guide
Peer-to-
peer
Reiterate
process
Reference
guide

 Reiterate expectations,
deadlines, and process
Peer-to-
peer
Reiterate
process
Reference
guide

• STEP 7: Solicit feedback
 Cultivate cultural buy-in
 Foster personal and team investment

 Feedback we received:
• Implementation tools made for a smooth transition
• The new process was a time saver and “actually made
sense”
• No hesitation about leaving old process behind

 Feedback we received:
Can I just say THANK YOU?!!
I just tried this out and feel like uncorking champagne. But alas that would mean drinking by
myself since the kids are at school and y’all are far away. That would not be good.
After 3 years of patiently, without ever any whining or complaining (ha ha - not) about the
terribly tedious task of RE entry, I am thrilled beyond belief to have this new, simple, lickety-
split data entry system. To whoever dreamt this up – thank you. Thank you. Thank you.
This is so WONDERFUL andGLORIOUS. Andan incredibly comprehensive, clear email. AH I
wish I couldbe here to see the efficiency created!!!
Bay Area Major Gifts Officer:

• STEP 8: Monitoring and improving
 System redesigns remain dynamic
 Reviewing content to ensure consistency
 Evaluate effectiveness of deadlines

• Improved performance evaluations
• New applications in our fundraising department
• Implementation in other constituent departments
• More efficient and in depth review by research team
Outcomes

• Improved performance evaluation
 Better feedback loop to MGOs
 Enhanced materials
Outcomes

• New applications in our fundraising department
 Planned Giving
 Pro Athlete Program
Outcomes

Outcomes

• Implementation in other constituent departments
 Why?
 Based on internal survey results, the time savings
reported was considerable:
• In 2014 (April – Dec.), with 10 gift officers and one support
staff, IJM saved 204 work hours (234 hours saved – 30 hours
for D&I process)
• In 2015, with 12 MGOs, the savings increased to 360 hours.
• Over two full years (Apr 2014 – March 2016), IJM saved 684
total work hours through implementation, which is 1/3 of a
FTE.
Outcomes

• Good processes scale well
Outcomes

• More efficient and in depth review by research
team
Outcomes

Questions or Comments?
linkedin.com/in/thomturner
linkedin.com/in/paige-hrubik
@thmstrnr
thomturner.com
tturner@ijm.org
phrubik@ijm.org

Thank you for attending.
Please remember to
complete the online
evaluation of this
session in the mobile
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APRA_Contact Reports_2016_Turner_Hrubik_IJM

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Editor's Notes