smarter fundraising – technology and processes
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“Smarter Fundraising – Technology and Processes”
© 2013 Copyright ISC Ltd.
Value in, Waste out…
Process Improvement in Charities
Process + People = Performance• “We get brilliant results from
average people managing brilliant processes, while our competitors get average results, or worse, from brilliant people managing broken processes.”
– [Toyota Chairman: Fujio Cho]
• 100% of your organisation’s performance is a result of how well your people design, operate and continuously improve its processes
© 2013 Copyright ISC Ltd. 3
Value Add
• Real Value Add– Those activities which a
customer/beneficiary/donor would expect you to do for them
– Ask “Would they give us money if they knew we did this activity?”
• Business Value Add – Those activities which you have
to do in order to…• Stay legal / Be compliant• Manage the organisation
– Challenge: “Would we get locked 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, or Beneficiary’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 archives
Inventory Cupboards full of stationery in every office; Stores of unused equipment; Stores of obsolete materials; Piles of files on desks; Work in progress
Movement People travelling to and from meetings, interviews; People moving around from job to job
Waiting People waiting for “stuff to arrive”; People waiting for a decision/approval/review/sign-off; People watching automated machines; People watching other people working
Over-production Producing extra copies “just in case”; Sending two people, when one would be enough; Producing stuff without real needs, or faster than required
Over-processing Doing any steps that are unnecessary; Checking the quality of somebody else’s work; Keying the same information into multiple databases; Producing something that exceeds requirements
Defects Correcting errors in reports, databases, plans, drawings; Dealing with complaints; Operating a Helpdesk; Rework
5
How do you find the value?
Do AInput
Do B Approve C Do D
Sign-off ERevise F
Do G
Do I
Check H
Output
Dept. A Manager B Team C Senior Manager D
Processing Timeand Cost
Delay Time
6
© 2013 Copyright ISC Ltd. 7
Where are we now? Where do we want to be? “As Is” “To Be”
Define
Measure
Analyse
Improve Control
How do you improve your processes?
Typical “As Is” starting points
• Our processes…– Enquirer contacts us
• Log info onto drive
– Conversation logged onto system
– Event logged onto system
– Register all gifts received– Notes recorded
© 2013 Copyright ISC Ltd.
Start
Open Template File
MonthlyReport
Create Summary
Save Summary Report
MissingInfo?
Request MissingInfo.
Issue Summary Report
SummaryReport
End
TemplatesDatabase
Reports SharedDirectory
8
How we try to make sense of it all…
© 2013 Copyright ISC Ltd.
Management and Governance Processes
2
Support and Enabling Processes
3
Capture Benefits & Impacts
8
Manage Members/ Supporters
5
Support Beneficiaries
7
Raise Funds
6
Promote the Organisation &
its Services
4
Business Plan
Develop Services
1
Products & Services
Support Delivered
Learning & BenefitsRequests for
supportFunds/
Donations
Funds for investment
Fundraising Campaigns
Membership Applications
Engaged Members/ Supporters
Business Plan
HR, Finance, ICT, Suppliers,
Partners, Knowledge,
Improvement
9
Support Beneficiaries
© 2013 Copyright ISC Ltd.
Close Case
5
Deliver Support
4
Allocate Case
3
Assess Case
2
A ReferralCapture Referral
1
Database Updated & Paperwork
Filed
Rejected Referral
AcceptedReferral
AssessedCase
AllocatedCase
CompletedSupport
Plan
RejectedCase
CompletedBIP
CompletedBIP
10
Capture Referrals
© 2013 Copyright ISC Ltd.
Check for Fit
Manager
AllocationMeeting
A Referral
Summarise initial response
on Log
Manager
Admin
AcceptedReferral
Advise Referrer "rejected"
Manager
Caseworker
Rejected Referral
Log-in Referral
Manager
Admin
Contact Referrer for
further information
Manager
Develop Brief Intervention
Plan
Manager
Caseworker
Start Risk Assessment
Manager
Caseworker
More info needed
Check if previous client
Admin
Referral does not meet JS
eligibility criteria
Ex-client, if appropriate
Advise existing client
"rejected"
Manager
Caseworker
Referral from ex-client does not meet JS
eligibility criteria
Rejected Referral
Complete (deliver) Brief Intervention
Plan
Manager
Caseworker
Open/Close Brief
Intervention Plan on system
Admin
System Updated with
BIP info
If appropritate, for ex-clients only
11
Identify IT enabler opportunities
© 2013 Copyright ISC Ltd.
Check for Fit
Manager
AllocationMeeting
A Referral
Summarise initial response
on Log
Manager
Admin
AcceptedReferral
Advise Referrer "rejected"
Manager
Caseworker
Rejected Referral
Log-in Referral
Manager
Admin
Contact Referrer for
further information
Manager
Develop Brief Intervention
Plan
Manager
Caseworker
Start Risk Assessment
Manager
Caseworker
More info needed
Check if previous client
Admin
Referral does not meet JS
eligibility criteria
Ex-client, if appropriate
Advise existing client
"rejected"
Manager
Caseworker
Referral from ex-client does not meet JS
eligibility criteria
Rejected Referral
Complete (deliver) Brief Intervention
Plan
Manager
Caseworker
Open/Close Brief
Intervention Plan on system
Admin
System Updated with
BIP info
If appropritate, for ex-clients only
12
Opportunity for automation
to get you started…
• Pick something important, but do-able• Decide whether it needs to be standardised first, or
improved first• Do it with a team, supported by a senior Sponsor• Set a short deadline to come up with improvement
ideas (4-6 weeks)• Process Mapping IS NOT Process Improvement• Understand today’s processes before you even think
about adopting new technology• Measure and communicate the improvements
© 2013 Copyright ISC Ltd. 13
Improvement Skills Consulting Ltd.
[email protected] 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 for
driving 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, objectives
and business case for the project. Involve the team from the start!
Foundations for Success
BEFORE you look at potential Solutions, MUST determine: What do you want to use system for now and in
future – operational and strategic. Understand your processes and how they might be
improved. What benefits do you want the solution to bring –
issues to solve – gaps to plug – what will success look like.
Determine your budget - resources available (both project 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 by
attractive 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 and
Consultants before you proceed – are they a good fit for your organisation.
Is everyone excited and passionate about the Solution?
STEP 2 – The Solution
Starts with a plan: Make sure it is realistic – is the tempo is right for your
charity. Consider manpower - balance between delivering
“day job” and implementing new system. Identify resource issues early and plan for how you
will solve these. Data, data and more data – start early - data
cleansing and transfer will always be more complicated, more expensive and take longer than you think!
Take implementation in manageable “chunks”.
STEP 3 – Implementation
Management of Issues
Schedule
Res
ourc
es
Features
Risk ManagementRisk Management
- Realistic timelines but keep momentum
- Phased Implementation
- Business as usual vs Implementation
- Leadership and Motivation
- Manpower – Headroom – SRO - DBM – Continuity
- Change Management
- Budget
Functionality creep – Lack of discipline (Solution or Process) – Not fit for purpose - Misses Target!
Schedule
Res
ourc
es
Features
Risk Management
--
Business requirements not adequately identified at outset (or wrong ones).
Poor Governance and definition of roles and responsibilities.
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
@SFDCFoundation
Jim Levi
Strategic Account Manager - Europe
Accelerate Your Mission
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SocialNew ways to connect
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Benefits of Multi-Tenant Cloud Computing
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How do you connect your supporters with your mission?
“How can I consolidate data into one solution and support a 360° client view
accessible via mobile?”
“How can I get visibility into and measure
outcomes? How can I use data to improve our
services?”
“How can I improve constituent
communication, engagement and loyalty
and improve fundraising?”
A Focus on Supporters Requires a Focus on…
Being Efficient
MeasuringOutcomes
Engaging Socially
OUTREACH
INSPIRE
SERVICE DELIVERY
CASE MANAGEMENT
REPORTING
FUNDRAISING
All your data in one place
Socially Manage Your Mission
Always be Helping(Fundraising theory & practice)
byClyde Williams – ShoNet Systems
Today’s agenda
1. 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 success
3. Two fundraising scenarios
10/04/2023
Our typical customer
• Small organisation • One fundraiser with admin help• Fundraiser working in isolation• Many spreadsheets of data
10/04/2023
Challenges our customers face
• Tactical issues– Managing donations from individuals and
organisations– Recording “soft credits”– Keeping track of “relationships”
10/04/2023
Two fundraising scenarios
1. Donation from an individual donor
2. Donation from an organisation and where we wish to soft credit an individual who may or may not be employed by the organisation
10/04/2023
Extending Salesforce
• Visualise Relationships– We all know that relationships are key to
fundraising success• SMS Text Messaging
– Significantly reduce Did-Not-Shows• Blocking duplicates
– Maintain the quality of your data
10/04/2023
