Smarter fundraising – technology and processes

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Transcript of Smarter fundraising – technology and processes

  • 1. Smarter Fundraising Technology and Processes

2. 2013 Copyright ISC Ltd.Value in, Waste outProcess Improvement in Charities 3. 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 organisationsperformance is a result of howwell your people design, operateand continuously improve itsprocesses 2013 Copyright ISC Ltd. 3 4. 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 didnt do this activity? Every activity in a process either adds value or cost. Value Add is determined firstly from the Customers (or Donor, orBeneficiarys) perspective. There may also be Business Value Adding activities. Everything else is Waste.4 5. 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 somebodyelses 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 6. 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 7. 2013 Copyright ISC Ltd. 7Where are we now? Where do we want to be?As Is To BeDefineMeasureAnalyseImprove ControlHow do you improve your processes? 8. 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 9. 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 10. Support Beneficiaries 2013 Copyright ISC Ltd.Close Case5Deliver Support4Allocate Case3Assess Case2A ReferralCaptureReferral1DatabaseUpdated &PaperworkFiledRejectedReferralAcceptedReferralAssessedCaseAllocatedCaseCompletedSupportPlanRejectedCaseCompletedBIPCompletedBIP10 11. 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 12. 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 13. 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 todays processes before you even thinkabout adopting new technology Measure and communicate the improvements 2013 Copyright ISC Ltd. 13 14. Improvement Skills [email protected] [email protected] 2013 Copyright ISC Ltd.14 15. 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 16. 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 17. Look at options available to meet your Requirements. Stick to your shopping list dont get side tracked byattractive features you dont need. Investigate options fully get demonstrations consult widely see solutions in operation hold abeauty 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 18. Starts with a plan: Make sure it is realistic is the tempo is right for yourcharity. Consider manpower - balance between deliveringday 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 19. 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-- 20. 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 21. Please be back in 15mins 22. Connect Your Supporters To Your Mission In A Whole New Way/[email protected] LeviStrategic Account Manager - EuropeAccelerate Your Mission 23. #1 in Cloud Computing and CustomerRelationship Management#1Sales, Service,MarketingCloudComputingInnovation2011, 2012 24. Salesforce Foundation18,000Non-profitOrganisationsTime Equity Product% $42+MillionGrants410,000+Hours Service 25. discountPurchaseadditionallicensesProceeds goback intoFoundationWe give tomorenonprofitsNonprofit orHigher Ed%cycle ofsustainability 26. CommunityAction TeamGrantsDollars for Doers Matching GrantsCompetitiveGrantsBizAcademy &Scholarships10 DonatedLicenses EEUp to 80%DiscountsSales & SETeamTraining User GroupsTeamVolunteerEventsNew HireVolunteeringInternationalVolunteeringPro BonoSkilledBasedBoard Service/IndividualVolunteeringEquityProductTimeFoundation Programs 27. 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 28. Benefits of Multi-Tenant Cloud ComputingFast Easy Open Flexible TrustedNo HardwareNo SoftwareAutomatic UpgradesScalableAny DeviceData PortabilityTransparencyReal-time StatusApp MarketplaceExtensibleEnterpriseCloud Computing 29. How do you connect your supporterswith your mission? 30. How can I consolidatedata into one solution andsupport a 360 client viewaccessible via mobile?How can I get visib