1. “Smarter Fundraising –
Technology and Processes”

2. © 2013 Copyright ISC Ltd.
Value in, Waste out…
Process Improvement in Charities

3. 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

4. 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

5. The 7 Wastes (TIMWOOD)
© 2013 Copyright ISC Ltd.
Waste Examples
Transport 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

6. How do you find the value?
Do A
Input
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 Time
and Cost
Delay Time
6

7. © 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?

8. 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
Monthly
Report
Create Summary
Save Summary
Report
Missing
Info?
Request Missing
Info.
Issue Summary
Report
Summary
Report
End
Templates
Database
Reports Shared
Directory
8

9. 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
support
Funds/
Donations
Funds for
investment
Fundraising
Campaigns
Membership
Applications
Engaged
Members/
Supporters
Business Plan
HR, Finance,
ICT, Suppliers,
Partners,
Knowledge,
Improvement
9

10. Support Beneficiaries
© 2013 Copyright ISC Ltd.
Close Case
5
Deliver Support
4
Allocate Case
3
Assess Case
2
A Referral
Capture
Referral
1
Database
Updated &
Paperwork
Filed
Rejected
Referral
Accepted
Referral
Assessed
Case
Allocated
Case
Completed
Support
Plan
Rejected
Case
Completed
BIP
Completed
BIP
10

11. Capture Referrals
© 2013 Copyright ISC Ltd.
Check for Fit
Manager
Allocation
Meeting
A Referral
Summarise
initial response
on Log
Manager
Admin
Accepted
Referral
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

12. Identify IT enabler opportunities
© 2013 Copyright ISC Ltd.
Check for Fit
Manager
Allocation
Meeting
A Referral
Summarise
initial response
on Log
Manager
Admin
Accepted
Referral
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

13. 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

14. Improvement Skills Consulting
Ltd.
ian.seath@improvement-skills.co.uk
07850 728506
@ianjseath
www.improvement-skills.co.uk
© 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 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

16. 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

17. 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

18. 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

19. Management of Issues
Risk Management
Risk 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!
Risk
Management
--

20.  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

21. Please be back in 15mins

22. Connect Your Supporters To Your Mission In A Whole New Way
/Salesforce.comFoundation
@SFDCFoundation
Jim Levi
Strategic Account Manager - Europe
Accelerate Your Mission

23. #1 in Cloud Computing and Customer
Relationship Management
#1
Sales, Service,
Marketing
Cloud
Computing
Innovation
2011, 2012

24. Salesforce Foundation
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Time • Equity • Product
% $42+
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Grants
410,000+
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25. discount
Purchase
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We give to
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Nonprofit or
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%
cycle of
sustainability

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Grants
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27. Social
New ways
to connect
Trust
New ways to
build relationships
Mobile
New ways to
reach supporters
Big Data
New ways to
discover insight
Community
New ways to
collaborate
Apps
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build apps
Cloud Computing
New ways to connect everything
New Ways To Connect With Supporters

28. Benefits of Multi-Tenant Cloud Computing
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29. How do you connect your supporters
with your mission?

30. “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
Measuring
Outcomes
Engaging
Socially

31. OUTREACH
INSPIRE
SERVICE
DELIVERY
CASE MANAGEMENT
REPORTING
FUNDRAISING
All your data in one place
Socially Manage Your Mission

32. Always be Helping
(Fundraising theory & practice)
by
Clyde Williams – ShoNet Systems

33. 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
15/05/2013

34. Our typical customer
• Small organisation
• One fundraiser with admin help
• Fundraiser working in isolation
• Many spreadsheets of data
15/05/2013

35. Challenges our customers face
• Tactical issues
– Managing donations from individuals and
organisations
– Recording “soft credits”
– Keeping track of “relationships”
15/05/2013

36. 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
15/05/2013

37. 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
15/05/2013

38. To find out more about
“Smarter Fundraising”
contact info@shonet.co.uk