During our client workshops this month, we are quizzing them on the information they want to collect and hold about their contacts. We encourage them to really evaluate the ‘must have’ information, against the ‘nice to have’ information, and to gain clarify on the value, significance and use of every data field that exists in their CRM.
If there are too many fields, it’s often the case that staff won’t fill them all in. An empty database with inadequate out-dated information is pointless. So it’s good to regularly re-valuate, rationalise and review your data collection needs.
We encourage you to look at the information you hold about your organisations and contacts – and the 360 degree view you aspire to achieve, and evaluate the criteria below:
Compulsory fields – what is the absolute minimum you must hold on a stakeholder to make the information any use to your team and to ensure you understand their communication preferences?
Core fields – What is the information you should hold about stakeholders to make their records valuable to your team for business development, customer intelligence or quality review?
Segmentation – How do you segment your stakeholders – by interest, by job role, size, or relationship with your organisation? – how do you filter your contacts and know how and why to engage with them?
Communications Preferences – How does organisation reach out to people, and how do you know how to contact people? What are the best methods and ways of reaching your audiences? How responsive are people to these different methods?
Intelligence – What external information might you collect, or information you gather about your stakeholders to help you understand them better? Is this external information in the public domain, is it acceptable information to hold about them?
Level of Relationship – what is the level of interaction you have had with a stakeholder – are they a donor, volunteer or beneficiary of your organisation, or have they just signed up to a newsletter. How do you move people through a funnel of engagement with you?
Engagement Level – What level of engagement have the customers had with you. How many years and how much have they donated? How many years and how many hours have the volunteered? How many services and hours of support have the benefited from? And what has been the impact and outcomes of this intervention?
To help implement a CRM to manage your contacts and organisations and improve your management of contact information, then contact firstname.lastname@example.org.
To watch our free data protection webinar click here.
An internal Salesforce Admin needs to think strategically, upward manage, and educate people in Salesforce and customisation.
A Salesforce Admin should also apply these three key elements, to give the CRM implementation the best chance of success:
At Economic Change, we champion all three elements within our projects, and equip our Salesforce Admins to adopt these practices by providing mentoring support and training.
Each of these elements is a skilled discipline in its own right,
Owing to the popularity of our Supermums Programme, we are thrilled to introduce to you Clio, our newest team member.
Clio is an experienced Salesforce Administrator and Trainer. She started her career in Cloud Computing in 2003, as Salesforce.com Senior Instructor and delivered the ADM 201 training course regularly in Dublin, London and Europe. Following this, she moved to Barcelona, Spain and worked as a Salesforce Administrator and Trainer for 8 years. Clio speaks Spanish and German fluently.
Clio will be supporting our Supermums, delivering training, support and mentoring throughout their 6 month training course.
During their participation in the six month course we equip them with training, work experience and mentoring. They will have completed multiple Trailhead badges and completed their Salesforce Administrator Certification. They will also have learnt about different Third Party Apps and gained knowledge of Agile Project Management, Change Management and Business Analysis.
Clio says of her new role: “This is such an exciting opportunity for me. To be able to train other like-minded mums in Salesforce. I’ve been through it myself, so I understand the challenges of being a working mum and finding flexible work. With Supermums, it really is possible.”
Economic Change is working with leading data protection expert Paul Ticher to help non-profits prepare for the changes in Data Protection. This includes a rethink about their contact management and communication strategies and implementing secure and robust CRM systems to manage processes and adhere to compliance.
During our online webinar Paul Ticher, one of the country’s leading experts in Data Protection in the voluntary sector, shared his expertise about the upcoming changes in the Data Protection Regulation, and how it could affect your contact management and communication practices.
He discussed Data Protection in the light of the ICO’s recent enforcement actions and public pronouncements, as well as the GDPR requirements that are most likely to affect small and medium-sized voluntary organisations
Economic Change will sharing best practices in terms of managing contacts and communications using CRM databases such as Salesforce and integrated systems , to achieve a compliant and structured approach across an organisation across departments.
During these sessions we will be demonstrating how you can use Salesforce CRM and integrated third party apps to assist your team to effectively manage delivery of programmes and monitor outputs and outcomes to demonstrate social impact. It will help you to turn a theory of change into a full impact management solution.
During our latest Economic Exchange webinar, we shared different ways to shape and realise digital strategies for community businesses.
We reviewed strategic approaches to communications, and how to collect, manage and use stakeholder information using a range of digital tools and systems to better engage your community. To help achieve these outcomes, we also looked at funding options from Power to Change, and other sources.
“No one better understands the problems of a local community than those who live there.”
By understanding who your digital customers are, you can provide effective content to reinforce your local identity, sell services and give local people a voice:
Digital data capture allows for flexibility of your data for analysis, segmentation and to help push out targeted, effective communications. Use data capture methods which feed straight into your CRM to save you time and money, and give reassurance that your data is stored safely and compliantly.
We looked at options for easy data capture, like creating online forms to feed data straight to your CRM system, offline forms via apps (which can be completed offline and uploaded once you’re able to connect to a Wifi network) and options to provide tablets to your volunteers – all with the intention of capture data to feed directly into your CRM. These are all solutions that we implement for clients at Salesforce CRM.
We discuss the importance of creating personalised digital communications to your local audience, how to approach digital communications, and the range of tools available to help you create relevant and engaging content which serves their needs, puts your business at the heart of the community, and ultimately helps your community business to thrive.
Talk to Economic Change about solutions for data capture and management of stakeholder information and communications using Salesforce CRM and integrated tools e.g e-marketing, online payments etc. Salesforce.org offer free and discounted licenses to non-profits. Contact email@example.com
Charlotte Cassedanne, Communications Manager from Power to Change also talked through available funding. To keep up-to-date on funding news, you can sign up to their newsletter at powertochange.org.uk
Alongside delivering this service they also promise to:
For further guidance see the ISO 26000 on Social Responsibility
This content is a snippet from our online training course in impact measurement. To learn more about best practice in impact management whether you are developing a theory of change or implementing a monitoring system for your CSR department, foundation or non-profit check out our services.
Virtual and face to face training courses on Measuring Impact
Monitoring Systems for Impact Measurement
Demonstrating Impact can undoubtedly help with winning new contracts, donors, and sources of investment.
Not sure where to start? To step up your approach to impact management, think about:
Breadth of your organisational impact. Don’t just focus on measuring outcomes for commissioners or funders, but develop an organisational-wide impact strategy that enables you to assess your performance and impact against the organisation’s mission, quality standards, social responsibility and the breadth of services you offer. Why is this important, you ask? Well in a crowded market place, many organisations can claim standardised outcomes to funders, but it’s being able to demonstrate the quality and depth of the customer experience, and any added value impact that that makes your organisation unique and competitive.
Participatory Monitoring and Evaluation Processes. Train staff and beneficiaries in monitoring and evaluation practices, and actively engage them in the ongoing evaluation and continual improvement process to help shape the project strategy, assess its performance and impact, provide accountability to stakeholders and to influence policy.
Monitoring impact real-time and understand individual beneficiary experience. Investing in a client relationship management system (CRM) will enable an organisation to monitor delivery, outcomes and feedback at the individual level to provide better more intuitive relationships with beneficiaries. A CRM however also allows for data within records to be aggregated within a dashboard to give a full picture about the extent and cost of intervention provided and the associated impact, to assess performance. It’s time to do away with using spreadsheets or stand-alone surveys that lose the personal history of interaction and are inefficient to maintain and manage as an organisation grows.
Managing change and improving outcomes. Efficient impact management often requires a change in daily processes with an increasing use of technology. This can require a cultural shift in working practices of staff which needs to be managed. Adopting new systems and digital processes aims to give staff more transparency and control over the journey of their client, and staff in the charitable sector are motivated by helping clients achieve positive outcomes. A change management strategy therefore needs to focus on involving and helping staff see the positive benefits this change in approach can bring, as opposed to it being an admin chore or compliance requirement.
Heather Black is presenting a summary session on Impact Measurement at the Institute of Fundraising Convention in July, find out more here.
The best solutions should be those that can managed in-house by employees with some digital enthusiasm, but without the need for coding or technical skills. It’s really about choosing the right solution that can be implemented by experts and then self-managed. Our approach is to train and capacity-build internal resource in business analysis, Salesforce admin and change management. Very few of our clients have had prior Salesforce knowledge, and after our support approximately 90% can self-manage their Salesforce implementation.
It is well known that executive sponsorship is essential for managing change and supporting digital adoption within an organisation to be successful. Ensuring the Directors are part of digital demo’s and actively using a CRM system for their own analytics is key. They should be aware of the possibilities and clear on how digital tools can help them achieve or measure their organisational strategy. Our previous webinar on CRM for Senior Management and Trustees gives some interesting insights into gaining buy-in from your SMT.
We actively see charities adopt a CRM and integrated apps, to help them achieve all the above, whether they.. actively use online payment forms integrated with a CRM to make donor giving easier to process and manage; OR they introduce online communities to help volunteers network and support each other achieve outcomes for beneficiaries; OR they manage all of their data within a CRM to report on Management KPI’s.
Our clients adopt a ‘CRM’ as they want to improve client relationship management- it’s no longer a spreadsheet or a database, but about building a strategy and digital solutions for better engaging and managing their stakeholders, and utilising these assets. They want to engage individual donors, and understand how to also engage them in events, services or volunteering. It’s about understanding who your stakeholders, are and being intuitive in your communications. And, importantly – measuring the level of engagement and outcomes achieved by your digital strategy.
A digital strategy and skill-set spans website, social media, e-newsletters, CRM and analytics as well as other communications platforms. These digital tools need to be integrated and developed in synchronisation, to develop a joined up solution which achieves efficient results. Take the example of online payment forms for donations. This syncs customer and purchase data straight into the CRM to either align the donation with an existing contact, or create a new contact. This keeps information real-time and all in one place. The traditional silos between IT, programme management and comms departments are breaking down, and a digital transformation team needs to be created in a charity that brings interested folk to work together. We like to talk about ‘programme management’, as many of the people we work with are fundraising managers, volunteer managers or project managers, who also become the Salesforce Administrator. They can learn to manage the CRM themselves – it doesn’t require the traditional tech support!