Joe Murray, President of JMA Consulting, discussed how a CRM implementation can vastly improve a nonprofit's operations, fundraising initiatives, communications outreach and more.
In this presentation, Joe explains what a CRM can do from an external (public) and internal (staff) perspective, demonstrates how to go from a nonprofit's mission statement to an effective planning process, prepares nonprofits for in-house CRM implementation, and provided tips on how to work with a CRM consultant.
1. How a Good CRM Implementation
Can Propel Your Nonprofit
JOE MURRAY, JMA CONSULTING
FEBRUARY 11, 2014 TORONTO NET
TUESDAY
2. Outline
What is a CRM?
Planning a CRM Implementation:
Building the Project Team
Choosing a Process
Determining Needs
Making the selection
Scoping phases
3. What is CRM?
Constituent Relationship Management systems
Integrate communication channels/lists/data silos
Provide full history, 360 degree view
Facilitate targeting and customization
Goals: better relationships at lower cost
Implementation challenges:
Internal change management for people, processes
Technical issues with replacing many systems, integrating
4. Nonprofit CRM Functionality
Email subscriptions
SMS
Donations*
Faxing
Memberships
Petitions
Event registrations
Surveys
Volunteers
Virtual phone banks
Client cases
Inbound phone
Grant seeking
Social media sharing
Grant giving
Social media integration
Campaigns
Integrations
Reporting / analytics
Chat
5. Other “Constituents”
Elected officials or other advocacy targets
Sponsors
Funders
Board and committee members
Staff
Coalition members
Media
Website visitors
6. Building the Team
Executive sponsor
Key functional managers
Fundraising
Communications
Events, etc.
Key staff users with
Knowledgeable of actual processes
Different levels of tech-savviness
Technical expertise, in-house or consultant
Feedback from users, other stakeholders
8. Top Down Mission Driven Requirements
Mission defines succinctly your organization‟s end-
result or achievement (Daily Bread‟s)
Use it to figure out top down:
Who your constituents are
What interactions form the relationships
Priorities, including changes to what is done
What are your „sales funnels‟ and the value
propositions in your „ladders of engagement‟?
9. Bottom-up Technical Requirements
Current systems document many requirements
Functionality, data
Don‟t forget paper forms, mailbacks, paper signups, Excel,
Outlook, manual processes
Pain points
What is not working
What needs to be added
Consider removing cruft, not migrating unneeded
data
10. In-house versus Consultants
In-house
Lower cost
Understand existing systems and needs
Will need to operate the new system
May have existing work responsibilities
Consultants
Experts in the software
Experts in CRM and software change projects
11. Phases and Scope
CRM Implementations can be large, complex, risky
and mission-critical
Often a good idea to phase
By legacy system being replaced
By priority for new needs
Easy early wins
To reduce risk
Ensure training for each role for each phase
Provide on-going technical support
12. Exercise
Given your organization‟s mission, what area of
public facing CRM functionality would benefit from a
new or better integrated IT system?
What are the current internal “pain points” in your
organization‟s Constituent Relationship
Management?
Who in your organization would be good people to
put on a CRM Team, and why?