Tune up your fundraising systems and team now to maximize 2017 results
Things are moving and changing faster in 2017 than over the last 8 years.
Even if you are already fast and furious with your fundraising,
it is a key time to tune up your fundraising data, systems, and team/services
a checklist for surfacing and prioritizing necessary action
Collaborating Authors: Terry Handler and Mathew Emery
 
Here is a quick check list of some critical areas where you can make a real difference.
 
Every staff person and executive can contribute to the identification and realization of kaizen (continuous improvement) opportunities.  There is hidden leverage in cleaning up unworkability that creates a foundation for high performance.
 

Tune-up the constituent database.
Is your database in the best and most up-to-date condition today? Where are you deficient and will benefit from attention right now?

1. How clean, addressable and deliverable is your contact information? (emails, phones, addresses, social media)?
2. How well can you personalize your messages to your constituents? (names and salutations for personal and formal communications and voice)
3. How well do you know and can address constituent participation and impact history with your organization. (prior/current membership, engagement, support in dollars, time or in-kind)
4. How fast and well do you update constituent data from all sources to keep it accurate? (delivery, updates, constituent provided updates, new engagement and participation)
5. How well and fast do all the data exchanges and interfaces work? (in-house systems, external systems and services)

 

Tune-up the systems and tools.
How are your current CRM and related tools performing today?

1. Are you current on your versions of CRM and other core systems? (new functions, services, fixes)
2. Are there functions or services missing that could be provided by tools you already have? (gaps to fill, benefits)
3. How effectively are your CRM and other systems implemented and leveraged? (un-leveraged capabilities, efficiencies)
4. How strong are the reporting, analysis, metrics management, analytics tools and services? (data to knowledge, paths to goals, insights, smarter choices)

 

Tune-up the supporting teams and resources

1. How well are the systems and services support teams able to provide services? (access to the right data, movement of data, analysis and reporting on results, analytics of targets and opportunities)
2. Are the right people doing the right jobs? (leverage people in new and expanded ways, better fits to needs and skills)
3. Are there enough people to do the jobs? (efficiency, capacity, internal, external teams)
4. Do the staff have the right training and skills? (effectiveness, leverage, capacity)
5. Are there staff and budget shifting opportunities or investments? (return on investment, achieving goals and mission)

 

Tune-up programs’ metrics and results
How are the programs working right now?  What are some of the steps you could take right now to make them more effective and timely?

1. How effective and timely is your acquisition of new constituents, donors, members? (timing, deferred testing of new markets, segments, or analytics to support it.)
2. How strong is the follow-up to constituents who join? 
3. Do they get the messages and engagement that you really want? (communications, stewardship, follow-up)
4. How well are you retaining you constituents? (analysis, deferred actions)
5. What are your retention practices? What are the gaps where recurring or high value donors are not receiving personal cultivation or where small/newer donors are not receiving an automated cultivation series triggered by action gates? (processing map or process map review)

​Workability tune-ups of your own special areas



 
For the Organization:

1. What 3 key issues (risks/opportunities) that surfaced during this fundraising ecosystem scan would have the most impact / value if resolved?
2. Who can be assigned as the executive champion and staff owner for addressing/resolving that issue? 
3. What is our organization structure for accountability in these issues being addressed and resolved?  Who is accountable for what by when?  Has a plan been outlined and the necessary time been calendared to resolve the issue?

 
For each Leader:

1. What 3 key issues do I see that need to be communicated to others or worked on in partnership with others who can resolve them or weigh resolving them?
2. What 3 key issues in my accountability and work and team would be the most valuable to resolve beyond what is already predictable?
3. What is my structure for accountability in these issues being addressed and resolved?  Who am I accountable to for what by when?  Have I outlined a plan and scheduled the necessary time to resolve the issue?

 
For each Staffer:

1. What 3 key issues do I see that need to be communicated to others or worked on in partnership with others who can resolve them or weigh resolving them?
2. What 3 key issues within my accountability and work would be the most valuable to resolve beyond what is already predictable?
3. What is my structure for accountability in these issues being addressed and resolved?  Who am I accountable to for what by when?  Have I outlined a plan and scheduled the necessary time to resolve the issue?

October 2015
What makes for a great services team and results? The team members, leadership, resources, tools, the work and culture of the organization are some that come to mind quickly. But there is another element that we sometimes forget, communications.

In all the work we intend and perform we need to have communications among ourselves, up, across and down departments and the organization. So much of what we can do is enabled or hindered with communications in advance, during and after the work is done.  This builds well on the ideas of listening and being heard.

Where are areas of your services team where there are gaps in or opportunities for communications to make a difference for your users, your team, your leaders?  Are they daily, weekly, periodic or do they relate to communications around people, processes, projects?  Try it out and let me know what you learn.


October 2014
I was looking at a software development provider’s scope and proposal.  Their first paragraph talked about their brilliance.  I'm not out to share my “brilliance".

I am looking to share parts of the reality in our field that I encounter in my work.  For example, if we don't listen to and hear each other, we'll talk all day or all year and never resolve the real issues.  Listening and hearing are distinct - we don't get to done without both occurring. Being heard is also very satisfying.  The clear signal we are just talking is when in the end the true issues aren't addressed.  Listening and hearing happens when we act on what people share with us; it's not about debate.