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

7. Project Methodology
Conventional Waterfall
Agile Scrum

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?