Process, Opportunities & Stakeholders
Introduction
This case study showcases our partnership with a thriving mid-large sized nonprofit in the heart of the Austin area. With its primary location serving as the cornerstone of its operations, supplemented by two satellite locations, this nonprofit has a complex interplay of organizational dynamics and strategic challenges. The organization has a dedicated team of 100 staff members and 40 speciality groups, and has a diverse base of an average of 4,000 active members. We aim to uncover the nuances of this nonprofits operations, exploring its dynamic nature, its pain-points, and operational strategies necessary to support the mission driven strategy.
We initiate our discovery process by establishing a project plan, adhering to the following format:
Define: identify core challenges, gaps, and opportunities
Discover: utilize surveys, data, user interviews, and financial reporting to verify assumptions and highlighted challenges.
Analyze: analyze workflows, collect observations, and software evaluation criteria
Solution: research industry solutions and various product options/offerings
Next Steps: recommend next steps, focus areas, and timelines
Opportunity Area:
To help each special group thrive and remain aligned with the overarching vision, they need powerful tools and technologies tailored to their mission and adaptable to future expansion. Which leads us to our main question:
Do the current tools enable or hinder meaningful connections, outreach, and growth?
Stakeholders:
We interviewed 20+ users (9 admins, 6 special group leaders, 7 staff leaders) of tools and technology within the staff. Our process was to use a combination of surveys, 1:1 interviews, and info gathering sessions to understand how an array of users work within the current systems.
Tool Research & Process Findings
In this case study, we uncover a prevalent challenge among leaders: a lack of strategic implementation of technologies and processes that serve the operational needs of the organization.This leads to duplicated efforts, wasted time, and unnecessary expenses in subscriptions.
Imagine a scenario where an outreach team is responsible for communicating with their members. However, without a unified tool selection strategy, different team members may use various communication platforms.
For instance, Linda sends event invitations through one platform, while Jake manages newsletter subscriptions using another service.
This results in members receiving multiple emails on the same topic, causing confusion and diluting the message's impact. Additionally, team members waste time navigating between platforms and managing separate contact lists, hampering efficiency and engagement with the audience.
Our research reveals an overwhelming 84 tools in use across the org, with a staggering 46 serving identical functions. Moreover, our analysis suggests that 22 of these tools could be replaced by a practical database management solution.
Tool Cost Analysis
By implementing a cohesive strategy for tool selection and usage, leaders can streamline operations, save costs, and also recognize the invaluable commodity of time. Combining tools, without compromising functionality, is the key to making the most of every donation saved, directly contributing to life-changing initiatives. Therefore, it's imperative to streamline the software options available and invest in the most effective tools to help the org’s mission thrive and achieve its goals.
Tool Reduction Savings:
Within 3 months of the Prosigliere partnership, we achieved a 13% reduction in yearly tech operating cost. We anticipate the replacement of the current database management product to yield additional savings in the next year.
Approvals
Current Tech Approval Process:
Free Apps not approved by IT
No standard guideline for tech approvals
Loose stance on hardware approvals; no formal process
Tech expenses submitted by each special group with little approval process
Hardware Refreshes
Current Hardware Refresh Process:
Hardware assessment conducted every 2 years
Cumbersome to maintain
Creates unnecessary hardware churn
Laptops to trickle down based on
employment status, utilization and role
On-boarding/Off-boarding
Onboarding and offboarding staff is a cumbersome process with many tasks, emails sent, and little automation. Here’s a brief overview:
Website Search Engine Optimization Strategy
Website SEO, or Search Engine Optimization, is like giving your website a friendly wave to Google, making it easy to find. It involves using the right words, organizing the site well, applying meta tags, and getting noticed by trusted websites. In basic searches, the client's search ranking results are not competitive.
Website Organic Keyword Traffic, Root Issue, & Location Search
Prioritized look and feel of website over initial SEO strategy research
The org ranks high in Domain Authority, but does not benefit from the position due to inability to utilize SEO strategy
The website has a 19.8 avg map rank. This indicates that when users search for similar organizations in the immediate vicinity, the website's location ranks quite favorably and is easily discoverable. However, the ranking sharply declines just one mile away. For instance, if a user is located a mile away and performs the same search, they would need to scroll past 19 other similar orgs before encountering the client's website.
Current Database Management Tool
Over half of the users interviewed spend 50-75% of their time in the current database tool. A Summary of their feedback is as follows:
Roll-out of current db rushed- lacked implementation plan, training, workflow research
95% of users mentioned a need for a fast, reliable, user-friendly db management
Over half of users interviewed want an integrated form builder
85% of interviewees want dynamic reporting and analytics in a db product
80% of interviewees expressed a need for a powerful church mobile App
All Leaders interviewed want pragmatic member growth tracking
Database Solution Research
Database Management Systems
We spoke with 8 other organizations, explored 12 products, and captured 120+ requirements.
Top Ten Requirements:
Secure and scalable to meet growth
Reliable, fast, and accurate database
Member mgmt, attendance & groups
+7 more proprietary insights!
Competitive Analysis: Product Example
We assessed four leading database products and produced an individual SWOT Analysis for each. Below, we present a sample detailing the strengths, weaknesses, and opportunities of one of these products.
Recommendations
Database Management Systems Recommendation:
Product 4
System integrator recommendation
Support team recommendation
App, Website and additional considerations
Website and App Recommendation:
App implementation post database and Website implementation.
We recommended building the App through the new system
Cost Projections - Core ChMS Implementation
Proposed Timeline
We proposed an ambitious timeline of 8 months from Discovery to MVP Product Implementation. Our full timeline during this journey can be seen below:
Implementation Results
Project Stage 1: Solution, Planning & Discovery
Solution Selection:
Following a review of recommendations, research, and projected church growth, the leaders opted for Product 3 and start immediately. To achieve an 8-month implementation timeline, covering discovery, migration, training, and launch, we initiated the project with a detailed plan for tracking deliverables and tasks.
Project Tracking:
We adopted a Minimum Viable Product (MVP) approach, releasing a basic version early for user feedback while compiling a backlog of more detailed features to prioritize post launch. Our timeline phases are mapped below:
To ensure success the team elected to create the following resources early on:
Detailed project plan
Ticket tracking space
Knowledge base
Dedicated chat channel
Discovery based requirements
Rock Star Super Group
Daily stand-up meeting
Weekly planning sessions
Data Migration plan
Roadmaps
Training Documentation
Rock Star Group:
Anticipating the importance of stakeholder involvement, we immediately established a core team comprised of administrators, leaders, and experts in the existing system. Through weekly meetings, this team actively participated in shaping the new product.
Discovery interviews:
We began our product selection discovery by interviewing over 20 users across the staff. These interviews provided a crucial foundation for this discovery, during which we developed detailed requirements, concentrating on critical areas such as children's spaces, check-in, and finance.
Project Stage 2: Data & Implementation
Data Migrations:
Paired with an implementation team our team coordinated three different data snapshots into our sandbox space. This would give us time to review, iterate and coordinate changes as we go.
Implementation:
Our goal with MVP implementation was to build on the items we need for launch and tackle the rest later. We mapped our timeline out based on these phases:
Project Stage 3: Training, Testing & Roll-out
Training:
We provided workshop series to train key leaders. To empower leaders and volunteers, we created a comprehensive knowledge base of videos and step-by-step instructions, enabling them to resolve issues effectively and independently.
Testing:
Thoroughly testing a system of Rock's scale was a major undertaking. We formed our skilled Rock Star team who began exploring our sandbox environment early on. Using a ticketing system for change management, we discussed priorities in weekly sync meetings and systematically improved the system through iterative development. Our team focused on setting expectations for the MVP and sharing the why behind our priorities.
Roll-out:
Rollout week was a fun celebration with an awards ceremony, kick-off party, and workshops to enable leaders and volunteers to successfully start in the new system. Our team was on call to support major events and member/volunteer check-ins.
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