Empower your Nonprofit with customer service management tools for Nonprofit

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hello everyone we'll be starting in just a minute or so okay we'll go ahead and get started hi everyone my name is kaya Swift and I am a marketing associate here at holler consulting thank you all for joining us for today's webinar understanding CRM for nonprofits to start just a couple of quick housekeeping items all attendees are muted and if you have any questions throughout feel free to push push those in the question box so with that it is my pleasure to introduce two of my colleagues Ellen Durrell Rohr is our managing director of client experience and Keely Jones is our client experience manager so Keeley and Ellen I will pass it over to you so welcome everybody we thought it might be helpful to explain a little bit about our experience that were bringing to the content that we're sharing with you today so I've been working with nonprofit organizations and their CRM systems for well over 20 years so it does mean that some of the history that we talked about giving a little context in our presentation today comes from systems that I got so I got to work on early in my career and so we're pleased to be able to share the collective experience of our Heller consultants and then some of the things that Bob Keely and I have experienced directly thanks Alan and my name is Keeley Jones I am the client experience manager here I started off as a project manager so I spent several years managing both large and small scale implementation projects for various tools CRM and other point solutions and now I work with Ellen and our client experience and business development team to help align our experience with nonprofits that are interested in modifying changing and upgrading their technology solutions and strategies so as Ellen mentioned a lot of the things we'll be talking about today really comes from our experience and managing and working on these projects and and what we're seeing or what we have seen over the last four years how can contribute so we you know when thinking about ourselves we kind of had this pitch of who color consulting is and what we do and as we were coming up with this presentation we thought maybe we would try to see ourselves through the or talk about ourselves through the eyes of our clients so here are some of the organizations that we work with and as you can see we work with multiple nonprofits of various sizes various causes and missions we've been around for over 20 years we started off as a consulting firm working with and on Blackbaud products and then the last several years at things have changed and grown and expanded with technology systems and solutions available to nonprofits we have grown and expanded our services to work with all tools and so this is just a handful of some of our clients but again we work with Salesforce based products Microsoft Dynamics email automation tool kind of the gamut of new flashy toys that that nonprofits have to consider implementing we have about 30 people and were based all over the country so we're headquartered in Oakland in the Bay Area but we have people on the East Coast in New York Chicago Austin Texas and we have some folks up in Canada as well and all of this combined professional experience has really given us a unique perspective on how nonprofit technology systems have changed and shifted and everyone that works at Heller came from a non-profit so we all were sat on the seat of executive directors fundraising managers gift officers you know development officers etc so we we come to our work with that perspective so your work best notes for strategy and design work so organizations sometimes come to us with a variety of questions and they might be a very narrowly focused question about how can I get to systems integrated or it might be a broader question about how should we design our ecosystem what are the options out there how should we chart a path forward so we do a fair amount of design and strategy work with organizations of various sizes as Keely said in different demographics and we do implementations of systems so we actually see how that works going through the implementation itself and then we do change management work with organizations which we're seeing an increase in in organizations that want change management involved in their projects so we have change management certified experts and we bring that expertise to what we do as well so you'll hear a little bit of that infused in some of the advice that we're sharing I think so today a few things that we're going to talk to you about we wanted to give you an overview what are we covering together so we are going to be talking a little bit about the changes in constituent expectations we're going to talk about what we're hearing from our clients on a new focus on impact and where we think that trend is taking organizations in the industry we are going to talk about the personalized engagement and what that means for the communication back and forth between nonprofits and their constituents and then what what impact we have in our CRM ecosystem we also we're going to touch on disruption essentially do things things that are coming what we're hearing that we think you're going to be hearing more about and what we think the impact will be and what it is today for disruption in our sector of nonprofit technology so let's start with just a little history we promise just a little bit but we wanted to give you a little framework for what we've seen over the lo these many years that we've been engaged in in nonprofit technology so 20 years or so ago the technology was very narrow and specific and so fundraisers were raising money and that was the primary use for a CRM at a nonprofit organization and they were asking for gifts and then receiving checks and putting information in a system and typically the the modes of fundraising were fairly straightforward in that face-to-face interaction or direct mail or telephones and phone phone conversations nonprofit had they had donors that they were managing some basic information for and they really had a pretty simple database system managing just a few a few lines of information so eventually additional layers got at added excuse me to fundraising efforts and tools made development efforts a little more challenging they had a few you know there was more than two to three CRMs out in the space and additional vendors entered the marketplace offering one or two nuances or different things than than their predecessor email became more of a prevalent tool so rather than relying heavily on direct mail or face-to-face communication there was the ability to connect with people virtually in ways that they hadn't been able to before credit card processing became a real thing and while some of the functionality was fairly limited in terms of his sophistication there was options there was there was more than just entering a gift into a fundraising donor database as Ellen just described so functionality was increasing there were different methods of communicating again not a ton of sophistication but you saw the nonprofit sector tools mirroring or trying to do what they were seeing other CRM s do in the corporate and business marketplace eventually the cloud became a thing and that truly disrupted the nonprofit technology space having a pretty big impact on nonprofits ability to choose different solutions to manage their donors and their donor data so at this point organizations had several options to look at there was more than two to three and their fundraising had to change as a result of these tools entering the space and trying to decide which ones to use so where we stand now as Keely described you know the the fundraising methodologies started to increase in sort of modes of ways we were communicating but then the actual even the CRM structure itself the structure of a record I mean in the early days it was well okay in addition to an address record maybe we can store one email you know as opposed to this these systems designed to happen to support very very robust methods of interacting with our constituents and so now what we're finding is that we have more solutions available and many of them are can be overwhelming to manage they work a fair amount to administer because they all have elements of being CRM so you might have an event system that has some peer-to-peer functionality you might have a peer-to-peer system that has a little bit of event functionality you might have a ticketing system that has a little bit of a bed and some bit of membership or you might have a membership system that has a little bit of event so there's there's all these systems that might have a fair amount of complexity that they can manage around the different functionalities within the department or the areas of the organization that are interacting with the Constituent but the level of complexity of the business process that is being supported and the manner of engagement that's being supported it has increased dramatically in even just the last five years I mean it's thrilling but it also means that there's a very complex ecosystem okay so we aren't quite yet at a place in time in which there is one big front-runner there's not one tool that does everything and does everything well or or perfectly to the you know extent that it meets every single one of your user needs or your requirements this is an ideal state right so what we're looking at is we know we're gonna have multiple solutions we're going to have more than one piece of technology or a piece of software that's going to connect or help us manage our constituents but we do want them to align with each other so even if systems aren't integrated or if they're not connected and again if there's weather there's three or four weather there's you know two to seven how every tool you have you want to make sure they're all going in the same direction they are managing your constituents in a way in which you are able to see the 360 degree view but not with the false expectation that one tool itself is gonna do everything we want to get to a place where we don't have these constituents living in these different systems right there in your event management tool there in your peer-to-peer solution they might be in your CRM but you've got different information and so you have sort of this piecemeal view of your your donors and you want to be able to look at all of this data in a way that is cohesive and gives you the information you need to connect with the constituents in the way that they want to be connected to your organization so this is an ideal state I don't think but you know many of the nonprofit's that we work with this is where they're going towards it doesn't it doesn't mean that there's one solution out there yet but there are our options okay so how many tools does it really take this is just a you know this is a slice of some of the tools that we work with or that we have worked with or tools that are down profits are working with that perhaps they're they're working on their own i we're curious kyuf you can put up a poll I'd love to hear how many tools your organization has so you know if you think about CRM systems email automation tools event management tools Association management tools volunteer tools the eye tools you get the picture how many tools your organization currently have to help connect you or help manage your constituents and your donors but I know that will we'll gather up the responses and then and then kyer will publish them so we can see what this looks like aha seven plus is the winner oh my goodness that doesn't right amass more than half of us are running seven or more yeah tool set that contains some measure of information about our constituents and this is this is the universe that we're running in today so that's not that's not entirely unusual in terms of what we're finding at organizations and vacuu point we're not saying that that's a bad thing in fact it's wholly appropriate given the level of complexity of the types of interactive sort of information that we need to manage now and business functions that we have however creating a more creating some kind of flow and unified perspective and having things going in the same direction is what most of most of our clients are telling us is sort of the ongoing goal and challenge yeah chances are a chances are look for anyone that has that well actually for anyone if you've got you know once you're above five tools chances are some of those tools are you'd like to sunset you'd like to get rid of it's not you know it's it was implemented in 1999 and you just haven't had the capacity or the leadership buy-in or the funds to implement a new tool that would help serve the organization so we often work with nonprofits who have those puzzles and those challenges how do we how do we get to a place where we can let go of the systems that don't work for us and help help implement new tools in a thoughtful and intentional way so when we when we were talking about sort of the history of things and Keely and I were having this whole conversation one of the things I said to her was do you remember blackberries and of course she's young enough I don't know that she does but I do I have a blackberry so in the early days when you think about business function and here's why it came to mind for me so when you thought when you think of the things that we manage does just business people in our in our universes of how we were communicating with each other and doing our doing our work we emailed we texted we had a calendar and we did phone calls and those those were business functions that the BlackBerry very elegantly put together in one solution the way that we communicated with each other as colleagues perhaps maybe customers depending on what you did in your in your career that it was fairly simple and straightforward and so contained all in this one piece made perfect sense when you think about today and the ways in which we interact and how right now today as we're all on this webinar is one example we use Skype we're using LinkedIn we're using far more robust email tools we're using document sharing with our colleagues we are using cloud-based solutions that are you know website driven we have so many different business functions that are the same but deeper or completely new business functions and there's no way that that tool can contain all that that old Blackberry was awesome back in its day so similarly that's what I think about when I think about the ways that we as nonprofits are interacting with our constituents there is so many more ways we're interacting it's so much more robust to the manner in which we interact and they interact with us so trying to have all of that happen in one solution to Keeley's point there are point solutions and many of them are very robust in their functionality of what they do so what does that mean for us what does that mean that's what we want to talk about like what are our clients probably so because we have all these technology point solutions and they have a lot of abilities and potentials to customize or configure for the end-users and support complex functionalities it means that organizations that are running those seven-plus systems or are moving towards running seven systems or wherever they are they are looking at coordinating data across a lot of different platforms and it means that there's some fashion of centralized management that certainly ten years ago wasn't necessary or wasn't necessarily being handled unless it was a stupor large complex organization now all of our nonprofit clients have some sort of centralized thought and approach and they might be looking at data warehousing they might be looking at integrations they might be looking at just some fashion of data flowing between areas departments or systems but it means that these areas and departments something about their functionality needs to be documented sorted out surface level thought about and prioritized yeah so we you know again if we go back 20 years you had fundraising and development now fundraising and development is like one piece of of of the teams that actually work with their constituents you might have an events management team you have your marketing and communications team you have your Engagement Team you have your you know your volunteer teams to you the the amount of people staff and resources that are working to manage these donors and constituents are more than just doing our doing more than just fundraising and development they're doing a plethora of things and so they all do need their own tools they all need their own functions and point solutions that will help them administer their work better and more effectively and more efficiently in the hundreds of solution selection and implementation projects that we've done it's not uncommon for us to witness teams and colleagues kind of come into conflict or come into challenges and address obstacles that are about who gets what tool first and when and how those get implemented it's touchy it's not easy and again you've got some teams that have been working out of the same system the same database that they had in 1999 or or even before then that have been vying and trying to get leadership to buy into implementing a new CRM or donor database for the last 15 years and then you've got marketing and communications who can get tools that are a little more affordable or based you know that the pay rate is the cost for implementing those tools is slated differently and the choices that leadership have to struggle with on who gets what tools when how and at what at what cost becomes really challenging we go through a process at Heller we go through a process in which an organization has to define what those user stories or those user needs are and rate them so as Ellen mentioned they prioritize user stories and user needs in such a way that equates the user story the need with how well does this meet or work toward us achieving our goals mission and aligning with our overall strategy for implementing these tools it's not an easy thing to do leadership and c-level staff kind of have to be the they have to see over all of these processes and understand how these the needs of the users the needs of the tea you know the volunteer managers the gift officers that development team how those things equate and line up to how do we achieve our mission what that means is that any tool or solution that's being implemented has to align back to the vision of the of the engagement of the project it has to reflect the best interest of the organization and not just that one individual team you can't just appease a particular department because they've made the most noise right about needing to implement something new you want to phase out the approach so that you're implementing tools and systems that are cohesive and and lead to that end vision for your vision state so as Keely said when were looking at helping organizations prioritize all those requirements and those different functions and functionalities that that would benefit the organization what we help organizations do is develop a CRM vision statement physically the vision statement if it's put together well can help provide sort of a true north on the compass then help with that prioritization of the various features functions and things that we're trying to accomplish with our nonprofit technology in and around the concept of CRM so a serum vision statement we grab one from a client that we worked with here to show you just an example but a CRM vision statement should articulate the high-level intent of implementing a new point solution or CRM overall at the organization as it should describe what success is why we're doing this and what successes and it should have some success factors that we can then set up some measures around and be able to point to so after we've gotten to our state of CRM with with whatever changes that we're making what are the things we're pointing back to to say have we achieved this can we point to this and say that we got to where we want it to get so the vision statement is they very very helpful to then take those potentially prioritize or to potentially competing priorities and organize them in a fashion that's going to give you a project that hopefully heads in the right direction for the organization in a way that everybody can understand and we can communicate after everybody why and how we have prioritized in that way thanks Ellen um so uh as Ellen was talking about we start with that vision that vision statement and again the vision statement is overarching its high-level it's in some ways it's theoretical but it's it's how we measure the success of the implementation of a new tool you when an organization goes through any type of technology change or implementing a new piece of software or actually software doesn't even need to be a part of the project if they go through any major change any major reorg it's not unlikely that the your you won't be able to do everything you want on day one right so you don't just flip the switch and have the change all of a sudden solve all your problems remove all your obstacles and all of a sudden everything is better everybody knows what they're supposed to do business processes are perfect and refined they know exactly how to enter their data or what they should be doing and more often than that we actually see a dip right after a launch or right after day one of implementing anything new because users are still trying to understand how their role has changed what they're supposed to be doing it's just it's a it's a cumbersome process and everyone reflects differently or reacts differently to change so we typically recommend going through a phase implementation this is this is a very high level image and obviously there's a lot more detail that goes into the phasing of a project but we wouldn't want to implement all of these things right a CRM a digital engagement tool an email automation tool and a volunteer portal all at once right you're setting yourself up for failure if you just try to flip the switch on all of these for day one if you're moving or migrate from old systems you want to go through a sequence in which you are focusing on what is the highest where's our highest rate of success right so what what where all of our user stories land what's gonna of those ones that have been prioritized the highest that's gonna be where you want to start square one and then move through a sequence in which you're phasing in the additional tools or the supplemental tools that will help support again that vision that vision statement that the organization or the leadership has put together so this is just a you know again just a high-level view of how you would eventually want to phase in any major technology change in a way that is thoughtful intentional and sets yourself up for success so managing constituent expectations has become particularly t it's it's complex with these multiple tools that we have and these multiple ways that we are interacting with the people that are engaged with our organization so at one time all we needed to do was just send direct mail so we would just send things sort of command and control style out from our organization and the only manner in which somebody might communicate back to us was to send a check or possibly they might pick up the phone to call to say you spelled my name wrong but for the most part it was all sending things at word and the only thing we really had to manage was the occasional person that might have said don't don't send me mail um remember those days I know never it happened every once in a while don't send me direct mail but you can send me invitations to the special event so we managed some basics like that now organizations are managing information about all the different ways that they might interact with somebody via email and other electronic means but a lot of email communications and we're not allowed to just send mass emails just because so we have rules and regulations and generally accepted practices are how we manage those preferences and send emails the basic being of somebody else's for subscribes of course they expect us to honor that but it's a little more complicated than that given all these point solutions in this complex CRM University's been discussing yeah so how nonprofits manage their email communications and automations is a great example of how we've had to completely shift our how we administer emails and our marketing efforts or our attempt to connect with someone in a way that we've never had to as Ellen mentioned days of Direct Mail are no more and or you know we've had to come up with more sophisticated ways to engage in where the needs of expectation the medes of our constituents expectations on how they want to receive those emails and interact with us as a result we've seen an uptick in various email automation tools so where there used to be just a few or a handful now there's tons there's several and they all offer something a little different so depending upon what you're reaching out to your you know are you just sending mass communications because you want to update your constituents and your donor your donors on the activities of the organization or do you have a membership structure in which you want these members to kind of follow a path or a journey do you have email preferences in which you've got 18 different kinds of lists or 18 different segments of communication types that you want to send out and each person falls into a different segment so it's it's fairly complex and what we've witnessed and with the organizations that we've worked with is that they've had to change their internal processes around how they manage these email communications at one point in time as ellen described you used it you would just email the world you would you know you had the larger your email list was that was a true indicator of success that you were really you know building a base and so people you know had had titles and and job roles that really were about how many people can I add to this email list regardless of whether or not there's any action that comes from sending out those communications now we're shifting back right so now there are these rules and regulations if people unsubscribe they have the expectation that you as the nonprofit are not going to continue to bombard them with emails they have the expectation that you're going if they fill out something that has their preferences they expect you to only email them regarding those preferences and those choices that they've made if and when you don't respond or don't react ingly to how the Constituent engages with you via email it's going to have an impact on whether or not they give to your organization and how they want to contribute to you moving forward we've seen our nonprofits make this shift right nonprofits that used to really pride themselves on sending out a ton of email communications now they're reducing the amount of emails that they're sending but targeting them in different ways so they are segmenting their lists of constituents based on those constituents behaviors are you know you've got your list of people that donate now every time you send an email and then you've got people that unsubscribe but they show up to up your volunteer event so maybe they only want those emails about volunteer events then they only want to you know the maybe they don't want email at all they're that they're the same people that didn't want the direct mail ten years ago they just want face-to-face communication and to be engaged with on an individual level so we've seen one nonprofit in particular reduce the amount of emails and segment their lists intentionally as an experiment and within one quarter within like four months it's a twenty five percent increase in online giving so that was you know momentous for them I mean that was a huge signifier that if they targeted their emails specifically based on these lists they could actually make more money and they could save money on the amount of emails that were going out because if any of you have emailed automation tools that are more current you know that your costs go up the more emails that you're sending out the larger that your lists are but when you're thoughtful and intentional and cultivate those lists in a strategic manner you should see the impact for the outcome in real dollars real donations absolutely so um so that just does increase the complexity of the information that our clients are managing is as Keely just showed you that one example of a diagram it's amazing the level of complexity of information that it's no longer a simple demographic box is this person a member yes or no it's now about how often have they visited the museum do they come with this type of show you know when have they engaged did they buy these types of things out you know did they bring their whole family and then how often are we communicating to them and in what manner based on that behavior managing that kind of information is not a one-time set it up click the button more done it requires a constant vigilance and attention around how it is that we're managing the information that we're gathering about those constituents and their behavior so that is just that is another level of complexity around CRM and data management and technology that we're finding our clients are engaged with so the other thing that I mentioned at the beginning that we wanted to talk to you about is the discussion the current discussion about impact we all as nonprofit organizations know that we're here to serve some mission to make the world a better place a better place in some fashion an impact has always been crucial to us as nonprofits but it has typically been challenging to measure in some degrees so for decades the only thing that we would report on was the percentage of administration versus over overhead versus fundraising since spent on the mission and that was sort of the only bar that we had so cost to raise a dollar and then administrative percentage overhead was about all we had now we are finding that many of the clients that we work with and our peers that we're talking to in the industry are saying that funders have sharpened their focus on impact so not just I want to just spend on overhead and how much did you spend on your mission but how well can you describe to us and demonstrate the impact that you're having in being effective in carrying out this mission so what we're finding is a move from the types of information that we used to manage around input and perhaps we had some basics about 10,000 schoolchildren came to our came through our educational programs this year that are nonprofit offered to we were able to share millions and millions of pounds of food out into the community so some basic impact information that we could have we had input and then we started discussing outputs and that not only did we gather up this kind of information and spend some dollars and have a certain number of people go through programs to the outputs and then eventually the outcomes so the inputs are the activities and the outputs are the results of the input but the outcomes are the community level results the shift in how things have changed based on what we've done and we are finding more and more organizations working on trying to describe and measure and get very specific about the outcomes and the that is about the impact that they have in our community yeah so we we often have um we have to Napa nonprofits ask us like should we be should we be measuring impact is this important and we're not here to tell you what to do but we are saying that nonprofits are doing more to measure their impact and what we're seeing in the space is that tools are now being built with features and functionality that helps you or enables you to measure that impact so again where before was you can enter your inputs and you can pull out your reports and your outputs now it's they're trying to create point solutions that demonstrate ok here your Imperial output here what it means here's here's the outcomes in the the impact that it's having on your constituent base and the people that you serve this is very difficult to do so it's not you know it's very we know how much food we sent out to a community we know how many people we served at you know a Sunday supper club but being able to calculate or or talk about you know children being able to focus better in school parents being able to pay their rent and therefore maintain their employment all of those things are much harder to track and again you're not now funders Grand Tours and philanthropist foundations they want that information we actually have a client who is they are part of you know one of their grand tours one of the foundations that funds them actually has an external portal in which they have to report their their inputs their outcomes their their impact in such a way that the foundation doesn't really you know they don't request reports from them they don't request you know annual data they're literally using that portal to get the outcomes measurement that they are that they want to see our friends over at sales put Salesforce excuse me put together nonprofit trends from 2018 they interviewed over 400 nonprofits and what they found was that 77% of nonprofits have seen a higher demand for their programs and their services during the course of 2018 so that's seventy-seven percent of nonprofits that are hearing that they they have to report outcomes from their programs and services simultaneously 64% have experienced a higher demand of transparency of funds from their donor database or their donors right so they're the people that are giving the money whether it's you know the the millennial that has a few dollars to spend versus the you know someone who's doing larger gifts on a regular basis they are hearing the demand we want to know where these dollars are being spent how they're being spent and what it means to the organization of the people you serve 73 percent of nonprofits are challenged with tracking the act of their efforts so you may have the tools but if you don't have the strategy if you don't have the vision then you're not going to be able to report how that how those outcomes and is really tracking towards the success of the organization 66 percent have the same challenge with demonstrating their impact so again you may be able to narrate the experience or talk about it in theory but being able to have numbers and the data to back it is a very different challenge that a lot of nonprofits are experiencing some of the questions that our organizations are asking themselves about gathering data and how its going to support their programs and services to achieve success is how do we know we're achieving what we set out to do so what what is you know how do we identify yes this is the impact that we're having this is why we're here this this is evidence that we are achieving our mission what things are we trying to change or enhance in our constituents lives and how are we measuring that you know if you're if you're a food bank you're not just feeding your constituents right you're feeding your constituents or providing food for a multitude of reasons that aren't just about providing food it has an impact on every single aspect of that person or that family's life and so being able to demonstrate that can be can be a challenge but it's a challenge that nonprofits are being asked to take on from from their funders funders and individual donors are now requiring it and most importantly it's because it allows the organization to tell a meaningful story about your impact so that you're not just reporting on the data that gets put in or or the you know amount of food trucks that went out or you know toys that were given out at a holiday festival but but how it really mattered to those constituents it helps encourage donors to be continually committed and connected to your organization and we're seeing CRMs and various point solutions really take that challenge to heart so they are trying to build out features and functionality that will enable your organization to do this but you have to develop a strategy and align the technology and business processes in such a way that you know why you're tracking that data to just try and track it without knowing why isn't going to help make the case right so aligning your systems driving adoption and proficiency are the are the pathways to success when it comes to measuring impact so another trend we wanted to talk to you about in addition to our clients talking with us about how they're really thinking about measuring impact and how they communicate that back to their donors and supporters the other thing that we're hearing from our clients is that in this in this universe of having all these different ways that were interacting with our constituents and these robust point solutions the expectation of the constituents for what it is that we know about them and how we interact with them based on their behavior with us their expectations are higher than ever so hello Amazon shopper we're all expecting that we can have an experience with with a website with a business that they're going to know who we are and they're going to have some sort of ways in which they interact with us that make sense based on what we've done in the past what we've said how we've interacted and so for from a nonprofit organization for somebody that's involved in various ways or interacting with us across these various elements of what we might have for our functions in our department their expectation is that they are involved with with us as an entities so they're not thinking about I'm involved with the volunteer department oh and I'm involved with the philanthropy department they're just thinking I love this organization and I do lots of things with them so an example that I'll give you is years ago my mother was very involved with a nonprofit organization that she loved she was very committed to and she gave fairly significant financial support from her own funds from checks that were signed by her in her name alone and she also volunteered and she was very involved personally with lots of people at the organization she was very committed to it my father was not particularly involved that wasn't his that wasn't his area of interest when my father happens died and there was a funeral that was publicized in the paper at somebody clever at the non profit noticed the name on the listing and said oh we've got these people in our donor database and they dispatched the CEO of the non profit organization to come greet us at the funeral and that was very kind thing to do and my mother was pleased however I happen to be standing next to my mother when this CEO of this nonprofit shook her hand and said I cannot tell you how much Jack's support has meant to us over the years we're very sorry for your loss and we're so grateful for everything that Jack has done for us jack of course seeing my father and the CEO really missed and didn't understand that actually everything that they had received was from my mother and all the interaction and commitment was actually from the woman standing in front of her at that moment so had their systems had a little more detail and information about the nature of the volunteer involvement and the donations there were a couple of different places where they missed the mark here in managing their information and therefore interacting in a more personalized way with my mother and manner that would have been more effective and nowadays if you take that experience and you layer that on to your millennial supporters they're really going to be deeply disappointed if you don't get the fact that they have interacted with your systems in this manner and now over here we're communicating to them as though they were only interacting in one way or the other or we're missing the fashion in which they're involved so these these expectations of constituents what our clients are telling us is that those expectations are increasing but we wanted to ask you so we did we have another poll we wanted to ask you as you think about the constituents that you interact with at your nonprofit do you find that their expectations for the personalization of that and the robustness of that communication and that interaction have their expectations increased over the last five years or so stayed the same about or perhaps decrease that's a little easier to go ahead and click on that and Kyle will tell us well fed increased oh okay well okay well so wheeler learned I think we knew that was going to be the answer i suppose i want i wondered though if anybody found that maybe it stayed similar but but yeah there's there don't seem to be an acceleration over the last five years and the the expectation of the personalization of our communication and our experience so what are some other another trends we wanted to make sure to mention things that we're hearing about are just some disruptions in the sector and we don't have specific answers for you here but we just wanted to mention a couple things that we think that you're probably going to be hearing more about or perhaps they're already talking about at your organization so social entrepreneurship the growth of corporate social responsibility on the trend of some some supporters notably tech moguls on the west coast and the East Coast but also others some supporters promoting doing good and and setting up even businesses that are design to to do good so there's so a couple of things that I wanted to mention let's talk about CSR for a moment so CSR is corporate social and it used to be that only very very large corporations had programs dedicated to corporate social responsibility otherwise there might have been a little donating they did on the side and they might say a little something about how they donate it in their promotions about themselves but now what we're finding is that corporations are very aware of the fact that the workers that they want to recruit and retain have a keen interest in what that corporation does what its impact is in the world in general and what their social responsibility looks like a study by the Society of human resource management in 2017 said that 94% of Millennials want to quote use their skills to benefit a cause unquote 57% wants more company-wide service days for example what that what we're finding that means oh yeah Forbes had an interesting article just recently about the double bottom line for corporations that they report on very specifically their profits but also their societal impact what that means is corporations are tracking they're having far more sophisticated CSR program through their HR departments and they're tracking a lot more sophisticated information and nonprofits that can partner effectively with them to help them with that type of robust information that they want about their employees involvement and the different fashions and manners in which with that they're having an impact back to what Keely was talking about and reporting on impact in the community that type of partnership is now getting more robust and so there's opportunities that our clients are saying there are keenly aware of for being a good partner to a corporation that has a robust CSR program and Wishon need to report on those things and I think the other thing about that is we're now in competition with some of these business or corporate type companies that do that are that our social impact II if you will right TOMS shoes or the bombas acts like other companies that you know provide a consumer product but all so have this flipside to their business that is socially responsible so if I am trying to figure out where to put my dollars as a consumer and as a donor do I want to buy some TOMS shoes and get something out of it or do I want to donate to you know the National MS Society you because I bet you know it's a personal cause for me so there's some competition that we have with businesses and corporations that nonprofits didn't have before nonprofits were used to just competing with each other yeah that's a really good point so what is this mean there's no question that today's technology is better than it was a decade ago even five years ago our research has shown that many if not most organizations do feel like they've got some challenges with either subpar solutions or they're just struggling to keep up with those user expectations as the robust functionality grows within these point solutions so what they're saying is you know sometimes the the manual entry between multiple systems and trying to coordinate an implementing workaround can be very challenging but what we're seeing is that for organizations that can express a CRM vision and start to align various point systems towards that system towards that vision create an ecosystem of technology for CRM in a fashion that makes sense for that particular organization that the opportunities are amazing just amazing for capturing the energy and the joy of the human experience of how many people want to support us and make the world a better place so it really is that it is a time of tremendous opportunity and lots of fast-paced changes lastly we wanted to say you know what so if you have we'd like to hear actually if you've got if you've got similar experiences if you think there's things that you've encountered that are maybe a little different than what we've described or you just have seen something similar email us if you want the slides from this slide deck feel free to email us there's also what we covered today was just a small piece of what is in a fairly robust guide that is available on our website to download that combines some of the the the wisdom of our of our team and so we'd love for you to have that as well if you don't have it already but do feel free to contact us because we'd like to hear we'd like to hear what your experience is if you have questions you can also feel free to put them in the chat box here or also just email them to us and we will be happy to try to share more information or anything that would be helpful as you journey towards your CRM vision and we thank you very much for being with us today