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Charities not investing enough in technology to inspire digital innovation

By Patrick Nash

A new survey has found that many charities are not investing enough in technology to keep up with digital innovations. This week, I explain how they, and other third sector organisations, can increase their reach online, while cutting costs.  

Digital communication is growing rapidly and multimedia channels have a large part to play in the future of promotion, advertising and fundraising. Yet, new research from online youth charity YouthNet has found that charitable organisations are not doing enough to maximise the opportunity.

Two thirds of charity owners (66%) say that all aspects of digital communications – from awareness raising to fundraising – is ‘essential’ to their charities, and that they couldn’t ‘function without it.’ Yet only one in five (21%) believed that they were ‘fully engaged with it as an organisation, from board members to junior staff.’

YouthNet says the sector should invest more in research and design in order to keep pace. Emma Thomas, chief executive of YouthNet, said “Because budgets are increasingly tight, charities often aren’t allowed the space to experiment and take risks, and this can prevent us from keeping pace with advances in digital technology and hinder innovation.

“We believe that greater collaboration between the not-for-profit and commercial world is vital to ensure that a constant cycle of research and design develops technical innovations that generate further social value.”

So is it just budgets that are restricting charities from investing in digital? I think it might run a bit deeper than that.

Expansion into digital media for charities constrained by tight budgets and user demands is a difficult development to prioritise. We often hear charities say they recognise it as a step they need to take, but simply don’t have the time or resources.

There is also an issue at boardroom and director level, as with so much choice available, boards can often find it difficult to decide which form of digital engagement will be most effective for their charity.

However, there is a growing body of evidence that demonstrates what charities can achieve by taking a proactive approach to digital communication.  In recent years, there have been a number of highly successful campaigns by charities that have dared to take the plunge into digital media.

It Gets Better campaign

A grassroots response to the suicide of a teenager in the US after being bullied for being gay, the It Gets Better campaign started life as a simple, viral message, reassuring young people that things can – and do – get better. A YouTube video posted by columnist Dan Savage grew into an international movement backed by Barak Obama, Hilary Clinton, Anne Hathaway and Colin Farrell.

Unicef

Like Cadburys, who famously ‘own’ the distinctive shade of purple that adorns their products, donors can too be the proud owner of their own colour.  Teaming up with paint brand Dulux, Unicef is offering everyone the chance to buy one of the 16.7 million colours that make up the spectrum. For £1 donation, users can pick a shade, choose a name, explain why they have picked it, and give it a description.

Each of these campaigns were cost-effective, yet hugely influential, as their messages had been spread across social media, even generating support from the President of the United States.

Now, it must be said that not every campaign will get support from the White House or Parliament, but with that touch of creativity and verve, campaigns can go viral and attract the attention of thousands.

All it costs is time. With the right training and support, that could be time well spent.

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How to maintain positive customer experiences in times of high demand

By Patrick Nash

In the week that HM Revenue and Customs (HMRC) has announced that it is to close 281 of its face-to-face enquiry centres, 2 million extra calls to are expected to be made to the HMRC helpline. Here, I suggest the best ways for contact centres to ensure positive customer experiences when face with increased service demand.

Every contact centre must remember that its users are of the upmost importance, and maintaining a positive customer experience is imperative even when under considerable pressure.

Even before this week’s announcement of the HMRC closures, the National Audit Office (NAO) found that more than 50,000 calls to HMRC went unanswered. For customers that did get through, wait times were on average around four minutes. Most contact centres would agree that this is too long to wait, and too expensive, for users requiring advice or assistance.

So how can contact centres manage higher call volumes whilst ensuring that they maintain a positive customer experience ?

Investing in technology

Most contact centres use Customer Relationship Management (CRM) systems, but they may not be aware of the potential gains that can be achieved from investing in a system which provides users with greater choice in how they contact your service.

CRM systems used at their best can considerably reduce time spent on processes that can be fully automated, such as switchboard management – ensuring that calls automatically presented to a free member of staff. Equally, text message management can guarantee that SMS texts are automatically sent, records are made and then stored and linked to customer profiles.

By reducing time spent on administrative tasks or less complex cases, the helpline and its most valuable asset, the advisors, are free to support those most in need.

Integrate digital channels

Integrated digital channels ensure that customers have the ability to access information online in order to self-help. This increases the reach of the contact centre as a limitless amount of users can access help simultaneously, at no extra cost for the centre.

A fully integrated digital service can also include web chat where users can directly receive help and advice from employees at the contact centre through an instant messaging system. Systems should be able to monitor users behaviour and choices on the website at all times to ensure that they can also proactively begin a web chat conversation with a user, as well as responding to enquiries.

Incorporate social media into your CRM model

As the influence of social media continues to grow in everyday life, this should be no different for your contact centre.

By embracing social media, contact centres can communicate with their customers directly in a medium that is familiar to them.

And with social media fully integrated into your CRM model, all conversations with each user can be automatically recorded and stored within the customers profile on the system.

Further, social media can be used to search further for users in need of help and advice, and again, this process can be automated to suit your contact centre’s needs.

Next steps

As you can see, integration is the key to the success of a contact centre, ensuring that all customer contact is stored in once place and  is easily accessible.

It is also imperative to ensure that staff are not consistently performing repetitive administrative tasks that could easily be automated. This allows your workforce to focus its attention on those requiring the most help ensuring best customer service at all times.

If you require any further information about enhancing your contact centre’s service delivery, please visit: http://www.connectassist.co.uk/third-sector/multi-channel-helplines/

Call us: 01443 827600

Tweet us: @connectassist

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Connect Assist launch Comic Relief quit smoking fundraising day

Connect Assist has launched a quit smoking day to help with fundraising for Comic Relief.

In the wake of this week’s No Smoking Day campaign, the Senior Leadership Team of Connect Assist have promised to personally donate to the charity for every member of staff that quits for the day.

Staff members must pledge to avoid smoking for the duration of the day in order for the donation to be made.

Rusty Livock, Deputy Chief Executive of Connect Assist said:

“Here at Connect Assist, we are always looking for new and innovative ways to raise money for charitable causes, while maintaining a great atmosphere in the workplace.

“Our no smoking day will improve the health and wellbeing of our team, and raise money for a great cause.”

 

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Partnerships in the Third Sector: Why two heads can be better than one

Some of the world’s most successful global organisations, past and present, such as Apple, The Edison Electric Light Co., Warner Bros., and Parfums Chanel, are business partnerships that epitomise the old adage ‘two heads are better than one.’

There is no need to detail why working as part of a team is beneficial to organisations but it is worth looking at the positive effects of forming partnerships between organisations and specifically those involved in the charity sector; whether that be with other charities or private-sector organisations.

According to the Charity Commission’s report Strength in Numbers, the overwhelming majority (82%) of charities with experience of collaboration report it to have been a success.

So what are the benefits of collaboration?

Communication

Collaboration with other organisations allows charities to communicate their campaign messages with added clout and credibility.  Through utilising their own and their partner organisation’s multiple channels of communications their respective profiles can be boosted locally, regionally and nationally.  A prime example of this is the collaboration between Oxfam and Marks and Spencer to raise awareness of the Haiti earthquake, Pakistan Floods and East Africa Food crisis campaigns.  M&S used its social media channels to discuss the campaigns and appeal for donations from its customers.  In doing so, Oxfam’s campaign message reached M&S customers, who may not have been previously aware of Oxfam’s appeal as well as other Facebook and Twitter users.

The same can be said for different charity organisations working together.  The University of Leeds conducted a survey into the Disability Rights Commission (DRC) and found that by increasing its relationship with partnership organisations the DRC was able to create better relations with other disability focused organisations.  Furthermore, according to a member of the DRC staff “Initially there was a lot of suspicion“. But the partnership work has built trust and has made the DRC more transparent.”

Work and Services

Working together in partnerships could potentially result in improved working practices whilst maintaining or reducing costs through streamlining services and reducing administration fees.  Effectiveness and efficiency of services would also be increased through the sharing of information and research thus gaining competitive advantage. Brit Insurance has incorporated The British Red Cross into their Corporate Social Responsibility programme by creating the Building Safer Communities partnership.  Furthermore, Brit Insurance provides emergency response vehicles and equipment for the British Red Cross around the UK.  In doing so, the services provided by the British Red Cross are improved, as well as the reputation of Brit Insurance through their CSR alliance with the charity.

In the current economic climate, collaboration between charities could be vital for survival.  Smaller charities face a multitude of challenges, such as reliance on a small number of individuals or volunteers and scarcity of resources.  Through working in partnership with other charities, the stability and income of all parties involved has the potential to increase greatly through the sharing of resources, research and expertise.

However the Charity Commission’s Report states that 84% of charities with an income between £100-250K are currently collaborating whilst only 68% of charities with incomes below £5K are doing so. Therefore, it’s clear that smaller charities need to seriously consider collaborating with other organisations to ensure their survival and increase their effectiveness, taking inspiration from the proven success of larger charities who have shown how well it can work.

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How can open data benefit the charity sector?

By Patrick Nash

This week we look at how charities can take advantage of open data and identify the key challenges they have to address when it comes to making their data available for public viewing.

‘Open data’ has attracted a great deal of interest in the third sector of late in the UK. In a nutshell, it is the principle that data should be freely available and not restricted by copyright, patents or other mechanisms of control. Supporters of the principle say data should be available to everyone to use and republish as they wish.

So what are the benefits of open data and how can it help your charity?

A number of charities are already exploring the potential of open data for a variety of reasons including research and intelligence, to support campaigning and advocacy work, and to increase accountability. It can also help to improve fundraising, boosting innovation and creating a more effective and targeted service delivery.

Websites such as OpenCharities.org help users easily access information, including financial breakdowns of where the charities income is coming from and what it is being spent on, and already, thousands of charities across the UK, like Save The Children, display their full financial accounts online.

However, all registered charities are required to publish financial reports and practically anybody can gain access to this information. Open data is about providing more than just figures.  For example, Charity Water -  an organisation that builds clean water projects in developing nations – display on Google Maps the physical location of the project your donation has targeted. The charity also uploads regular field notes from its staff documenting the day-in and day-out operations.

So it is clear that Charity Water have invested a large amount of time and money to boost its level of transparency as an organisation – but what can other charities learn from this innovative project, and should they be careful when publishing previously confidential information into the public domain?

Below are my four top tips to help charities take advantage of open data, and I also pinpoint the areas of risk associated with open data.

Productivity

The process of researching data can be long and arduous – freedom of information requests can take months to process and this will eat up time that could be spent elsewhere. The principle of open data ensures that data will be freely available to all. Therefore, with charities being constantly pressed for time, and with more organisations embracing open data, many arduous hours searching for information and making requests could be saved.  This will undoubtedly increase productivity across the boardrooms in the charity sector and allow directors to focus their time on more pressing matters such as service delivery and fundraising.

Accountability

Data holds information – and this information can often be tied up in regulation and red tape – which can make it hard to trace who is responsible. Charities will undoubtedly want to ensure that their services are totally transparent to the public and their donors, as trust is a big part of their work. When donors can easily access information as to where their funding has gone and who it has helped, it can help to create and maintain a good reputation.

Choice

People value choice, and with the current restrictions on data they cannot always make the informed choice they want – open data enables charities to have all the information in order to make choices.

However, charitable organisations should also be careful what choices they make if they do take part in open data initiatives. They must ensure the data they provide never compromises the anonymity of their users. Organisations have the choice as to how they deliver their data, meaning that they can publish aggregated, selective data that protects that anonymity of everybody involved.

Effective communication and clear objectives are key:

Plenty of information is already out in hyperspace but it’s not all easily accessible. Charities will publish their accounts with the Charity Commission but many members of the public probably won’t view it as a first port of call to find out information. If you’re a publicly funded organisation, transparency is key.

Explaining how publicly donated money has been spent and what the impact that money made, should help show worth and value. Sharing data might initially come with some tensions but as mentioned above – in my experience, a transparent organisation is generally a successful one among donors and investors.

To sum up, open data is indeed an exciting prospect that could have a big impact on the charity sector. However, the concept should not be considered lightly, and charities must be extremely careful, when making previously private information public knowledge.

For more information on open data in the charity sector, visit: www.opencharities.org

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