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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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Connect Assist wins Rhondda Cynon Taff Business of the Year

Connect Assist is proud to announce that it has won the Rhondda Cynon Taff Business Club Business of the Year award.

The award, sponsored by Finance Wales and presented at the Miskin Manor Hotel, recognised the achievement of Connect Assist’s outstanding business performance in recent years.

We also scooped the Innovative Business of the Year award, demonstrating the company’s commitment to creativity when working with its customers.

At Connect Assist, we specialise in providing helplines that focus on helping people to make a positive change in their circumstances from our contact centre, and integrated online service delivery technology on behalf of a growing client base of charities and public bodies.

We are focused on accelerated growth over the next five years, and aim to become a major provider of charity and public sector contact centre services across the UK.

Our potential for growth, innovation and commitment to Wales was key to winning this much sought-after award.

It’s a fantastic achievement to win the Rhondda Cynon Taff Business Club Business of the Year and Innovative Business of the Year awards. It demonstrates our continued commitment to helping charities deliver the best possible service to those in need at the times when they most need it, as well as our commitment to creating jobs in our local community.

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How technology can improve advice services

By Patrick Nash

We all want access to help and advice, and we all want it in the simplest and easiest form. Providing the right advice in the right place, at the right time, is a challenge for many organisations, especially when it comes to legal advice. The law is complicated and explaining legal jargon in plain English can be time-consuming and costly for organisations if repeated enquiries are being handled by employees.

Smart use of technology can help make advice services more accessible while reducing costs for the organisations providing it.

It’s worth stating that I’m not talking about a complete transition to exclusively digital advice services. Digital channels should complement traditional channels rather than replacing them completely. Providing digital-only services can be as negative as no digital at all in many situations.

However, there are many examples that demonstrate how the use of technology can engage with and advise more users, while allowing human operatives to focus on the most complex enquiries.

So how does it all work?

Using technology to boost your advice provision is about using a variety of platforms to connect with your service users in the right place, at the right time, when they most need your help.

Below, I’ve identified some cases in which organisations have incorporated technology as part of their advice provision, and how it has benefited them.

Sussex Police Force

Along with most other forces across the UK, Sussex Police Force has been subjected to cuts and therefore had to review its financial structures and identify ways in which it can reduce costs.

It had identified that the ‘101’ non-emergency call centre – designed to take calls for minor incidents such as reporting small traffic collisions – was taking an increasing amount of calls.

Further, those calls were often found to be from members of the public requesting general information and advice, rather than using the phone line for its primary purpose.

As a result, the force invested in a digital information response service to lighten the load on those answering calls to the ‘101’ line and free up time to focus on those callers that require most assistance.

The resulting website, powered by Connect Assist, now offers users an online Help Centre which includes answers to common questions. The site is simple and easy to use, and contains a cutting edge knowledge base.

The new service – along with an instant messaging service where users can discuss enquiries with operators – increased the amount of visitors to the website and also allowed police officers to focus on calls that require their unique skills.

Health for Work

The Health for Work Adviceline is a Department of Work and Pensions funded service, providing small businesses with the expert advice and support they need to help employees experiencing ill health and other occupational health issues.

It had a requirement to cut costs and develop a sustainable funding model, while delivering a high quality service to those who often feel unable to access professional occupational health advice due to the small size of their business.

To meet these expectations, Connect Assist put in place a digital advice service with a range of options available, from web self-service through to telephone enquiries.  Call handlers manage a tiered process and handle enquiries across web-chat, ‘ask a question’ – an online Q&A form – phone and email. This tiered solution enables the rapid identification of the user’s needs, ensuring that more serious incidents are escalated to a second-tier service provided by occupational health nurses.

Interestingly, the occupational health nurses, while initially sceptical, were very quickly delighted that the vast majority of the calls require their level of skill and experience (which had not been the case previously).

In a year Health for Work saw a 20-fold increase in enquiries which were handled at 30% of the cost of the previous service – a staggering result which secured funding going forward.

To summarise, for organisations that offer advice services there are clear benefits to incorporating digital services into your delivery model.  While often success is about being able to help more people at a lower overall cost, there are a number of other benefits as well.  Our experience is that many people prefer to contact a digital advice service, as they feel more in control and benefit from a clearer sense of empowerment.  Furthermore, advice staff report preferring a high proportion of calls or cases being of a more complex nature, rather than routinely answering basic enquiries.

 

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How can the NHS improve its digital service delivery?

By Patrick Nash

Following the NHS’ critical report into its own digital service delivery, I suggest the ways in which it could improve services, while keeping costs down.   

An NHS commissioned report has found that investment in digital services could release funds of up to £3billion, while improving the standard of services offered to patients.

The Digital First report suggests that there is a compelling business case for an update of the online services offered by the NHS as:

-    92 per cent of the British population have a mobile phone

-    79 per cent of the British population are online

-    25 million people visit over 500 different websites offering advice on health and wellbeing.

The report proposes that by fully implementing ten initiatives – which I have scaled down to five bite-sized suggestions – the NHS can enhance their service delivery, while saving a considerable sum of money that could be invested elsewhere to plug the reported £20billion service gap.

Online

Visitors to the NHS’ website can already self-assess minor ailments using the Symptom Checker service. However there is currently no ‘webchat’ facility and patients cannot book appointments with their GP online or log on to collect test results – all of which could be implemented fairly simply.

Using webchat, an advisor can manage multiple enquiries at once via an instant messenger type system. This approach is used in some areas of healthcare – for instance NHS Direct provides a webchat facility for a part of its online assessment service – but it could be used far widely.

Mobile

For smartphone users, apps could be developed to help patients identify symptoms and access personal medical records – although variations would be necessary due to the differences in specifications of phone models.

For all other users, simply automated texts could be sent out to confirm a patient’s appointment and to remind them shortly before an appointment. This could help to avoid ‘did not attends’, an issue that costs the NHS huge sums of money every year.

Partner syndication

This would involve placing NHS content on digital channels outside the NHS central hub and allowing people to access services wherever they choose, rather than just where they want to provide them. This benefits users by extending reach and providing them with high value contact with an organisation that is able to support them on their query.

Telephone

The telephone is still the most popular method of communication in the UK, with a landline for one in every two people in the country. However, after face- to-face contact, phone-based services can be some of the most expensive and time-consuming channels for support.

Yet, with 30 per cent of over 65 year olds without a mobile phone, and with older people representing a large portion of the NHS’ patients, traditional methods of service delivery must still be acknowledged.

Therefore, with services such as Interactive Voice Response (IVR), callers can be directed to the correct department without the need for operator action. IVR presents a caller with a menu of options, responding either to voice commands or button presses.

Social media

Social media, such as Facebook and Twitter, is rapidly becoming one of the main ways that people communicate, with two fifths of people’s time on a computer spent doing just that.

One in three people are now using social networking sites for health-related issues, however they are opting to obtain medical information from community or patient sites instead of those set up by healthcare organisations. Over 70 per cent of people want more assistance from the healthcare providers via social media, a demand that could be addressed fairly simply.

Next Steps

By putting these digital initiatives into place the NHS could save billions of pounds by focussing its operatives on those who need help most. It could reduce the money lost on people failing to attend their appointments with cheap reminder messages, and allow more people to self-prescribe minor aliments with assistance online – saving GPs’ time to focus on those more in need.

Having assisted a number of public sector organisations in their digital service delivery – such as Sussex Police and the NHS Plus’ Health for Work – we know there are a number of benefits to investing in your online service delivery such as reduced overall costs, and increased user-satisfaction.

However, these improvements must be seen in the context of a wider service delivery that still boasts first-class service overall.

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How the Advice Services Transition Fund can help charities move forward in 2013

By Patrick Nash

With the deadline approaching for applications to the Advice Services Transition Fund, we suggest ways in which charities can use this lottery-funded grant to take their services and fundraising activities to the next level. 

The Advice Services Transition Fund (ASTF) is a grant worth between £50,000 and £350,000 aimed at not-for-profit partnerships and consortia providing advice services.

The fund has been commissioned by the National Lottery and the Cabinet in a bid to help charitable organisations work more collaboratively together to build sustainability and effectiveness, whilst also taking early action to prevent the issues that cause people to seek help and advice.

Up to 25 per cent of the grant can be used for direct service delivery, meaning the continuation of current services or the introduction of new service channels.

Here we suggest some opportunities for effective use of this grant funding in order to help your charity or not-for-profit organisation fulfil its potential and maximise its impact on service users.

Invest in writing a business plan including fundraising

So many small charities and non-profit organisations operate without a proper business plan in place – and although they are not in it to make money – this can be a risky approach, even for the most successful of organisations.

Spending time and effort on establishing your organisational goals  – based on the needs of the charity – will put you on the right track for raising funds.

Once the goal of the organisation has been established, a key message aligned with this goal then needs to be developed, followed by a detailed tactical plan of implementation along with measurable impact targets.

This funding can help you employ external consultants with the expertise to help put measures into place – ensuring that partnerships and your improved services are sustained beyond the life of the grant funding and into the long-term.

Further training for staff / volunteers

Instead of wasting money on recruitment fees, re-investing in training and losing hours of management time – all downsides of a high staff turnover rate – why not invest further in your current people and reap the benefits?

Improving the skills and efficiency of your existing staff and volunteers boosts productivity and innovation – both key to any charity’s future development.

Training also increases staff retention and therefore loyalty to the organisation.

This funding can help you develop a comprehensive training plan for your team and put it into place. Specialist staff development experts with a track record in the charitable sector, and a strong understanding of the issues it faces, can help.

Digital services

Digital services are not for every charity – but for many, creating an online social presence can be a very cost effective way of, firstly, spreading a charity’s mission and messages, and secondly, monitoring the needs of target users.

Software is available that helps charities to proactively seek out potential users using sophisticated but user-friendly monitoring techniques to identify potential beneficiaries before people actively seek solutions.

Furthermore, it also provides an accessible platform to help the charity be contactable 24/7, to allow for online self-help, and can also provide forums in which users can provide peer-to-peer support.

The Advice Services Transition Fund can help to pay for consultancy advice on how to set digital services, and also to pay for partnerships to be set up in which digital services can be outsourced.

With these hints and tips, you can increase the fundraising potential of your charity or not-for-profit organisation and benefit from investment in your services.

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