Donor Software
Avoiding the 47 Percent Tragedy
Mon Oct 05 2009
By Sally Funk
I just heard an interesting statistic: only 47% of organizations changing their donor software believe their data conversions were successful. Unfortunately, I’m afraid that number may be artificially high. I suspect that a good number of those “successful” conversions are really, ”We don’t have a clue, but guess it worked out ok” conversions.
When you think of the cost and time required to change donor-tracking software, wouldn’t you prefer to be better off after all that work? Having only an even chance of being worse off is just plain bad news. Small wonder so many organizations will do almost anything to avoid changing software.
If no one wants a conversion to go bad, why do more than half of them go sour? And how can you make sure you are in the lucky 47%?
Don’t Just Sit There, Do Something!
OK, your current software is driving you nuts. But if you change over to a different software package just because it’s different, you can trade one set of problems for another. To avoid this dilemma, look at what you are using now and write down what the problems are. What does your current system do that needs to be fixed? What does it do right? What does it not do at all? Figuring out the problem is the first step to figuring out the solution.
If You Don’t Know Where You’re Going, Any Road Will Do
The frightening thought is how many organizations just don’t know if their conversion to new software worked simply because they didn’t know what to expect. So while you’re thinking about what problems you’re trying to solve, imagine what you want the solution to look like: “the new system should do this, and this, and this, and it would be great if it could also do that.”
This gives you two major advantages: you’ll have a much better idea of what you are looking for in a software package, and you’ll know when the job is complete.
Myopia in the Midst
You’ve crossed all the t’s, dotted all the i’s, brought in the experts, yet there you are in the middle of the conversion process with someone saying, ”So what do we with this weird bunch of data?” The temptation is to do something that will make the conversion continue on in a smooth way — which is nearly always a mistake. It’s odd, but this type of situation almost always happens during a conversion – even when you expect it.
At this point, any decision that starts with, ”Let’s just…” is usually the wrong thing to do. Stop. Breathe deeply. Instead of thinking about the conversion process, think about how you will use that data in the long run. It can be surprisingly hard to do this, but it prevents a lot of frustration.
One Size Fits None
Donor software is designed to be customized by the organizations using it. Code tables, user defined fields, and so forth are intended to be configured by you to meet your organization’s needs. The donor software companies do this to be able to sell more software. The default codes included are best used as hints for where to put your codes. They expect you to know what you want for those codes.
So what codes do you use? Start with your reports. What is most important for your organization? What results do you need to know? How will you want to sort and group your information? What lists will you need to pull on a regular basis? Create your coding strategy based on the answers to these questions and write it down so you won’t have to reinvent it later.
Garbage Out – Garbage In
If your data was a mess in the old system, it’s going to be a mess in the new system — unless you do something about it. You may need to clean up your data before you move it (sometimes in order to make it possible to move). You can also take advantage of the conversion process to fix your data as you move it. Plus, you can take advantage of your new system to clean up and enhance your data after you move it.
Once you’ve got your data clean, keep it that way. Write down how data should be entered, and give a copy to everyone who enters data. Use these standards to train your people, along with the training available from the software company. Training is not free. It’s not even cheap. But having data that is accessible and usable is well worth it.
Yes, it adds to the amount of work involved in converting your data. But wouldn’t it be nice to have your new software work as well as you hoped?
I just heard an interesting statistic: only 47% of organizations changing their donor software believe their data conversions were successful. Unfortunately, I’m afraid that number may be artificially high. I suspect that a good number of those “successful” conversions are really, ”We don’t have a clue, but guess it worked out ok” conversions.
When you think of the cost and time required to change donor-tracking software, wouldn’t you prefer to be better off after all that work? Having only an even chance of being worse off is just plain bad news. Small wonder so many organizations will do almost anything to avoid changing software.
If no one wants a conversion to go bad, why do more than half of them go sour? And how can you make sure you are in the lucky 47%?
Don’t Just Sit There, Do Something!
OK, your current software is driving you nuts. But if you change over to a different software package just because it’s different, you can trade one set of problems for another. To avoid this dilemma, look at what you are using now and write down what the problems are. What does your current system do that needs to be fixed? What does it do right? What does it not do at all? Figuring out the problem is the first step to figuring out the solution.
If You Don’t Know Where You’re Going, Any Road Will Do
The frightening thought is how many organizations just don’t know if their conversion to new software worked simply because they didn’t know what to expect. So while you’re thinking about what problems you’re trying to solve, imagine what you want the solution to look like: “the new system should do this, and this, and this, and it would be great if it could also do that.”
This gives you two major advantages: you’ll have a much better idea of what you are looking for in a software package, and you’ll know when the job is complete.
Myopia in the Midst
You’ve crossed all the t’s, dotted all the i’s, brought in the experts, yet there you are in the middle of the conversion process with someone saying, ”So what do we with this weird bunch of data?” The temptation is to do something that will make the conversion continue on in a smooth way — which is nearly always a mistake. It’s odd, but this type of situation almost always happens during a conversion – even when you expect it.
At this point, any decision that starts with, ”Let’s just…” is usually the wrong thing to do. Stop. Breathe deeply. Instead of thinking about the conversion process, think about how you will use that data in the long run. It can be surprisingly hard to do this, but it prevents a lot of frustration.
One Size Fits None
Donor software is designed to be customized by the organizations using it. Code tables, user defined fields, and so forth are intended to be configured by you to meet your organization’s needs. The donor software companies do this to be able to sell more software. The default codes included are best used as hints for where to put your codes. They expect you to know what you want for those codes.
So what codes do you use? Start with your reports. What is most important for your organization? What results do you need to know? How will you want to sort and group your information? What lists will you need to pull on a regular basis? Create your coding strategy based on the answers to these questions and write it down so you won’t have to reinvent it later.
Garbage Out – Garbage In
If your data was a mess in the old system, it’s going to be a mess in the new system — unless you do something about it. You may need to clean up your data before you move it (sometimes in order to make it possible to move). You can also take advantage of the conversion process to fix your data as you move it. Plus, you can take advantage of your new system to clean up and enhance your data after you move it.
Once you’ve got your data clean, keep it that way. Write down how data should be entered, and give a copy to everyone who enters data. Use these standards to train your people, along with the training available from the software company. Training is not free. It’s not even cheap. But having data that is accessible and usable is well worth it.
Yes, it adds to the amount of work involved in converting your data. But wouldn’t it be nice to have your new software work as well as you hoped?
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Why "Development Systems?"
Wed Jul 15 2009
By Sally Funk
Why "Development Systems?" Because it’s not just about fundraising software.
There’s a lot of concern in the non-profit arena about fundraising software:
But more often than not, the real issue is the overall infrastructure of software, people and processes that support your fundraising and stakeholder cultivation efforts. In short, it’s really about your development systems.
Development – Instead of the transactional alignment of fundraising where the focus is on the act of asking for and receiving a gift, development focuses on the cultivation of relationships with loyal donors/stakeholders. The goal is to grow a base of committed friends who support your organization for the long term.
Systems –software is only effective when it is installed on the appropriate hardware and is actually used by people. An ideal system is when the computers do what they do best, enabling people to do what they do best.
Development Systems – Therefore, “development systems” defines the combination of hardware, software, and people processes that creates an infrastructure to support the building of relationships between stakeholders and your organization.
Every nonprofit organization has development systems – the question is, “How well do they work?”
So, how do you know they’re working? Well, for a start:
Why "Development Systems?" Because it’s not just about fundraising software.
There’s a lot of concern in the non-profit arena about fundraising software:
But more often than not, the real issue is the overall infrastructure of software, people and processes that support your fundraising and stakeholder cultivation efforts. In short, it’s really about your development systems.
Development – Instead of the transactional alignment of fundraising where the focus is on the act of asking for and receiving a gift, development focuses on the cultivation of relationships with loyal donors/stakeholders. The goal is to grow a base of committed friends who support your organization for the long term.
Systems –software is only effective when it is installed on the appropriate hardware and is actually used by people. An ideal system is when the computers do what they do best, enabling people to do what they do best.
Development Systems – Therefore, “development systems” defines the combination of hardware, software, and people processes that creates an infrastructure to support the building of relationships between stakeholders and your organization.
Every nonprofit organization has development systems – the question is, “How well do they work?”
So, how do you know they’re working? Well, for a start:
- You get timely, reliable reports on a regular basis and whenever needed
- The content of those reports show the results of your top priorities, and they make sense
- The reports are also accurate
- You can pull a list of donors without a hassle and segment it as needed
- You turn around gift receipts in 48 hours or less
The Best Donor Software Ever
Wed Jul 08 2009
By Sally Funk
People often ask me, “What’s the best donor software out there?”
It’s kind of like asking, “What’s the best pair of shoes ever?” Anyway, the answer is the same: the one that works best for you. The brutal truth is there is a lot of donor software out there, and it will take time and effort to find the right solution for your organization.
A better question is, “What’s the right donor software for us?” So, what will that look like?
First, you want software that works – when you pull a list, you get what you ask for, no more, no less. When you run a report, the numbers add up properly. Oh, and it doesn’t crash in the middle of an important task.
Second, you want software that fits – the large organization with 100,000 donors and a full-time IT department will need different software from the mom-and-pop non-profit with 2 part-time staff and 427 donors. Food banks have different parameters than multi-national teaching organizations.
In the same way, software solutions have varying strengths and weaknesses, even though they all say they are the perfect solution. One might have very strong Internet functions, but be weak on tracking pledges. Another might be very good for direct mail segmentation, but not so good for a capital campaign.
You need to start by thinking about your organization: what you are doing, what is your scope, and where are you going. How do you raise funds? What do you need to measure? How tech-savvy is your organization? What kind of training and customer support will your staff/volunteers need to use software effectively? What’s your budget?
Once you know what you need, it’s a lot easier to find software that meets those needs. Because the worst software is the stuff you spent good money on that sits on a shelf, unused.
People often ask me, “What’s the best donor software out there?”
It’s kind of like asking, “What’s the best pair of shoes ever?” Anyway, the answer is the same: the one that works best for you. The brutal truth is there is a lot of donor software out there, and it will take time and effort to find the right solution for your organization.
A better question is, “What’s the right donor software for us?” So, what will that look like?
First, you want software that works – when you pull a list, you get what you ask for, no more, no less. When you run a report, the numbers add up properly. Oh, and it doesn’t crash in the middle of an important task.
Second, you want software that fits – the large organization with 100,000 donors and a full-time IT department will need different software from the mom-and-pop non-profit with 2 part-time staff and 427 donors. Food banks have different parameters than multi-national teaching organizations.
In the same way, software solutions have varying strengths and weaknesses, even though they all say they are the perfect solution. One might have very strong Internet functions, but be weak on tracking pledges. Another might be very good for direct mail segmentation, but not so good for a capital campaign.
You need to start by thinking about your organization: what you are doing, what is your scope, and where are you going. How do you raise funds? What do you need to measure? How tech-savvy is your organization? What kind of training and customer support will your staff/volunteers need to use software effectively? What’s your budget?
Once you know what you need, it’s a lot easier to find software that meets those needs. Because the worst software is the stuff you spent good money on that sits on a shelf, unused.
Do You Need New Donor Software?
Sun Apr 26 2009
By Sally Funk
Let’s face it. Changing your donor management software is just plain expensive. In addition to the cost of the software, there’s the cost for conversion, the cost for training, and the huge cost in time for the whole process. In short, it’s not something to jump into until it is truly necessary. So how can you know it’s time to change?
1. Your current software doesn’t work. You run a report and the numbers don’t add up. You pull a list and names are missing. You run a function and your computer crashes, or simple processes grind to a halt. That kind of “not working.” Not trusting the data coming out of your software might mean it isn’t working, but it’s more likely you need to clean up your data first. Cleaning up your data may solve the problem, and even if it doesn’t, it will make the future data conversion significantly easier.
2. Your current software doesn’t fit. You’re storing data in fields meant for something else. You have “extra” databases: Joe keeps contact information in his email software, Suzy is tracking mail results in separate Excel worksheets. Martha keeps a card file, and Fred wrote an Access program in his spare time to track his information. Double entry and the resultant errors are running amok. In short, your software doesn’t support your strategies. Keep in mind that some “software problems” are actually people or process problems in disguise. The problem could well be caused by poor configuration, lack of data standards, inadequate training, or non-productive work patterns.
3. Your current software is not going to fit. Your organization is upgrading it’s computers across the board, or reworking the network, and your current software won’t be compatible. Or, you’re planning a new e-mail newsletter strategy that links to your website, but your software doesn’t have a field for email addresses. You get the idea. Growth is a good thing, but it can have secondary costs that need to be thought through carefully.
Of course, you can change your software because the new Vice President wants to look like he’s on top of the “technology thing,” or because the second cousin of a board member has a friend who has heard of this new “really cool” new software. It might even work. But it’ll cost you.
Let’s face it. Changing your donor management software is just plain expensive. In addition to the cost of the software, there’s the cost for conversion, the cost for training, and the huge cost in time for the whole process. In short, it’s not something to jump into until it is truly necessary. So how can you know it’s time to change?
1. Your current software doesn’t work. You run a report and the numbers don’t add up. You pull a list and names are missing. You run a function and your computer crashes, or simple processes grind to a halt. That kind of “not working.” Not trusting the data coming out of your software might mean it isn’t working, but it’s more likely you need to clean up your data first. Cleaning up your data may solve the problem, and even if it doesn’t, it will make the future data conversion significantly easier.
2. Your current software doesn’t fit. You’re storing data in fields meant for something else. You have “extra” databases: Joe keeps contact information in his email software, Suzy is tracking mail results in separate Excel worksheets. Martha keeps a card file, and Fred wrote an Access program in his spare time to track his information. Double entry and the resultant errors are running amok. In short, your software doesn’t support your strategies. Keep in mind that some “software problems” are actually people or process problems in disguise. The problem could well be caused by poor configuration, lack of data standards, inadequate training, or non-productive work patterns.
3. Your current software is not going to fit. Your organization is upgrading it’s computers across the board, or reworking the network, and your current software won’t be compatible. Or, you’re planning a new e-mail newsletter strategy that links to your website, but your software doesn’t have a field for email addresses. You get the idea. Growth is a good thing, but it can have secondary costs that need to be thought through carefully.
Of course, you can change your software because the new Vice President wants to look like he’s on top of the “technology thing,” or because the second cousin of a board member has a friend who has heard of this new “really cool” new software. It might even work. But it’ll cost you.
Walk a Mile in that Software!
Mon Apr 20 2009
By Sally Funk
For some things, good fit is essential. A good fitting pair of shoes will take you a long way, but poor fit will ensure a long, dusty stay in the closet regardless of their style or expense. It’s just the same with your donor software—except your software costs a lot more. So, how do you evaluate the fit of your software—or prospective software?
There are four elements of your organization that relate to the fit of your donor management software: size, geography, strategies, and technical capability.
Size: There are two size factors to consider. The first, obviously, is finding software that meets your needs, yet is still affordable. The problem is that even small organizations have complex data management needs that often aren’t available in many of the cheaper software options.
The other factor is the number of donor records on your file. Some software is designed specifically for smaller organizations, and will grind to a painful crawl with too many records to process. (Yes, you can literally outgrow your software.) The opposite problem, having more computing capability than you need, occasionally exists, but is mainly an issue of inefficient resource allocation.
Geography: For some organizations where the physical location of the organization, staff and data are critical issues that define what type of software will meet their needs. Perhaps your organization has key staff in multiple locations, or multiple physical sites, so a web-based software might be an elegant solution. On the other hand, you might be in a location where Internet access is questionable and installed software is far and away the best solution. Security and access issues are major factors in evaluating this area.
Strategies: It seems simple, but the capabilities of your software should match up with your development/fundraising strategies. If you are dependent on pledges from your donors, your software should have strong pledge tracking features. Same thing for events, or grants, or mailings, etc. This is another area where your organization can outgrow your current software. As you consider launching new strategies, you may need to upgrade your software capability, as well.
Technical Capability: This area is usually closely related to organizational size – some organizations have a fully staffed IT department, while others have a “computer guy” who comes in for a half day each month. At the same time, some software programs need ongoing technical involvement for customization or maintenance, while others need a bare minimum of technical savvy.
For some things, good fit is essential. A good fitting pair of shoes will take you a long way, but poor fit will ensure a long, dusty stay in the closet regardless of their style or expense. It’s just the same with your donor software—except your software costs a lot more. So, how do you evaluate the fit of your software—or prospective software?
There are four elements of your organization that relate to the fit of your donor management software: size, geography, strategies, and technical capability.
Size: There are two size factors to consider. The first, obviously, is finding software that meets your needs, yet is still affordable. The problem is that even small organizations have complex data management needs that often aren’t available in many of the cheaper software options.
The other factor is the number of donor records on your file. Some software is designed specifically for smaller organizations, and will grind to a painful crawl with too many records to process. (Yes, you can literally outgrow your software.) The opposite problem, having more computing capability than you need, occasionally exists, but is mainly an issue of inefficient resource allocation.
Geography: For some organizations where the physical location of the organization, staff and data are critical issues that define what type of software will meet their needs. Perhaps your organization has key staff in multiple locations, or multiple physical sites, so a web-based software might be an elegant solution. On the other hand, you might be in a location where Internet access is questionable and installed software is far and away the best solution. Security and access issues are major factors in evaluating this area.
Strategies: It seems simple, but the capabilities of your software should match up with your development/fundraising strategies. If you are dependent on pledges from your donors, your software should have strong pledge tracking features. Same thing for events, or grants, or mailings, etc. This is another area where your organization can outgrow your current software. As you consider launching new strategies, you may need to upgrade your software capability, as well.
Technical Capability: This area is usually closely related to organizational size – some organizations have a fully staffed IT department, while others have a “computer guy” who comes in for a half day each month. At the same time, some software programs need ongoing technical involvement for customization or maintenance, while others need a bare minimum of technical savvy.