Over the past few months we have been taking some time to unpack the most common challenges and objections not-for-profits face when considering investing in a Customer Relationship Management System ("CRM"). First, we took some times to look at the basics of a CRM. We then explored what a CRM looks like to different members of a not-for-profit team. We looked at all the missed opportunities your organization piles up without a CRM and finally, tackled the fear of losing data by exploring institutional knowledge.

The ultimate question remains: how does all of this convince my organization to invest in a Customer Relationship Management System?

For that, my advice is this: The best CRM is the one your team actually uses. So, plan out exactly what you need and who will be using it with the following steps:

1. List your organization's specifice needs. Have internal conversations about the needs of each department. Compliment this by completing a technology audit to better understand what tools you already have available to you. Once you have a clear understanding of your organization's needs you will be able to start effective research.
2. Create a list of fears and objections. Having a better understanding of your team's apprehensions helps you understand the type of solution you are looking for. Your ideal technology solution will be a tool everyone on the team is on board with. If they have legitimate fears and objections which are not addressed, you may not have the proper adoption needed for this tool to be worthwhile.
3. Point by point, tackle each fear and objection with some of the streategies in our blog series. We have put together some resources to help you work through each of theses steps, including a technology audit and one-page business case. These will help you organize your thoughts. Templates can be downloaded here.

There are tons of resources to help you decide which CRM to choose including many by Vantage Point and not-for-profit software companies like Keela. Want help with your options? Give us a call!

Happy CRM-ing.

Upwards and Onwards,

The Keela Family

Forget about the funders – convince yourself first you’re worth investing in.

There’s a lot of conversation in our sector about changing the current funding paradigm that is seen as short-term, project-related, and restrictive. Important blog posts like The Ethical Argument for General Operating Funds take a stab at changing the narrative within the funding community. Here at Vantage Point, we took up the conversation through our podcast on the topic The overhead myth: Let's end it once and for all!

I can understand the focus of getting buy-in from funders. We are incensed that most funding approaches don’t reflect the reality that to develop and execute amazing programs, we also have to develop the organizational capacity to support those services.

To understand “capacity”, think of the table legs underneath the table top of programs, as in the capacity framework that we use here at Vantage Point, from the Non-Profit Lifecycles Institute:

What I’ve come to realize in my years of consulting with organizations to strengthen these table legs, however, is that not-for-profit leaders themselves must first believe in the power of capacity. It’s beyond a “funding paradigm” that requires shifting - it’s the more deeply held belief system many not-for-profit leaders hold that another $ received has greater mission impact if it is directed to programs. Founders who can’t say no to another “client” (e.g., a child they feed, a family they uphold, an animal they shelter, a senior they care for), establish a culture that rewards short-term accomplishment rather than encouraging innovation and investment for the long-term. The fact is, solid management, governance, financial resources and administrative systems are essential for mission-critical programming to thrive.

If, instead, we each believed in the power of investing in our organizational table legs, we risk equipping ourselves with the resilience and capability to serve our evolving communities for decades – instead of years – to come. That’s a risk I’d like to take!

How will you prioritize strengthening your organizational table legs?

What would it take for your organization to be ready to spend resources on a project that is focused internally on organizational learning – on capacity?

If your organization is ready to invest in long-term mission impact, join us for Vantage Point’s very first Capacity Lab, a seven-month program designed for your board and staff leadership team to build a capacity enhancement plan for your organization.

The new and updated Societies Act came into effect November 28, 2016 and governs how societies (not-for-profit organizations) are created and run in B.C. The new Act provides clarity, additional flexibility, and some new obligations for societies in areas such as record keeping, director requirements, and membership rules for different types of societies (ordinary societies and member-funded societies).

As part of the transition to the new Act, every not-for-profit society in BC was required to file a Transition Application by November 28, 2018.

We were curious about what could happen to societies who have not yet completed a transition application now that the deadline has passed.

Here is the response we received:

• “…To remain in compliance with the Societies Act all pre-existing societies must file a Transition Application by November 28, 2018 as per Section 240 (1) of the Societies Act Legislation. If a society fails to complete the Transition Application by November 28, 2018 the Registrar may issue a Notice of Commencement of Dissolution as per Section 214 (1)(b) of the Act. The society is considered not in good standing until the outstanding transition application if filed.
• To address your inquiry, at this time the Registrar is not contemplating applying the dissolution proceedings if a society fails to meet the Transition Application deadline of November 28, 2018. We encourage societies to complete the transition application as soon as possible in order to prevent any future issues that may affect their activities such as apply for gaming grants or securing loans and to remain in good standing with BC Registries.
• Please note, if a society is issued a Notice of Commencement of Dissolution for failure to file the Transition Application, the society can request a delay of dissolution at that time for a period of time up to 6 months through our Societies Online Application. The Transition Application must be filed prior to the delay of dissolution expiry date.”

In summary:

• If you haven’t done so already, your organization should absolutely file a transition application as soon as possible. To find out how, click here: https://www2.gov.bc.ca/assets/gov/employment-business-and-economic-development/business-management/permits-licences-and-registration/registries-guides/inst_01_soc_-_transition_application_filing_guide.pdf
• If you haven’t done so, it is possible that the Corporate Registry in BC may file a “Notice of Commencement of Dissolution”
  • If a society is issued a Notice of Commencement of Dissolution for failure to file the Transition Application, the society can request a delay of dissolution at that time for a period of time up to 6 months through our Societies Online Application. The Transition Application must be filed prior to the delay of dissolution expiry date.”

Remember, the new Societies Act provides some different options for governing your organization. Filing a transition application is also a great opportunity to review your bylaws and make adjustments to how your organization makes decisions. For some frequently asked questions related to the new Act, download the Societies Act FAQ resource we’ve put together.

At Vantage Point we are advocates of skilled volunteering – which we call knowledge philanthropy. In the spirit of National Volunteer Week, we wanted to revisit what this concept means to us as an organization.

What is Knowledge Philanthropy?

Knowledge philanthropy is the intentional practice of engaging someone’s experience, skills or talent to create a better world – and it’s an incredible way to expand the capacity of not-for-profit work.

Each of our volunteers – or knowledge philanthropists – lends their skills and talents to our mission and we consider them to be truly transformative change agents. Our volunteer team is made up of highly skilled facilitators, consultants, emerging and senior leaders in the community. When we welcome a new volunteer, they become an integral part of our team.

In 2013 we released the Abundant Not-For-Profit: How talent (not money) will transform your organization, which outlines our philosophy on knowledge philanthropy in great depth. As volunteers began to evolve into the “21st Century Volunteer”, with the rise of the knowledge worker, we recognized not-for-profit organizations had to completely redefine the way they aimed to engage and leverage volunteer contributions.

We started within, by shifting our own volunteer engagement processes to assure volunteers could contribute in all areas of the organization – from front-line operations to management and governance. With a 75-year history of promoting and supporting the engagement of volunteers, this evolution was an important way to continue our legacy as a volunteer centre forward.

Who are Our Knowledge Philanthropists?

A large majority of our knowledge philanthropists are facilitators and content experts that develop and deliver our programs. In addition to involving knowledge philanthropists in program delivery, staff members actively identify skills-based roles for many other volunteers, including in the areas of human resource management, government relations, marketing, coaching, membership strategy, and many more.

How We Recruit and Engage Skilled Volunteers

One of the most important pieces of bringing on a new knowledge philanthropist is ensuring that we truly understand both their experience and skills as well as their goals and interests, so that we can ensure every volunteer engagement is truly created as a win-win.

We layout a role description and agree on the expectations in the role – both for the volunteer and what they can expect from Vantage Point. The role description reflects their level of experience as well as their goals as a volunteer. And, of course, we ask how they would like to be recognized - because everyone is different!

At Vantage Point all knowledge philanthropy roles have a start and end date, as well as a rough number of hours expected. This way knowledge philanthropists can see how the role fits into their schedule. It’s amazing how often this one piece can make a role much more appealing! And, to assure strong accountability on both sides, we capture all of this in a letter of agreement that both the knowledge philanthropist and Vantage Point sign.

Take Action to Integrate Knowledge Philanthropy

If you are an organizational leader ready to leverage your number one competitive advantage: people, through integrating knowledge philanthropy into your organization, we have a few resources!

We have an August workshop on Engaging Skilled Volunteers, and several resources including:

• From Our Vantage Point Podcast on Win-Win Volunteer Engagement: Knowledge Philanthropy and Recognizing your Volunteers - Just say No to "Years of Service" Awards
• Salaried Employee & Board Handbook for Working with Knowledge Philanthropists
• Window of Work for Engaging Knowledge Philanthropists
• Steps to Responsive Volunteer Engagement

Last year Vantage Point turned 75 and such a milestone had us digging through our archives to find out exactly what brought us from 1943 to 2018. As it turns out the answer was women.

1943 marked a turning point for our society as we found ourselves in the middle of World War II and as men went off to war, women were called upon to roll up their sleeves and keep things running. For most women, this would have been their first time entering the workforce and once they entered, you better believe they didn’t leave.

Organizing for the war effort, the Women’s Voluntary Services was formed with the goal of mobilizing women. They first developed care centres for children from England who needed shelter until placed in homes and a place where children of women working in wartime industries could receive day care. Next, they engaged women as volunteers in community agencies throughout the city.

Once the war ended, the Women’s Voluntary Services was renamed the Volunteer Bureau of Greater Vancouver and it’s first funder, the Junior League of Vancouver was charitable women’s organization who helped the Volunteer Bureau further their efforts in the swiftly changing society post-war. Continuing to be led by women, the Volunteer Bureau became the Vancouver Volunteer Centre and then Volunteer Vancouver and finally, Vantage Point.

With each iteration came women champion the efforts of volunteers in the not-for-profit sector of our city. With each decade, the work of those women in 1943 was moved forward into professional development, capacity building, and of course volunteerism always with the lens of supporting those championing environmental issues, social justice, health, arts and culture, seniors’ programs, and much more.

Since becoming Vantage Point, our Executive Directors have always been women. We are a team made up almost entirely of women (with the exception of one fellow who is a powerhouse in his own respect).

When we think of the next 75 years of Vantage Point, we have no doubts that there will be amazing female leadership to come.

Valley First and Vantage Point partner to enhance not-for-profit leadership and capacity building in the Okanagan.

Kelowna, B.C. – Valley First, a division of First West Credit Union, and Vantage Point have partnered to expand Vantage Point’s leadership programming and services to not-for-profit organizations in Kelowna, B.C. In February, Valley First, KCR Community Resources, and Vantage Point will be holding a session focused on tools, resources and models that are driving innovation and impact in the sector.

Valley First has provided a generous contribution to enhance leadership training and capacity building resources available to not-for-profit board members and staff in the region. This partnership and ongoing programing leverages both local knowledge and the expertise of Vantage Point and KCR, to maximize the benefits of this training for Okanagan not-for-profit organizations. Based on work completed in 2018, project partners have been working together to explore future possibilities for professional development training in 2019.

Mark Friesen, Director of Capacity Development at Vantage Point explains, “We’re excited to support leadership training and capacity building opportunities available to not-for-profits in Kelowna. Strong leaders make strong organizations; investing in people strengthens the sector overall.”

“As an organization that works closely with many non-profits across our region, we see the incredible benefit to supporting the development of capacity and training for leaders of these important organizations,” says Paulo Araujo, president of Valley First. “First West has been working with Vantage Point for some time in the lower mainland and along with our Kelowna community partners like KCR, we are looking forward to contributing to the professional development of non-profit organizations.”

Valley First and Vantage Point have connected with other organizations in the Okanagan, including Okanagan College and KCR, to understand key opportunities to support the sector in the area. By working together with local funders and expertise additional resources for governance, planning, and leadership training are being made available to community-based organizations.

About Valley First

Valley First is a premier provider of banking, investment and insurance services for residents and businesses in the Okanagan, Similkameen and Thompson valleys. As a division of First West Credit Union, B.C.'s third-largest credit union, Valley First brings innovative products, an extensive branch network and local decision making to the banking experience. We’re proud to partner with Vantage Point to bring non-profit capacity building programming to our community.

About Vantage Point

Vantage Point offers an array of innovative learning opportunities for not-for-profit executives, managers, boards directors, senior and emerging leaders throughout B.C. We focus on building strong organizations with excellent governance, leadership, planning and human resources. Our transformational model of people engagement allows organizations to attract, meaningfully engage and integrate the abundance of talent available in the community.

Media Contact:

Mark Friesen
Director, Capacity Development
604-630-5821
mfriesen@thevantagepoint.ca
thevantagepoint.ca

In the last blog in our not-for-profit technology series, we took a look at finding right tools for your organization. It’s always best to ask as many questions as possible to your technology vendors, to make sure you feel comfortable. Once you find the right tool – here comes the fun part. Finding the budget for it.

Be Realistic

When you start setting a budget for your technology purchase, it’s important to be realistic. If you have the benefit of historical perspective, take a look at similar purchases in the past. Look at some of the biggest purchases that your organization has made, and examine the context those purchases were made in.

For example, you might come across a large expense in the past and think, “We’ve spent this much money before – I’m sure we can spend that money again.” While this may be true – it’s important to put things in context. Do your best to understand the “why” behind each large purchase before drawing such a bold conclusion.

Once you have a better idea of what you can realistically spend, this helps you to narrow your search even further.

PRO TIP: See if there is any wiggle room in the pricing. Ask for not-for-profit discounts or any other avenue to lower the overall cost. TechSoup is a great resource for discounts on software like Microsoft Office, Adobe Creative Suite, Quickbooks, and more.

Look for Alternatives

By this point, you’ve clearly identified the technology need that you’re facing as an organization. You’ve also identified several possible solutions that comes with a cost for your team.

To cut costs, this is a great time to start looking at possible alternatives to those solutions. You can look for free tools that help you accomplish the same outcome. While this might not be the ideal solution, the cost-savings could make this option worthwhile as a short-term solution.

The problem with free tools is that they are free the same way a puppy could be free. There might not be any upfront costs to get the puppy, but the cost of keeping the puppy long-term could really add up over time. The same is true for a lot of free tools in the market today. So be sure to add these to your considerations.

Another option you have available is to look at the tools that you team already has. If you’ve been in operation a few years, it’s likely that you have some subscriptions to various online tools – and many trial accounts. Take stock of what you have and see if you can solve the challenges you are facing with those existing tools. While this might feel like an inefficient solution – it’s worth trying if you can’t find any flexibility in your budget.

Calculate Your Productivity Metrics

One of the best ways to justify a purchase is by first calculating how productive you are without the tool, and then contrasting that with how productive you are with the tool.

This can be tricky, but it’s an important step to take. Here’s how you do it, but measuring your time:

1. Identify some of your key performance indicators (KPIs). For example: sending out 20 emails.
2. Break apart the tasks that lead up to that KPI. For example: writing copy, setting up segmented lists, or creating images to go with content).
3. Time how long it takes you to accomplish each of those tasks and average that number. For example: writing copy takes 20 minutes, setting up segmented lists takes 8 minutes, and creating images takes 10 minutes.

What you’re left with is the average amount of time it takes to reach your KPIs. But why is this so important?

When you measure these things before a purchase, you are able to set a benchmark. Your next step is to jump on a free trial and start using those tools that you want to purchase.

Do the same exercise with this new tool in place: 1. identify KPIs, 2. break apart tasks, and 3. calculate the time it takes to complete each task.

Now you’re left with a new number – the average time it takes you to reach your KPI using the tool.

When the difference between these two numbers is large, it’s easier to justify the purchases – even on a shoe-string budget.

In the last part of this series we will be looking at how we can make the final decision and convince the decision makers of the organization to make the purchase.