1. Digital Strategy for NFPs
9 March 2018

2. Agenda What is a Digital Strategy? Components of a Digital Strategy
Do CLCs Need a Digital Strategy?
Open Discussion / Workshop

3. Agenda What is a Digital Strategy? Components of a Digital Strategy
Discussion / Workshop - Do CLCs Need a Digital Strategy?
Open Discussion / Workshop

4. A simple example… From… To… Few taps on a mobile phone
Eliminated any errors / missing fields
Ready to process ‘within minutes’
From…
Customers left to figure out complex forms
Printing, posting, and photocopying takes a lot of time and effort
Potential 1-2 week delay before the form was even ready to process
Customer completes paper form (2-3 days)
Triage (5 days)
Process (10-20 days)
Post
Form is now ready to process
Download / print forms
Manually fill out forms
Prepare and photocopy attachments
Deliver by hand
Check for completion
Request missing/more information
Process the form
Manual Payment Processing
attachments

5. Digital Strategy Framework
Social Media
Mobility
Customer Engagement
Internal Efficiencies
Supported by
Technology
Organisational
Direction
Emerging Technology
Discuss Customer vs Client context

6. Benefits of a Digital Strategy
Client Engagement
Client information & service delivery systems
Improved service delivery
Client outcomes tracked,
Improved reporting
Social media, marketing and public website
Increased awareness
Targeted campaigns
Internal Efficiencies
Common ICT platforms & collaboration tools
Staff collaboration, access to information anywhere, productivity
Staff & volunteers’ skills and culture
Staff and volunteers’ productivity is maximised
Risk Management and Disaster Recovery (DR)
Service interruptions are minimised

7. Agenda What is a Digital Strategy? Components of a Digital Strategy
Discussion / Workshop - Do CLCs Need a Digital Strategy?
Open Discussion / Workshop

8. Digital Strategy and Customer Engagement
Social Media
Mobility
Customer Engagement
Internal Efficiencies
Supported by
Technology
Organisational
Direction
Emerging Technology

9. How can a Digital Strategy Improve Customer Engagement?
Social Media
Mobility
Digital Marketing (Social Media Strategy)
How do NFPs raise awareness?
Keeping in touch
Identifying changing needs
Increasing our reach
Targeted campaigns
Online stats
Interaction (Customer Insights)
How can NFPs provide better services to customers?
Client access to up-to-date information
Whole-of-life journey
Making enquiries
Making appointments
Attending information sessions
Follow-up/support
Aggregated reporting

10. Digital Strategy and NFPs
Social Media
Mobility
Australia is the second largest user of smartphone and tablet technology
NFP sector seeing growth in online presence in digital channels
Face-to-face increasingly moving to digital channels
still dominant channel
Websites increasingly becoming ‘engagement hubs’
17 Million smartphone users in Australia, 22 million by 2022
11% year-on-year growth in NFP website visitors
62% of NFPs send e-newsletters monthly
Source: Survey by Infoxchange, Connecting Up and TechSoup NZ

11. NFPs - Primary Engagement Channels
Use of social media
Use of websites
Source: Survey by Infoxchange, Connecting Up and TechSoup NZ

12. Digital Strategies - Internal Efficiencies
Social Media
Mobility
Client Engagement
Internal Efficiencies
Supported by
Technology
Organisational
Direction
Emerging Technology

13. How can a Digital Strategy Help Drive Efficiencies?
Cloud-Based Technology
Cost of technology
No ‘on prem’ hardware to maintain
Subscription-based services
Flexible as demand changes
Customer Relationship (CRM)
Optimise customer engagement
Connecting with customers
Access to current information
Making enquiries
Making appointments
Aggregated Reporting
Collaboration
Access anytime, anywhere
Online self-serve
Virtual teams
Virtual meetings
Internal social media
Remote access
Mobility (BYOD)

14. Cloud Based Technology
Subscription-based service provides access to key applications, such as Office and CRM
Eliminates capital expense associated with hardware / software and upgrades
Always running on the latest generation of hardware and software
Scalable ‘on demand’
Increased availability
Frees up internal IT resources from maintenance activities
“We are donating to non-profits and NGOs, access to Microsoft’s best-in-class cloud-based productivity and collaboration tools, enabling them to spend fewer resources and time on IT, and focus on their missions addressing global issues.”
Jean-Philippe Courtois
President, Microsoft International

15. Cloud Based Technology
Approximately 50% of NFPs have either moved to the Cloud or are planning to in the next 3 years.
Driven by two factors:
The need to become more efficient
Incentives offered by software companies
NFPs who plan to move ‘a significant proportion’ to the cloud, by organisation size
100%
90%
80%
70%
60%
50%
40%
30%
20%
10% 0%
29%
27%
13%
11%
100%
37%
31%
21%
22%
30%
18%
35%
28%
23%
17%
We don't know / other
We do not plan to move
We have already moved
We plan to move in the next 3 years
Very small to small Small to medium
Medium
Medium to large
Large
Very Large
Source: Survey by Infoxchange, Connecting Up and TechSoup NZ

16. Most NFPs Do Not Have A Single Client View
Customer Relationship Management (CRM)
Most NFPs Do Not Have A Single Client View
Our staff can use one system to get a view of all the assistance that we have provided a person over time.
The most common systems used by NFPs to keep client information are:
Microsoft Access (17%),
Paper/Word (13%) or
Custom developed solution (13%).
39% Agree
61%
Disagree
Source: Survey by Infoxchange, Connecting Up and TechSoup NZ
Class

17. Customer Relationship Management (CRM)
A CRM can
Provide a single ‘whole-of-life’ view of all the assistance that has been provided to a customer over time
Extract aggregated reports (data analytics)
Help to demonstrate the impact of their services
Help to optimise service delivery
Instant feedback on emerging client trends across all stages of interaction
Source: Survey by Infoxchange, Connecting Up and TechSoup NZ

18. Microsoft products are most commonly used for PCs, email and file sharing
Popularity of file sharing applications (%)**
Popularity of applications**
Types of PCs used (%)*
32%
20% 7%
19%
15% 7%
* Figures represent a percentage of each type of PC in comparison to the total number of PCs recorded in survey. These figures add up to 100% (with minor rounding error).
** Figures represent the percentage of organisations that use each application. These figures do not add up to 100% as respondents could choose more than one application.
The biggest change since our last report was in use of Exchange Online – up from 14% to 19% since our last survey

19. Digital Strategy – Security Considerations
Protecting Privacy And Data is Paramount.
Need To Prepare For The Transition To A Digital World
Data Security Policy
BYOD Policy

20. Digital Strategy – Summary of Components
Business Outcomes
Business Objectives
Customer Profiles and Insights
Key Services
How Technology will Support our Business in the future?
Online Channels
Social Media Strategy
Online Service Delivery
Internal Efficiencies
Cloud Strategy
CRM Strategy
Reporting
Office Tools
Privacy and Security
Transition Roadmap

21. Agenda What is a Digital Strategy? Components of a Digital Strategy
Do CLCs Need a Digital Strategy?
Open Discussion / Workshop
“Everyone is doing this, so we should too”

22. CLCs Context CLCs are facing increasing challenges
Clients changing how they engage
Increased demand for services
50% clients being turned away due to lack of resources
Government looking at ways to reduce funding
Government mandated policies
Increased reporting complexities
Emerging trends in the use of technology
Drives the need for change
Some examples could include
New ways of engaging with clients
Increasing efficiencies
Improving collaboration
Targeting services
New challenges Drives Change Sets New Direction Supported by Technology

23. NFP IT challenges and priorities
Budget / funding
59%
64%
Improve website
Keeping abreast of technology changes and identifying where to invest our IT spend
53%
57%
Make better use of social media
Internal IT capacity and capability
49%
51%
Upgrade IT infrastructure
Affordable, skilled technical resources
47%
46%
Develop an IT plan
Implement a new client or member Info Management System
Move to the cloud
Refreshing our IT infrastructure
45%
37%
Affordable staff training
35%
Implementing any technology-driven change can be a perilous journey
Source: Survey by Infoxchange, Connecting Up and TechSoup NZ

24. Client Engagement – Survey on CLCs
Survey of CLC Customers in 2015 showed that :
56% use internet daily (20% less than other justice service customers)
90% seeking general advice (what are my options?)
52% queries relate to relationships, property or children
15% went online but prefer phone/counter enquiries are higher because most people wanted to talk to someone anyway
36% don’t use social media (10% higher than other JSC)
Source: CLC Customer Insight Research Outcomes April 2015

25. Agenda What is a Digital Strategy? Components of a Digital Strategy
Do CLCs Need a Digital Strategy?
Open Discussion / Workshop
“Everyone is doing this, so we should too”

26. Workshop – So who actually are your customers?
Funding Bodies
EXTERNAL
Community / Other
Clients
Service Network
INTERNAL
Suppliers
Corporate Services
Clients
Funding Bodies
Government (State and Federal)
Benefactors
Volunteers
Service network
Community at large

27. Workshop – Thinking our way through…
Customer
Pain point
What if we could …
How can digital help?
Provide services through alternative channels that appeal to young people?
I don’t know how to access legal help / support
Look at social media to target young people
Forms part of social media
strategy
Young people
Forms part of Service
Delivery
Strategy
Have to travel a long way to get legal help
Provide our services through online channels?
People in remote communities
Establish online chat services

28. Workshop – Thinking our way through…
Digital Strategy
What can CLCs do?
How can they work with other CLCs
What role/support would be needed from CLCQ?
Outcome: Next level of planning.

29. Thank you

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