1. Selecting a new grant management system
27 June 2018
David Membrey & Iain Pritchard

2. Agenda Welcome and introductions A short questionnaire
State of the market
Strategic drivers
Choosing the right system and supplier
Discussion
Lunch
Close

3. Welcome and introductions

4. About Adapta We are: A specialist information systems consultancy
We only work with membership organisations, charities, associations, trusts and others in the NfP sector
We are completely supplier-independent
Our consultants have held senior positions in a broad range of different organisations
Our advice and guidance is based on practical experience gained over many years.

5. strategic organisational priorities
About our approach
Roles and people
Resources (information and technology)
Activities
(processes and culture)
strategic organisational priorities

6. About us

7. A short questionnaire

8. State of the market With particular reference to: Flexi-grant GMS 360°
CiviCRM
Salesforce
Wizehive

9. Guide to grant management systems

10. Some ways to look at the choices
On premise / hosted / cloud
Traditional / new / platform
Small / community / larger / corporate
Focused or CRM systems with grant-making functionality added on

11. On premise/hosted/cloud

12. Traditional/new/platform

13. Small/community/larger/corporate
Larger grant makers
Corporate

14. CRM systems with grant-making functionality added on…

15. Strategic drivers

16. Strategic drivers – breakout session (15 mins)
What are the three most important drivers for getting a new grant management system?

17. Functionality you would expect…

18. What does your current system do well?

19. What does your current system not do well?

20. Grants workflow Funding priorities
Application rounds and applications (1 or 2 stage)
Review and assessment
Committee/board papers and decisions
Budgets and payments
Support for applicants and grantees
Reports and KPIs

21. Other strategic drivers
Enhance experience for grantees and applicants
Workflow, prompts and alerts
Communications ( , sms, grantee portal)
Reports and feedback (written, podcasts, video, photos)
Focus on the relationship
Improve ways of working
Security/permissions/audit trail/access
Integration (finance, , external sources)
Provide information for decision-making
Data analysis and impact reporting
Focus/priorities and scale
Support activities across the organisation
CRM/events/training courses
GDPR compliance

22. Choosing the right system

23. Why do software projects go wrong?
Rarely because:
Actually because:
The technology is wrong
Software is faulty
The supplier is evil
The supplier is incompetent
The supplier is too small
The contract is weak
There wasn’t enough rigorous methodology
Focus on functionality instead of outcomes
Thinking through the options and the business case and planning for change is difficult (and less exciting than just getting on with it…)
Ambition ≠ Capability
Decision-making is often complex and slow
Unrealistic timetable or budget
Priorities…

24. The right focus strategic organisational priorities Activities
Roles and people
Resources (information and technology)
Activities
(processes and culture)
strategic organisational priorities

25. What the org. really needs and can achieve
Selection approach
Governance, options and an honest business case
Key processes and requirements
Short list, prototyping and other selection activities
Specification and contract
What the org. really needs and can achieve

26. Outline timetable

27. Key processes and requirements
Understand what your organisation will want in 3-5 years as well as now
Identify the processes that are essential to your organisation
Decide on the level of flexibility/potential for change with other processes
Recognise that the relationship with the supplier is as important as the software functionality

28. Prototyping / Proof of concept
Discussions with short-listed vendors
Selected process descriptions and user stories
Proof of concept demonstrations
Document recommendation

29. Specification and contract
Workshops with preferred supplier
Technical specification
Implementation plan
Costs
Contracts

30. The likely cost components
Selection
Management time and effort
Supplier costs (prototyping)
Professional services (eg legal)
Implementation
Licences
Configuration
Data migration
Report development
Modifications
Project management
Testing
Training
Back filling

31. Discussion

32. Lunch

33. help@adaptaconsulting.co.uk www.adaptaconsulting.co.uk
Adapta Consulting, 5 St John’s Lane, London, EC1M 4BH