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Selecting a new grant management system

Selecting a new grant management system. 27 June 2018. David Membrey & Iain Pritchard. Agenda. Welcome and introductions A short questionnaire State of the market Strategic drivers Choosing the right system and supplier Discussion Lunch Close. Welcome and introductions. About Adapta.

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Selecting a new grant management system

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

  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 “On Premise” “Hosted” “Cloud”

  12. Traditional/new/platform Traditional New Platform

  13. Small/community/larger/corporate Small/Community 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 (email, 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, email, 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 (processes and culture) Roles and people Resources (information and technology)

  25. 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 020 7250 4788

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