The project was split into 3 distinct phases:
Diagnostic
Diagnostic activity established what supporter interactions were about and where staff time was spent. Service blueprinting was then used to map processes operated as a result of these interactions. The key finding was supporter development was restricted due to donations processing consuming so much time.
Redesign
We worked with teams involved in processing donations to develop a quicker, simpler process that was more effective in processing payments and identifying supporter development opportunities.
Implementation
To implement the new process the organisation’s structure had to be reconsidered. The current organisational structure was categorised into three core aspects – Organising and fulfilling ‘products’, supporting the charity to function and dealing with supporter contact and engagement. This led the way to a new structure that enabled more focus on supporter development.