Case study 1
Case study 1
The PIpeline Report
The PIpeline Report
The Overview
The Overview
Leadership was manually tracking anticipated funding for the fiscal year and was often unable to report information to senior leadership when requested. With very few resources, I created a system for inputting & tracking this information that was adopted across multiple departments.
Leadership was manually tracking anticipated funding for the fiscal year and was often unable to report information to senior leadership when requested. With very few resources, I created a system for inputting & tracking this information that was adopted across multiple departments.
The Problem
The Problem
- The team could not quickly report anticipated funding to senior leadership
- Manual tracking was prone to human error.
- No version history existed.
- The report was inaccessible by the majority of the team as it was only saved to the computer of the VP of development.
- Team could not quickly report anticipated funding to senior leadership
- Manual tracking was prone to human error.
- No version history existed.
- The report was inaccessible by the majority of the team & only saved to the computer of the VP of development.
The Goal
The Goal
Using the limited available tools, create a system for tracking anticipated funded that is simple, functional, and accessible.
Using the limited available tools, create a system for tracking anticipated funded that is simple, functional, and accessible.
The Process
The Process
Step one: Mind map what this report might look like and where the data would come from.
I assessed the current report and talked with it's users which were directors and senior leaders. There were no complaints about the columns used in the manually tracked document, so I spent most of this part asking the team what information they would add if they could.
Ultimately they needed:
Donor name, ask date, ask amount, expected date, expected amount, current status, funding project, solicitor name, and notes.
Step one: Mind map what this report might look like and where the data would come from.I met with users and found there were no complaints about what the current report contained, but they did want to include more information.
Needs list:
- Donor name
- Ask date & Amount
- Expected date & Amount
- Current Status
- Funding Project
- Solicitor
- Notes
Step two: Identify where we could consistently track this information in our current CRM database.
After working with our lead database director, I found the 'Proposal' tab within each donors record was not being formally used across the organization. This tab had fields that perfectly matched the report needs.
Step two: Identify where we could consistently track this information in our current CRM database.
After working with our lead database director, I found the 'Proposal' tab within each donors record was not being formally used across the organization. This tab had fields that perfectly matched the report needs.
Step three: Develop a process for inputting data in the database.
I presented the initial idea to senior leadership showing them a test workflow and how the data could be used beyond just reporting, but also for planning.
Leadership was engaged and gave me the green light to develop training materials and implement the new reporting structure.
Step three: Develop a process for inputting data in the database.
I presented the initial idea to senior leadership showing them a test workflow and how the data could be used beyond just reporting, but also for planning.
Leadership was engaged and gave me the green light to develop training materials and implement the new reporting structure.
Step four: Testing and training the new process.
After developing presentation and training materials. I met presented the new structure at the monthly team huddle, and followed up by scheduling 1:1 visits with each director to discuss data input and timelines for reporting.
Through testing different iterations of the process we identified any errors and were able to find an input method that worked for the staff, and an export method that worked for leadership.
Step four: Testing and training the new process.
After developing presentation and training materials. I met presented the new structure at the monthly team huddle, and followed up by scheduling 1:1 visits with each director to discuss data input and timelines for reporting.
Through testing different iterations of the process we identified any errors and were able to find an input method that worked for the staff, and an export method that worked for leadership.
Step five: Fully launch the new process and monitor the process.
Expectations were set between leadership and each director about reporting data and how important accuracy would be. We implemented the process in 2017, and monitored it for the next 90 days.
Step five: Fully launch the new process and monitor the process.
Expectations were set between leadership and each director about reporting data and how important accuracy would be. We implemented the process in 2017, and monitored it for the next 90 days.
the outcome
the outcome
We piloted the new pipeline report in 2017, and it was still in operation when I left the organization in 2023.
The pipeline report grew to be the primary source for planning annual fundraising goals for development staff in the Central Texas division. It grew to be adopted by two additional divisions with int he organization and was integral in providing senior leadership with insights into regional performance.
As the department gained funding to use PowerBI for analytics, the report grew to live in an automated dashboard and continued to be used by all divisions for reporting.
We piloted the new pipeline report in 2017, and it was still in operation when I left the organization in 2023.
- The report grew to be the primary source for planning annual fundraising goals in Central Texas.
- It was adopted by 2 additional divisions within the organization.
- it was integral in providing senior leadership insights into regional performance.
As the department gained funding to use PowerBI for analytics, the report grew to live in an automated dashboard and continued to be used by all divisions for reporting.