The digital maturity playbookA guide for charities and not-for-profits

Contents

Foreword 3

Let’s get started! 4

Chapter 1 5 Disruption: Making disruption work for your organisation

Discussion Guide 1: Disruption 9

Chapter 2 10 Communications: Maximising your communications for greater engagement

Discussion Guide 2: Communications 14

Chapter 3 15 Technology: Utilising technology to get ahead

Discussion Guide 3: Technology 19

Chapter 4 20 Measurement: Illustrating the impact of Digital Maturity

Discussion Guide 4: Measurement 23

Congratulations! 24

Next steps 25

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ForewordMoving to a digital way of thinking is a hot topic for charities, with the emergence of new tools and technologies fast changing the way you work. 2020 is a year that will go down in history. Never has the digital world been more present, or the need to embrace digital technology more important.

If you are tasked with, or have a vested interest in digital transformation, then you might be wondering how your organisation can respond to this new way of working. How can it evolve faster and make the most of emerging digital technologies? It’s an important question. So we enlisted the help of digital maturity expert and consultant, Ian Patterson, who is here to share his expertise.

The resulting playbook has been designed to expand your horizons – helping you forge your own path by identifying the elements of digital maturity that matter most to your organisation.

At the end of this playbook you will find four ‘Discussion Guides’ to help you identify new priorities for digital acceleration. We advise that you work through these together with your team – safe in the knowledge that charities across the country (and world!) all face similar challenges when it comes to digital maturity.

How can charities and not-for-profits speed up their digital evolution?? ?

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Let’s get started!Introducing Ian Patterson and the Digital Maturity Index (DMI)

Ian Patterson

Every day the world changes around us. Every day, new inventions, new technologies, new ways to communicate and improve our work are springing up online. It can be daunting. Even for the most seasoned of digital professionals!

As a digital transformation consultant leading change across business, charities and not-for-profits (NFPs) my work has taken me across the world – where I have seen first-hand the similarities in how different types of organisations are responding to advances in digital technology. In 2015, I started work on a Digital Maturity Index (DMI) to assess digital proficiency and capability within these environments. The index is made up of 10 key areas, shown below. Validated by over 100 professionals, it has been used to deliver digital maturity audits for organisations from Sydney, Australia to Edinburgh, Scotland.

For the purpose of this guide, I am going to focus on four of these areas: disruption, communications, technology and measurement. Dealing with each in separate chapters, I am here to help you unpack and explore these topics in more detail – with the final Discussion Guides pulling together 40 questions for team discussion and evaluation.

Source: Ian Patterson digital-maturity-review.co.uk

1: Customers

6: Risk

2: Disruption

7: Culture

3: Business

8: Innovation

4: Communications

9: Process

5: Technology

10: Measurement

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Chapter 1 Disruption: Making disruption work for your organisation Let’s start with the concept of ‘digital disruption’. In this chapter I will take some time to consider this important phenomenon in all its shapes and forms.

Once upon a time…Imagine. It’s the day before the launch of your brand-new website. Not just any website, but the kind your charity has dreamed about for years. It has taken months of work, but you’ve nailed it. The site is ready – complete with all the features you wanted to meet the needs of all site visitors, volunteers and donors that come your way.

That’s when I saw it. A digital platform that blew all my efforts out of the water. There was no way round it. It did more for less money. It was better.

What would you do?

My first instinct was to cry on my keyboard, and follow up with some damage limitation. ‘It’s not a problem’, I thought. The platform probably didn’t exist when we started our project… [Insert frantic research here]

It did. Oh dear.

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What is digital disruption? The fact is, we live in a world of near unlimited choice and perpetual change. Disruption, or ‘digital disruption’, is the impact we experience as individuals, society, markets, businesses – and charities – when such revolutionary innovation succeeds. It’s happening every day, and at a faster pace than ever. Think:

\ Netflix vs the big broadcasters

\ Airbnb and the hotel industry

\ Bitcoin and the high street bank

\ Contactless payments and charity collections

Whether it takes the form of a new product, service or technology, digital disruption has the power to make or break your business. We might not like to admit it, but it is our customers (in this case, beneficiaries, donors, supporters and volunteers) who drive this change. It is impossible to think that a person could use an Amazon, Apple or Google product and not want their giving experience to be equally smooth and beneficial. For this reason, it is getting increasingly difficult for charities and NFPs to qualify themselves out of the experience economy. Especially when the barrier to access powerful digital solutions is so low.

But unless you work for a charity with its own digital department, chances are the day job doesn’t give you much time to track these trends. Even so, it can be downright crushing when you realise you have missed the boat and the work you’re committed to could have been done better, quicker, or cheaper.

Welcome to the club.

You’ve just been digitally disrupted.

Digital is like oxygen - its there for us all. With so many different dimensions to digital,

we should bear in mind it’s social purpose to connect people.

Jane Eckford, Public Service Transformation Leader https://www.linkedin.com/in/janeeckford/

”

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Applied disruption Where shifting customer expectations are anticipated and organisations take a proactive role – becoming the disrupter, rather than the disrupted. This includes attempts to pre-empt the evolution of emerging markets, with Bitcoin giving and virtual reality each an example of new technologies that see household charities looking to get ahead of the game. Monitoring the evolution of these new inventions and technologies (‘Horizon scanning’) is key to achieving applied disruption. I recommend that all charities start tracking this landscape.

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Different types of digital disruption Being on the sharp end of digital disruption can be daunting. It’s the moment when stable becomes unstable – when our reality shifts and we realise that it’s the customer, or in this case the donor, who is really in control. However painful it might be, it’s important to remember that digital disruption can also be hugely beneficial. It can be dramatic. It can be gradual. It all depends on the type of disruption that’s coming your way…

Here’s a quick download of the three main types of digital disruption:

Inflicted disruption An external force like a new market entrant or competition to your donations using digital technology to provide a better donor experience. Uptake of contactless donation points are a great example here. As more consumers and organisations embrace the convenience of contactless payments, the traditional cash currency of charitable giving has had to go digital. Some charities have taken full advantage of this, but others are slow to catch up.

Self-disruption This is when an organisation takes the initiative to pioneer self-driven change by reshaping or redesigning their service offering. This type of disruption is typically more internally focussed, but it can also leverage significant benefits for external customers (beneficiaries) and stakeholders (donors and supporters). In its simplest form, self-disruption could be a decision to transform a systemic process (like Gift Aid claims) or allowing supporters to manage their communications preferences.

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Turning the tide in your favour Whether your charity is exploring new partnerships, adjusting its strategy or working methods, commissioning new technology or communicating using different channels – digital disruption is as much about creating new opportunities as it is about managing threats.

Can you create capacity to run a test, trial or pilot? I appreciate that many charities run a tight ship, especially now, and that time is a resource in precariously short supply. But if you can, try and allocate at least a little time to self and applied disruption. It will alleviate the fear of doing nothing! I have seen some organisations do this by setting clear parameters (‘guard-rails’) that make sure these quick tests and pilots don’t become too time consuming. Why not try it yourself? Once a month set aside 20 minutes for your team to share innovations from your sector, and then another 20 to explore ideas for implementation. You never know when you might just hit on the next big thing!

My top tip? Don’t hide from digital advancements. Seek them out!

View our Discussion Guide here

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Disruption questions to ask yourself1

Do appropriate persons in your organisation understand the concept of digital disruption and do they take it seriously?

Do you look outside of your sector to explore and gather ideas that could be re-purposed or recycled?

Do you use any ‘horizon scanning’ tools, services or research methods to discover initiatives that are making an impact in your sector?

Are you recording (capturing or documenting) digital disruptions?

Do you share progressive, ingenious, imaginative or ground-breaking examples within your organisation?

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Do you ever make changes or adjustments as a result of learning about advancements in your sector? by exploring new partnerships, adjusting your strategy or working methods, commissioning new technologies or creating different types of campaigns?

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Do you have a working group who can discuss disruption on a regular basis?

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Have you ever considered disrupting your sector by trying new ways to engage with customers, generate income, deliver services or raise awareness?

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Are you able to run pilots, trials or tests within agreed parameters?

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Are you well placed to respond to future trends e.g. changes in how your customers and wider stakeholders may want to interact with you?

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Chapter 2 Communications: Maximising your communications for greater engagement So, we’ve nailed the idea of digital disruption. In this chapter, I want to explore the challenge of mass communication and the importance of adopting a single customer view – as well as clarifying some of the new terminology your organisation is likely to encounter.

Experience of managing mass communicationsI used to work as the Head of Digital Production with Guardian Media Group (GMG) – a role that meant leading a team of digital campaign and content producers who had direct contact with the public. The GMG owned a number of radio stations across the UK and we often dealt with high-volume audience participation and two-way communications. The numbers were staggering! There were millions of listeners. Although thankfully they didn’t all contact us at once.

We found that peak times were often during snow days and large charity and celebrity events. I remember that Macmillan’s ‘World’s Biggest Coffee Morning’ and Help for Heroes were particularly busy. They were months in the planning and would have an all-star cast of household names. During those times we dealt with thousands of communications over email, social media, live chat and mobile (not to mention form-based complaints).

I am sharing this example because sometimes the digital options you have to communicate with your audience can feel overwhelming. Dealing with the general public certainly has its ups and downs. But that never stopped us wanting to engage.

Nick Couldry, Charity Direct Marketing Creative https://www.linkedin.com/in/nickcouldry

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Too many organisations use wording that is, well, ‘organisational’. It’s straight from the brand hymn sheet. Be human because, after all, you’re talking to humans.

“

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Adopting a single supporter viewWhen you’re planning communications through digital channels (or any channel) it is important to determine who you are communicating with. You are probably expecting me to start talking about market segmentation, persona development or some of those other tried and tested methods now, right? But, no. That’s not what I’m referring to here.

Let me explain.

You see, some of the most admired organisations in the world share a common understanding that good communications are the key to a good relationship. More than that, they have made the next logical leap and actively pursue the channels and technologies that support this mantra. There is a deeper philosophy that drives them. The Holy Grail of communications: a single customer view.

The challenge of using different channelsAs a consultant, one of the most enlightening moments I have witnessed was one organisation’s realisation that they were communicating with the same people – albeit through different channels. ‘That’s not rocket science’, I hear you cry! Perhaps not. Think about it for a second… When a company broadcasts the same messages across each of their channels, the recipient is receiving what becomes a barrage of repetitive information.

Sure, it makes sense from an organisational perspective. They don’t want to run the risk of people missing their message. In this instance, a single customer view would help ensure that a real person is central to your communications strategy – and that you have a foundation which enables you to tailor content and communications to individual need.

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Shifting audience perceptionsWhen it comes to charities, people can be critical when they see the same message over and over again. It’s not because they don’t value the content or believe in the cause. It’s because they see a ‘waste’ of multiple messages – a situation that fuels perceptions of organisational inefficiency. No charity wants that!

When an organisation uses technology to achieve a single customer view, they can be confident that they are sharing the right messages, with the right people, through the right channel, at the right time. The win-win here is that the recipient (donors) will be more willing to engage with your communications. Why? Because your charity is no longer seen to be blanket broadcasting the same message to everyone.

Our Discussion Guide for Digital Communications will help you assess your level of digital maturity. Running into terms you don’t know? Check out these key definitions below:

Single customer view The ability to understand a single customer’s activity across multiple touchpoints. Adopting a single customer view requires technology that is designed with a central customer data record, or ‘single source of truth’. This can be quite a shift in mindset for charities and NFPs that are used to sharing the same message across all their digital channels.

Personalised communications When you log into a website or online service, you see information that is specific to you. The more we know about the people we communicate with, the more we can tailor our communications to inspire action. You won’t be surprised to learn that a report by Accenture found that 44% of charity donors would be willing to contribute 10%+ for a more personalised experience (a figure that’s even higher for millennials). Personalisation is a game-changer, and digital technology is the tool that makes it possible.

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View our Discussion Guide here

Automated communications We are all familiar with automated emails (the ones we get when we register for something or make an online order). In fact, payment providers are obliged to send automated messages to confirm transactions and keep people informed. But the technology that ‘triggers’ these messages can be used to do so much more. Automating certain (not all!) communications is not only logical, it gives smaller teams the ability to interact without the need for manual messages. Mix this with digital personalisation techniques and you can transform donor communications – giving your team the time and space they need to focus on fundraising.

Predictive communications This term refers to communication strategies that are based on predictive analytics or data-driven insights. It’s quite complex, but in the context of communications, it refers to the making of informed decisions about what to communicate to whom. An example would be if your analytical data tells you that a larger number of online donors are linked to a certain geographical location or respond to a particular campaign. How often people visit your website, their location and path to you (referral site or search term) can help you predict when and why they might donate. Predictive communications use this information to strategise content, campaigns and messages that mobilise this insight.

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Communications questions to ask yourself2

Are your digital communications accessible using all popular computer and mobile device browsers?

Are you able to update your own website and/or mobile presence without buying-in specialist support?

Does your organisation successfully present a consistent brand across multiple digital touchpoints E.g. Your website, email communications, payment processing, pay-per-click advertising, Social Media and on mobile devices?

Are you able to run promotional campaigns without buying-in specialist support?

Is digital content valued within your organisation?

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Are you able to communicate effectively by determining a single customer view across multiple digital services such as; CRM, website, payment and email campaign databases?

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Are you taking advantage of innovative forms of online communications (such as predictive, automated or personalised communications?)

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Are you taking advantage of grant funding (such as Google Ad Grants) to communicate across paid advertising channels?

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Do your owned communications (your own website, mobile Apps, emails) adhere to accessibility standards?

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Compared with off-line communications, how much do you leverage digital channels in percentage terms? Is there a plan to increase use of digital channels?

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Chapter 3 Technology: Utilising technology to get aheadOverwhelmed by the number of technologies at your disposal? Chapter 3 will define the role and remit and digital technology and help you navigate some of the most popular trends.

Defining digital technologyIn the context of digital maturity ‘technology’ can mean any number of things. Let’s start with a quick definition so we’re on the same page. For the purpose of this guide, ‘digital technology’ includes digital systems, solutions or software that require coding, development or data to power them. It also refers to online services that don’t require their users to have any specific coding skills. These exist ‘in the cloud’ and come under the category of SaaS (Software as a Service). Your charity probably uses some – Dropbox, Mailchimp, SurveyMonkey and Zoom all fall under this category! These are the services that can help organisations achieve things quickly, with a low barrier to entry. They can be used via a web browser and don’t need you to install additional software. Hence the term: Software as a Service.

When I think of digital technology, I also think of new ways to get things done, such as contactless payments, apps or social media. So, as you can see, the definition of digital technology is rather broad. If you really want to blow your mind, take a look at the 2020 Martech (actually 7,040 of the leading marketing technology providers) represented in the supergraphic linked above. And that’s just marketing technology providers (gulp!).

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Which technology to choose?With so much choice, how can your charity determine the right mix of technologies to use? There is no ‘one-size-fits-all’ – especially given that every organisation has different needs, budgets and in-house skills. It is helpful then, when sector-specific providers make it their business to cater for certain types of organisation!

I must be honest. I’ve had a love/hate relationship with technology throughout my career. Not something many digital professionals will admit, but then, not all technologies are made equal. I see some technologies as enablers to achieving our work and others as inhibitors. You’ve probably experienced both too. Be honest. Have you ever heard anyone say:

‘Well, that was easier than I expected – and look, now I can invite [insert colleague name] to complete their task.’

or…

‘Why can’t I get this [*EXPLETIVE*] thing to [*EXPLETIVE*] do what I [*EXPLETIVE*] want it to do!! [Smashes coffee mug hard into keyboard and hope no one noticed]?

We’ve all been there.

Beyond those people who are naturally excited by technology (people who like to code and create the technology we use) most of us just want the convenience it allows. That’s why, when I use a solution that makes it harder to achieve certain goals, I can find technology immensely frustrating. It’s refreshing when creators have clearly listened to their intended users and built a service that hits the spot.

Natalia Deane, UK Communications and Fundraising Manager, Afghanaid

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You can do so much online with various pieces of technology, we’re very much learning as we go

– we’ve come a long way but know that we have a way to go in terms of our digital maturity. The way people

engage online changes constantly and so there’s always new ways to learn and improve.

“

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Here are my views of some of the popular technologies that are starting to emerge, with the aim that these descriptions make them easier to understand:

Artificial intelligenceAI is the use of machines to help people solve complex, time-consuming or repetitive challenges. Application of AI is far ranging, but typically involves a computer that refers to programmed data in order to make decisions. What does that mean in reality? Online chatbots are a great example of this technology, as they can be trained (programmed) to understand questions, provide answers and even perform simple tasks. Just like a person! More common than you might realise, charities and NFPs can benefit hugely from this chat technology. They can be set up to deal with day-to-day supporter enquiries – answering questions in a flash and providing great customer service 24/7. Not only does this boost your general social media management, charities like The Children’s Society and Charity: Water are using bot technology to drive peer-peer fundraising and share campaign stories (want to find out more? The Access Group have a great blog on the subject).

AI can also be used to help manage contact and campaign databases and even drive successful Google Ad campaigns! From deciding the best channel and time to send messages, to cross-referencing open data to make informed decisions… When used correctly (and within the bounds of GDPR) AI is a great way to start unlocking the potential of your data.

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View our Discussion Guide here

Machine learning I can already hear the technology purists screaming at me for over-simplifying this, but in basic terms, machine learning is AI applied to research. This means using machines to perform a task without using explicit instructions – instead allowing a computer algorithm to ‘find out for itself’ by analysing patterns or projecting trends. A subset of AI, machine learning can also help identify aspects of your data that you may not have the time, capacity or (sorry to say this) intelligence, to consider. For example, you can use machine learning to segment your CRM data into new groups – highlighting people who donate at certain times or respond to certain activity. This is just one example. Machine learning is a very powerful intelligence-gathering tool that can be applied in a HUGE variety of ways.

Natural language processing In order to describe this innovation, it’s best to provide a practical example, Google Ads (if you don’t know what these are, give this blog a quick read). When you use a Google Ad to share messages online, its display is based on the relevancy of the search term entered. In the early days this was all rather basic. If you wanted to display an advert saying, ‘London fundraising event to support elderly residents’ you could expect people to see your message if they searched ‘What to do in London this weekend, fundraising events for the elderly’. Nowadays, natural language processing can use data to advance language variants. In simple terms, your message could display if the following search was entered: ‘Seniors charity activities in the south’. As you can see, none of the same words was used but the natural language processing engine was able to develop its response to the linguistic content – helping you get your charity’s message out to more of the right people.

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Technology questions to ask yourself3

Are you taking advantage of cloud computing platform(s)?

Are framework versions and security patches handled manually or are they automatically updated via a managed service provider or platform?

Are your I.T. (back-office) and digital (customer facing) systems integrated?

Are your workers and volunteers easily able to update their own details (such as contact information, shift patterns, holidays) via self-service?

Do you make use of a CRM (Customer Relationship Management) system to manage contact records and their activities?

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Do your online payment systems (booking, visitor, venue, fundraising or membership) integrate with your accounting and finance systems?

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Do your inhouse (or outsourced agency) technology teams have the capacity to support your digital systems?

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Are your digital technology systems intuitive (frictionless / easy to use) or time-consuming and cumbersome?

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Are you taking advantage of newer forms of technology such as artificial intelligence, machine learning or natural language programming?

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Are you making good use of technology to reduce repetitive or laborious administration tasks?

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Chapter 4 Measurement: Illustrating the impact of Digital MaturityAs we come to the end of our digital maturity playbook, this final chapter will cover key aspects of digital measurement – the key to unlocking new information for organisational learning, evolution and growth.

Making sense of digital measurementThere are many different perceptions of digital measurement. That’s because reporting, analytics and data are important across every function. If you’re a techy, then digital measurement is key to maintaining system stability, performance and security. For those focussed on marketing and communications, digital measurement is all about conversions, ROI and engagement (to name a few). Then there’s the organisation itself, with the digital measurement of back office efficiency and performance often referred to as Business Intelligence (BI).

As a digital transformation consultant, I see digital measurement as a way for organisations to understand their level of digital maturity or capability. A way for them to identify what they need to do to evolve and improve. For the purpose of this guide, I want to consider digital measurement in the context of reporting, access to data and testing of owned digital properties (your website, CRM, payment processing technologies, etc.).

Setting prioritiesSome people see digital measurement as a way to hold people to account. Of course this is important when looking to meet targets, or when trying to learn from your reporting data. But I have always seen digital measurement as a means to achieving transparency through accessibility. Perhaps this is born out of my experience of working with organisations that use visual dashboards to share their data. Indeed, dashboards – when used to empower and inform people (not to judge or pressure) – can be transformational. Not least because the first question always has to be ‘What do we consider important enough to have in our dashboard?’. And there you have it. The first step in prioritising metrics that matter.

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Working towards shared goals A few years ago, I was asked to help run a large team at a local council. I was also asked to feed back on the council’s most recent annual report. On the inside front cover there was a beautifully designed infographic that showed the council’s growing social media channels over that previous year. Leafing through the report I asked the manager, ‘Out of interest, what’s the value of a Facebook follower here at the council?’. Slightly perplexed, he explained that no one had ever asked him that question before. To which I’m afraid I had to ask: ‘So why is it on the first page of your annual report?’.

Following that brief exchange, I was invited to conduct a root and branch review of the council’s digital metrics. My conclusion? That their digital team needed to align with the KPIs of other departments whenever possible. The result was nothing short of transformational. No longer seen as the ‘team who is always asking for money and we don’t really know why’ the digital department soon became the ‘hero who shares my problem’.

StrategiseWe all know the saying, ‘you cannot manage what you cannot measure’. Or to quote more accurately: ‘If you can’t measure it, you can’t improve it’ – Peter Drucker. Some of us hate reporting. Others like it a little too much. These are the people who ‘see the numbers’ and are happy to surround themselves with reams of data. By golly, the world needs them – but measurement WITHOUT management is no strategy. My tip is to use what you measure to make changes, adjust, adapt and improve. To do this your data needs to be high quality. Making changes off the back of weak data is about as strategic as measuring everything and doing nothing. If your data is disconnected, join it up!

Digital makes success more measurable than ever; but defining objectives remains a human

centred, strategic pursuit.Malcolm Packer, Head of Charity Affairs and Communication,

Kidney Cancer UK

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Learn and evolveSo, let’s assume we can rely on your data. It’s joined up, and high quality. Often organisations stop here – using their amazing-looking dashboards and sharing their data with all the right people (great!). But there’s more. No amount of data is going to tell you what’s best to do. For that you need to learn from experience. How do we learn from experience? By testing our theories and basing those theories on quality data.

Not everyone has a test-friendly background. By that I mean some people have never been asked to test. Others might think it’s a waste of time and money, or have convinced themselves that they have all the answers already (well, I am rather experienced – so what I did last time, when working at Organisation X, should work the same here). But if you don’t test, you don’t learn.

The good news? From A-B to Multivariate and Automated testing, there are many different types of testing. Perhaps you are already using them? I would encourage you to do your own research and find the method(s) that work best for you. Here are some tips to help get you started:

Making maturity happenOnce you have identified the right testing systems for you, it’s time to take the leap. Don’t be afraid to find out what isn’t working. Every piece of insight you gain is a step towards a new level of digital maturity. If you don’t learn you can’t grow. And isn’t that what we are all here for?

Try out some testing tools. Depending on what kind of platform or digital services you are using, seek out testing options and run a small test!

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Investigate free or paid training (webinars or other events you can attend).

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Ask a platform provider, supplier or agency what they know about testing.

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Get Googling (take care to validate sources and make sure you’re not being sold to).

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Network and see who might be willing to share some tips.3

View our Discussion Guide here

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Measurement questions to ask yourself4

Do you make use of digital dashboards to visualise and socialise your data?

Do you make use of a Business Intelligence (BI) tool or platform?

Can you easily generate custom reports from your digital data?

Can you combine, blend or overlay data from different sources such as; CRM, BI, website analytics or paid advertising?

Do your digital success metrics (or KPIs – Key Performance Indicators) align with your business strategy or objectives?

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Do you benefit from any community, platform or open source data that can improve your digital activities or campaign results?

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Do you act upon insight derived from A-B, multi-variant or automated tests?

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Are you able to fully test new website features, content and campaigns before they are made live?

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Do you take advantage of real-time reporting across your digital estate? E.g. your digital estate consists of all the digital properties you own, such as CRM, CMS (Content Management System) payment processing and self-serve for your staff / volunteers.

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Are you able to measure conversion rates and ROI (Return on Investment) from different digital sources (such as organic, referral, paid and social media)?

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Congratulations!By reading this guide you have taken an important step towards a new level of digital maturity. We want to acknowledge your commitment and hope that it raised some interesting – and challenging – topics for debate.

Remember to use the discussion guides from each section. Involve managers, technologists, fundraising, programmes and communications teams and be as honest as possible about your current position. You will soon see new priorities for digital acceleration start to emerge, allowing you to act on these where possible.

Thank you for reading. And remember, stay curious!

Next steps At the Access Group we know very well how fast things can change. Working in a specialist technology sector we make it our business to understand the latest technologies and innovation for charities and NFPs. It’s a constant challenge and we enjoy the responsibility of our clients looking to us for guidance about digital advancements. If you would like further help with any of the topics in this series, then you can speak to our specialists to see how Access Not for Profit suite can benefit your organisation.

We also offer a free personalised demo so you can experience the power of our software.

© 2020 The Access Group

0845 345 3300

theaccessgroup.comnfpenquiries@theaccessgroup.com

About The Access Group The Access Group has been recognised in The Sunday Times Tech Track 100 in 2019 and is a leading provider of business software to mid-sized UK organisations. It helps more than 32,000 customers across commercial and not-for-profit sectors become more productive and efficient. Its innovative Access Workspace cloud platform transforms the way business software is used, giving every employee the freedom to do more.

Established in 1991, The Access Group, with an enterprise valuation of over £1billion, employs more than 2,300 staff.