UsingCiviCRM

TableofContents

UsingCiviCRMCreditsForewordAbouttheAuthorsAbouttheReviewerswww.PacktPub.com

Supportfiles,eBooks,discountoffersandmoreWhySubscribe?FreeAccessforPacktaccountholders

PrefaceWhatthisbookcoversWhatyouneedforthisbookWhothisbookisforConventionsReaderfeedbackCustomersupport

ErrataPiracyQuestions

1.AchievingYourMissionwithCiviCRMWhyyourorganizationneedsConstituentRelationship

ManagementWhatisConstituentRelationshipManagement?

CustomerRelationshipManagementversusConstituentRelationshipManagement

Whoareyourconstituents?WhenisCiviCRMthebestCRM?

ThinkingthroughalternativesOtherCRMs

WhyCiviCRM?Focusedonneedsofnon-profitsUsersatisfactionNovendorlock-inIntegrationwithDrupalandJoomla!TotalcostDynamicopensourcedevelopmentDocumentationResponsivecommunitysupport

HowCiviCRMwillhelpyourorganizationSummary

2.PlanningYourCRMImplementationBarrierstosuccessPerfectionistheenemyofthegoodDevelopmentmethodologies

TheconventionalWaterfallDevelopmentmethodology

IterativedevelopmentmethodologyAgiledevelopmentmethodologyFoodPantryAssociationofGreaterMetropolis

Right-sizingtheprocessBuildingtheteamGettingstarted

CreatingabaselineDevelopingthevision

CreatingaprojectplanTotalcostofownership

FocusingonconstituentsandmissionRethinkingorganizationalprocesses

DeterminingyourneedsFunctionalrequirements

ContactrecordmanagementContactsubtypesCustomdata

e-Newslettersandbulke-mailsFundraisingMembershipsandsubscriptionsEventsGrantmanagementActivitiesCasemanagementRolesandpermissions

CMSintegrationThird-partyintegrationServersourcing

ImplementationplanSummary

3.Installation,Configuration,andMaintenanceInstallingCiviCRM

InstallationinJoomla!InstallationinDrupal

Browser/FTPprocedureDrushprocedure

Installationtroubleshooting

ConfiguringCiviCRMSiteConfigurationViewingandEditingContactsSendinge-mailsHandlingreturne-mailtrafficMaintainingagoode-mailserverreputationConfiguringthee-mailprocessorOnlinepaymentprocessors

IntegratedversusredirectionprocessorsConfiguringthepaymentprocessorSystemworkflowtemplates

Organization,customization,andcomponentsOrganizeyourcontactsCustomizeData,FormsandScreensComponents

OptionListsSynchronizationwithCMSusersDrupalaccesscontrolforCiviCRM

CiviGroupRolesSyncCiviMemberRolesSyncCiviCRMOGSync

CiviCRMaccesscontrolunderDrupalDashboardNavigationSettingupcronjobs

UpgradesandmaintenanceVersionandrevisionupgrades

Joomla!upgradesDrupalupgrades

MovinganinstallationtoanewserverSystemmaintenanceDevelopingabackuppolicyandprocedure

Summary4.CiviCRMBasics:MovingthroughtheSystemandWorkingwithContacts

IntroductiontotheinterfaceContacts

Individuals,organizations,andhouseholdsContactsubtypesPlanningyourcontacttypes

CoreinformationfieldsContactdetailsCustomdataAddressCommunicationpreferencesDemographics

DeletingcontactsTagsandGroups

TagsGroups

UsinggroupsCreatinggroupsManaginggroupmembership

RelationshipsRelationshiptypesAddingrelationships

ActivitiesNotes

SearchQuicksearchBasicsearchAdvancedSearchFull-textSearchSearchBuilderUnderstandingcontactversuscomponentsearchesCustomsearch

SearchresultactionsMailactionsGroupsandtagsactionsAddrelationshipactionsAddrelatedrecordactionsUpdatecontactactionsExport/mapactionsSubsequentactionsonthesameselection

WorkingwithcontactrecordsAlternateworkflowsEliminatingduplicates

StrategiesfordealingwithduplicatesFindingandmergingduplicatesFindingduplicatesMergingduplicates

Summary5.Collecting,Organizing,andImportingData

CustomdatafieldsCreatingonlineformswithprofiles

ProfilesinactionEmpoweringuserstoupdateinformation

SearchinganonlinedirectoryIncludingprofilesincomponentpagesSearchresultviewsandbatchupdates

ExposingprofilepagestoyourwebsiteJoomla!DrupalAdditionaloptionsthroughURLvariables

ImportingcontactandactivitydataContactsimportActivitiesimportTipsforpreparingyourdataMigratingtoaproductionserver

Summary6.CommunicatingBetter

HowtocommunicatebetterAligningeffortswithobjectivesTopic,treatment,tone,andtimingCalltoactionReinforcingyourbrand

Sendinge-mailstooneormoreconstituentsE-mailingusinganexternalclientE-mailingusingCiviCRM

PrintingaddresslabelsRecordingapostalmailing

PrintingaPDFletterOrganizinggroupsforcommunicationEncouragingsubscriptionsusingprofilesSendingabulke-mail

Configuringtheheaderandfooter

Configuringandsendingbulke-mailsManagingmailingsinprocess

Creatingabulke-mailtemplateCustomizingsystemworkflowmessagesRecordingexternale-mailsSummary

7.Fundraising:MoneyforYourMissionDevelopingafundraisingplan

SegmentingbycategorySegmentingbychannelProgramsMoney,donors,andprospectsBenchmarking

SelectingapaymentprocessorInitialfundraisingconfiguration

ConfiguringCiviContributeConfiguringcontributiontypesConfiguringpaymentinstrumentsConfiguringacceptedcreditcardsConfiguringapaymentprocessorConfiguringpremiumsConfiguringpricesets

ConfiguringCiviPledgeRecordingacontributionmanuallyImportingcontributionsManuallycreatingapledgeSearching,examining,andworkingwithcontributions

FindingcontributionsExaminingcontributions

TakingactiononcontributionsUpdatePendingContributionStatusPrintorE-mailContributionReceiptsPDFore-mailreceiptsSendinge-mailstocontactsBatchUpdateContributionsViaProfileExportContributionsDeleteContributions

Searching,examining,andtakingactiononpledgesSearchingpledgesExaminingpledgesTakingactiononpledges

ExportPledgesDeletePledges

ReportingCountingprospectswithAdvancedSearchAdditionalsegmentationsuggestionsandtools

ResearchingwithprofilequestionnairesContributionreports

ImplementinganappealPlanningCreatinganonlinecontributionpage

TitleandsettingsContributionamountsMembershipsettingsIncludeProfileThank-youandReceiptingTellaFriendPersonalCampaignPages

ContributionwidgetPremiumsTest-driveLiveContributionPagePublicizethepage

SendingdirectmailRunningatelemarketingappealDirectcontact

OthertypesofdonationsPermissionsSummary

8.GrowingYourMembershipandInteractingwithMembers

SettingthingsupDefiningmembershiptypesReviewingstatusrulesSettinguprenewalremindersConfiguringcronjobs

WorkingwithmembershipsanddailymanagementtoolsMembershipsinthecontactrecord

FormstosolicitnewmembersandretaintheexistingonesSearchingandreportingBigPictureandothertools

CommonfunctionsinCiviCRMMembershipdirectoriesThird-partyextensions

Summary9.ManagingEvents

Whyhostevents?Buildingandpromotingyourevent

InformationandsettingsWaitlisting

EventLocationFeesOnlineRegistrationTellaFriendTestingandpromotingBreakfastseminarexample

ProcessingandmanagingparticipantsWorkingwitheventregistrations

HandlingexpectedpaymentsImportingparticipantrecords

Tracking,searching,andreportingTrackingregistrationsusingthedashboardSearchingforparticipantsEventreports

IntegratingeventsintoyourCRMstrategySummary

10.InteractingwithConstituents:ManagingCasesThinkingthroughyourcasemanagementsystem

MakingitrealConfiguringcases

Definingactivities,workflows,andtimelinesWhoareyourkeyplayers?Whatoutsiderelationshipsareinvolved?Additionaloptionsandtesting

Tracking,managing,andresolvingcases

CreatingandmanagingcaserecordsTracking,searching,andreportingcases

Summary11.ProvidingSupport:GrantManagement

DefiningthegrantapplicationprocessManaginggranteesTrackinggrantapplicationsOthersideofthecoin:ApplyingforgrantsSummary

12.TellingYourStory:BuildingReportsGettingtothebottomlineToolsetsandtiming

ReportCriteriaReportSettingsReportworkflowsAvailabletemplates

ContactreporttemplatesContributionreporttemplatesMemberreporttemplatesEventreporttemplatesPledgereporttemplatesCasereporttemplatesGrantreporttemplates

CustomizingandbuildingyourowntemplatesSummary

13.Customization,Community,andCooperationFutureversionsandprojectroadmap

NewfunctionalityUpcomingversions

CustomizingandextendingBuilttobecustomized

HooksandoverridesAPIsDeveloperdocumentationandsamplecodeForums,IRC,andtheissuetracker

CommunityandcooperationSummary

Index

UsingCiviCRM

UsingCiviCRMCopyright©2011PacktPublishing

Allrightsreserved.Nopartofthisbookmaybereproduced,storedinaretrievalsystem,ortransmittedinanyformorbyanymeans,withoutthepriorwrittenpermissionofthepublisher,exceptinthecaseofbriefquotationsembeddedincriticalarticlesorreviews.

Everyefforthasbeenmadeinthepreparationofthisbooktoensuretheaccuracyoftheinformationpresented.However,theinformationcontainedinthisbookissoldwithoutwarranty,eitherexpressorimplied.Neithertheauthors,norPacktPublishing,anditsdealersanddistributorswillbeheldliableforanydamagescausedorallegedtobecauseddirectlyorindirectlybythisbook.

PacktPublishinghasendeavoredtoprovidetrademarkinformationaboutallofthecompaniesandproductsmentionedinthisbookbytheappropriateuseofcapitals.However,PacktPublishingcannotguaranteetheaccuracyofthisinformation.

Firstpublished:February2011

ProductionReference:2170211

PublishedbyPacktPublishingLtd.

32LincolnRoad

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Birmingham,B276PA,UK.

ISBN978-1-849512-26-8

www.packtpub.com

CoverImagebyJohnM.Quick()

http://www.packtpub.commailto:john.m.quick@gmail.com

CreditsAuthors

JosephMurray,PhD

BrianP.Shaughnessy

Reviewers

AlanDixon

DavidGeilhufe

MohamedM.Hagag

RicoLandman

EileenMcNaughton

AcquisitionEditor

StevenWilding

DevelopmentEditor

NehaMallik

TechnicalEditor

KrutikaKatelia

CopyEditor

NehaShetty

EditorialTeamLeader

AksharaAware

ProjectTeamLeader

PriyaMukherji

ProjectCoordinator

ShubhanjanChatterjee

Indexer

HemanginiBari

Proofreader

AaronNash

Graphics

NileshMohite

ProductionCoordinator

KruthikaBangera

CoverWork

KruthikaBangera

ForewordDonaldLobo,MichalMach,andIstartedCiviCRMalmostsixyearsago.Backthen,opensourcesoftwarehadgainedtractionintheoperatingsystemarena,buttheideaofanopensourceapplicationdesignedfromthegrounduptomeettheneedsofnon-profitsandothercivicsectororganizationswasprettyradical.Wewereconvincedthattherewasanaturalaffinitybetweentheprincipalsofopensourcedevelopment,namelypeerproduction,collaboration,andtransparency,andthegoalsandcultureofmanycivicsectororganizations.

AsIseeit,thechiefbenefitofopensourcesoftwareisthatthecapabilitiesofthesoftwaregrowandexpandtomeettheneedsoftheorganizationsthataresponsoringandusingit.Thishasbeencalled"fitnessforpurpose",anddifferentiatesCiviCRMfromotherCRMsoftware,whichoftenismorelikeanill-fitting"hand-me-down"fromtheenterprisesector.

CiviCRMhasgrowntobecometheCRMsoftwareofchoiceforthousandsoforganizationsaroundtheglobe.We'vebuiltatalentedanddedicatedteamofdevelopers,andmetthechallengesofbuildingsoftwarewhichaddressesthediverseneedsoforganizationsrangingfromcommunityartsgroupstonationalmembershipassociations,grassrootsorganizations,politicalcampaigns,

religiousorganizations,foundations,andgovernmentagencies.

Alongtheway,we'vestruggledwithfindingtherightprocessesandtoolsfornurturingasupportiveandwelcomingcommunity,improvingthequalityandusabilityofthesoftwarewhilerespondingtothenever-endingstreamofrequestsformore(andmorecomplex)functionality,anddevelopingarevenuestreamtosustaintheproject.Thisisanongoingjourney,andtheadventofthefirstcommerciallypublishedguidetoCiviCRMisanothermilestone.

Thisbookisapowertoolofsorts.Asa"manualofpossibility",itwillignitenewthinkingastohowyoucanmaximizereturnstoyourorganizationthathavenotbeenpossiblebeforebasedonpriortechnologiesyoumayhaveused(orlacked).Ifyou'reacurrentCiviCRMuser,youwillfindwaystostreamlineworkflowsandleveragethedatayouhavemoreeffectively.Regardlessofyoursituation,thisbookhasbeendesignedwithYOUinmind.

Theauthors,BrianShaughnessyandJosephMurray,havebeenactiveintheCiviCRMcommunityforseveralyears,andhaveimplementedCiviCRM-basedsolutionsforawidevarietyoforganizations.ThishasgiventheminsightintowhatCiviCRMisallabout,andhowitcanbeusedforoptimalreturn.

WhenIseenewandcreativeCiviCRM-basedcampaignscomeacrossmyTwitterfeed,newlocalCivimeet-upsannounced,orpatchessubmittedbyanewlyup-to-speeddeveloper,orwatchanon-profitstaffperson'seyeslightupwhentheyseethepowerofhavingalltheirconstituentinformationinonecentralizedplace,IfeelconfidentinthefutureofCiviCRM.

Ultimately,thatstrengthofanyopensourceprojectisthestrengthofthecommunitybehindit.IurgeallofyouwhouseCiviCRMtoparticipateactivelyinthecommunity.Sponsornewfeaturesandimprovements,submitpatches,sharecasestudies,andhelpotherswhoaregettingstarted!Youcandoitallathttp://civicrm.org/.

DavidGreenberg

Co-FounderofCiviCRM

http://civicrm.org/

AbouttheAuthorsJosephMurray,PhD,istheownerandprincipalofJMAConsulting,specialistsine-Advocacy,e-Consultation,andCitizenEngagementforprogressiveorganizations.Hehasextensiveexperienceonnon-profitboards,atseniorlevelsofgovernment,andrunningelectoral,referendum,andadvocacycampaigns.JMAConsultinghasprovidedCRMsystemstohundredsofpoliticalcampaignstrackinginteractionswithtensofmillionsofvoters,aswellasprovidingDrupalandCiviCRMstrategy,implementation,developmentandtrainingservicestonumerousnon-profitandadvocacygroups.

JoehasservedontheCiviCRMCommunityAdvisoryGroup,andisaDirectoroftheTorontoDrupalUsersGroup.

I'dliketothankmylifepartner,LisaAustin,forherpatience,love,andsupport;andoursons,CalumandRafe,forthewrestlingmatchesandticklefights.Thanksalsotomyclients,fortheirCRMchallenges,patronage,andthoughtfulandpassionateeffortstomaketheworldabetterplace,toDave,Lobo,Kurund,andtherestofthecoreteamfortheirleadership,vision,andhardwork;toBrianforshoulderingsomuchworkinthiswonderfulcollaboration;andtoStevenWildingandrestofPacktcrewfortheirsupportandassistanceinmakingthisbookareality.

Finally,I'dliketothankalltheCiviCRMcommunitydevelopers,wikiauthors,forumposters,andusersaroundtheworld-you'retheinspirationforthisbookandthepeoplewhoreallymakeouropensourceprojectprosper.

JPM

BrianP.ShaughnessyistheownerandprincipalofLighthouseConsulting&Design,awebdevelopmentfirmspecializinginJoomla!andCiviCRMimplementations.Brianpreviouslyworkedwithanassociationmanagementcompanyforover10years,providingservicestonot-for-profitprofessional,trade,andcharitableorganizations.Afterstartinghisownbusiness,hechanneledthatexperienceintoeffectiveimplementationsofCiviCRMfornot-for-profits.Hehasworkedwithorganizationsaroundtheworld,helpingtoachievegreaterefficienciesandexpandfunctionalitythroughCiviCRM.

BrianhasservedontheCiviCRMCommunityAdvisoryGroupandhelpedauthorthefirsteditionofUnderstandingCiviCRM(laterrenamedCiviCRM:AComprehensiveGuide).Hehasworkedwiththecoredevelopmentteamtoprovideend-usertrainingandmaintainsastrongworkingrelationshipwiththeprojectleaders.BrianhasalsobeenactiveintheJoomla!project,servingontheGoogleSummerofCodeprogramasaJoomla!mentor.HehasprovidedprofessionalJoomla!trainingthroughhttp://technicallead.com/.

http://technicallead.com/

I'dliketothankmyfamilyfortheirsupportwhilewritingthisbook,andtoJoeforhelpingspearheadtheprojectandpartneringasmyco-author.I'dalsoliketogiveparticularthankstothecoredevelopmentteamandCiviCRMcommunityforhelpingmakeaterrificpieceofsoftware.Lobo,Dave,Kurund,andthedevelopersspreadaroundtheworld—thanksforbringingthepowerofanopensourceCRMtothenot-for-profitcommunity.

AbouttheReviewersAlanDixonhasbeenhelpingnon-profitswiththeircontactdatabasessince1989.Heworksasanindependentwebsitedeveloper,isbasedinToronto,Canada,andhasbeenbuildingwebsiteswithCiviCRMsince2006.Hemaintainsthesitehttp://community.civicrm.ca.

DavidGeilhufe,bornandraisedinSiliconValley,focusesontheintersectionoftechnologyandsocialchange.Hehasfoundednon-profitsandfor-profits,builttheoperationsofcorporatecitizenshiporganizationsandprivatefoundations,developedventure-fundedenterprisesoftwaresystems,broughttogetheropensourcecommunities,andmentoredat-riskyouthintohigh-techemployment.He'salwayslookingtocreateandexecuteabigideathatwilldoalittlegoodfortheworld.

Davidcurrentlyrunshttp://netsuite.org/,NetSuite'scorporatecitizenshipprogramfocusedondeliveringanultra-low-costbackofficesolutiontocharitiesandsocialenterprisesworldwide.

MohamedM.HagagisaUnix/Linuxsystemengineerwithfreeopensourcesoftwarepassion.HelikesresearchanddevelopmentonFOSS,andisworkingindependentlyandwithteamsonFOSSR&Dsince2004.Hiscurrentandpastemployersaresmallandmedium-scalecompaniesworking

http://community.civicrm.cahttp://netsuite.org/

intheITmarketingeneralwithsomelevelofUNIX/Linuxspecialization.Thoughhehasn'tofficiallyworkedonanybook,hehasworkedontranslatingsometechnicalbookstoArabiclanguage.

IwanttofirstthankGodforeverythinggoodinmylife,andthenthankmyparents,sistersandmywifeformakingmylifethatnice,sothatIcanmoveahead.

RicoLandmanisawebdeveloperfromZwolle,theNetherlands.Afterworkingforseveralcompaniesasawebdeveloper,hestartedhisowncompanyFuturix.HemainlyworkswithPHPandisadevotedopensourcepartisan,excellingintheuseofMagento,Drupal,vTiger,andsoon.

Inthelastfewyearshehastendedtoseekcooperationwithotheropen-source-orientedcompanies.MostofhisprojectsresideunderSimourix(co-owner)orTrinfinity,aninternationalnetworkofspecialistsworkinginthehigh-endInternetindustry.

DedicatedtoMarja,Carmen,andRalph,andalsotomybusinesspartnersMarcelloandHans.

EileenMcNaughtonlivesinWellington,NewZealandwhereshedivideshertimebetweenCiviCRMconsulting,accountsforthefamilyautomotivebusiness,twopre-schoolsuper-heroes,andtheoccasionalbitofsleep.ShefirstbecameinvolvedinCiviCRMwhilesettinguponlineclass

registrationsforWellingtonCircusTrust(forwhichsheisaTrustee)andhasbeeninvolvedinanumberofCiviCRMandDrupalimplementationsforFuzionsincethen.ShehascontributednumerouspatchestotheCorecodebaseincludingpaymentprocessors,acustomsearch,andenhancementstoinvoices.ShehasalsobeenworkingonintegrationwithXeroaccountspackageandaCiviCRMextensiontothepopularDrupalMigratemodule.

SheisaregularvoiceontheforumsandCiviCRMblog,andisdrivingtheMake-it-Happeninitiative.SheservesontheCiviCRMAPIandCiviAccountsteam,appointmentstowhichareanhonoronsomedays,andbringtheword"sucker"tomindonothers.EileenwaspartoftheteamthatwrotetheoriginalCiviCRMFlossmanualinthebooksprint.

IwouldliketothankDonaldLoboandtherestoftheCiviCRMcoreteamformakingsuchagreatCRMavailabletotheworldandforthehugeefforttheyputintohelpingpeopleuseit.

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PrefaceCiviCRMisaweb-based,opensourceConstituentRelationshipManagement(CRM)system,designedspecificallytomeettheneedsofadvocacy,non-profit,andnon-governmentalorganizations.Electedofficials,professional/tradeassociations,politicalcampaignsandparties,governmentagencies,andothersimilarorganizationsareamongitsgrowingnumberofenthusiasticusers.ThisbookshowsyouhowtoharnessCiviCRM'simpressivearrayofpossibilitiesasyoudevelopandexecuteperformance-criticalCRMstrategies.

Throughoutthisbook,wewillreviewthestructureandmainfunctionalityofCiviCRMasweguideyouindevelopingandsuccessfullyimplementingaCRMstrategyforyourorganizationusingdetailedexplanationsandpracticalexamples.

Inaddition,wewilldiscussorganizationalprocesses/workflowsthatareimpactedbyCiviCRM,providingguidanceasyoureviewandanalyzeyourinternaloperationswithregardtotheCRMimplementation.WewillpresentbestpracticesofconstituentrelationshipmanagementandprovideguidanceonhowtoeffectivelyimplementthemwithCiviCRM.ThebenefitsofusingCiviCRMwillbefeltacrossyourorganization,helpingtobetterachieveyourmission.

UsingCiviCRM,yourorganizationwillinteractwithconstituentsmoreeffectivelyandhandlestaffingchangesmoresmoothlybytrackingcontactsandinteractionswiththeminaunifiedsystemsharedacrosstheorganization.Organizationleadershipwillusedatagatheredfromconstituentstoanalyzeandinformtheirdecisionmakingprocess.

Ifyourorganizationraisesfundsthroughdonations,contributions,eventfees,andmembership,you'llbeabletoraisemoremoneyandreducecostsbyidentifyingqualifiedprospectsfortargetedfundraisinginitiatives.Wewilldemonstratehowtoattractnewprospectsandconvertthemtodonorsusingonline,directmail,telemarketing,anddirectcontactchannelsusingCiviCRM.Youwilllearnwhyandhowtosetupandgrowyourmonthlydonorprogram,aswellasimprovethefrequency,averagedonationamounts,andretentionratesofyourdonorbase.

WithCiviCRM,you'llbeabletoreducetheburdenonadministrativeresourcesbyprovidingonlinepaymentsandself-serviceoptionsforeventregistrationsandmembershiprenewals.Youcanincreasethelikelihoodofyourexistingconstituentsbecomingmoreinvolvedwithyourorganization,ensuringmoreofyourmembersshowuptovolunteer,identifyingpotentialleaders,andstewardingtheirvolunteeractivities.

Finally,youwillbemakingrelevantinformationeasily

availablethatquantifieswhatagreatjobyou'vebeendoing,includingthenumberofhoursthatvolunteersgavetoyourorganizationlastyear,thenumberofcasesmanaged,membershipretentionrates,eventparticipationstatistics,orthenumberofnewviralsignupsfromyourlatesturgentactione-mail.

Thiseasy-to-understandbookwillguideyouthroughbuildingawell-formulatedandawell-executedCRMsystemthatmeetsyourorganization'sneedsperfectly.

WhatthisbookcoversChapter1,AchievingYourMissionwithCiviCRMhelpsyouunderstandthegoal,purpose,andfunctionofaCRM,lookingbeyondthetechnologytotheunderlyingobjectivesandbenefitsofaunifiedapproachtocontactandcommunicationmanagement.Inthischapter,youlearnhowCiviCRMcanbeusedtoeffectivelyandefficientlymeettheseobjectives.

Chapter2,PlanningYourCRMImplementationshowsyouhowtoreviewcriticalstepsandconsiderationsasyouplanyourCRMimplementation,includingprojectmanagementmethods,buildingtheprojectteam,andsettingrealisticyeteffectivegoals.

Chapter3,Installation,Configuration,andMaintenanceshowsyouhowtosystematicallyandcomprehensivelyreviewtheinstallationandinitialconfigurationprocessforCiviCRM,whilelearningaboutcoreconceptsandhowtheywillaffectthewayyoutrackandmanageinformation.Inthischapter,youwillalsoestablishapathforongoingmaintenanceandupdates.

Chapter4,CiviCRMBasics:MovingthroughtheSystemandWorkingwithContactsshowsyouhowtoseeyourdatathroughthelensofthecontactrecordandlearnhowtocreate,edit,andworkwiththecontactanditsrelated

records,includingrelationships,activities,notes,tags,andgroups.Beginusingthevarioussearchtoolstofindandworkwithmultiplecontactsthroughbulkactions.

Chapter5,Collecting,Organizing,andImportingDatashowsyouhowtocreatecustomdatafieldsfordifferentpurposesandorganizethemalongwithcoreinformationfieldsintoprofilesfordataentry,searching,andlisting.Walkthroughthedataimportprocess,frompre-processdatascrubbingandstructuralclean-uptoimportoptionsandfieldmapping.

Chapter6,CommunicatingBettertakesyourmessagetothemassesthrougheffectivecommunication.IthelpsyouunderstandhowCiviCRMtoolscanbeharnessedthroughanintegratedapproachtosend,track,andmeasuretheeffectivenessofyourprinted,spoken,anddigitalcommunications.

Chapter7,Fundraising:MoneyforYourMissionteachesyouhowtodevelopafundraisingplanandhowtoconfigurethetoolstopromoteandtrackyourefforts.Inthischapter,youwillalsoworkwithcontributionsthroughthecontactrecordandothermanagementtools.

Chapter8,GrowingYourMembershipandInteractingwithMembersshowsyouhowtoconfigurethesystemforyourmembershipneedsandunderstandthecoreconceptsofmembertrackinginCiviCRM.Youcanuseonlineformsto

solicitnewmembersandencouragerenewals,andtrack,search,andreportonmemberactivity.

Chapter9,ManagingEventsshowsyouhowtostepthroughtheeventcreationwizard,understandingthevariousoptionsforhandlingregistrations,waitlists,andapproval-basedworkflows.Promoteyoureventthrougheventinformationandregistrationpages,andRSS/iCal/HTMLlists.Trackregistrationsastheycomeinandworkwiththeparticipantdetailsthroughthecontactrecord,attendancelists,andreports.

Chapter10,InteractingwithConstituents:ManagingCasesmakesyouunderstandthepurposeandkeyconceptsofcasemanagementwhilereviewingpossibleusesthatcouldbeofvaluetoyourorganization.Youalsoconfigureacasetypewithcustomactivitiesandatimelineworkflow,andreviewthemanagementandtrackingtoolsavailableasyouseekcaseresolution.

Chapter11,ProvidingSupport:GrantManagementshowsyouhowyoucanimprovethewaysyousupportconstituentsthroughgrantdisseminationusingCiviCRM'sgranttrackingtools.Italsoshowshowyoucanmanagetheapplicationandapprovalprocessandlatertrackmonetarydisbursementsandreportingrequirements.

Chapter12,TellingYourStory:BuildingReportshelpsyoutellthestoryofyourorganizationthroughreports,having

nowcoveredthefullsetoffeaturesandfunctionalityprovidedbyCiviCRM.

Chapter13,Customization,Community,andCooperationmakesyoulookaheadtofutureversionsofCiviCRM,understandtheessentialbestpracticesforcustomizingyourinstallation,andlearnhowyourinvolvementintheCiviCRMcommunitycanhelpsupportyourorganizationwhileadvancingthesoftware.

WhatyouneedforthisbookInadditiontotheCiviCRMsoftwareitself(freelyavailablefromhttp://civicrm.org),youwillneedeitherDrupal(http://drupal.org)orJoomla!(http://joomla.org)astheCMSframeworkinwhichCiviCRMwillreside.

CiviCRMrunsonanApache/MySQL/PHPplatform.Itrequiresafairamountofserversystemresourcesmorethansomeotherweb-basedsoftware,includingDrupalorJoomla!runningontheirown.Virtualprivateserversavailablefromcommercialhostingprovidersareagoodoptionforhosting,anddedicatedserverswithhighavailabilityandhighperformanceserverclusterscanalsobeusedinmoredemandingsituations.WhileyoumaybeabletorunCiviCRMonsharedhostingforsmallimplementations,youwillgenerallyfindtheresourcelimitationsproblematic,particularlywhenyouruseofthesoftwaregrows.

Fortestingpurposesorinspecialcircumstanceswhereyouwantapersonalinstance,youcansetupanimplementationonalocalmachinerunning:

XAMPP:www.apachefriends.org/en/xampp.htmlMAMP:www.mamp.infoWAMP:www.wampserver.com

Throughoutthisbook,wehaveassumedyouarerunning

http://civicrm.orghttp://drupal.orghttp://joomla.orghttp://www.apachefriends.org/en/xampp.htmlhttp://www.mamp.infohttp://www.wampserver.com

CiviCRMonaLinuxoperatingsystem.SomeoftheconfigurationtasksrequiredifferentprocedureswhenrunningunderWindowsthatarenotdocumentedhere.UnlessyouarefamiliarenoughwithLinuxandWindowsthatyoucantranslateaccuratelybetweencrontabandscheduledtasks,fileanddirectorypermissionsystems,andsimpleCommandPrompt/commandlinecommands,youshouldavoidusingCiviCRMonaWindowsenvironment.

ThisbookdealswithCiviCRMandthusaddressestheDrupal/Joomla!environmentasitpertainstoCiviCRMintegration.ThoughoccasionalmentionismadeoftheothertechnologiesusedtoimplementCiviCRM(includingPHP,MySQL,Apache,jQuery,andSmarty),nopriorknowledgeisrequiredtoinstallandconfigurethesoftware.

WhothisbookisforThisbookisforprojectimplementers,organizationleaders,staff,andvolunteersinadvocacy,non-profitandnon-governmentalorganizations,electioncampaigns,professional/tradeassociations,politicalcampaignsandparties,governmentagencies,andothersimilarorganizationswhowanttoimplementCiviCRMinamannertailoredtotheirorganization'ssize,culture,andneeds.ItaddressesCRMstrategists,implementers,administrators,andenduserslookingtobecomepowerusersincommunicating,fundraising,managingevents,memberships,grants,cases,andpeople-resourcemanagement.

ConventionsInthisbookyouwillfindanumberofstylesoftextthatdistinguishbetweendifferentkindsofinformation.Herearesomeexamplesofthesestylesandanexplanationoftheirmeaning.

Codewordsintextareshownasfollows:"Adding&search=0willopenthepagewithjustalisting(nosearchform)."

Ablockofcodeissetasfollows:

{if$receipt_text}{$receipt_text}{/if}{if$is_pay_later}

Newtermsandimportantwordsareshowninbold.Wordsthatyouseeonthescreen,inmenusordialogboxesforexample,appearinthetextlikethis:"AccesstheseoptionsthroughAdminister|CiviMember".

Note

Warningsorimportantnotesappearinaboxlikethis.

Tip

Tipsandtricksappearlikethis.

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Chapter1.AchievingYourMissionwithCiviCRMMostpeopleworkinginthenon-profitsectorwouldloveitiftheirorganizationcoulddomorewithitsexistingstaffandvolunteerresources.Weoftencarepassionatelyabouttheworkwedo,butlamentthewastefulwayswehavetodothings.Wastedhours,wastedmoney,wastedcontacts,andwastedopportunities!We'retiredofbeingfrustratedbythewaythingsare.Wewanttomakeadifference,abiggerdifference.

WhyyourorganizationneedsConstituentRelationshipManagementYourorganizationwillbetterachieveitsmissionwithawell-formulatedandwell-executedConstituentRelationshipManagement(CRM)strategy.Ifyou'relikemostnon-profit,advocacy,andmembership-basedorganizations,CiviCRMisthebesttoolforenablingsuccess.

Doesyourorganizationlackanintegratedsystemformanagingcontacts?Thisisacommonissuefornon-profitorganizations,betheylargeorsmall,moreorlessorganized.Canyouidentifyyourorganizationinanyofthefollowingsituations?

DopeopleinyourofficehavetheirownpersonalExcelsheetofcontactsthattheyuseintheirfundraising,volunteerwork,ormailmerges?Doyouhaveonesystemfore-mailsubscribersforyouronlinenewsletter,anotheronlinesystemwithpeoplewhohaveattendedoneofyourevents,adifferentonecontainingresponsestosurveys,andadesktopsystemforlabelsforseason'sgreetingscards?DoyouhaveaseparateoldmembershipdatabaseinMicrosoftAccess,maybedevelopedbyavolunteeror

staffperson,longsincedeparted?Doesyourfundraiserhavehisownsystem,maybeanexpensiveonelikeRaiser'sEdge,whileyourvolunteerorganizerdoeseverythinginOutlook?Haveyoulostaccesstodatawhenastaffpersonleft?Doyouhaveoldpapersign-insheetsfrompeopleattendingevents,indicatingthattheywereinterested,buthaven'tbeenenteredinanysystem?

AcontactmanagementsystemistheheartofeveryCRM.Yet,CiviCRMismorethanjustacontactmanagementsystem.Asanintegratedonlinesystemthathandlescontacts,donations,eventregistration,bulke-mailing,casemanagement,andotherfunctions,suchasactivitytracking,grants,reporting,andanalytics,CiviCRMconsistentlyreceivestopratingsfromnon-profittechnologyusers.

AsuccessfulCRMstrategycanhelpyourorganizationinmanyconcreteways.Herearesomestrategies:

Improvingthefrequency,averagedonationamounts,and/orretentionratesofyourdonorsAtamorebasiclevel,enablingsupporterstodonateonlinethroughyourwebsiteinsteadofhavingtogetchecksfromthemandrecordingeverythingyourselfinyouraccountingbooksAutomatingtheregistrationprocessformembersattendinganupcomingconferenceIncreasingthelikelihoodofyourexistingsubscribers

becomingmoreinvolvedwithyourorganizationanditsmissionEnsuringthatmoreofyourmembersshowuptovolunteerIdentifyingcontactsthatarealreadyinteractingwithyourorganizationwhohavetherightskillsetandintereststobeworthapproachingforacommitmentaboutanopenboardpositionMakinginformationeasilyavailablethatquantifieswhatagreatjobyou'vebeendoing,includingthenumberofhoursthatvolunteersgavetoyourorganizationlastyear,thenumberofcasesmanaged,andthenumberofnewviralsignupsfromyourlatesturgentactione-mail

CiviCRMcanhelpinalltheseareas.

WhatisConstituentRelationshipManagement?ConstituentRelationshipManagementisthesetofprocessesandsupportingtechnologiesusedtoinitiateandimproverelationshipswithconstituents.It'simportanttorealizethatCRMisnotjustatechnologythatisbroughtintoyourorganization.Managingrelationshipswithconstituentsinvolvesalloftheworkflows,processes,andreportingthatyourorganizationusestogetthingsdoneinordertoachieveitsmission,andthenshowhowwellithasachieveditsmission.

ConstituentRelationshipManagementisthenon-profitequivalentofCustomerRelationshipManagementinthebusinessworld.Bycomparingandcontrastingthesetwoconcepts,wewillunderstandthepurposeandscopeofthisbookbetter.

CustomerRelationshipManagementversusConstituentRelationshipManagementInthebusinessworld,CustomerRelationshipManagementsystemsareusedtooptimizeacompany'ssalesbyfocusingitsresourcesonthosewhoarelikelytobuy.Theyarealsousedtoimprovecustomersatisfactionandlowercostsbyprovidingself-serviceoptions.

Inordertodothisproperly,thesesystemstrack,automate,andpersonalizeallaspectsofclientinteractionsacrossallcommunicationchannels,includingwebsite,phone,in-store,e-mail,andsocialmediasuchasTwitter,forums,andblogs.Everytimeacustomertouchestheorganizationinwhateverway,theinteractionislogged.Thisinformationisusedtobetterunderstandtherelationshipwiththeclient,andensurethatalltheinteractionsaredesigned,fromoneperspective,tomaximizethelong-termprofitabilityoftheclienttothebusiness.Typically,CustomerRelationshipManagementsystemsfocusontrackingandenhancingcustomerinteractionsinthemarketingandsalesfunnelworkflowfornewandreturningcustomers,andimprovingafter-salessupport.Dependingontheindustryandthecompany,CRMsystemsandtechniquesmightalsobeusedfortrackingandenhancingrelationshipswithotherstakeholders,suchasregulators,shareholders,ormedia.

TheideasdevelopedforCustomerRelationshipManagementsystemsinthebusinessworldhavebeenadaptedtotheneedsofthenon-profitworldinConstituentRelationshipManagementsystems.Whileincreaseddonationsparallelhigherbusinesssales,thereareslightbutsignificantdifferencesinterminologyandprocesses.Forexample,goodConstituentRelationshipManagementsystemsaredesignedtoaccountforpledges,recurringdonations,softcreditdonations,andtheportionofticketpriceseligibleforpoliticalorcharitabletaxreceipts.Relationswithnon-profitstakeholdersincludingmedia,boardmembers,andgrantingfoundationsmayalsobemanagedwithConstituentRelationshipManagementsystems.

Non-profitorganizationshaveadditionalcriticalnon-monetarymeasuresofsuccessbeyondincreasedrevenueandlowercosts.Thesemayincludeeducation,service,advocacy,orotheroutcomesrelevanttonon-profitmissions.NonprofitCRMsmayneedtotrackoneormorenon-monetaryobjectivesalongtheselines.Forexample,inadditiontowantingtoincreasedonationsasameanstosupporttheirmission,anadvocacyorganizationmightwanttheirCRMtohelpthemachievetheirobjectiveofinfluencinglegislatorsorvotersthroughmeanssuchasmoreletterstotheeditor,e-mails,visitstolegislators,orforwardstofriends.Similarly,adirectservicenon-profitorganizationmightaimtoimprovetheoutcomesofitsclientcaseswiththeirCRMsystem'scasemanagement

functionality,oralegislatormightaimtoassistmorevoterstoaccessgovernmentresources.

Despitethesedifferences,ConstituentRelationshipManagementsystemsaresimilartoCustomerRelationshipManagementsystemsinaimingtosupportthegrowthinnumbersanddepthofengagementofcontactswithanorganization.

Inthebusinessworld,thisisusuallydonebykeepingexistingcustomershappyinordertoavoidhighcostsofclientacquisition.Similarstrategiesandtechniquesapplyinthenon-profitworld,giventhegenerallyhighercostofacquiringnewdonors,activists,volunteers,ormembers,ascomparedtoretainingexistingones.

Agoodgeneralstrategyinbusinessistoaimtoincreasethevolumeofbusinessitreceivesfromitsexistingclients.Forexample,thismaybedonebyidentifyingprospectivebuyersandcommunicatingbetterwiththemonwhytheywouldwantamoreexpensiveproduct(up-selling),orwhytheywouldwantadditionalrelatedproducts(cross-selling).Itmayalsobeachievedbyfocusingonincreasingrepeatedbusinessfromcustomerswhoreturnmorefrequentlyforthesameproduct(forexample,towatchmoviesmorefrequently).

Non-profitorganizationsbenefitfromthisstrategy,bothinfundraisingandinnon-monetaryappeals.Fundraisersaim

toincreasetherecency(thatis,howrecentlyeachdonorhasdonated),frequency,andmonetaryvalueofgiftsfromtheirdonors.

Fornon-monetarycontributions,non-profitorganizationsbenefitbyfocusingonincreasingthenumberofactionstakenbytheexistingactivists,suchasappealssent,educationalprogramsattended,orshut-insvoluntarilyvisited.Theyalsobenefitbygettingthemtoundertakeactionsthatrequiremoreco-operationfromthemandresultinmoreimpact,suchascallingupacall-inshowinadditiontosigningapetition,visitingtheirelectedrepresentativeaswellassendinghimorheraletter,andsoon.

Increasingthenumberanddepthofinteractionscanofteninvolvetargetingclientswithsharedcharacteristics,suchasthosewhohavemadeseveralrecentlow-costpurchasesorsmalldonationsforaspecialtreatmentsuchasanoffer,aspecialask,orotherfollow-upcommunication.

Anotherobjectivemaybetoensurethatthosebestsuitedforaproductorservicereceivesuchagreatexperienceinteractingwithacompany,thattheyrecommendittoothers.

Inthefor-profitsector,thiscaninvolvesalespersonnelorsystemsrespondingmoreappropriately,giventhepurchasehistoryofanindividualoracompany,byofferingappropriatediscounts,cross-sellingorup-selling

suggestions,andsoon.Forexample,alongtermcustomermightbeofferedadiscountwhenheshowsupatawebsite,acomputerbuyermightbeofferedsmallitemsatcheckouttimeincludinggamesforapreviouslypurchasedgamesystem,oraclientwhohasmadepremiumpurchasesmightgetamoreexpensiverangeofproducts.After-salessupportpersonnelwouldbeprovidedwiththewholerecordofattemptsanindividualmighthavemadetoresolveaproblem,asthisoftenhelpsnarrowdownanissueandavoidirritatingrequeststorepeatactions.Acompletecustomerrecordmightshowthatanindividualwithatoughproblemisconsideringamajorpurchase,orthattheyhavehadahistoryofmakingunauthorizedtechnicalchangestotheproductthatmighthaveimpaireditsfunctionalityandvoideditswarranty.

Inthenon-profitworld,theparallelsmightbetoencourage:

AregularattendeeateventstocometoanupcomingbreakfastseminarwithadiscountUserswhosignpetitionstomakeadonationThosewhovolunteeredmorethantwiceinthepastyeartoconsiderbecomingaboardmember

Similarly,techsupporthasparallelsinnon-profitcasemanagement.Imaginehowmuchanon-profitserving"at-risk"youthcouldbenefitfrombeingabletoeasilypulluptherecordsofsomeonecallinginaboutdepressionwhenthoserecordsrevealacallerhasahistoryofsuicide

attempts.

Inalloftheprecedingbusinessandnon-profitexamples,atinyorganizationwithasinglestaffpersonservingasmallclientelewouldbechallengedtorecognizetheindividual,rememberthehistoryofinteractionswiththem,andactappropriatelybyprovidingadiscount.Moredifficultchallengesincludecallingupsomeonewhohadstoppedcomingin,goingtheextradistanceforsomeonewhoneedsit,orcurtailingresourcesdedicatedtoarelationshipnotrelatedtothemissionoftheorganization.Technologyhelpstoscaletheseappropriatebehaviorstosituationswheremanystaffmembersandvolunteershavebeeninvolvedintheinteractionswiththeclientorcustomer.Itcanhelpinsituationswheresomeofthestaffmembersorvolunteersmaynothavethebestmemory,andmaynothavethebestjudgmentastohowtorespondinthesituation.

Whoareyourconstituents?We'vemadeanassumptionsofarthatyouhaveaclearconceptofyourconstituents,butitisworthtakingthetimetodefinethisclearlyforyourorganization.Aconstituentisanyperson,household,ororganizationthathassomerelationshipwithyourorganization.Dependingonyourorganization,itmayinclude:

DonorsFundersElectedofficialsyouseektoengage,educate,orinfluenceNewslettersubscriberseNewsletterandactionalertsubscribersMembersofyourorganizationCoalitionmembersParticipantsinyourpetition,e-mail,andletterwritingcampaignsParticipantsinyourface-to-faceeventsVolunteersClientsWebsitevisitorsBoardmembersStaffOrganizationsorindividualswhoarenotstaffmembers,buthelpyoudeliverprogramsandservices(forexample,lawyersvolunteeringforaprobonolegalservicesclinic)

UsersorpurchasersofyourproductsorservicesMediaoutletsand/orpersonnelyourorganizationcontactsAdvertisersorsponsorsofyourorganization,itsevents,orpublicationsGovernmentagencieswhoinfluencepoliciesimpactingyourorganization

Insomecases,yourrelationshipwithoneconstituentmayneedtobethroughanother.Forexample,aparentmightbetheconstituentwhosignsuptheirchildforaprogram,orastaffpersonmightbethecontactpersonfortheorganizationtheyworkfor.

Whichconstituentsyourorganizationneedstofocuson—individualdonors,volunteers,grantingagencies,newslettersubscribers—dependsonyourmissionandsituation.It'susuallygoodtokeepinmindthatonepersonoftenhasmanyhatsandmayfallintoseveralcategoriesofconstituents.

It'softeneffectivetogatherinformationaboutarelationshipwhentheconstituentcanunderstandwhyitisneeded,andthatprovidingitmakessense.Forexample,explainingthatamailingaddressisneededtoprovideacharitabletaxreceiptwhenadonationisbeingmade,askingaboutfoodpreferencesonlywhensomeoneispurchasingticketsfordinner,orrequestingpolicyinterestswhensigningupforanewsletterhelpsreducetheburdeninanyparticular

interaction,andmakesforamorenaturaldeepeningoftherelationship.

WhiledesigningyourCRMstrategy,youwillneedtobalancethebenefitsofhavinginformationonrelationshipswithyourconstituentswiththecostsofacquiring,maintaining,andusingit.Asyoudevelopyourstrategy,youshouldensurethatitfocusesongatheringdatathatwillhelpyourorganizationacteffectively,andknowthatitisactingeffectively,intheconstituentrelationshipsthataremostimportanttoachievingitsmission.Theseareoftentheconstituentswiththemosttransactionalencounterswithyourorganization—donors,volunteers,members,eventparticipants,andsoon.However,sometimes,asmallnumberofconstituentscanprovideabreakoutvalue—agame-changing,qualitativeimprovement.Forexample,investinginsomeresearchandwooingafewkeymediacontacts,potentialcoalitionpartners,orswinglegislatorsmayhelpyourorganizationrealizeitsmissionmorethangreatgainsinnumberandefficiencyatotherlevels.

WhenisCiviCRMthebestCRM?Sofar,wehavediscussedCRMsgenerically,comparinghowtheyareusedinthebusinessworldwiththenon-profitsector.However,therearemanyoptionsforimplementingaCRM,sowhenisCiviCRMthebestCRM?CiviCRMisgreatfororganizationsthatneedtoworkwithalotofcontactdata,especiallythosethatwanttousesophisticatedfunctionalityprebuiltforcommonnon-profittransactionalusecasesincludingthefollowing:

DonationsandpledgesEventsmanagementMembershipmanagementCasemanagementBulke-mailing

Ifyourorganizationrequiresfunctionalityinacoupleoftheseareas,thenitisverylikelythatyouwouldbenefitfromCiviCRM.CiviCRM'sintegrationwithJoomla!andDrupal(popularopensourcecontentmanagementsystemsthatareexcellentforrunningyourwebsite)alsodistinguishesitfromanumberofcompetingCRMs.

We'regoingtoexplainthemanyreasonswhyCiviCRMdoessowellinsurveysofnon-profittechnologyusers.Still,wewanttoacknowledgeupfrontthatCiviCRMisn'tthe

righttoolforeverynon-profittomanageitsconstituentrelationships.Itdependsonyourneedsandresources,whichcanmakeittoobigortoosmall,toofeature-rich,ornotflexibleorpowerfulenough.ThissectionprovidessomegeneralguidelinesforsituationswhereyoumightwanttoconsideranalternativetoCiviCRM.Wehavetendedtoerronthesideofexcludingsomecases,wherepeoplecan,andhave,successfullyandhappilyusedCiviCRMratherthanincludingcaseswherepeople'sexpectationsmaynotbemetandsurpassed.

Asalow-endcut-off,yourorganizationneedstohaveresourcestosetup,host,andmaintainCiviCRM,eitherbypayingahostingproviderandconsultants,orbyusinginternalstaffresources.TinycommunitygroupswithnobudgetorITresourceswillnotbeabletoaffordthesecostseventhoughCiviCRMisfreeopensourcesoftwarewithoutanyupfrontorongoinglicensefees.Whilethepublic-facingpagesareeasy-to-use,administeringaCRMalsorequiresacertainamountoftech-savvinesstoconstructsearches,setuptemplatesthatwillbemergedwithcontactdatafore-mailblasts,decideonthefieldstoputonforms,andothersimilaractivities.Moreadvancedskillsarenecessaryforsomeinitialsetuptaskssuchasconfiguringe-commerceconnectionstopaymentprocessorsanddesigninghowtostoreinformationamongfieldsrepresentingcontacts,theircontributions,participationinevents,memberships,relationswithothercontacts,andsoon.Notallorganizationshavetheseskillsavailable

internally,orcanaffordtooutsourceforthem.

ThinkingthroughalternativesIfyourorganizationdoesnothaveaneedformorethanonekindofCRMfunctionality,andespeciallyifyourneedsaresimpleinthatarea,thenitmightbebettertouseasingle-purposetool,whetherfree,purchased,oravailablethroughpaidsubscriptions.Best-of-breedsingle-purposetoolscanprovidesuperiorusability,desirableflexibility,lowercost,loweradministrativeburdens,andhigher-endfeaturesforthatparticularfunctionality.Google,Yahoo!,andnumerousotherprovidersoffreegroupe-mailbroadcastanddiscussionsoftwareisoneexample.EventBriteisanexampleintheeventsmanagementarea;e-mailmanagementsystemslikeExactTargetcanbegoodforbulke-mails.Manysingle-purposetoolshavebuiltoutsomefunctionalityintootherareas,butareprimarilyfocusedononearea.Incontrast,CiviCRMisverygoodinmostofthesefunctionalareas.Itssuperiorcapabilitiesacrossmanyareasneededbynon-profits,advocacy,andmembership-basedorganizationsusuallysetsitabovecompetitorswithevenmoderateCRMfunctionality.

Adownsideformanyorganizationsisthattheystartusingoneoftheseservicestomeetoneneed,andthenadoptasecondforarequirementinadifferentarea,andsoonendupwithmultipledatasilos,systemsthatwon'ttalktoeachother,orcomplexdata-syncingprotocolsandissues.MigratingtoCiviCRMatthatpointiscommon,butthe

additionalhassleofthemigrationandchangeintoolsandprocedurescanbeavoidedbychoosingCiviCRMfromthestart.

Adifferenttypeofproblemconfrontsorganizationsthathavesignificantandwell-definedneedsthatarenotmetbyCiviCRMout-of-the-boxorthroughconfiguration.Inthesecases,thequestionisoftenbetweenbuildinganin-houseapplicationandgettinganexternally-developedapplicationlikeCiviCRMtodothejob.CiviCRMasthebaseofacustomsolutionmakessenseinanumberofthesescenarios.Somearespecificallylisted,asfollows:

Whenthefunctionalitybeingdevelopedwillbeintegratedintocore(thatis,theCiviCRMsoftwarethateveryonedownloads),similartothecasemanagementfunctionalitydevelopedforthePhysician'sHealthProgramofBritishColumbiaWhenyouhavetheskillstodecodethevarioustechnologiesusedtobuildCiviCRMorthebudgettohirethosewhocandothatWhenyouarewillingtoinvestmoreinitiallyinmoregeneralandcustomizablesoftware,inreturnforgettingtheservicesofotheruserswhowillreportbugs,improvedocumentation,submitpatches,andenhancethefunctionalityyouhavecontributedWhenyoucanworkwiththecoreteamandcommunityeffectively,whichusuallyinvolvesmoretimeandawillingnesstotakeotherviewpointsand

interestsintoaccount,whichoftenincludesthebenefitofotherssharingthecostsofdevelopment

TherearesomescenarioswhenusingCiviCRMasabaseofcustomsolutiondoesn'tmakesense.Forexample,itcanbecheaperandsimplertobuildasingleCRMfeatureinDrupaloranotherCMS,especiallyifyoudon'tneedtherestofCiviCRM'sfunctionality.

Thestrongadvantagesofbuildingfunctionalityintoafull-fledgedCRMalsosometimesneedtobebalancedagainstthehighcostofextendingCiviCRM.ItisprogrammedinPHP,Smartytemplates,andothertechnologiessuchasjQueryusingenterprise-orientedn-tierarchitecture.ThevarietyoflibrariesandtechnologiesandthesizeofthecodebasehavepresentedbarriersfordevelopershopingtomodifyorextendthesoftwarethattheCiviCRMteamdistributesandmaintains.DevelopingintheCiviCRMprojectusuallyresultsinlongertimeframes,highercosts,andagreaterdifficultyinsourcingpersonnelfordevelopmentandmaintenanceascomparedtobuildingthesamecustomfunctionalityinarapidapplicationdevelopmentframeworksuchasDrupal.

Thoughitwouldn'tmakesenseforyourorganizationtore-implementCiviCRMfunctionality,itcanoftenmakesensetoextendCiviCRMwithDrupalmodules(orperhapsJoomla!extensions),especiallywiththevarietyofexistingDrupalintegrationmodulesavailableforcustomcontent,

views,andaccesscontrol.ItisworthnotingthatseveralareasofCiviCRMfunctionalityhadbeeninitiallydevelopedasDrupalmodules.Then,astheusecasesbecameclearerandthedemandforintegrationwithotherCiviCRMfunctionalitygrew,theywerere-implementedwithinCiviCRMitself.

CiviCRMisanopensourceprojectthatisquiteresponsivetocommunityneedsandcontributionstoaddressareasitdoesnotcurrentlycover.Indeed,theprojectgenerallyextendsitsfunctionalitybyworkingcloselywithorganizationsthatcansponsornewfunctionalityorcontributenewfeaturesback.Insteadofhackingthecorejustforyourownimplementation,youcanimprovethecorecodesothatithandlesyourownneedsandthoseofotherswithsimilarneeds.

IfyousearchtheCiviCRMwiki(http://wiki.civicrm.org)andforums(http://forum.civicrm.org),andcommunicatewiththecoreteamandthecommunityviatheforums,youmayfindthatthereareotherswhoareinterestedinthesamefunctionalityandmaybeabletocontributesomethingtohavingitbuilt.Evenifyourneedsareunique,theremaybewaystogeneralizethemsothattheycanbemetwithsoftwarethataddressestheneedsofothersatthesametime.Autumn2010sawsomeearlysuccesseswithaMakeItHappeninitiativethathelpedaggregatesupportfrommanyusersandconsultantsforseveralnewpiecesoffunctionality.

http://wiki.civicrm.orghttp://forum.civicrm.org

Alternatively,yourforumpostmayresultinsuggestionsforsimpleoringeniousworkaroundsthatcansufficeinaddressinganoddityinyourrequirementsthatwasholdingyourorganizationbackfromgoingwithCiviCRM.

Whiletheburdenofmaintainingyourowncodeinsyncwithchangesinthecoreissignificant,well-resourcedorganizationssometimesfindthatitmakesmostsensetodevelopcustomversionsofopensourcesoftwarecontainingfeaturesthatarenotsharedbackwiththecommunity.Usually,thisisbecausetheneedsarequiteunique,suchasintegratingwithacustomin-houselegacyapplication.

OtherCRMsWhendecidingonaCRMtool,therearemanyexistingCRMofferingsthatcouldbeconsidered.TheNonprofitTechnologyNetwork(http://NTEN.org)conductsperiodicsurveysoftechnologyuseinthenon-profitsectorandpublishestheresults.ThoughtheyareheavilyfocusedonNorthAmericannon-profits,theyprovideagoodindicationofCRMmarketpenetrationandusersatisfactionwithcommonsolutionsinthisverylargeandinfluentialregion.

CiviCRM,Salesforce,andConvioarethethreemost-usedsystemsinthemostrecentsurveys.OtherprovidersortoolswidelyusedoracceptablyratedinthesesurveysincludeAntharia,Blackbaud,SugarCRM,KinteraSphere,DemocracyInAction,andOrganizer'sDatabase.Althoughthecostandfunctionalityaresignificantlydifferent,AmDocsandMicrosoftCRMareothernotableCRMsystemsinthelargernon-profitsector,whileSalsasometimescrossesoverfromitsfocusonsmallandmediumsizedbusinesses.

NeedsvaryfromoneorganizationthatusesaCRMtoanother.ThisaffectswhichCRMisbestforthem.Forexample,Salesforcehastendedtodobetterwithlargeorganizations(thosewithgreaterthan$3Mbudget),thoughtheCiviAccountenhancementsin2011maychangethis.AsyouevaluateaCRMtoolforyourorganization,youshouldtakeintoaccountthecurrentandexpectedneedsofyour

http://NTEN.org

organization,aswellasthecurrentandanticipatedfunctionalityinpossibleCRMs.Giventhiscaveat,thenextsectionwilloutlinecommonreasonsforadoptingCiviCRMovertheotheralternatives.

WhyCiviCRM?EveryorganizationshoulddoitsownevaluationofCRMoptionsusingcriteriaappropriatetotheirparticularneeds,weighingeachsuitablytoprovidetherightoverallbalance.ThissectionsummarizessomeofthereasonswhyCiviCRMisrightformanynon-profit,advocacy,andmember-basedorganizations.

Focusedonneedsofnon-profitsMorethananythingelse,whatsetsCiviCRMapartfromothercompetingprogramsisthatitisdesignedspecificallytomeettheneedsofnon-profits,andprovidesawell-integratedplatformthataddressesalltheirbasicneeds.Thisavoidsoralleviatesthecomplexities,problems,time,andexpensesassociatedwithrunningseparatesystemsforthingssuchasdonations,e-mailing,events,andmembership,ortryingtoprogrammaticallyintegratethem.

CiviCRMiswell-suitedtotheneedsofmanykindsandsizesoforganizations:

Non-profitsNon-governmentalorganizationsGovernmentagenciesandtheofficesofelectedrepresentativesMembership-basedorganizationsAdvocacyorganizationsGrantgivingorganizationsServiceprovidingorganizationsNeighborhoodassociationsPoliticalcampaignsandorganizationsBusinessassociationsGovernmententitiesUnionsSportsclubsDancestudios

ManyCRMsarebuiltaroundcommonworkflowsinfor-profitbusinessesthatdon'talwaysmapwellintothenon-profitworld.Thesalesfunnelmodelandterminologyunderlyingsalesforceautomation,forexample,maynotmapwelltotheactivitiesinanawarenessraisingcampaign.Substitutingsometermsandaddingsomenon-profitspecificthings,asConvioCommonGrounddoeswithSalesforce,doesn'talwaysovercometheissueswiththeunderlyingmodel.

UsersatisfactionNTEN's2007CRMSatisfactionSurveydeterminedthefollowing:

Thethreesystemsthatweremostcommonlyusedbyallorganizations—CiviCRM,Salesforce,andConvio—wererankedfirst,second,andsixth,respectivelyinwillingnesstorecommendrespectively.

NTEN's2009DataEcosystemSurveyreinforcedthisresultbyfindingthattheoverallhappinessoforganizationswassimilar,withgradesofB+,B,andB-goingtothetopthreetools:CiviCRM,Salesforce,andConvio,respectively.

Novendorlock-inAsignificantproblemwithmanyproprietaryCRMsisthedifficultyorganizationsfaceinmovingtoadifferentvendor.Asafreeandopensourcesoftwaresystem,CiviCRMwillalwaysletorganizationsusingitgettheirdataoutiftheyeverwanttomovetoadifferentsystem.Theabilitytodirectlyaccessandworkwithyourdataforcustomization,advanceddatabasequeries,datamigration,andsoonisoftenquiteimportant.

Someproprietarysystemsareonlyofferedbyasinglevendor.Serviceoutages,poorhelpresponsetimes,orunhelpfultechnicalsupportresponsesmayleaveyourorganizationwithnooptionbuttoswitchtoadifferentCRMjusttodealwithvendorissues.Bycontrast,thegrowingpoolofintegrators,trainers,andconsultantsforCiviCRM(http://civicrm.org/professional)enablesorganizationstoshiftfromoneprovidertoanotherwithouthavingtochangeCRMs.

Unlikewithsomeproprietarysystems,thereisnovendorlock-inwithCiviCRM.

http://civicrm.org/professional

IntegrationwithDrupalandJoomla!DrupalandJoomla!arecommonlyusedCMSs(ContentManagementSystems)inthenon-profitworld.CiviCRMintegrateswellwithbothofthem.ThisisimportantbecauseitallowsyourCRMtoeasilypresentpublicorstafffacingformsandlistingsontheWeb.Easyconfigurationofdonationandeventsignupformsandself-servefunctionalityformembershipsignupandrenewalsareincrediblyimportanttomanyorganizations.

Therearesignificantdifferencesbetweenthecapabilitieseachcontentmanagementsystemprovides.ThemostnotableoneforCiviCRMisthatithasmoreadvancedaccesscontrolcapabilities,andmoreflexiblerepurposingofcontentwhenintegratingwithDrupal.

Drupal'suseasaframeworkfordevelopingcustomizedsites,especiallythewayitfacilitatesmashingtogetherdataandfunctionalityfromnumerousexistingmodules,cantakeadvantageofCiviCRM'ssignificantandgrowingsupportforimportantcoreandcontributedmodules.ThisincludesexposingCiviCRMdatainViews,Drupal6CCKfieldsforCiviCRMcontacts,andsynchronizationofroles,groups,memberships,andorganicgroupsinvariousways.Thisallowsuserpermissionsonyourwebsite,e-mailprivileges,membershipstatus,groupcollaborationspaces,andexpressedinterestsintopicstobemixedandmatchedininterestingandusefulways.

OntheJoomla!side,thereisagrowinglistofextensionsavailablethattapintoCiviCRMresourcestodisplaycontentinmodules,limitaccesstocontentauthoring,andcontroluserauthenticationandaccountcreationbasedonmembershipstatus.

Inbothcases,CiviCRMletsyoutakeadvantageofapowerfulopensourcecontentmanagementsystem,integratingyourcontactdatabasedirectlyintoyourorganization'swebsite.CiviCRMhasahistoryofkeepingupwithdevelopmentsinbothCMSs,andthereiseveryindicationthatthisintegrationwillcontinueanddeepenwithDrupal7andJoomla!1.6supportinCiviCRM4.0.

TotalcostThecommonsayingthatfreeandopensourcesoftwareisfreelikekittensratherthanfreelikebeerappliestoCiviCRM.Thetotalcostofownershipofasoftwaresystemisanimportantmetricfordecidingwhichismoreappropriate.OpensourcesoftwarecostsforasystemlikeCiviCRMaredifferentfromthoseofproprietarysystems.Theabsenceofanupfrontpurchasecostisnottheendofthestory.Costsofmaintainingthesystemoveritswholelifeneedtobecalculated.Insteadofone-timepurchasecosts,orannualormonthlysoftwarelicensecosts,therearelikelytobeadditionalexpendituresoninstallation,training,andsupport.Dependingonanorganization'sCRMneeds,numberofCRMusers,andstaffcompetencies,CiviCRMmaybelessexpensive,orsometimesmuchlessexpensive,thantheotheralternatives.

DynamicopensourcedevelopmentThe"free"in"freeandopensourcesoftware"isprimarilythefreedomtomodifythesoftwaretomeetone'sneeds(seehttp://wiki.civicrm.org/confluence/display/CRM/Developing+with+the+CiviCRM+teamThisiscertainlyanadvantageformanyorganizationswithresourcesthatareunabletogetproprietarysystemsadaptedastheyrequire,orthatareunwillingtoletanotherorganizationdrivethefeaturedevelopmentroadmapandtimeframeoftheirenterpriseCRMsystem.

CiviCRMhasastrong,growingopensourcecommunityandsoftwareecosystem.CiviCRMisaveragingover8,000downloadspermonthin2010.Therehavebeenover12,000installationssinceversion2.0,witharound3,000activeCiviCRMinstallationsinthefallof2010(seethefollowingfigurewhichcountsmostsitesthathavehadadministrativesettingschangedorreviewedduringamonth).Notethattheapparentgrowthduring2.0isgreatlyexaggeratedbynotbeingabletoportrayupgradesfromearlierversions.Alsonotethatthenumberofactivesitesisnotbeingdirectlymeasured;soduringupgrade,therearespikesasnewandoldsitesarebothcounted,andon-goingimprovementstotheusabilityandadministrativeeaseofthesystemislikelytoincreasethenumberofactivesitesthatarenotcountedinthefollowinggraph:

http://wiki.civicrm.org/confluence/display/CRM/Developing+with+the+CiviCRM+team

Intermsofdevelopmentenergy,over90individualsandconsultantsdonatedtosupportenhancingCiviCRMduringthefallof2010.InadditiontotheseMakeItHappencontributions,therehavebeenalargenumberofothercontributionsfromthecommunityintermsofcodepatchesfornewfeatures,forumsuggestionshavesponsoredmajornewfeatures,including:

BCPhysicianHealthProgramFrontLineInternationalFoundationforHumanRightsDefendersGreaterManchesterCentreforVoluntaryOrganisation

InternationalMountainBikingAssociationUSPublicInterestResearchGroupQuestScholarsAlphaInternationalNewYorkStateSenateProgressiveTechnologyProject

Thenumberofissuesreportedandpatchessubmittedbythecommunityhasincreasedsignificantlyovertheyears.

Whilesomemightperceivemoreissuesbeingfiledbythecommunityasaproblem(peoplearefindingtheproductbuggy),itisveryhealthyfromanotherperspective.Forexample,themostrecentspikeincommunityissuesoccurredduringthealphaandbetatestingprecedingthemajor3.0release.Communitymemberswereencouragedtodownload,install,andtestpre-productionversionsinordertoprovidefeedbackonfeatures,usability,easeofupgrading,aswellasbugsbeforethenewversionwasreleased.Thispushwasverysuccessfulandledtoaspikeinpatchessubmitted,asillustratedinthefollowinghistogram,makingitabetterandmorebug-freerelease.During2010,therehasbeenanefforttogetconsultantsandbetter-resourceduserstocontributepatchesinordertoallowthecoreteamtofocusonenhancementsfornewreleases.

Over2,000newpostsappearedontheforumpermonthin2010,continuingthegradualgrowthofpreviousyearsforthismetric.

Thisrelevantnewcontentsupportedasteadyandlargergrowthinpageviews,asillustratedinthefollowinggraph:

OneuniqueaspectofCiviCRMthatsetsitapartfrommanyotheropensourceprojectsisthepresenceofacoredevelopmentteamworkingfull-timeonprojectdevelopment.Whilecommunityinvolvementisagreatsignofprojecthealth,thepresenceofacoredevelopmentteamhasensuredsteadyreleases,anaggressively-plannedprojectroadmap,andmoreresponsivesupportpatchingbugsandsupportingusers.

DocumentationExtensiveadministrator,user,anddeveloperdocumentationavailableathttp://wiki.civicrm.orgisupdatedforeachversionofCiviCRMbeforeitisreleased.Inaddition,UnderstandingCiviCRM:AComprehensiveGuideisavailableforfreeathttp://en.flossmanuals.net/civicrm.Oftenwhenanissuearises,othershavetriedtotacklethesamechallenge,andarecordofhowtheywerehelpedtosolvetheirissuecanbefoundbysearchinginthecommunityforumsathttp://forum.civicrm.org.

http://wiki.civicrm.orghttp://en.flossmanuals.net/civicrmhttp://forum.civicrm.org

ResponsivecommunitysupportOneofthechallengesfacedbyusersofsomeopensourcesoftwarecomparedtoproprietarysoftwarehasbeenthedifficultyofassuringthatsupportwillbeavailablewhenneeded.InadditiontothepaidsupportofferingsfromnumerousprofessionalCiviCRMconsultantsmentionedpreviously,theCiviCRMcommunityandcoreteamarerenownedfortheirquickandgenerousrepliestoquestionsintheforums.ForthosedevelopinginCiviCRM,thereisalsoa#civicrmircchannelonhttp://freenode.net,whereonecanusuallyfindthecoreteamandotherknowledgeablecommunitymembersrespondingtomorechallenginginquiries.

http://freenode.net

HowCiviCRMwillhelpyourorganizationGoodCRMimplementationsfacilitatebetteroutcomesandimprovedrelationshipswithyourconstituentsshownby,forexample,moredonationsandvolunteertime.Theyalsoimprovestaffefficiencyandautomateworkflows,reducingtheaveragecostandtimeinvolvedininteractionswiththeconstituents.Thisallowsyouandyourorganizationtodomore.CiviCRMwillimprovetherelationshipyourconstituentshavewithyourorganizationthroughvariousfeatures,including:

EasieronlineeventregistrationSelf-servemembershiprenewalMorecompleterecordofhistoryofinteractionsavailabletotheentirequalifiedstaffAutomatedworkflowimprovementsforcasemanagementPersonalizede-mailsAnti-spamoptionstoensurealle-mailcommunicationsarepermission-based

Improvedrelationshipsalsoresultfromdeeperchangestotheworkofanorganization.Segmentationofconstituentscanenablemoretargetedandeffectivecommunicationandinteraction.Forexample,sendingatextversionofyournewsletterratherthanthenormalHTMLversiontothose

whohavenotopenedthreeHTMLissuesinarowcanimprovedeliverability.Cross-marketingactionalertstofrequentdonorsordonationappealstofrequentactivistscanbemoreeffectivethansendingtheseappealstoalldonorsoractivists,sincethelattermayendupfillingpeople'sinboxestoofrequently,leadingmanytounsubscribe.Surveyingthosewhoimmediatelyreturnformoreserviceontheircasecanrevealsystemicissuesincaseofmanagementprotocols,orqualityassuranceissues.

Organizationswithwell-focusedandright-sizedCRMstrategiesproperlybalancethecostsofacquiringandupdatingconstituentinformationagainstthebenefitsofhavingandusingit.Staffeffortandconstituentinconveniencemeanthatitisoftenbetternottoforceorevenencouragetheentryoflessimportantinformation.Nonetheless,CiviCRMwillprovidequantitativeandqualitativeinformationthatcanguideactions,informexecutivedecision-making,andallowbalancedscorecardtypesofreportingtoboardsandexternalfunders.

SummaryInthischapterwelookedat:

ThereasonsthatorganizationschoosetoadoptaCRMstrategyTheimportanceofconsideringtheworkprocessesaswellasthesupportingtechnologieswhendevelopingyourConstituentRelationshipManagementstrategyThewaysinwhichnon-profitconstituentrelationshipmanagementissimilarto,butdifferentfrom,businesscustomerrelationshipmanagementinobjectivesandtechniquesHowtoidentifyandprioritizetheconstituentsandinteractionstobemanagedbyyourCRMWhenCiviCRMismoreappropriateasatooltosupportyourCRMstrategyratherthansinglepurposetools,customsoftwaredevelopment,orotherCRMsystemsThecommonadvantagesthatCiviCRMprovidesinclude:

Betterfocusonnon-profitneedsGreaterusersatisfactionAvoidanceofvendorlock-inExcellentintegrationwithpopularandpowerfulDrupalandJoomla!contentmanagementsystemsLowertotalcostofownershipAstrongandactivedevelopmentcommunity

ExtensivedocumentationforallkindsofusersGoodfreeandpaidsupport

ThebenefitsyourorganizationwillbelikelytoseewhenitadoptsCiviCRM

ItmightbetemptingtojumpinandstartinstallingandconfiguringCiviCRMandmigratingdatafromyourexistingsystems.However,ourexperienceisthattherearegreatadvantagesindevelopingaCRMimplementationplanthatidentifies,ataminimum,yourteam,yourrequirements,andthemajortasksthatwillneedtobeaccomplished.ThenextchapterwillwalkyouthroughhowtodevelopaCRMimplementationplanthatissuitedtoyourorganization'ssize,culture,andneeds.

Chapter2.PlanningYourCRMImplementationSonow,youthinkthatyourorganizationwillbetteraccomplishitsmissionwithCiviCRM.ThischapterwillhelpyouplanyourimplementationofCiviCRM,sothatyourCRMinitiativehasthebestchancetoenablegreaterorganizationsuccess.

Inthischapter,wewilldothefollowing:

IdentifypotentialbarrierstosuccessandlearnhowtoovercomethemSelectanappropriatedevelopmentmethodologyBuildabalancedteamGetstartedbymeasuringbaselinemetrics,creatingavision,andcreatingaplanFocusyourCRMstrategyfirstonyourconstituentsandmission,andthenonoperationalefficiencyRevieweffectivewaystogatherrequirementsIdentifyspecifictypesofrequirementstobeexaminedineachofthemajorareasofCiviCRMfunctionalityItemizeelementsofagoodimplementationplanReviewhowtocalculatethetotalcostofownershipofCRMsystemsandtheiralternativesPlanforsuccess

Thischapterspeakstopeoplewhohavetheresponsibility

forinitiating,scoping,andmanagingdevelopmentandimplementationfortheCRMstrategy.Theinitialsectionsofthechapterespeciallyaremanagement-oriented.Thematerialonimprovingconstituentrelationshipsisoftennon-technical,andnotspecifictoCiviCRM.Wehavewrittenitsothatitprimarilyaddressesexecutives,directors,andmanagersatmediumandlarge-sizedorganizations.Thepersonnelinsmallerorganizationsshouldalsobenefit,eventhoughtheymayneedtoscaledownthesuggestions.Forreaderswhoaretechnicaland/ordonothavemanagerialorexecutiveresponsibilities,thissectionshouldprovideagoodcontextforyourwork,andmayhelpyouadvisemanagersandexecutiveswhodonothaveexperiencewithCRMstrategydevelopmentandimplementation.

Thelatterpartsofthechapterfocusonidentifyingyourorganization'srequirementsforCRMfunctionalityindifferentareassuchascommunication,membership,fundraising,andevents.Thesesectionsareintendedtohelpwithbrainstormingtechniquesthatcouldbeapartofyourorganization'soverallCRMstrategy.Althoughexecutivesandmanagersoftheseareasareresponsiblefordecidingwhichtechniquestheywilluse,technicalstaffwantingtoelicitrequirementsfromthemwillfindnumeroussuggestedquestions.

Ofcourse,youmightbeasemi-technicalpersonwho'stryingtosolvethedatabaseproblematasmallnon-profitwithathree-memberstaff.Ifthisissoundsmorelikeyour

situation,thentheinitialpartsofthischaptermayprovideinspirationonwhereyouwouldliketoaim,whilethelatterpartswillprovideusefulideasandsuggestionsthatwillbemoreimmediatelyandpracticallyrelevantasyouplanyourwork.

IfyoualreadyhaveCiviCRMoranotherCRMoperatingin-housewithoutaCRMstrategy,it'snottoolatetobemoremethodicalinyourapproach.Thestepsbelowcanbeusedtoplantore-invigorateandre-focustheuseofCRMwithinyourorganizationasmuchastoplanafirstimplementation.

BarrierstosuccessConstituentRelationshipManagementinitiativescanbedifficult.Attheirbest,theyinvolvechangingexternalrelationshipsandinternalprocessesandtools.Externally,theexperiencesthattheconstituentshaveofyourorganizationneedtochange,sothattheyprovidemorevalueandfewerbarrierstoinvolvement.Internally,businessprocessesandsupportingtechnologicalsystemsneedtochangeinordertobreakdowndepartmentaloperations'silos,increaseefficiencies,andenablemoreeffectivetargeting,improvedresponsiveness,andnewinitiatives.ThesuccessoftheCRMprojectsoftendependsonchangingthebehaviorandattitudesofindividualsacrosstheorganization,andreplacing,changing,and/orintegratingmanyITsystemsusedacrosstheorganization.

Succeedingwiththemanagementoforganizationalculturechangemayinvolvegettingstaffmemberstotakeontasksandresponsibilitiesthatmaynotdirectlybenefitthemorthedepartmentmanagedbytheirsupervisor,butonlyprovidevaluetotheorganizationbywhatitenablesothersintheorganizationtoaccomplishoravoid.Asaresult,itismorechallengingtoaligntheinterestsofthestaffandorganizationalunitswiththeorganization'sinterestinimprovedconstituentrelations,aspromisedbytheCRMstrategy.ThisiswhyanExecutiveSponsor,suchastheExecutiveDirectorofasmalloramedium-sizednon-profit

organization,issoimportant.

Onthetechnicalside,CRMprojectsforreasonably-sizedorganizationstypicallyinvolvereplacingorintegratingmanysystems.Configuringandcustomizingasinglenewsoftwaresystem,migratingdatatoit,testinganddeployingit,andtrainingthestaffmemberscanbeachallengeatthebestoftimes.Doingitformultiplesystemsandmoreusersmultipliesthechallenge.SinceaCRMinitiativeinvolvesintegratingseparatesystems,thecomplexityofsuchendeavorsmustbefaced,suchasdisparatedataschemasrequiringtransformationsforinteroperability,andkeepingmiddlewareinsyncwithchangesinmultipleindependentsoftwarepackages.

Unfortunately,thesechallengestotheCRMimplementationinitiativemayleadtoaprojectfailureiftheyarenotrealizedandaddressed.Thecommoncausesforfailureareasfollows:

Lackofexecutive-levelsponsorshipresultinginimproperlyresolvedturfwars.IT-ledinitiativeshaveagreatertendencytofocusoncostefficiency.Thisfocuswillgenerallynotresultinbetterconstituentrelationsthatareorientedtowardachievingtheorganization'smission.AnITapproach,particularlywhereusersandusabilityexpertsarenotontheprojectteam,mayalsoleadtopooruseradoptionifthesystemisnotadaptedtotheirneeds,or

eveniftheusersarepoorlytrained.Nocustomerdataintegrationapproachresultinginnotovercomingthedatasilosproblem,noconsolidatedviewofconstituents,poorertargeting,andaninabilitytorealizeenterprise-levelbenefits.Lackofbuy-in,leadingtoalackofuseofthenewCRMsystemandcontinueduseoftheoldprocessesandsystemsitwasmeanttosupplant.Lackoftrainingandfollow-uptrainingcausingstaffanxietyandopposition.Thismaycausenon-useormisuseofthesystem,resultinginpoordatahandlingandmix-upsinthewayinwhichconstituentsaretreated.Notcustomizingenoughtoactuallymeettherequirementsoftheorganizationintheareasof:

DataintegrationBusinessprocessesUserexperiences

Over-customizing,causing:ThecostsofthesystemtoescalateThebestpracticesincorporatedinthebasefunctionalitytobeoverriddeninsomecasesUserformstobecomeoverlycomplexUserexperiencestobecomeoff-putting

Nostrategyfordealingwiththetechnicalchallengesassociatedwithdeveloping,extending,and/orintegratingtheCRMsoftwaresystem,leadingto:

CostoverrunsPoorlydesignedandbuiltsoftware

PooruserexperiencesIncompleteorinvaliddata

However,thisdoesnotmeanthatprojectfailureisinevitableorcommon.Theseclearlyidentifiablecausesoffailurecanbeovercomethrougheffectiveprojectplanning.

PerfectionistheenemyofthegoodCRMsystemsandtheirfunctionalcomponentssuchasfundraising,ticketsales,communicationwithsubscribersandotherstakeholders,membershipmanagement,andcasemanagementareessentialforthecoreoperationsofmostnon-profits.Thiscanleadtoalegitimatefearofprojectfailurewhenchangingthem.However,thisfearcaneasilycreateaperfectionistmentality,wheretheprojectteamattemptstoovercompensatebycreatingtoomuchoversight,toomuchcontingencyplanning,andtoomuchprojectdiscoverytimeinanefforttoavoidmissinganypotentiallyusefulfeaturethatcouldbeintegratedintotheproject.Whileplanningisgood,perfectionmaynotbegood,sinceperfectionisoftentheenemyofthegood.

CRMimplementationsriskerringonthesideofwhatisknown,somewhattongue-in-cheek,astheMITApproach.TheMITapproachbelievesin,andattemptstodesign,construct,anddeploy,the"RightThing"rightfromthestart.Itsbig-brainapproachtoproblemsolvingleadstocorrectness,completeness,andconsistencyinthedesign.Itvaluessimplicityintheuserinterfaceoversimplicityintheimplementationdesign.Theotherendofthespectrumiscapturedwithaphorismslike"LessisMore,""KISS"(Keepitsimple,stupid),and"WorseisBetter".Thisalternateview

willinglyacceptsdeviationsfromcorrectness,completeness,andconsistencyindesigninfavorofgeneralsimplicity,orsimplicityofimplementationoversimplicityofuserinterface.Thereasonthatsuchcounter-intuitiveapproachestodevelopingsolutionshavebecomerespectedandpopularistheproblemsandfailuresthatcanresultfromtryingtodoitallperfectlyfromthestart.

Neitherendofthespectrumishealthier.Handcuffingtheprojecttoanunattainablestandardofperfection,orover-simplifyinginordertoartificiallyreducecomplexitywillbothleadtoprojectfailure.

Thereisnoperfectantidotetothesetwoextremes.Asaprojectmanageritwillbeyourresponsibilitytosetthetone,determinepriorities,andplantheimplementationanddevelopmentprocess.Althoughitisnotaperspectiveonprojectmanagement,onerulethatwillhelpachievebalanceandmovetheprojectforwardis"Releaseearly,releaseoften."Thisiscommonlyembracedintheopensourcecommunitywherecollaborationisessentialtosuccess.Thismotto:

CapturestheintentofcatchingerrorsearlierAllowsuserstocapturevaluefromthesystemsoonerAllowsuserstobetterimagineandarticulatewhatthesoftwareshoulddothroughongoinguseandinteractionwithaworkingsystemearlyintheprocess

DevelopmentmethodologiesWhateverapproachyourorganizationdecidestotakefordevelopingandimplementingitsCRMstrategy,it'susuallygoodtohaveanagreeduponprocessandmethodology.Yourprocessesdefinethestepstobetakenasyouimplementtheproject.Yourmethodologydefinestherulesfortheprocess,thatis,themethodstobeusedthroughoutthecourseoftheproject.ThespiritoftheproblemsolvingapproachesjustreviewedcanbeseenintheTraditionalWaterfallDevelopmentmodelandinthecontrastingIterativeandIncrementalDevelopmentmodel.

Note

Projectsnaturallychangeandevolveovertime.Youmayfindthatyouembraceoneofthesemethodologiesforinitialimplementation,andthenmigratetoadifferentmethodormixed-methodformaintenanceandfuturedevelopmentwork.Bynomeansshouldyoufeelrestrictedbythedefinitionsprovided,butratheradjusttheprinciplestomeetyourchangingneedsthroughoutthecourseoftheproject.Thatbeingsaid,it'simportantthatyourteamunderstandstheprojectrulesatagivenpointintime,sothattheprojectmanagementprinciplesarerespected.

TheconventionalWaterfallDevelopmentmethodologyThetraditionalWaterfallmethodofsoftwaredevelopmentissometimesthoughtofas"bigdesignupfront".Itemploysasequentialapproachtodevelopment,movingfromneedsanalysisandrequirements,toarchitecturalanduserexperience,detaileddesign,implementation,integration,testing,deployment,andmaintenance.Theoutputofeachsteporphaseflowsdownward,likewater,tothenextstepintheprocess,asillustratedbythearrowsinthefollowingfigure:

TheWaterfallmodeltendstobemoreformal,more

planned,includesmoredocumentation,andoftenhasastrongerdivisionoflabor.Thismethodologybenefitsfromhavingclear,linear,andprogressivedevelopmentstepsinwhicheachphasebuildsuponthepreviousone.However,itcansufferfrominflexibilityifusedtoorigidly.Forexample,ifduringtheverificationandqualityassurancephase,yourealizeasignificantfunctionalitygapresultingfromincorrect(orchanging)specificationrequirements,thenitmaybedifficulttointerjectthosenewneedsintotheprocess.The"releaseearly,releaseoften"iterativeprinciplementionedearliercanhelpovercomethatinflexibility.Iftheoverallprocessiskepttightandthedevelopmentwindowshort,youcanjustifydelayingthenewfunctionalityorcorrectivespecificationsforthenextrelease.

IterativedevelopmentmethodologyIterativedevelopmentmodelsdepartfromthisstructurebybreakingtheworkupintochunksthatcanbedevelopedanddeliveredseparately.TheWaterfallprocessisusedineachphaseorsegmentoftheproject,buttheoverallprojectstructureisnotnecessarilyheldtothesamerigidprocess.AsonemovesfartherawayfromtheWaterfallapproach,thereisagreateremphasisonevaluatingincrementally-deliveredpiecesofthesolution,andincorporatingfeedbackonwhathasalreadybeendevelopedintotheplanningoffuturework,asillustratedintheloopinthefollowingfigure:

ThismethodologyseekstotakewhatisgoodinthetraditionalWaterfallapproach—structure,clearly-definedlinearsteps,astrongdevelopment/qualityassurance/rolloutprocess—andimproveitthroughshorterdevelopmentcyclesthatarecenteredonsmallersegmentsoftheoverallproject.Perhapsthebiggestchallengeinthismodelistheprojectmanagementrole,asitmayresultinmanymovingpiecesthatmustbetightlycoordinatedinordertoreleasethefinalworkingproduct.

AgiledevelopmentmethodologyAgiledevelopmentmethodologiesareaneffectivederivativeoftheiterativedevelopmentmodelthatmovesonestepfurtherawayfromtheWaterfallmodel.Theyarecharacterizedbyrequirementsandsolutionsevolvingtogether,requiringworkteamstobedrawnfromalltherelevantpartsoftheorganization.Theyorganizethemselvestoworkinrapidonetofour-weekiterationcycles.Agilecentersontime-basedreleasecycles,andinthisway,differsfromtheothermethodologiesdiscussed,whichareorientedmoretowardfunctionality-basedreleases.

ThefollowingfigureillustratestheimplementationofanAgilemethodologythathighlightsshortdailyScrumstatusmeetings,aproductbacklogcontainingfeaturesoruserstoriesforeachiteration,andasprintbacklogcontainingrevisableandre-prioritizableworkitemsfortheteamduringthecurrentiteration.

Adeliberateeffortisusuallymadeinordertoensurethatthesprintbacklogislongenoughtoensurethatthelowestpriorityitemswillnotbedealtwithbeforetheendoftheiteration.Althoughtheycanbeputontothelistofworkitemsthatmayormaynotbeselectedforthenextiteration,theideaisthattheclientortheproductownershould,atsomepoint,decidethatitnotworthinvestingmoreresourcesinthe"nicetohave,butnotreallynecessary"

items.

Asonemightexpect,thismethodologyreliesheavilyoneffectiveprioritization.Sincesoftwarereleasesanddevelopmentcyclesadheretorigidtimeframes,onlyhighpriorityissuesorfeaturesareactivelyaddressedatagivenpointintime;theremainderissuesfallingloweronthelistaresubjecttoreassignmentforthenextcycle.

FoodPantryAssociationofGreaterMetropolisThroughouttherestofthisbookwewilluseacasestudytohelpintroduceconceptsandexplainhowtoconfigure,customize,anduseCiviCRM.Whiletheorganizationandnamesareentirelyfictitiousandnotintendedtorefertoactualorganizationsorpeople,theorganization'sneedsandhowitoperatesareintendedtoreflectcommonpatternsinthenon-profitandadvocacysector.

InourcasestudyyouareinchargeofalladministrativefunctionsincludingcomputersystemsandfinancesforTheFoodPantryAssociationofGreaterMetropolis.FPAGMisthecentralorganizationinthefoodpantrysysteminthecityofMetropolisanditssurroundingareas.Thepantries,knownelsewhereasfoodbanks,rangefromsmallfaith-basedgroupstoafewlargernot-for-profitsinthecenteroftheonlylargecityinthearea.Thepantriesprovidethepoorwithfoodtobetakenhomeforconsumptionlater,andarekeptparticularlybusyduringthewintermonthsinthiscityofapproximately2.1millionpeople.

FPAGMenvisionsacommunitywherenoonesuffersfromhunger.Itsmissionistoprovidecost-effectivesharedservicestofoodpantriesintheregion.Operationally,FPAGMdoesthefollowing:

Provideswholesalefoodpickupfrombusinessdonors,

storageatadepot,andregulardeliveryofneededsuppliestopantriesSharesbestpracticesamongstfoodpantriesandfoodpantrydonorsBeginsassistingpantriesindealingwithproblematicindividualswhoabusethesystemorstaffRepresentstheconcernsofthepantriestolocalandstateadvocacyefforts,oftenbyundertakingresearchanddevelopingpolicysubmissions

TheFPAGMBoardofDirectorsconsistsoffourofficersandfivemembers-at-large.Yourboss,theExecutiveDirector,overseestheworkoffivefull-timestaff.Inaddition,theorganizationreceivesregularvolunteersupporttoassistwithdailyoperations.

Asbefore,moststaffresourcesaretakenupwithprovidingfooddistributionservicesforthepantries.AffiliatemembersandotherfoodproviderscontacttheFPAGMwhentheyhavesurplusfoodavailableforpickup.TheassociationownsthreevansfortransportingfoodfromtheproviderstoawarehouseattachedtotheFPAGMoffices,andthendistributingittothepantries.

TheFPAGMstaffalsohandlesdistribution.Thepantriesplacerequestsforfoodandthecosts(measuredbyweight)aretrackedagainsttheiraccounts.

Thissystemallowsthepantriesintheregiontofocuson

providingfoodandservicestoclients,poormembersofthecommunity,withoutmuchneedtoidentifyfoodsupplysources.Theassociationalsobenefitsfromeconomiesofscale,particularlywithwarehousespace,staff,andvehiclesrequiredtodistributefoodtothepantries.

Theassociationhoststwotrainingeventsandanannualconferencethatdrawsattendeesfromtheentirestatewhoareinvolvedinfoodpantrysupport.

Right-sizingtheprocessIt'simportanttoensurethattheprocessandmethodologyyouadoptforyourCRMinitiativeisappropriatetoyourorganization'scultureandsize,thecomplexityofitsexistingsystems,andthescaleofyourCRMeffort.Thisgoalof"right-sizing"theprocesstofityourneedsisessential,bothforyouastheprojectmanager/decisionmaker,andforanyconsultantsyouengageintheprocess.Besideshavingfamiliaritywithyourmethodologyofchoice,theprojectteam(organizationleaders,staff,andconsultants)shouldunderstandandappreciatehowyouhaveright-sizedtheproject.Forexample,ifyourepresentasmallorganizationwithtwotofivestaffmembers,avolunteerboardandcommitteestructure,and3,000contactrecords,buildingtoomuchstructureandprocessintoyourprojectwillimpedeefficientprogressratherthanhelpingit.Youneedenoughstructuretomakesurethattheprojectiswell-defined,well-managed,effectivelytested,andimplementedontimeandwithinbudget;butnotsomuchstructurethatyouspendallyourtimemanagingthemethodsinsteadofimplementingaCRM.

Otherthingsbeingequal,larger,older,andmorehierarchical,formalandbureaucraticorganizationstendtoneedamoreformalapproachwithmoredocuments,moreapprovals,andsoon.Smaller,newer,flatter,matrix-managed,andmoreflexibleorganizationswillfinditeasier

tomovealongthespectrumtowardstheAgilemethods.

Tinyorganizationsorinitiativesmaynotneedtoiteratebecausethescopeofworkistoosmall.AprojectintendingtoreplaceasingleexistingCRMsystemwithCiviCRMmayfinditbettertoproceedinasingleproductrollouttoreducetheeffortinvolvedinrunningoldandnewsystemsinparallel.Bycontrast,replacinganumberofseparatesiloedsystemswithCiviCRMcanbegroupedintooneormoreiterationsforeachsystembeingreplaced.

Sometimes,itcanbeusefultopilotCiviCRMinanimportant,urgent,oreasyarea.Youmightwanttoreachforalow-hangingfruitbyautomatingeventregistrationforthefirsttime.Anotherstrategywouldbetotacklethetoughestareafirst,sothatyoudon'tgethalf-waydownapathofconvertingtoanewCRMbeforeyourealizetherearesomeaspectsofyourneedsthatwillrequiremorecustomizationthanoriginallyenvisioned.Bytacklingtheelephantintheroomfirst,youcanreallocateresourcestoensureyourcriticalfunctionalityareasarefullyaddressed.

BuildingtheteamAcriticalfactorinthesuccessofyourCRMinitiativewillbedecidingwhoisonyourstrategyandimplementationteam.Thesizeoftheteamwillobviouslyvarybetweenorganizations;thosewiththreestaffmemberswillhavetodothingsdifferentlythanthosewith300.Whilethissectionisorientedtowardslargerorganizations,theprinciplesapplytoanysize.

Theimplementationteamincludesthepeoplewhowillplayadirectroleintheongoingprojectdevelopment.NoteveryoneaffectedbytheCRMinitiativeneedstobeonthiscoreteamtaskedwithdrivingthestrategyandimplementation.Agoodworkinggroupseldomislargerthansixtoeightpeople,andveryoften,asmallergroupcanbemoreeffective.Whatismostimportantisthatthisteamshouldberepresentativeofthedifferentvoicesoftheproject—organization,leadership,endusers,developers/implementers,importantstakeholders,andsoon.

Usually,itisimmediatelyclearthattheinvolvementandcooperationofsomeindividualsintheorganizationwillbenecessaryforthesuccessoftheinitiative.Inaddition,itisimportanttohaveavarietyofpeoplerepresentingdifferentrolesontheteam.Theteammembersmustbringtherightmixofexpertiseandexperiencetotheproject,bewillingto

worktogethertoeffectivelyaccomplishwhatneedstobedone,andworkinordertoensurethattheperspectivesandneedsofalltheaffectedpartsoftheorganizationareheardandweighedappropriately.Ifyouhavetightlinkstoexternalstakeholders,involvingtheminyourCRMstrategydevelopmentandtestingbeforeroll-outcandramaticallyimprovethesuccessofyourinitiative.

Fromahumanresourceperspective,atransformationalinitiativesuchasthisoneisagreatopportunitytoprovideemergingleaderswithastretchassignmentfortheirtalentandambition,experienceinmattersbeyondtheircurrentjobresponsibilities,andexposureacrosstheorganization.Theseniorteammemberscanevaluateandprovidefeedbacktothemastheystretchtheirwings.

Asrepresentativesfortheinitiativeinsideandoutsidetheorganization,theteammembersareideallyplacedwiththegoaltoadvocateandevangelizefortheirownsub-constituenciesinsupportoftheoverallCRMvision.Whatdowemeanbythat?Eachmemberoftheteamshouldrepresentavoiceinyourorganization—management,frontlinestaff,communication,accounting/bookkeeping,eventcoordination,advocacy,enduserconstituents,developers,differentkindsofexternalstakeholders,andsoon,eachwiththeirownexpectations,goals,andconcernswiththeCRMimplementation.Thecombineddiversityofperspectiveisessentialinordertoachieveawell-balancedandeffectiveteam.

You'llneedtojudgewhetherpeoplewhoarelikelytoberesistanttochange,ortotheinitiativeingeneral,shouldbebroughtintothetentearlyorlate.Theiroppositionorreluctancemaybeduetotheirpersonality,apatternofconflictwithateammember,institutionalfactorssuchaslossofcontrolofdataorbudget,orperceivedcriticism,assystemsandworkintheirareaofresponsibilityaretargetedforimprovement.Ourexperienceisthatitisusuallybettertobringtheminearlysothattheirvoicescanbeheardandtheirconcernsaddressedduringtheimplementation.Obtaintheirbuy-intotheprojectearlyinordertoreducethelikelihoodofthempoisoningtheperceptionwhenit'stimefororganization-wideadoption.Thisalsomakesitlesslikelythattheywillbetakingpot-shotsattheinitiativefromthesidelines,andwillbeunabletolegitimatelyclaimattheirendthattheirconcernswerenotgivendueconsideration.Acknowledgeandincorporateasmanypositiveaspectsfromtheexistingwaysofdoingthingsaspossibleandensurethatthereisadequateopportunityforfamiliarizationandtrainingwiththenewsysteminordertoencouragethatbuy-in.Skepticalvoicesarevaluablewhentheyhelptoprovidearealitycheckonoptimisticambitions,butcanbecomepoisonousiftheyveertowardsunreasonablenegativity.

Theidealteammayinclude:

Anexecutiveorboardspo