1. 2013 Copyright ISC Ltd.Value in, Waste outProcess Improvement in Charities

2. Process + People = Performance We get brilliant results fromaverage people managingbrilliant processes, while ourcompetitors get averageresults, or worse, from brilliantpeople managing brokenprocesses. [Toyota Chairman: Fujio Cho] 100% of your organisationsperformance is a result of howwell your people design,operate and continuouslyimprove its processes 2013 Copyright ISC Ltd.2

3. Value Add Real Value Add Those activities which acustomer/beneficiary/donorwould expect you to do forthem Ask Would they give usmoney if they knew we didthis activity? Business Value Add Those activities which youhave to do in order to Stay legal / Be compliant Manage the organisation Challenge: Would we getlocked up, shut down, orfined, if we didnt do thisactivity? Every activity in a process either adds value or cost. Value Add is determined firstly from the Customers (or Donor, orBeneficiarys) perspective. There may also be Business Value Adding activities. Everything else is Waste.3

4. The 7 Wastes (TIMWOOD) 2013 Copyright ISC Ltd.Waste ExamplesTransport Moving materials around between locations or between processsteps; Moving files to and from archivesInventory Cupboards full of stationery in every office; Stores of unusedequipment; Stores of obsolete materials; Piles of files on desks;Work in progressMovement People travelling to and from meetings, interviews; People movingaround from job to jobWaiting People waiting for stuff to arrive; People waiting for adecision/approval/review/sign-off; People watching automatedmachines; People watching other people workingOver-productionProducing extra copies just in case; Sending two people, whenone would be enough; Producing stuff without real needs, or fasterthan requiredOver-processingDoing any steps that are unnecessary; Checking the quality ofsomebody elses work; Keying the same information into multipledatabases; Producing something that exceeds requirementsDefects Correcting errors in reports, databases, plans, drawings; Dealingwith complaints; Operating a Helpdesk; Rework4

5. How do you find the value?Do AInputDo B Approve C Do DSign-off ERevise FDo GDo ICheck HOutputDept. A Manager B Team C Senior Manager DProcessing Timeand CostDelay Time5

6. 2013 Copyright ISC Ltd.6Where are we now? Where do we want to be?As Is To BeDefineDefineMeasureMeasureAnalyseAnalyseImproveImprove ControlControlHow do you improve your processes?

7. Typical As Is starting points Our processes Enquirer contacts us Log info onto drive Conversation loggedonto system Event logged ontosystem Register all giftsreceived Notes recorded 2013 Copyright ISC Ltd.7

8. How we try to make sense of it all 2013 Copyright ISC Ltd.Management and Governance Processes2Support and Enabling Processes3Capture Benefits& Impacts8ManageMembers/Supporters5SupportBeneficiaries7Raise Funds6Promote theOrganisation &its Services4Business PlanDevelop Services1Products &ServicesSupportDeliveredLearning &BenefitsRequests forsupportFunds/DonationsFunds forinvestmentFundraisingCampaignsMembershipApplicationsEngagedMembers/SupportersBusiness PlanHR, Finance,ICT, Suppliers,Partners,Knowledge,Improvement8

9. Support Beneficiaries 2013 Copyright ISC Ltd.Close Case5Deliver Support4Allocate Case3Assess Case2A ReferralCaptureReferral1DatabaseUpdated &PaperworkFiledRejectedReferralAcceptedReferralAssessedCaseAllocatedCaseCompletedSupportPlanRejectedCaseCompletedBIPCompletedBIP9

10. Capture Referrals 2013 Copyright ISC Ltd.Check for FitManagerAllocationMeetingA ReferralSummariseinitial responseon LogManagerAdminAcceptedReferralAdvise Referrer"rejected"ManagerCaseworkerRejectedReferralLog-in ReferralManagerAdminContactReferrer forfurtherinformationManagerDevelop BriefInterventionPlanManagerCaseworkerStart RiskAssessmentManagerCaseworkerMore infoneededCheck ifprevious clientAdminReferral doesnot meet JSeligibilitycriteriaEx-client, ifappropriateAdvise existingclient"rejected"ManagerCaseworkerReferral fromex-client doesnot meet JSeligibilitycriteriaRejectedReferralComplete(deliver) BriefInterventionPlanManagerCaseworkerOpen/CloseBriefInterventionPlan onsystemAdminSystemUpdated withBIP infoIf appropritate, for ex-clients only10

11. Identify IT enabler opportunities 2013 Copyright ISC Ltd.Check for FitManagerAllocationMeetingA ReferralSummariseinitial responseon LogManagerAdminAcceptedReferralAdvise Referrer"rejected"ManagerCaseworkerRejectedReferralLog-in ReferralManagerAdminContactReferrer forfurtherinformationManagerDevelop BriefInterventionPlanManagerCaseworkerStart RiskAssessmentManagerCaseworkerMore infoneededCheck ifprevious clientAdminReferral doesnot meet JSeligibilitycriteriaEx-client, ifappropriateAdvise existingclient"rejected"ManagerCaseworkerReferral fromex-client doesnot meet JSeligibilitycriteriaRejectedReferralComplete(deliver) BriefInterventionPlanManagerCaseworkerOpen/CloseBriefInterventionPlan onsystemAdminSystemUpdated withBIP infoIf appropritate, for ex-clients only11Opportunity for automation

12. to get you started Pick something important, but do-able Decide whether it needs to be standardised first,or improved first Do it with a team, supported by a senior Sponsor Set a short deadline to come up withimprovement ideas (4-6 weeks) Process Mapping IS NOT Process Improvement Understand todays processes before you eventhink about adopting new technology Measure and communicate the improvements 2013 Copyright ISC Ltd.12

13. Improvement SkillsConsulting Ltd.ian.seath@improvement-skills.co.uk07850 728506@ianjseathwww.improvement-skills.co.uk 2013 Copyright ISC Ltd.13