Vera Visevic – Positioning Your NFP for Customer-Centricity

Transcript

1. Presented by Vera Visevic MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 1
2. MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 2 Why does customer-centricity require a cultural transformation? How can we spread this notion of customer-centricity throughout the organisation? How can a constitution drive customer-centricity?
3. MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 3 What role can additional internal documents play? What role can contracts and agreements play? How can governance structures drive customer-centricity?
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5. A. Why does customer centricity require a cultural transformation? MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 5
6.  Potential customers: • funders; • paying customers; • stakeholders; • members; • clients; and • beneficiaries/recipients.  It is not always obvious who your customers are – they are not necessarily just the people you serve. A. Why does customer centricity require a cultural transformation? MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 6
7. According to Pro Bono Australia (2018):  Shifting an organisation’s primary lens from what services it provides (e.g. assistance with daily living tasks) to who its target customers are and what the organisation is trying to solve (e.g. young adults looking to live on their own and become more independent). A. Why does customer- centricity require a cultural transformation? MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 7
8. According to Pro Bono Australia (2018):  Taking the customer perspective into the very architecture of an organisation.  This includes an organisation’s structure, processes, and embedding a loop of continuous feedback and improvement. A. Why does customer- centricity require a cultural transformation? MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 8
9. According to Pro Bono Australia (2018):  Without considering who your target customer is and what they need from your services – your organisation risks spending time, money, and resources making decisions that are not fit-for-purpose or fit-for-future.  Risk: designing a generic service without a target customer is trying to be everything to everyone (and being compelling to no one). A. Why does customer- centricity require a cultural transformation? MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 9
10.  Understanding your target customers aids in: • building frameworks for assessing an organisation’s performance; • implementing strategies to improve service delivery; and • better realising an organisation’s purpose and objectives.  More efficiency, certainty and direction results in more success.  Customer satisfaction improves loyalty and likelihood to continue relationship. A. Why does customer- centricity require a cultural transformation? MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 10
11.  Social Ventures Australia (2018) states that the National Disability Insurance Scheme (NDIS) is driving customer-centricity amongst disability service providers: • many disability providers are redesigning their services to ensure they can deliver within the NDIS price guides; and • rationale: being effective and efficient at engaging with and being relevant to customers – not only ensures competitiveness and long-term financial sustainability, but also creates real choice and control for people with disability. A. Why does customer- centricity require a cultural transformation? MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 11
12.  The Australian Financial Review (2013) has commented on customer- centricity in the context of the NDIS and for-profit space interchangeably: “… the battlefield has shifted. The focus that used to be on the back office – on operations and production, where cost-cutting and efficiencies introduced huge savings – is now focused on the front line, where customers interface with sales and service people, in the hope that winning long-term customer support will help improve lagging performance.” A. Why does customer- centricity require a cultural transformation? MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 12
13.  Customer-centricity should affect every aspect of your organisation.  Customer-centricity is inexplicably linked with the objects, purposes, mission, and values of an NFP organisation and should be well documented. A. Why does customer- centricity require a cultural transformation? MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 13
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15. B. How can we spread this idea of customer-centricity throughout the organisation? MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 15
16. Potential documents: • constitution; • organisation’s website; • organisation’s social media accounts: - e.g. Twitter and Facebook; • annual report; • business plan/strategy; • plans of management; • letter of offer of employment; and • internal policies and codes: - e.g. code of conduct and fair treatment/equal opportunity. B. How can we spread this idea of customer-centricity throughout the organisation? MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 16
17.  Documents that reflect the objects, purposes, mission and values of your organisation could be key to solidifying customer-centricity in your organisation.  Large scope of potential documents – potentially all documents have room to mention customer-centricity! B. How can we spread this idea of customer-centricity throughout the organisation? MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 17
18.  Documentation is important because: • codification generates certainty and provides clearer guidance; • sets a tone for an organisation’s culture and what is most important; • communicates to employees what to prioritise and drive in their service delivery and day-to-day work; and • influences public and employee perception, image and identity. B. How can we spread this idea of customer-centricity throughout the organisation? MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 18
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20.  Rules or governing document of the organisation.  It regulates the way an organisation operates.  It is a legal contract between the organisation, its board and its members that must be complied with.  Central to your organisation. MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 20
21.  Sets out (amongst other things): • the NFP’s purpose(s); and • the way the governing body of the organisation (e.g. the Board) makes decisions and consults with stakeholders, such as customers.  Because it sets up the organisation’s structure – it is well placed to influence the organisation’s culture broadly. MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 21
22.  Customer-centricity can be documented through a constitution’s objects.  Objects should: • reflect the direction the organisation wishes to head in; • communicate the purpose of the organisation; and • be consistent with the content on your organisation’s website. C. How can a constitution drive customer-centricity? MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 22
23.  Do your objects: • identify in some detail the customers of the organisation? • specify the benefits you intend to provide to the customers? • outline the way in which you intend to provide the benefits? • invite engagement by the customers in the fulfilment of your objects?  Reviewing your objects will provide insight into whether customers are embedded at the core of the organisation’s mission and activities. C. How can a constitution drive customer-centricity? MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 23
24. Objects (a) The Company is established to promote and support the prevention of cardiovascular disease in human beings in Western Sydney. The Company will achieve these objects by: (i) researching new treatment, which would incorporate sector feedback from the Western Sydney community about the new treatment; (ii) ensuring that its research is directed at meeting the needs of the Western Sydney community ….  Consider defining who your beneficiaries or target customers are in your objects and using language that repeatedly references them.  Prevention of Cardiovascular Disease Western Sydney is a hypothetical charity organisation whose purpose is to prevent the prevalence of cardiovascular disease in human beings in Western Sydney. C. How can a constitution drive customer-centricity? MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 24
25.  BCNA encourages customer input through its objects, being to: C. How can a constitution drive customer-centricity? MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 25 1. Provide a national network to allow people personally affected by breast cancer to help each other, share experiences, recognise common issues and endeavour to make improvements for themselves and others. 2. Inform those affected by breast cancer through a wide range of resources, directly or through referrals. 3. Conduct programs encouraging those affected by breast cancer to play an active role in improving breast cancer treatment, and services. 4. Facilitate and assist support groups and groups for those affected by breast cancer.
26.  BCNA was commended in GiveEasy’s publication, Innovation Index for the Australian Not-For-Profit Sector 2017, for placing customer-centricity as its central tenet.  Customer-centricity emphasised in objects has influenced priorities of BCNA’s staff.  Christine Nolan (BCNA’s CEO): “consumer input is critical to the success of any organisation”. C. How can a constitution drive customer-centricity? MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 26
27.  What about customer-centric statements that are not suitable to put in your constitution? • your constitution and objects clause could refer to other key charters, policies and statements of the organisation; • you could require each policy established under the constitution to consider the implications on customers and customer involvement; • you could integrate customer-centricity into your governance structures; and • you could consider integrating customer-centricity when reviewing your policies. C. How can a constitution drive customer-centricity? MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 27
28.  Be aware that your objects clause is an important clause as it should accurately reflect your tax status – care is needed when changing your objects clause to reflect change in nature of, or dealings with, customers. C. How can a constitution drive customer-centricity? MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 28
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30.  Consider integrating customer-centricity into your organisation’s other documents: • charter: - core values; and - mission statement; • by-laws; • annual report; • business plan/strategy; • plan of management; and • internal policies and codes. D. Additional Internal Documents MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 30
31.  As mentioned before, you could require each policy established under the constitution to reference the core value behind the policy.  This would only work if the core values were customer-centric. D. Additional Internal Documents MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 31
32. Privacy Policy  Example: • Kids Assist NSW values the privacy of its donors and supporters. This policy sets out how our organisation will maintain the highest standards of information privacy in its practice…  Kids Assist NSW is a hypothetical charity organisation whose purpose is to assist children in NSW who are socially isolated. D. Additional Internal Documents MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 32
33. Social Media Policy  Example: • Urban Collective Incorporated recognises the importance of its members feeling safe when communicating with other members via social media. This policy sets out our standards for online dialogue and how the organisation will protect its members from bullying, harassment and misuse of information….  Urban Collective Incorporated is a hypothetical not-for-profit organisation whose purpose is to promote the interests of town planners in South Australia. D. Additional Internal Documents MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 33
34. Fair Treatment/Equal Opportunity Policies  Example: • Long Term Unemployment Limited is committed to providing fair treatment and equal opportunity for all individuals who approach the organisation for assistance. The organisation aims to achieve this by ensuring its programs and services are relevant, accessible to all, fair and inclusive…  Long Term Unemployment Limited is a hypothetical charity organisation which aims to assist the long term unemployed in finding suitable employment. D. Additional Internal Documents MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 34
35.  Are there any ways in which your policies are creating obstacles for employees in providing the best customer experience? • customers could mean donors, supporters or beneficiaries etc. depending on the nature of your organisation; and • an example of this could be a policy for dealing with complaints from members:  it might be deterring members from voicing issues or concerns because it specifies that laborious forms must be completed and that telephone complaints are prohibited.  Consider re-drafting aspects of your organisation’s policies to: • remove or reword elements that are problematic; and • incorporate direct and active language that promotes customer input or experience. D. Additional Internal Documents MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 35
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37. Employment  In a letter of offer to an employee include wording surrounding the primacy of the customer and how the role relates to promoting customer involvement and experience. E. Contracts and Agreements MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 37
38. Sponsorship Contract  In the sponsorship contract provided to a sponsor, emphasise the positive impact of the sponsorship on the beneficiaries of the organisation.  Encourage sponsors to provide feedback on their interactions with the organisation. E. Contracts and Agreements MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 38
39. Service agreements  Could be between the organisation and a beneficiary or some other third party service provider.  It may be possible, for example, to incorporate into an agreement with a third party, some KPIs which are customer-centric. E. Contracts and Agreements MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 39
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41.  Processes for decision making and stakeholder consultation reveal the degree to which the entire organisational culture is directed towards its customers.  Because the constitution establishes the governance structure – it can significantly help or hinder an organisation’s cultural transformation. F. Governance Structures MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 41
42.  Does your constitution provide a clear mechanism for customer involvement?  Consider progressive, or even radical structures, to prioritise customer involvement.  Some options to consider: • establish a customer-membered sub-committee of the board; • require that some board members be customers; • require that some board members be voted in by customers; and • create a class of members for customers and give them special voting rights in the constitution. F. Governance Structures MELBOURNE | SYDNEY | BRISBANE | CANBERRA | PERTH 42
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44. Melbourne | Sydney | Brisbane | Canberra | Perth 44 1. Review your constitution – when is the last time you reviewed your constitution? • You should review your constitution every 2-3 years. 2. Do your objects make mention or make reference to the customer? • What does it say about the customer? 3. What is your organisation’s mission, and what are its core values? • What does it say about the importance of the customer? 4. Have you reviewed your organisation’s other key internal documents, policies and contract/agreement templates? • What does it say about the customer? 5. Have you reviewed your governance structure? • What does it say about the role of the customer? 6. Develop a plan to make staff aware of any customer-centric changes you make to your documents.
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46. Vera Visevic Partner, Charity & Not-For-Profit Mills Oakley, Sydney Phone: +61 2 8289 5812 Email: vvisevic@millsoakley.com.au Melbourne | Sydney | Brisbane | Canberra | Perth 46
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