Red Cross in the 21st Century

On The Road to The Future At the ARC of Eastern Mass

Table of Contents 1. Committee Findings

– “21st Century Committee” Process – Overall consensus – Chapter priorities

2. Internal Next Steps – Keep Clients at the center – Focus on Volunteers and Youth – Adopt technology efficiencies – Assess and promote a new image

3. External Recommendations – Invite technology solutions

• Appendix – Committee Members, Goals of this Report – Chapter Staff Survey – Examples of external partner vendors – Further reading at www.RedCrossIdeas.com

“21st Century Committee” Process

1. ARCEM Office Ideas - Assessment Summer - ARCEM staff can rank items at this Google Doc:

http://bit.ly/ARCEMofficeIdeas

2. Monthly Committee meetings October – January - See Appendix for list of ARCEM staff and volunteers

3. Survey of all 48 ARCEM Chapter employees - Results in Appendix

4. Focus Groups with and between Chapter departments - Ongoing with staff and SLT Sessions

Committee Consensus Overall Red Cross Goals

• Client satisfaction

• Empowered and effective employees

• Build Volunteer capacity and retention

• Nurturing youth projects

• Community awareness of services

• Efficiency of fundraising process

Committee Consensus – Page 1 of 2 Priority ARCEM Chapter Issues and Goals

1. ARCEM delivers on the mission and its Chapter goals and has a remarkably capable and committed staff and impressive volunteer and donor community.

2. However, ARCEM suffers from significant operational issues that prevent staff and volunteers from being able to perform to their full potential. As a result they are able to identify, but not act upon opportunities for improvement in many areas.

3. “Better communications” will insure the success of the Red Cross thru the next century. Internal sharing and collaboration can be optimized by embracing the efficient tech platforms currently available and potentially from Partners/Vendors.

Committee Consensus – Page 2 of 2 Priority ARCEM Chapter Issues and Goals

4. External communications must reach out to and engage younger and more diverse volunteers (students and young professionals). The New Digital Media (Web, video, smartphone, tablets) and Social Media methods required to engage this market will transfer to other stakeholders as they increasingly appreciate new forms of interaction.

5. Continue to evolve and re-define the culture of the 21st century organization we want to be and identify ways to reward related behaviors and processes that attracts a more informed and impatient community of Volunteers, Employees, and Supporters.

6. Be a more nimble, innovative, and transparent organization that encourages individual problem solving and seizes opportunity as it arises. Leadership must offer clear paths to success and frequent useful feedback for every employee.

Internal Next Steps - Overview 1. Keep Clients at the center of everything we do 2. Use and build Digital systems for efficient sharing & collaboration

a. Develop a Digital Dashboard for all staff b. Get people and departments in sync c. Discover efficiencies that make time for staff to focus on improvements and satisfaction d. Training to use tech to be more efficient and share the RC brand

3. Focus on the Volunteer recruitment & retention process for the next 6 months a. Acknowledge and address operation issues and opportunities b. Discover insights from Volcon data and iterate the system’s on/offline procedures c. Focus on younger Volunteers for an “integration of generations” at all events d. Commit resources to better College Club interaction and content sharing systems

4. Diversity – Engage individuals compatible with their region

5. Marketing Task Force for Strategy and Brand Positioning a. Marketing Task Force for training and New Media tactics

- Empower employees to be modern communicators for a more authentic and powerful community presence - Regularly Invite partners/vendors to share ideas, solutions, and innovation inspiration

b. Community perception goals c. Marketing campaign ideas

1) Next Steps - Keep Clients at the Center

There is a unanimous Committee agreement that Clients are our #1 priority and that the mission statement is accurate, “The American Red Cross prevents and alleviates human suffering in the face of emergencies by mobilizing the power of volunteers and the generosity of donors.”

However, there are inefficiencies in our systems that prevent us from allocating time and resources for designing and managing better processes. There is concern that victims may suffer if resources and systems are not optimized.

Priorities

• Manage an ongoing dialogue to assess what Clients think of the RC

• Connect with Partners to engage with Clients in-between disasters and Blood Drives

Next Steps

• Leverage existing Social Media and potentially the Volcon system for communications

• Survey citizens on their opinions and level of understanding RC capabilities

• Ask Clients to register for better service when the RC is needed and share info

RC can manage communication preferences, connections to partners, etc.

2) Next Steps – Digital Systems Dashboard For All Internal Communications

1. Address efficiencies of individual processes and department interdependencies - Such as: a single database and calendar interface for National and Chapter activities

2. Discovery of needs will influence the qualifications of staff hires and volunteers - administrative, planning, technology, logistics functions

3. Design and implement a process that allows for the transference of institutional knowledge and know-how when personnel change.

Next Step:

Appoint 2 people to develop Sharepoint’s collaboration functions to display a dynamic and collaborative Digital Dashboard for all staff.

The goal is a single interface across all databases – Volcon, Salesforce, Raisers Edge, multiple Chapter contacts, etc.

3) Next Steps - Focus On Volunteers

The system needs to be optimized for: 1. Recruitment

- Share successes for best practices 2. Retention thru the process 3. Operations and Material Management 4. Satisfaction assessments

- Showcase pride and happiness stories 5. Re-assessment of who to recruit

- Target thin DAT Teams - Usually neighborhoods with diversity

6. Long-term engagement

For the next 6 months the Committee suggests that we concentrate efforts on Volunteer issues and opportunities intersecting all departments.

Increase strategy, resources, and tactics for younger prospects (YAB, etc.)

3) Next Steps - Youth “Feeder System” A top consensus of the Committee is the need to attract and retain younger Volunteers and Employees. For more reliable people as they mature, ARCEM needs to allocate more budget, human resources, management strategy, and interaction with High School, College, and Young Professionals. For an “integration of generations,” they should be invited to all RC events … and to this Committee!

Priority of Volunteer Prospects:

1. College and families

2. Young Professionals

3. Companies – Target young Industries

– Reach out to Marketing/PR dept.

4. Elementary School and families

5. High School and families

6. Potential RC Employees

7. Couples and young families

8. Empty-nesters, Grandparents

What do they need? - Encouragement and Mentorship - Resume builders and Recommendations - Connections across: RC, Campus, City, Career - Mobile and Facebook interactions (not email) - Fun!

Get to know these Millenials at http://bit.ly/RCpersonas

4) Next Steps - Diversity and Culture

• Local RC personnel should represent local culture

• Provide them with their own local voice

– Encourage and enable local editorial

– Tech platform for multimedia content management

• Develop ARCEM Diversity policy

5) Next Steps - Task Force for Marketing & Positioning

A new cross-department “Marketing Task Force” would assess multimedia communication tactics and start with these next steps:

1. Set time to test the most relevant and effective Social Media tips, SEO, and tactics (TABlab)

2. Evaluate effectiveness of National site for ARCEM media, Blogs, and Social Media

3. Test Digital services for more efficient management and more popular events

4. Clarify best practices for Nonprofit “Branding” - more at http://bit.ly/RCBrandingNP

5. Understand ARCEM reputation by surveying stakeholder groups

• Develop “Personas” for each group – more at http://bit.ly/RCpersonas

6. Create Marketing campaigns at the “Sweet Spots”

• Defined at http://bit.ly/SellTheSweetSpot

Here is an example for Volunteers:

- What does ARCEM provide Volunteers

that they can’t get anywhere else?

5) Next Steps - Community Perception Goals

ARCEM is: 1.Citizen centered 2.Volunteer focused 3.Efficient with money, time and resources 4.Effective - deliver on the mission every day

through every staff and volunteer in a way that appreciates the assets and moves the organization forward

5.Compassionate 6.Culturally diverse 7.Technologically creative and effective

5) Next Steps - Marketing Ideas

Campaign ideas to keep ARCEM community awareness throughout the year (between disasters):

• Minimal-commitment opportunities to pull in Volunteers

• Celebrity Public Service Announcements for Annual Giving – Invite leaders from Sports, Education, and Tech Business

• “Go Bag” Mobile App – See Appendix

• Seasonal Reminders that RC is always there

• Winter heat safety, Summer BBQ and fireworks safety, etc.

• Smoke detector reminders

• Broadcast live data feed thru digital channels – # Clients served

– ARCEM is at x# fires every year

• Better ideas as we assess and determine our “Sweet Spots” – Defined at http://bit.ly/SellTheSweetSpot

1. TABlab – Technology Advisory Board lab – Helping with all projects – Tech training and management – Volcon, Sharepoint, etc.

– Vendors/partners provide Tech solutions and attitude

2. Fundraising Projects – Integrate systems, landing pages, event tech, video series

– Mobile co-promotions with local businesses

3. Gamify participation when people “Level-Up” in Volcon and other systems – Encourage Volunteer engagement and long-term retention

– For employee motivation and satisfaction across internal Departments and Supporters

4. Improved College Advisory Board (YAB “Graduation” to CAB) – Web Services for Club sites

– Strategic Partnerships like the BU Million Hour project / Marketing Agency (in Appendix)

5. Cooperative Marketing and Sponsors at Blood Drives – Digital screens with the latest feed of Sponsored info and Mobile-ready interactions

– Cross promote internal projects and generate income with external Partners

External Recommendations - Overview

A Technology Advisory Board "laboratory" is a regular workshop for volunteer specialist to share digital ideas and inspiration for efficiency and attitude. This is not necessarily a space, but a commitment to regularly meet with potential partners who can bring answers to needed solutions, new ideas, and disruptive methods. Some management is required to organize and assess next steps.

Monthly lunchtime sessions in Kendall Square with the Cambridge Innovation Center (CIC) – Tim Rowe, CEO, has already approved this as their “innovators" are eager to demonstrate and deploy relevant Digital projects with inspiring entrepreneurial attitude! Vendors volunteer for exposure as RC Partners.

1. Leverage technology platforms that help staff be more efficient and effective in daily routines and long-term goals:

a. Manage and train on approved tech platforms

• Volcon options and evolution

• Sharepoint collaboration features (allocate 2 people)

• Vendors like Hubspot - being tested now and could be used as a core Blog platform

b. Leverage RC National's existing Digital Advocate Partners

c. Internal Digital and New Media training – All staff and Volunteers empowered to share better

2. Discover and experiment with the most effective Digital tools and services to communicate with and engage younger (and younger-minded) participants, volunteers, funders, etc.

3. Inspire the Chapter to think big... beyond our imagination for innovative ways to pivot and improve

1) Establish a Tech Advisory Board (TABlab)

2) Fundraising – TABlab Projects 1. Integrate multiple sales and contact management databases into one

interface … it can be done, technically

2. Platform to give every Supporter and prospect their own “Landing Page”

a. Easier to manage long-term multi-touch relationships

b. Automatically feed relevant info to each

c. Provide personal and sales dialogue easier

d. Potential vendor is Curata - in Kendall Square

3. Event Technology – Fun and functional - Mobile, Digital Signage, networking, etc.

a. Convenient communications before, during, and after the event

b. Enable Mobile donations during moments of enthusiasm

4. Video Series of Business “Heroes” – Help them with their business

a. Interviews share that their formula for success includes charity

• Responsibility, employee moral, preferred employer, PR, etc.

• Community awareness, connections, and influence

b. They demonstrate that their difference is the Red Cross

c. The goal is to thank donors and inspire others

5. Mobile Marketing with local businesses – See DoGood App example

3) Add Game Elements In All Departments • Volcon - “Leveling-up” unlocks VIP rewards

– Potential Partner is industry-leader Bunchball

• Cross-Department Collaboration… – Recognize achievements, incentivize innovation and productivity

• Fund-raising competition between...

– Companies, Departments, towns, neighborhoods, etc.

3) Mockup of Game Play in Volcon

4) College Advisory Board & Website Content System

1. Put more resources into the RC Intercollegiate Council for a College Advisory Board (CAB) 2. Collaboration between: RC and Club, College and Club, Colleges

3. Club Websites need content - Provide content generation and management system - Prepare Webmaster templates to easily manage sites and RC-provided content

• PROBLEM: clubs/partner organizations require a way to create and advertise events in a centralized way • CURRENT SOLUTIONS: static websites with large usages of Google Forms or Spreadsheets or, worse, emails • NEW SOLUTION: offer a simple intuitive interface for setting up and launching a website with these dynamic

capabilities (i.e. Wordpress flexibility with user-login functionality customized for ARC info and events)

FEATURES of a customizable site-management system for any RC Club’s public Web site:

• Live info feeds, pictures, widgets, etc. from National and Chapters • Visitor capabilities

– sign-up for events – View and change information – view event history

• Admin capabilities – create events with specified logistic details – view current events and their volunteers/donors – remove events – edit content on front page (announcements) – ability to include applets that display

announcements/other content from chapter/national

5) Blood Drives – Digital Co-Promo and Fundraising

• Donated monitors and/or Mobile Tablets display latest messages and local opportunities.

• Leverage a captive audience supportive of the RC with Media messages and interaction.

• Prompt Mobile phone interactions to engage now and later.

– Original content from existing National and Chapter data… and a new College Advisory Board (CAB)

• Use content management and ad serving platforms to automate most functions.

• Excellent way to easily test RC Marketing/PR and RC sales messages quickly.

• Offer Partners and Supporters print media placement or Digital promotion opportunities.

– National and local deals from Baskin Robbins , TJX Stores, etc…

– Nearest “Ready When You Are” connection (and prospect for new companies)

• Minimal effort of existing staff.

• Only one unit per deployment. No management. Automatic security for theft.

• One Potential Vendor of many: Good2Gether’s DoGood App

Appendix

Red Cross 21st Century Committee Name Role Agency Email Address

Lauretta Siggers Co-Chair ARC Lauretta.siggers@redcross.org

Kat Powers Co-Chair ARC Kat.powers@redcross.org

Freddi Doeringer Member – staff ARC Frederica.doeringer@redcross.org

Kelly Miller Member – staff ARC kellyrm@gmail.com

Lauren Baker Member – ARC board ARC lsb0999@aol.com

Prasad Thammineni Member Office Drop prasad@officedrop.com

Venkat Krishnamurthy Member MIT venkat@cs.stanford.edu

Daniel Kim Member –Youth Program ARC dkim@college.harvard.edu

Brian Sheehy Member –Volunteers ARC brian.sheehy@redcross.org

Committee Facilitator and Developer of this report: David Cutler – dcutler@eatmedia.com 617-331-7852

www.CreativeBusinessDevelopment.com

Establish a baseline of current operational challenges and goals to help determine what we want to be. • Get consensus on internal operational issues • Get consensus on external positioning issues • Make recommendations and develop branding ideas • Make operational changes to earn a re-freshed position in the minds of:

– Volunteers – Employees – Supporters/Funders – Clients

Original Expectations - 1. Understand the stakeholder constituencies of the Red Cross in the 21st century, and how those constituencies are different from an earlier generation 2. Diagnose current internal- and external-facing organizational practices of Red Cross, and their impact on engaging 21st century stakeholders 3. Suggest new or changed practices that can more effectively engage stakeholders in our work today.

• Listing of areas, by category, that require review of practices. • Prioritization of categories in order of importance, achievability at the regional level, and perceived

impact. Get Committee consensus. • Recommendations within each category of new and changed practices to more effectively engage

stakeholders.

Goals of this Report

Chapter Staff Survey Question 18 replies of 48 = 37%

“What are the three most important things you feel

you need in order to be more effective at your job?

This could include what you currently feel is lacking to achieve your goals, what changes in the organization might enable you to reach even great heights in your work, or structural/environmental changes that

will impact the overall effectiveness of the Red Cross”

Chapter Staff Survey – Top Answers 1. Need better Technology

1. Need better computer hardware and software

2. Volcon training

3. Media training

4. Internet access and slow data

5. Usable collaboration technology - access to Webex and Skype

6. Ability to telecommute from home

2. Need better internal communication 1. Understanding of department interdependencies

2. Communications of changes and activities

3. Need more resources - paid staff and Admin support 1. Volunteers cannot be expected to do critically important staff-grade responsibilities

2. Clearly defined roles for lead staff and new staff/volunteers

3. No time to finish my daily job to my satisfaction – Need help

4. Need better compensation 1. Low pay and no career advancement

2. we need an incentive program to reach for

5. Higher standards of quality and transparency of senior staff 1. Management needs to share more and believe in “One Red Cross”

2. Management should spend time in all levels of staff to better understand issues

Additional Potential External Vendors/Partners

and Ideas

Mobile App - Go Bag Manager Winner at www.BostonInnovationChallenge.com - team is available to continue development

Mobile Funding and Promo with Local Businesses

1. Smartphone alerts of nearby deals 2. Consumer scans code in Retailer or Blood Drive 3. Retailer deal is unlocked 4. Nonprofit automatically gets % 5. Awareness of Nonprofit needs 6. Retailer gets data and promo

www.Good2Gether.com

Smartphones, Businesses … Do Good

3. DoGood Points will turn doing good, using your DoGood App, sharing good with your social graph, donating to a cause, into a social gaming experience that directly benefits nonprofits. Scheduled launch late 2013 or early 2014.

1. DoGood App (Android, iOS) to connect businesses that do good to consumers who care and the causes they both support. Includes SaaS backend for nonprofits and businesses to manage and measure social engagement, profile content, and more.

2. DoGood Give (Android, iOS) will enable any nonprofit or community group to use smartphones to create, manage, and measure a mobile giving campaign. Individual Americans give over $300B a year and this puts us right in the middle of that.

BU Million Hours Project – “Agency” Idea

Boston University has pledged one million hours of community service to charities. Go Terriers! See http://www.bu.edu/millionhours

They expect this to take 5 years... Here is an idea to fulfill it in less than half that time

while giving Red Cross the services it needs ... help reaching students around town and the world!

1- Allow students to volunteer for charities by spending time helping charities with Marketing and PR

2- Rack up hours faster in the Million Hour Project by harnessing student's natural New Media-minded interest and capabilities.

3- Provide real-world business marketing “Agency” experience for students to get resume-building knowledge and face-time with RC Partners and potential employers .

4- Help charities like the Red Cross with much-needed guidance in reaching younger volunteers.

Since BU is Cutler’s Alma Mater, there is already a discussion with Dean of Students, Kenn Elmore

Other Example: Northeastern’s initiative to keep students locally connected (Freshman at Fenway)

Additional Ideas at RedCrossIdeas.com • Technology Advisory Board for Solutions and Attitude

• Get Cultured - For a Winning Office Environment

• Shareable Promo . . . Give the Good Stuff this Holiday

• Role of Brand in the Nonprofit Sector

• Our Prospect Persona Project – Youth “Millenials”

• Infographic - Social Media for Social Good

• Info and Links on NPO "Crowd Funding"

• What (Really) Motivates Us

• Boston University Million Hours Project

• Boston Innovators Hacking For the Red Cross

Scan to go to this site on your phone

Red Cross 21st Century Committee

Thank You!

Comments to: David Cutler – dcutler@eatmedia.com 617-331-7852 www.CreativeBusinessDevelopment.com