Documentation … What is it Good for?
Process documentation is a mission critical function. It's crucial for maintaining efficiency and consistency. Properly documented processes ensure that everyone is on the same page, which can save time and reduce errors. If you aspire to scale your fundraising, investing in documentation is a must. Without clear processes and documentation, teams are left struggling to hit their targets and maintain momentum.
Documentation within fundraising departments serves as a record of the processes, policies, and procedures that are in place within the organization. With the documentation, you are creating a job aid that offers increased productivity. No more having to re-do tasks because you are working from memory. Others in your organization can now also complete the task independently. It ensures everyone is informed and aligned on the tactics to achieving the fundraising strategy.
Consistent processes and well documented policies ensure the efficiency of your fundraising efforts. They allow you to diversify and scale your fundraising in a way that is sustainable. One that supports your staff, not burn them out.
Despite its importance, keeping documentation up to date is a challenge.
The number one roadblock to up to date fundraising documentation is time. The number two reason? The incredible volume of documented processes. Add in staff turnover or rapid staff growth and the feelings of dread, frustration and anxiety can be overwhelming.
#tinygains to address big pains
By taking a #tinygains approach to reviewing and updating documentation, you can create a calm, and even fun environment that places you in control of the efforts.
What are #tinygains? Essentially, they are micro-actions; small steps that cumulatively add up a positive effort in accomplishing a task, goal, or project. Given the scarcity mindset around time, resources, and capacity, within fundraising, #tinygains allow you to move away from the belief that everything needs to be done immediately (which creates feelings of overwhelm and dread). The focus is on one small activity, with each small activity building upon itself to accomplish a larger project or goal.
The Four Steps to Calm in Process Documentation
Using the concept of #tinygains, here are simple four steps to review and update your documentation.
1. Complete an Inventory
Knowing you have a lot of documents, but not the exact number or how many truly require review or updating contributes to the feelings of overwhelm and dread. Start by taking an inventory of all the processes within your fundraising department. Be sure to approach this task from a place of curiosity, not judgement. This is about collecting intel to understand the scope of work which will inform how you plan the time to accomplish it.
The inventory can be documented using a simple excel spreadsheet that includes:
the name of the process or policy,
whether the document is a policy or process (knowing which document is a policy versus a process will assist in your work plan)
the date it was last reviewed,
who is accountable and responsible for maintaining the process, and
where it is saved.
#tinygain tip
One of the easiest #tinygains that can be made with better documentation is the simple act of including the date when a document was created and/or edited.
This simple data point can help identify the relevancy and age of the document's contents. Think of it like a best before date on your food. No one wants to eat stale bread or expired milk.
Including the date you created and/or edited your process document ensures you are working with the most relevant set of guidelines.
2. Make a Plan
Once you have you inventory of documented fundraising processes, create a workback plan. Consider what can be accomplished monthly, quarterly, and how you will ensure accountability to the plan given other priorities. Embed a review and reflection mechanism into the plan.
The plan should be realistic. The timeline should reflect the capacity of the team in that period. There is no point in attempting to review or update processes during peak busy times. This means that you can’t simply take the total number of processes to review and divide it equally by month. You need to map out what can be accomplished, considering vacations, holidays, events, etc. It also means giving yourself grace – if you can only review one short, simple process in a month, that is a #tinygain to celebrate!
#tinygain tip
The best time to review annual processes; like preparing for an audit or holiday coverage; is during and immediately after you complete the process and procedure. Documenting the pain points and iterations in the moment means you can capture them while they are top of mind. You’ll have a sense of focus and accomplishment knowing that the next time you complete the process, you will have the most up to date procedures to reference.
3. Host a Process Document Party
Reviewing and updating processes can be tedious, and lonely. You may get easily distracted or stuck. That’s why enlisting your colleagues in a fun way can help move the project forward.
It's as simple as setting aside an afternoon and gathering appropriate team members together to review or update a process.
A group effort creates momentum to complete the targeted process documents. It allows you to ask your team members questions, gain clarity on definitions and concepts and not feel isolated completing the task.
The key to success will be establishing a positive, fun atmosphere that will entice staff to participate. It will be important to define success for the session, focusing on a #tinygain approach to that success to support feelings of accomplish by all in attendance.
#tinygain tip
Snacks will always entice folks to, at a minimum, wander over to your process document party. Once in the room, even if they aren’t actively reviewing or updating documentation, take advantage of the moment to ask them questions about a process, clarify definitions or get their feedback on improvements and iterations. Some participation is better than none!
4. Demonstrate your awesomeness
To ensure a continual line of sight to the various processes and policies within your team, it’s important to ensure that folks are aware of their existence and the effort that went into creating and updating them.
There are a minimum of two times when you should shine a light on a process and its documentation to the entire fundraising team. The first is when you are completing the task (especially for annual or infrequent process). Communicating the existence of documentation and a set of procedures gives staff the confidence and reassurance that the process, task or procedure will be completed efficiency, consistently and effectively.
When you have updated or reviewed a process is the other time you should communicate its existence to the fundraising team. This provides a reminder of the process and demonstrates the value and investment that is put into the creation and ongoing development of each process and procedure.
With documentation, the key will be consistent repetition to ensure it continues to be remembered and used by staff, including senior leadership.
When you share documentation, don’t simply share its existence. Explain why it is important, how it aligns with the overall fundraising strategy, how it is part of a positive donor experience, and how the process and documentation will positively affect internal efficiency.
Documentation, what is it good for?
Efficiency. Productivity. Scaling. A positive donor experience. If you are looking to engage and inspire more donors, to try new fundraising approaches, to gain time back in your calendar - documentation is a critical part of the solution.
