User Led

Overall success looks like:

Stakeholders’ needs are factored into all digital activities from the outset, with key assumptions tested against data. Learnings will then be factored into continuously improving digital services and other work, and also used to inform wider questions about the charity’s strategic direction.

Understanding audiences

• Using the data from free tools such as Google Analytics and social media analytics, alongside insights from staff who work closely with beneficiaries and other supporters, will maximise the impact of digital activities. These insights can be used to plan further digital activities, looking at how to improve performance each time. For example, this could involve testing ideas for a new email fundraising campaign, learning from the data and changing it accordingly.
• Charities should aim to map simple user journeys of typical beneficiaries, supporters and other stakeholders to help them inform their planning, service delivery and product development. The digital needs of staff should also be considered when planning internally focused digital activities, e.g. a new intranet.
• Any risks involved in innovation should be managed, for example by piloting new products with small groups before rolling them out more widely.

Accessibility

• The needs of users who are digitally excluded must be considered, including those individuals in vulnerable circumstances. Every effort should be made to ensure that digital services meet accessibility requirements, and that the W3C guidance is taken into account. Offline channels should be offered where appropriate.

Overall success looks like:

Stakeholders’ needs are factored into all digital activities from the outset, with key assumptions tested against data. Learnings will then be factored into continuously improving digital services and other work, and also used to inform wider questions about the charity’s strategic direction.

Understanding audiences

• Insights and data about what the charity’s beneficiaries, supporters and other stakeholders want and need should inform all planning for digital activities. Donors and potential donors should be included in this. For charities with limited resources, this may simply take the form of learning from free tools such as website or social media analytics or involving frontline staff in developing digital work.
• Where capacity and resources permit, charities could observe users’ behaviour in the context they are trying to help them, encouraging them to share their insights and asking how they would like services delivered.
• Charities should aim to map user journeys of typical beneficiaries, supporters and other stakeholders and use the insights gained to inform their planning, service delivery and product development. The digital needs of staff should also be considered when planning internally focused digital activities, e.g. a new intranet.
• Digital tools and the accompanying behaviours are evolving rapidly. Learning how each charity’s audience is using them needs to be part of the organisation’s continuous learning and planning.
• The impact of new and emerging technologies on users, and how this could change their behaviour in the mid-term, should also be considered.

Accessibility

• The needs of users who are digitally excluded must be considered including those individuals in vulnerable circumstances. Every effort should be made to ensure that digital services meet accessibility requirements, and that the W3C guidance is taken into account. Offline channels should be offered where appropriate.

Development and iteration

• Charities should aim to continually respond to users’ changing needs, behaviours and expectations by factoring data and other insights into improving their activities. This will entail making modifications (which may be small and simple) to products, services, strategy, key messages, fundraising and other areas of work, creating a cycle of testing, learning and improving.