How to build a competent business case for your new volunteer management software (VMS)

For Volunteer Managers, the need for a VMS can seem obvious. This isn’t always the case for the people holding the purse strings. Core and unrestricted funding is a scarce and precious resource, and it’s your Board and senior team’s job to make sure it’s used effectively. That doesn’t mean you won’t get it. It means you need to build a careful and considered argument that clearly rationalises and states the value of the proposed investment.

What is a business case if not that?

It may sound daunting, but it’s important to lean into the process. Enjoy it. This is your chance to take a step back and reflect, not just on the challenges of your current system, but on the opportunities a VMS presents. That’s the key. A good business case is there to help your Board and senior team share in your vision – inviting them to see the “cost” of a VMS as the long-term investment that will benefit the organisation as a whole.   

Before you begin, you need to make sure you’ve got the baseline information you need to create your case. Starting with…

2.1 Understanding the limitations of your current system

As you’ve probably guessed, the first step to building your business case is evidencing “the need”. Talking with your team is the best way to do this. After all, no one knows your systems better than the people who work with them.

The aim is to build a bank of examples that highlight the limitations of your current system. To give you some ideas, our own research shows the top three challenges facing Volunteer Managers today:

Volunteer recruitment: This doesn’t just mean attracting volunteers. Outdated systems can jam the whole process, with volunteers dropping off before they’ve made it through vetting checks and references.

Disjointed data and processes: Volunteer Managers have a number of tasks to manage, and using different systems for recruitment, record keeping, scheduling and training makes it all too easy to neglect one

Reporting on volunteer activity: Without a centralised hub, Volunteer Managers find it difficult to understand and build a rounded view of volunteer activity and impact.

Top tip: Take some time to talk to volunteers and understand how the current system impacts their experience with you. This won’t just give you a clearer understanding of the challenges, it will help you understand what volunteers need and expect, and the features your new VMS should deliver.

2.2 Calculating the cost of inefficiency

Inefficient systems don’t just cost time, they also cost money. To understand how much, ask your team to estimate how long it takes to complete the tasks your new VMS would automate (think shift schedules, recruitment processes and maintaining volunteer records). By applying an hourly rate based on gross annual salaries, you can assign a monetary value to the total time spent.

It may take some time, but putting a price tag on your "waste" is a great foundation for any business case.

2.2 Highlighting the risks of “business as usual”

The next step is to consider the risks of continuing with your current system. As managers, you have a duty of care, not just to your volunteers but to the people they interact with, and that means:

• Making sure all volunteers are DBS checked, vetted and cleared
• Data and sensitive information is managed in compliance with GDPR
• Associated risks have been assessed and planned for
• Volunteers know they can complete their duties in safety
• There is a clear channel for safeguarding and incident reporting
• All the appropriate insurances are in place

When you’re working with manual systems and suboptimal technologies, it is all too easy for one of these processes to slip. It only has to happen once to put the safety of volunteers and service users –  and the organisation’s reputation – at serious risk.  

2.3 Listing the benefits of your volunteer management software

For every challenge you face, a good VMS will go a long way towards solving them. The task now is to start thinking about practical solutions and listing the benefits a new VMS will bring.  

Here are a few example benefits to get you started:

• Simplified and streamlined day-to-day tasks
• Streamlined volunteer recruitment
• Linked workflows and tasks (e.g. volunteer checks)
• Fast and accurate maintenance of volunteer records
• Quick and easy information sharing
• Enhanced volunteer and service user safety
• Two-way communications systems
• Integration with existing systems (e.g. your website and charity CRM)
• Improved reporting and data analysis

Top tip: Remember, your VMS is there to help optimise every step of your volunteer journey, so make sure you’ve considered every step of the process!

2.4 Understanding the “total” cost of ownership

You can’t develop a business case without considering cost. Now is that time. To get started, we recommend getting headline quotes from three different providers. This will give you a solid idea of sector benchmarks, and how your preferred solutions sits within them.

The final total will depend on the size and needs of your organisation. Common factors and added-extras include:

• The number of volunteers you’re managing, and number of VMS users
• Whether or not you’re looking for customised branding (e.g. on application webpages)
• The cost of set-up support (including data consultancy) and initial training
• The level and nature of system integrations required
• Security packages and contracts for upgrades, servicing and maintenance

It may sound daunting, but don’t worry. Most sales people will work with you to discuss the different options, and will provide a detailed quote and service agreement.

See our volunteer management software packages

With the foundations in place, it’s time to start developing your final business case. Don’t panic. Our seven-step process is designed to make sure you’ve covered your bases.

Step 1: Quantify the need

The good news is that you’ve already got the information you need to develop this first section. The task now is to consolidate and present your findings. To do this, we recommend working systematically - starting with practical challenges before addressing the risk and cost of your current solutions.

Step 2: Present your proposed volunteer management software

The next step is to present your chosen VMS. Don’t shy away from the details. The more information you share at this point, the more confidence your Board and senior team will have in your business case. There’s a lot of ground to cover. Our advice is to use a specification format, with potential headings including:

• Volunteer recruitment
• Volunteer management and retention
• Links to third-party products (integrations)
• Reporting capabilities
• Administrative and technical specifications

If you’re struggling with some of the technical details, don’t hesitate to ask. Your software provider will be more than happy to share the information you require.

Step 3: Showcase the benefits of your chosen solution

The aim of this next section is to show your Board and senior managers the benefits a new VMS will bring. Start with the list you made in Section 2.3. These are your direct benefits. To present them, we recommend dividing them into groups (e.g. each stage of the volunteer journey). You might find that one benefit works across several – that’s more than okay!

Don’t stop there. The strongest cases will look beyond direct benefits and consider the long-term impact of your investment. To help you think this process through, we’ve created a few examples that use the features of our own VMS system (Access Assemble) to highlight potential long-term impact.

1. Volunteer recruitment

Access Assemble works to streamline and automate every step of the recruitment process. Customisable application templates integrate into your current website, with a central management hub making it easy to create linked workflows (e.g. vetting), communicate with would-be volunteers, and move them through the application process.

IMPACT: Streamlined and proactive volunteer recruitment reduces applicant drop-off and helps attract more of the right volunteers.

2. Volunteer management

Once your volunteers are on board, Access Assemble will help ensure they receive the information and support they need. Smart interactive systems make it easy to schedule training, share information, manage rotas, and assign tasks. It even allows for two-way communications so that volunteers can sign-up to events and organise their own workflow. 

IMPACT: Powerful, user-friendly systems help deliver a safe, positive and professional experience that empowers volunteers to do more.

3. Engagement and retention

A volunteer’s goodwill will soon start to fade if they feel out-of-touch. Access Assemble is there to help maintain relationships and communicate with individuals and groups alike. Every interaction is logged and tracked, with set reminders making it easy to stay on top of key dates and celebrate volunteer milestones and achievements.

IMPACT: Regular, personal communications help build relationships and make sure volunteers feel appreciated and supported – delivering a positive experience and boosting retention.

And that’s what it comes down to. From the application stage onwards, a happy, engaged volunteer community will benefit not just your department, but the whole organisation. That’s why, before you conclude this section, we also recommend taking a step back and reflecting on the wider benefits a new VMS will bring, such as:

• Creating new efficiencies that save time and money
• Bringing essential new skills and human resources into the organisation
• Improving risk management, legal and regulatory compliance
• Enhancing the delivery of key projects and programmes
• Increasing social impact and movement towards long-term, organisational goals

Framed in this way, your Board and senior team will find the idea of a new VMS hard to resist!

Step 4: Presenting a full and transparent budget for your VMS

The time has come to talk about cost. When you present your business case, the first step is to benchmark your solution and show where it sits in the market. The second is to give a full and complete project budget. Be transparent. Nothing good comes from hiding costs, so take the time to show your Board and senior team exactly what it costs to deliver.

Step 5: Calculate the return on investment (ROI)

In simple terms, ROI is a way to compare the value of an investment against its cost. To do this, you need to divide the anticipated “gains” of that investment (the benefits) by the total cost of ownership.

Putting a number on these benefits can be tricky, and we recommend asking a member of your finance team to help with this. If you can, split your ROI calculations over three years. The initial costs will be high, but as time goes on you’ll see the ROI start to increase. Showing this progression will help manage the expectations of your Board and senior team, and encourage them to see your VMS as a long-term, strategic investment  – not just a one-off expense.

Step 6: Detail the implementation timeline

Of course, setting up any new system is going to take time. How much depends on a number of factors, like organisation size, volunteer numbers, and the amount/quality of data that’s being transferred. Either way, project development is likely to follow a number of distinct phases.

At the Access Group, we’ve divided these into two FlightPaths, one focused on smaller charities (up to 500 volunteers and 10 managers) and one for mid-level and larger organisations. Whichever path you take, each follows a well-defined journey that works through the following phases:

1. Getting started: Introductions, understanding data and system set-up
2. Preparation: Site reveals and access to the full test site
3. Learning: Scheduled training sessions for admin and managers
4. Validation: Data preparation and import
5. Going live: Final data checks and system launch 

Generally speaking, we advise clients following FlightPath A to allow 3-4 months for implementation, and six months for FlightPath B. These are just estimates and our team will work with you to develop a more detailed timeline and implementation plan.

Step 7: Don’t forget to talk about project management

As with any project, good management and a framework for decision-making is key. Our FlightPaths are there to support with this, clarify expectations and make sure that the division of roles and responsibilities is clear. They also provide key milestones and markers that help us (and you!) track the project through and get your new VMS up and running as quickly as possible.   

To support this, and the business case development process, we recommend appointing a Project Lead who will:

• Act as a single point of contact for your service provider and your in-house team
• Be responsible for driving the process forward, and delegating key tasks and activities
• Ensure that the right people are involved at the right stage of project scoping and development
• Developing and presenting the final business case, and answering associated questions
• Work hand-in-hand with the service provider to co-drive project implementation

It sounds like a lot of responsibility, but remember, you’re in the hands of dedicated professionals. Don’t be afraid to ask if you’ve got questions. A good software provider will do everything they can to ensure the partnership runs smoothly.

You’re almost there! Before we sign-off, we want to leave you with a few tips and tricks to help make sure you get the buy-in and support you need to see your VMS business case signed off. 

• Tip 1: Involve the right people. Introducing a new VMS doesn’t just affect your team, it affects others like IT, finance and communications. No one wants to be an after-thought. Map your key stakeholders and make sure they’re involved from the start. This doesn’t mean they have to join every step of the process, but they will want to be kept updated on key developments.
• Tip 2: Schedule presentations. Inviting representatives from shortlisted companies into your organisation is a great way to find out more about your chosen product. Nothing beats a live presentation, and with experts on-hand to answer your questions, you’ll get everything you need to inform and guide product selection.
• Tip 3: Fill in the gaps. You may think you know everything about your chosen product, but your Board and senior leaders have only had a glimpse into the process. After you’ve presented your business case, why not invite them to join a call with your chosen provider. It’s a great way to demystify the process and start building relationships!

and finally… Don’t be afraid to showcase success!

Your business case should be pretty water-tight by now, but if you’re looking to add a final bit of extra sparkle, why not share a few examples of peer-success? At the Access Group, we love collecting and sharing customer stories, and we’re happy for you to use them as examples that make your case.

Click the links below to find out how our VMS system helped:

• The RSPCA transform their volunteer programme and unlock a 224% increase in volunteers since their system launched in 2018.
• The National Autistic Society used their VMS to optimise volunteer recruitment, and bring what was once a month-long process down to just two or three days!
• Dorothy House Hospice optimise their management and engagement systems to support a network of 1,157 volunteers.

Remember, when you present your case, you’re asking people to buy into a vision. The clearer this vision is, and the more transparent the processes are behind it, the more likely people are to say ‘yes’.

Of course, even the strongest business cases can still be rejected. Try not to be disheartened. Just because you were unsuccessful this time, doesn’t mean you will be the next. Once you’ve dusted yourself off, you need to understand why your argument didn’t resonate, and use this lesson to make your case even stronger.

As you gather feedback from your Board and senior team, you may find that some of the challenges are easily addressed. Others might take more work. If you’re struggling, go back to your service provider. Remember, they want to work with you. In most cases, salespeople will be happy to share extra information, give demonstrations or come in and talk to decision-makers directly. They are also used to negotiating. So, if price is an issue, don’t be afraid to ask for a reduction. They might not always be able to help, but if they can – they will.

Building a business case for your VMS is an important and rewarding task. But it can also be an overwhelming one. You’re not on your own. With this guide as a starting point, you’ve got everything you need to make your case.

Speak to a member of our team today