Skip to content
InteliSense IT, Navigating Change, Delivering Value

Charity and not for profit

The funder wants evidence.
It is in four spreadsheets.

Not for profit is not one operating model. Services, membership, fundraising, grant making and commissioned delivery each behave differently, and most organisations run more than one. We connect people, funding, delivery, finance and evidence so reporting comes out of the work instead of being rebuilt after it.

See how the work connects

The platform supports your safeguarding and data protection policy. It does not make you compliant.

Sound familiar?

Six sentences we hear from charity teams.

If two or three are true, the problem is coordination rather than commitment.

  • The funder wants evidence and the answer is in four spreadsheets.

    Reporting is reconstructed at month end instead of coming out of the work itself.

  • We do not know whether this person is already known to us.

    Beneficiaries, members, supporters and volunteers sit in separate systems.

  • Restricted funding is tracked carefully by one person.

    Fund restriction lives in a spreadsheet and a memory, not in the finance position.

  • Volunteers and partners need part of the picture, not all of it.

    Access is granted by trust because the design never settled who should see what.

  • Renewals lapse before anyone notices.

    Membership engagement and the money behind it are not one relationship.

  • Every report starts with an argument about definitions.

    Outcomes are described differently by services, finance and trustees.

How the work should connect

From first contact to evidence you can stand behind.

Each step either commits capacity, spends restricted money or creates the evidence a funder will ask for.

  1. Engage: Enquiries and referrals captured consistently, not across inboxes.
  2. Understand: Need, context, history and any relationship you already hold.
  3. Assess: Eligibility, evidence, risk and priority decided by the right people.
  4. Coordinate: Owner, team, volunteers and partner organisations briefed.
  5. Deliver: Appointments, actions, communication and documents in one record.
  6. Fund: Grant, donation, subscription or contract connected to the activity.
  7. Evidence: Outcomes and conditions drawn from the work rather than rebuilt.
  8. Learn: Where demand is changing and where capacity is genuinely constrained.

Evidence and boundaries

What we can show, and where we stop.

Charity budgets deserve honesty about proof before anything else.

80%

of our business comes from existing customers and referrals.

All customer stories

The best I’ve ever experienced in over 20 years of collaboration.

Programme Manager, Hill & Smith Plc

Where this usually starts

Pick the one that sounds like your organisation.

The starting point narrows the question. It does not choose the platform on its own.

Four decisions

Four points where you can stop, change route or carry on.

Services continue while a programme runs. The decision points have to be real, and early.

We agree which organisation you actually are
Gate 1Before commitment

We agree which organisation you actually are

Not for profit is not one operating model. Service delivery, membership, fundraising, grant making and commissioned delivery each behave differently, and many organisations run several at once.

Confirmed at this gate

  • Which models you run, and in what combination
  • Beneficiaries, members, supporters, funders, partners and volunteers
  • How funding enters: grants, donations, subscriptions, contracts
  • Outcome definitions and how they are evidenced
  • Data sensitivity, sharing and retention
  • The change leadership and trustees are actually asking for

Decision

  • Proceed on the agreed model
  • Narrow the scope to what is understood
  • Assessment first where uncertainty is material
  • Transform first where the operating model is undecided

Swipe, drag or use the arrow keys to move between decisions.

Where to start

Tell us where you are, and we will tell you what the situation supports.

A few questions, carried into the conversation so nothing needs repeating. Please keep answers at organisational level and do not include personal or beneficiary information.

Question 1 of 4

0 of 4 answered

1. Where are you today?

This is what decides the commercial route. Everything else refines it.

Common questions

Questions charity leaders ask us.

A conversation, not a pitch

What is becoming harder to coordinate?

Services, membership, fundraising, restricted funding, partner delivery or trustee reporting. Tell us where the strain is and we will be straight about what would help and what would not.

Explore industries

Not sure where the problem sits? Start with an assessment

Extensions (ISVs)The distance between standard Dynamics and how your sector actually works is where most of the effort goes. These are the products we built to close it.See what we have built

Related