"Nonprofit Essentials: Managing Technology is a comprehensive work. Suitable for any size organization, the book is distinguished by its focus on 'the human factor' along with volumes of technology information. It should prove to be an invaluable resource for administrators, volunteers, and trustees who must ensure their organization's effective use of technology." --Richard F. Hobson, President Hobson Renaissance Solutions LLC
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Decide exactly what it is you want to get from technology.
Measure both the cost and the rewards of technology.
Perform a technology assessment.
Understand the basic components of a technology plan.
The Impact of Computers
In just a few years, computers have become a part of nearly every aspect of modern life. In fact, they have transformed every sector of our society. At first, only larger organizations could afford the high cost of hardware and software. In recent years, however, costs have fallen to the point that most individuals and organizations have some kind of computer access. As time goes on, it becomes increasingly clear that the effective use of technology is one of the most important determinants of success for any organization. It is no longer possible for most public, commercial, or mission-based endeavors to be competitive with inadequate technology planning and implementation.
Learning from the Business World
It is no exaggeration to say that computers have revolutionized the business world. Business organizations have embraced computers because they can readily see technology’s impact on that universal measure of success, the bottom line. Unlike nonprofit organizations, businesses routinely measure both cost and profit. The impact of automation can, therefore, be calculated in dollars and cents, allowing any business to know precisely what technology is worth. Hard-pressed nonprofits have no such clear measure to guide their planning.
By definition, nonprofits are unable to use profitability as a measure of success. In addition, they find it more difficult to measure cost than do business enterprises. Cost, as calculated by nonprofits, involves not only the expenditure of funds but also the use of other resources. How, for example, does one calculate the cost of volunteer labor? Even though no paycheck is involved, it must be considered a cost. If those volunteer hours were not needed to perform a given task, they might be devoted to some other project. That means that if technology can reduce the number of volunteer hours needed to perform routine tasks and free individuals to perform other duties, the result is increased productivity. Although nonprofit productivity can be compared to profitability in the business world, this is rarely done.
In order for nonprofit organizations to make effective use of technology, they must develop methods for evaluating costs and benefits. To do so, it is necessary to focus on both the investment of the organization’s resources and the projected returns on those investments. Before embarking on a technology program, nonprofits must decide exactly what it is they want computers to do for them (the return they expect on their investment). Where can the biggest gains be realized with the smallest outlay of resources? Which functions and projects lend themselves most readily to automation and do not place unrealistic demands on staff and volunteers?
Planning for Technology
In many nonprofit organizations, technology enters the picture almost by accident. A used computer is offered and accepted. It often happens that a newly formed nonprofit is initially grateful for almost any donation. Group members may find it convenient to donate their old computers when they purchase new ones for their personal use. Before anyone is aware of what’s happening, the organization is loaded down with piles of equipment that no one quite knows what to do with.
About the time that the second computer is offered, give some careful thought to the role of computers in your organization. A technology plan is the first essential step and should be hammered out before your organization begins accumulating equipment or investing in a computer system. What does your group really plan to do with computers in the near future? A generation of technology has a very short life. Computers purchased today are obsolete in three years, so vague long-term plans are not useful at this point. What can computerization do for your organization now? Next week? Six months from now? Of course, planning must extend further into the future but emphasis should be on the concrete.
Assigning Responsibility for Technology
The key to a successful technology program is the involvement of a diverse group of talented people. Technology should never be the responsibility of one individual, and effective planning requires buy-in by both decision makers and the general membership. A technology team should be selected soon after the first computer arrives. This should be a small group of possibly four or five computer-literate group members. If possible, it should consist of a board member, an administrator, and representatives of different committees, departments, or other groups within the organization.
At least one of the members of the “tech team” should meet the definition of “technology advocate.” Technology advocates possess a level of computer sophistication that is beyond what would normally be considered basic computer literacy. They may or may not be computer professionals but they have enough experience to provide leadership in making computer-related decisions. Other members of the team can represent the board, staff, committees, and volunteer groups. Together, they possess a clear understanding of the needs of the organization and occupy respected leadership roles.
Technology Planning Takes Time
Although most of the members of the tech team need not be highly skilled computer users, it is important that members understand that this will be a demanding job and will require real commitment. As time goes on, their work may become less intensive, but in the beginning they must be prepared to work closely together, meeting weekly or even more frequently. In addition, they should be prepared to spend time researching technology issues and consulting colleagues in other organizations. It is they who will be guiding their organization’s technical development and doing much of the planning.
Each tech team member should have clearly defined responsibilities both to the tech team and to the group he or she represents. In a sense, belonging to the tech team is an educational experience. At each meeting members share their research or question invited guests about their technology options. Even though members may begin with average computer skills, they soon acquire the information needed to make important technology-related decisions. This means that members who frequently miss meetings will not acquire this knowledge base and will not be prepared to participate in the decision-making process. For this reason, many tech teams limit the number of meetings their members can miss without forfeiting membership.
Performing a Technology Assessment
Before a group can create such a plan, however, they must assess the resources that are already available. What funding, equipment, and expertise can be counted on? What resources could be made available with a little effort? Your initial response may be that you have no resources. While it is true that a new or very small organization probably has a small budget and very little equipment, those are not the only considerations. Every nonprofit has access to a combination of human and material resources. Which of these could be contributed to an automation project? Here are some questions to get you started:
What is your organization’s annual budget? How much money can be set aside annually to purchase and maintain a computer system?
Does the organization employ paid staff members? Could any staff time be made available for computer maintenance and other computer-related activities?
Do you have any volunteers who possess special computer skills?
How would you describe the average computer skill level of your group members?
What proportion of your staff and volunteers use computers on a daily bas...
