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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
"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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Seitenzahl: 432
Veröffentlichungsjahr: 2016
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Table of Contents
Cover
Title
Copyright
Dedication
The AFP Fund Development Series
The Association of Fundraising Professionals
Acknowledgments
About the Author
Preface
Purpose
Overview of the Content
Technology Brings Change
Audience
CHAPTER 1: Getting Started with Technology
The Impact of Computers
Performing a Technology Assessment
Choosing Your First Technology Project
Creating a Written Technology Plan
The Nuts and Bolts of Technology
Summing It Up
CHAPTER 2: Technology Planning for the Small Organization
A Tale of Two Nonprofits
Summing It Up
CHAPTER 3: Technology Planning for Midsized and Larger Organizations
Organizational Growing Pains
Planning for Technological Change
Making Technology Decisions
Purchasing Technology
Technology Growing Pains
Revisiting the Technology Plan
Summing It Up
CHAPTER 4: Computer Applications for Nonprofit Organizations
A Step-by-Step Guide to Choosing Software
Maintaining Your Own Website
Integrated Software Packages for Nonprofits
Maintaining Computers for the Public
CHAPTER 5: Obtaining Technical Support
Determining Your Technical Support Needs
The Experience of a Small Nonprofit
Seeking Professional Tech Support
Hiring a Consultant
The Consultant’s Visit
Outsourcing Technical Support
Creating a Paid Technical Support Position
CHAPTER 6: Hiring Technical Staff
When Technical Staff Become Necessary
Creating the Job Description
Advertising a Technical Position
The Interview Process
After the Interview
Checking References
CHAPTER 7: Training Volunteers and Staff
Training: A Key to Success
Training Technical Support Staff
Summing It Up
CHAPTER 8: Supervising Technical Volunteers and Staff
Supervising Volunteers
Senior Volunteers
Virtual Volunteers
Supervising Technical Volunteers
Supervising Technical Staff Members
Supervising Technicians
Introducing Technical Staff to Your World
CHAPTER 9: Safeguarding Essential Information
Why Security Matters
Computer Viruses and Their Near Relations
Other Threats to Personal and Computer Safety
Security Management Practices
Developing an Effective Computer Security Program
Public Computers
Index
End User License Agreement
Guide
Cover
Table of Contents
Begin Reading
List of Illustrations
CHAPTER 1: Getting Started with Technology
EXHIBIT 1.1 Taking a Hardware and Software Inventory
EXHIBIT 1.2 Policies Governing Volunteers
EXHIBIT 1.3 Why Do You Need a Technology Plan?
EXHIBIT 1.4 Characteristics of a Good Technology Plan
CHAPTER 2: Technology Planning for the Small Organization
EXHIBIT 2.1 Email: The Most Valuable Computer Application
EXHIBIT 2.2 Networking Basics
EXHIBIT 2.3 Choosing Software
CHAPTER 3: Technology Planning for Midsized and Larger Organizations
EXHIBIT 3.1 Purchasing Hardware and Software at Discount Prices
EXHIBIT 3.2 Writing an RFP
EXHIBIT 3.3 Choosing a Vendor for a Large Purchase
CHAPTER 4: Computer Applications for Nonprofit Organizations
EXHIBIT 4.1 Grant Seekers’ Online Resources
EXHIBIT 4.2 Setting Up Your Database
EXHIBIT 4.3 Do You Really Need That Software Program?
EXHIBIT 4.4 Adapting Computers for People with Disabilities
CHAPTER 5: Obtaining Technical Support
EXHIBIT 5.1 Technical Support Assessment Questionnaire
EXHIBIT 5.2 Bad Ways to Hire a Consultant
EXHIBIT 5.3 Employee or Independent Contractor?
CHAPTER 6: Hiring Technical Staff
EXHIBIT 6.1 Microsoft’s Definition of a Systems Administrator
EXHIBIT 6.2 Interview Tips from the Pros
CHAPTER 7: Training Volunteers and Staff
EXHIBIT 7.1 One-on-One Training
EXHIBIT 7.2 Creating a Staff Handbook
CHAPTER 8: Supervising Technical Volunteers and Staff
EXHIBIT 8.1 When Your Volunteer Is a Pro
EXHIBIT 8.2 Developing a Computer Use Policy for Staff and Volunteers
CHAPTER 9: Safeguarding Essential Information
EXHIBIT 9.1 Password Safety for Computer Users
EXHIBIT 9.2 A Security Checklist for Keeping Computers and Computer Users Safe
EXHIBIT 9.3 List of Basic Security Precautions
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NONPROFIT ESSENTIALS
Managing Technology
Jeannette Woodward
Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-748-6011, fax 201-748-6008, or online at http://www.wiley.com/go/permissions.
Limit of Liability/Disclaimer of Warranty:While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.
For general information on our other products and services, or technical support, please contact our Customer Care Department within the United States at 800-762-2974, outside the United States at 317-572-3993 or fax 317-572-4002.
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Library of Congress Cataloging-in-Publication Data:
Woodward, Jeannette A.
Nonprofit essentials : managing technology / Jeannette Woodward.
p. cm.
Includes index.
ISBN-13: 978-0-471-73838-1 (pbk.)
ISBN-10: 0-471-73838-7 (pbk.)
1. Office practice—Automation. 2. Nonprofit organizations—Management. 3. Information technology—Management. I. Title.
HF5548.2.W648 2006
004.068—dc22
ISBN-10: 0-471-73838-7
ISBN-13: 978-0-471-73838-1
To Laura, Chris, Lowell, and John with much love.
The AFP Fund Development Series
The AFP Fund Development Series is intended to provide fund development professionals and volunteers, including board members (and others interested in the nonprofit sector), with top-quality publications that help advance philanthropy as voluntary action for the public good. Our goal is to provide practical, timely guidance and information on fundraising, charitable giving, and related subjects. The Association of Fundraising Professionals(AFP) and Wiley each bring to this innovative collaboration unique and important resources that result in a whole greater than the sum of its parts. For information on other books in the series, please visit: http://www.afpnet.org
The Association of Fundraising Professionals
The Association of Fundraising Professionals (AFP) represents 26,000 members in more than 170 chapters throughout the world, working to advance philanthropy through advocacy, research, education, and certification programs. The association fosters development and growth of fundraising professionals and promotes high ethical standards in the fundraising profession. For more information or to join the world’s largest association of fundraising professionals, visit www.afpnet.org.
2004-2005 AFP Publishing Advisory Committee
Linda L. Chew, CFRE, Chair
Associate Director, Alta Bates Summit Foundation
Nina P. Berkheiser, CFRE
Director of Development, SPCA Tampa Bay
D. C. Dreger, ACFRE
Senior Campaign Director, Custom Development Systems (CDS)
Samuel N. Gough, CFRE
Principal, The AFRAM Group
Audrey P. Kintzi, ACFRE
Chief Advancement Officer, Girl Scout Council St. Croix Valley
Robert Mueller, CFRE
Vice President, Hospice Foundation of Louisville
Maria Elena Noriega
Director, Noriega Malo & Associates
Leslie E.Weir, MA, ACFRE
Director of Gift Planning, Health Sciences Centre Foundation
Sharon R.Will, CFRE
Director of Development, South Wind Hospice
John Wiley & Sons
Susan McDermott
Senior Editor (Professional/Trade Division), John Wiley & Sons
AFP Staff
Jan Alfieri
Manager, New Product Development,AFP
Walter Sczudlo
Executive Vice President & General Counsel
Acknowledgments
It takes very special people to devote themselves to the service of others through participation in a nonprofit organization. I have been fortunate in working with some extraordinary leaders of mission-based organizations.Whether Syd Miller, who has saved countless dogs through her work in the local Pet Connection, or the volunteer librarians who bring a love for books to the farthest, windswept corners of Wyoming, they have all served as inspiring examples. I am also grateful to my son-in-law, John McBride, for his technical expertise and to the other members of my family for their enthusiastic support and encouragement.
About the Author
Jeannette Woodward is a founder and principal of the Wind River Nonprofit and Educational Consulting group. She is also a nonprofit board member, volunteer, and battle-scarred veteran of bake sales, wine tastings, and rubber duck races too numerous to mention.
Before becoming involved in the Wind River Nonprofit and Educational Consulting Group,Woodward was a library administrator with many years’ experience in public and academic libraries. It was her responsibility to supervise the library’s technical staff and plan for the development of a variety of computer systems. She was also instrumental in obtaining grant funds for technology and assisting other libraries and nonprofits to obtain technology resources.
As an active member of many community groups, she realized that nonprofits experience even more computer crises than comparable, for-profit business organizations. Vital projects like fundraising campaigns are not as effective as they should be because of inadequate information. Since a group’s mission should guide its use of technology, she decided a book that addressed the unique needs of these organizations was badly needed.
Woodward’s books published by the American Library Association, Creating the Customer-Driven Library (2004) and Countdown to a New Library (2000), include chapters on technology planning and management. She has also written a number of journal articles dealing with technology and is the author of a chapter in the Annual Review of Information Science and Technology (American Society for Information Science, 1996). Among her other publications is the college writing textbook Writing Research Papers: Investigating Resources in Cyberspace (McGraw-Hill, 1999).
Woodward holds a masters degree in library and information science from Rutgers University with further study in higher educational administration at North Carolina State University. She is the mother of two children: Laura, a social psychologist, and Christopher, an attorney who is presently working on the Pacific island of Saipan.
Preface
In recent years, successful nonprofit organizations have used computers to become more effective in nearly every way.They have learned how to enhance the productivity of both staff and volunteers, so they can achieve more with limited resources. Because competition for funding dollars has become so aggressive, organizations that have ignored the computer revolution or use computers as expensive typewriters are at a serious disadvantage.
What makes some organizations successful while others flounder, losing membership lists in hard drive crashes or going over budget because of computer-generated errors? The answer is neither more generous funding nor more hightech expertise. Successful nonprofits have learned to manage technology.That means that computers and software programs have been absorbed so completely into the missions and goals of these organizations that they are inseparable from them.Technology isn’t a frill or a toy. It is a tool used by all group members to achieve their shared vision.
Purpose
This book is intended to help nonprofit leaders become not only more effective as administrators, marketers, researchers, and fundraisers, but also more responsible custodians of limited funds.When every penny counts, computers can help to make it possible for small, committed groups to perform the routine tasks that once required a small army to accomplish.Technology in nonprofits is most useful when it frees both human hands and human imagination.
Where once technology costs were so high as to be beyond the reach of all but large organizations, even the smallest nonprofit can now design and implement a basic technology plan.There is no question, however, that technology isn’t always a faithful servant. As many groups can attest, failed technology can actually interfere with an organization’s effectiveness. Instead of easing the workload of staff and volunteers, freeing their time for more meaningful work, technology becomes a handicap and a source of conflict.This is not usually the result of equipment failure but, like so many other organizational breakdowns, more the result of human failings like the unwillingness to learn, to share information, and to cooperate.
Overview of the Content
Failures happen when technology is someone else’s responsibility, when group members view the computer system as some other member’s brainchild that exists chiefly to complicate their lives.This tends to occur when technology is imposed from on high. One or more members of the organization become a sort of technical elite and seek to impose their plan on the organization.
Although this book will describe some of the “nuts and bolts” of setting up computer systems, its real emphasis will be on people rather than on machines. It is not intended for computer pros but for people who care deeply about their organizations and will do what it takes to help them succeed. Everyone can use technology effectively no matter what his or her level of technical sophistication. It’s great to have computer gurus among our ranks, and we have much to learn from them. However, the real secret to success lies not in high-tech achievements but in incorporating basic computer literacy into the goals of our organizations.
Technology Brings Change
Computers, when used effectively, tend to move an organization toward greater structure, since responsibilities must be formally assigned. Unlike business enterprises, a formal division of labor is difficult for nonprofits that depend heavily on large numbers of volunteers who each contribute a few hours of their time. Effective use of computers depends on developing habits, and this is difficult when so much time elapses between work periods.This means that written instructions are needed to standardize procedures, another difficult adjustment for organizations accustomed to “flying by the seat of their pants.” Routine and uniformity are essential, not because of a power-seeking individual’s whim, but because that’s the way computers work. Thus, changes in the organization are essential, but they must arise from the common consent of the group, not from the command of an elite group.
Audience
This book is intended for all mission-based organizations. In other words, it may be useful to both staff and volunteers of charitable, faith-based, advocacy, professional, and even government-funded organizations like schools and libraries.
A special need, however, exists for a book that can speak specifically to smaller and midsize nonprofits that may employ few paid staff members and carry out much of their work with volunteer labor. For such organizations, there is a lack of professional literature to guide their forays into technology planning. Policies and practices that work well for businesses with technology departments and full-time staff are often impractical where any computer may be used by a dozen or more volunteers and where no technical support staff is immediately available to deal with crises. This book, therefore, is intended to make the basics of technical planning intelligible and even enjoyable to board members, administrators, and volunteers who have found the subject intimidating in the past. All these organizations depend on a special kind of synergy that enables ordinary people using limited resources to move mountains.
CHAPTER 1Getting Started with Technology
After reading this chapter, you will be able to:
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 basis (either their own, their employer’s, or the nonprofit’s)?
Do you have at least a few group members who have the skills to install computer equipment and perform simple maintenance functions?
If the answer to the last question is a resounding “No,” would you say that your group is going to need a lot of preparation or training to use computers effectively?
How many computers does your organization now own?
How old is each of the computers?
Are the computers linked to one another in a network?
Are you able to access the Internet? If so, must computers use the same dial-up phone line used by telephones, do they have their own phone line, or do they connect to the Internet via a high-speed data line?
In addition to answering these general questions, it is a good idea to create an inventory of both hardware and software currently owned by your organization (see Exhibit 1.1). The TechSoup website (www.techsoup.org) offers a word-processor-based software assessment worksheet, but it is easy to create your own.
LEARN MORE ABOUT
Technology Assessments
Discover Npower, which provides technology assessment and planning tools, at
www.npower.org.
Consider using the Nonprofit Organizational Assessment Tool available at
www.uwex.edu/li/learner/assessment.htm.
Find a variety of useful articles at TechSoup, a great resource for nonprofits at
www.TechSoup.org.
Focusing on Individuals
Once you have answered these questions and completed the inventory, you have the basis of your “technology assessment.” This summary of your resources will become your guide for future planning. Pay special attention to the abilities and interests of your group members. Many nonprofit administrators contend that this is the single most important determinant of a successful technology program. It may be a good idea to survey group members to learn about their computer skills and interests.
Each nonprofit organization tends to attract its own unique group of supporters, but there are some generalizations that can be made. People who are still in the workforce usually have access both to computers and computer training. The older the individuals, the less likely it is that they have enjoyed these advantages. Some administrators mistakenly assume that older retirees are unable to learn to use computers. In reality, most senior volunteers enjoy learning new things and can become proficient computer users if they are fully trained. Such training, however, is a commitment involving the expenditure of some of the organization’s resources. Although the costs of creating a computer-literate staff and volunteer corps are high, training is the key component that will largely determine the success of all future automation projects.
EXHIBIT 1.1 Taking a Hardware and Software Inventory
Carefully examine each computer. On your equipment inventory worksheet list:
Brand
Model
Serial number
Monitor type
Processor type and speed
RAM (random access memory)
Hard disk capacity
Available hard disk space
Other drives (CD, DVD, floppy)
Operating system
Modem or network card (if any)
USB ports
Other equipment, including printers, switches, and scanners
On your inventory worksheet list the major software packages owned, include:
Program title
Version number
Number of computers on which software can legally be installed
Number of simultaneous users legally permitted to use the software
Identifying Talented Members
To achieve this goal, you will need leaders who possess the enthusiasm and mentoring ability to bring along reluctant members. Are there individuals in the group who have teaching or training experience? In other words, are there some members who can keep reminding the tech team of the human side of technology planning? They are the ones who will become the mentors and trainers as your technology plan is implemented.
As mentioned earlier, the cost of computer equipment has gone down sharply, and new hardware and software is often available in the form of corporate donations. In fact, the cost of the nuts and bolts side of technology actually constitutes a relatively small part of the total investment (about 30%). Costs associated with people resources are actually considerably higher. Do not forget that time devoted to training staff and volunteers must also be treated as a cost. Computerization will not be successful if a large portion of your membership cannot use the system effectively.
Matching Personalities with Responsibilities
Within your organization, there may also be individuals who enjoy working alone more than they enjoy working with people. If they have an interest in technology, there are many roles that they can productively fill, but they are not the ones who will be bringing the group along. Too often, it is these people who are chosen to lead technology projects. Although they may create highly functional computer applications, they tend to do this in isolation, and so technology does not become infused into the organization itself. They make decisions independently, responding to an agenda that is not really shared by the group. One of the hallmarks of successful organizations is that they treasure their members and find ways to bring out individual talents while minimizing the impact of negative characteristics. It is never too early to begin assessing those talents and taking note of interpersonal skills. It is also a good idea to develop a set of written policies for volunteers that clarify rights and responsibilities (see Exhibit 1.2).
EXHIBIT 1.2 Policies Governing Volunteers
While employers inquire into the qualifications and work records of applicants, nonprofits are usually grateful for any volunteer who offers assistance. Similarly, nonprofits may have no written rules governing volunteer ethics, screening, evaluation, and termination. Written personnel policies are necessary to create a safe, fair, and productive environment. Each policy should include the following information:
Policy name, date of approval, and revision dates
Purpose of the policy
Persons covered under policy
Persons responsible for administering the policy
The following are some common personnel policies intended to protect nonprofits and manage risk:
Volunteer Screening Policy
May require volunteers to complete a personal information form
May state that volunteer employment will be terminated for lying on form
May require that all volunteers or those in high-risk positions provide character references
May specify situations in which the organization may request a police check
Professional Conduct or Professional Standards Policy
Emphasizes position of trust and accountability held by volunteers
Establishes standards of integrity and ethical conduct
Describes unacceptable behavior
Emphasizes volunteer’s obligation to preserve and protect the property, assets, and goodwill of the organization
Requires compliance with established professional, legal, and ethical standards.
Safety Policy
Expresses organization’s commitment to safe and secure environment.
Describes volunteers’ responsibility for the safety of program participants and others
Asserts the right of volunteers to be informed of any hazardous material, practice, or process they may encounter
Risk Management Policy
Identifies different types of risks
Distinguishes risks to the organization from risks to individuals
Specifies insurance requirements for certain tasks and positions
Recruitment Policy
Lists the characteristics of desirable volunteers
Lists special qualifications and requirements for volunteer assignments
Describes how volunteers will be selected for different assignments
Specifies the conditions under which volunteer applicants may be rejected
Emphasizes the importance of meeting the personal needs of volunteers
Discrimination Policy
Defines discrimination
States organization’s position on discrimination
Emphasizes need for broad representation of majority and minority populations
Evaluation Policy
Describes how volunteers are evaluated and by whom
Sets out basis for evaluation
Describes methods for resolving conflict between volunteers and their supervisors
Describes follow-up to unsatisfactory evaluation
Termination Policy
Specifies conditions under which volunteer employment can be terminated.
Describes dismissal procedures, including verbal and written warnings, suspension, and permanent dismissal
Lists reasons for immediate dismissal, including client abuse, immoral or indecent conduct, criminal actions, conviction for crime related to volunteer duties, acts that endanger the lives and property of others, possession of unauthorized firearms, and possession of or use of alcohol or illegal drugs
May list work infractions that can result in termination such as missing meetings, failing to work scheduled shifts, and failing to perform assigned tasks
May list unacceptable behavior toward customers, clients, staff, and volunteers
Confidentiality Policy
Describes what records and other information are considered confidential
Specifies who may have access to confidential information
Describes penalty for divulging confidential information to unauthorized persons or organizations
Describes where and for how long personal records will be kept
Describes the information that can be given out in references for those seeking other paid or volunteer employment or applying for credit
Children and Young Adults Policy
Emphasizes the vulnerability of children and young adults
States conditions under which volunteers may be alone with children and young adults
Describes situations in which written parental consent is required
Specifies the conditions under which children may be transported
Describes limits on physical contact
Assessing Current Computer Use
Next, consider how your organization is currently using computers. Consider not only computers owned by your organization but personally owned computers used at least occasionally to support your nonprofit. Do at least some members:
Maintain a list of members in a word processing program, database, or spreadsheet?
Record contributions in a computer program?
Use a computer program to schedule volunteers and/or record their hours?
Search the World Wide Web for grants and other funding possibilities?
Send out a newsletter that has been created with a word processing or publishing program?
Communicate with one another by email?
Maintain a website?
Use a computer program for bookkeeping?
These are only a few of the possible ways you can use computers to make your organization more effective.
Where Do You Begin?
Previous experience with computers is an important part of your technology assessment. Even if members use technology for little more than email, you have some place to begin. It is also important to know whether the group has some shared experience on which to base decisions. You might think in terms of giving your organization a grade for effective use, like the ones on student report cards. Is your organization an A+ computer user or does it rate only a D– ?
If we were to concoct some sort of recipe for a successful computer project, we would begin with one large part enthusiastic computer users. Next, we would add another essential ingredient—excellent communication among group members. The recipe should include a few especially good communicators who can make sure that everyone is kept informed of developments and changes. To this mixture must be added technical support, whether from computer-sophisticated volunteers, family members, local businesses, or training professionals. In other words, help must be available to make more complex technical decisions and to “fix what’s broke.”
Take a good look at both your organization and your community. If you gave your organization a low grade for computer use in the question above, ask why this is the case. Were you trying to do too much? Did group members refuse to get onboard? What does this experience tell you about the human resources that will be at the core of your technology plan? Could it be that there’s been a mismatch between the projects selected for computerization and the people responsible for carrying out those projects? Only when all these human elements are understood can you begin adding the nuts and bolts to your recipe.
TIPS & TECHNIQUES
Barriers to Effective Use of Technology
Staff and volunteer reluctance
Lack of computer or network literacy
Lack of “buy-in” from decision makers
Inadequate training
Absence of appropriate and continuing technical support
High staff and volunteer turnover rate
Choosing Your First Technology Project
It is difficult for an organization that has little or no experience with technology to plan effectively. When required to produce a technology plan by a funding agency, an inexperienced nonprofit is likely to copy a document off the Internet or borrow one from another organization. This is a mistake, since you may then be committed to a plan that is totally unsuited to your own needs. Instead, it is a good idea to begin with one small and not too demanding project. Once a project has been carried through to completion, group leaders have a better understanding of how technology fits into their goals, and they have had an opportunity to assess the computer skills of their members. It is only with such experiential knowledge that it is possible to produce a realistic technology plan. Such a project should not be too ambitious. Grandiose plans are not only unnecessary but can also destroy the confidence and enthusiasm of your group members.
Measuring Results
As this first project takes shape and evolves, it is important to take stock and evaluate its impact on the organization. This brings up the question:“How do you measure success and how do you weigh the positive results of a project against its cost?” Costs are not merely measured in monetary terms. In the “Starting Small” box (page 15), the cost of equipment and software was minimal. Much more significant was the time that the staff and volunteers devoted to planning the contributor database, collecting the information, attending workshops, and entering data. This was time, whether paid or donated, that might have been spent on other activities. In other words, it was necessary to consider what did not get done because of the project. The group was wise to choose a project that had a potentially large return. By improving the quality of the information available on contributors, the organization was able to be more effective in its fundraising efforts. Since considerable attention was paid to training, group members emerged from the project with new skills that could be used later for other projects.
IN THE REAL WORLD
Starting Small
One small but highly successful nonprofit decided that it would focus on only one project before developing a more comprehensive technology plan. Realizing that many group members felt hesitant about using computers, it was decided that what was needed most was a resounding success. The project chosen would consist only of creating a simple but accurate database of contributors and potential contributors. However, every single member of the organization would participate. Each was responsible for verifying existing information and for identifying a given number of possible donors. Each attended workshops to learn to use the database and followed written instructions for entering information. It was not until group members felt satisfied that they had a firm grip on the contributors’ database that they returned to their technology plan and considered future computer development. As might be expected, it was discovered that this was far from the most efficient way of creating a database and errors were not uncommon. However, in the end the project resulted not only in a useful resource but in a group of enthusiastic, computer-literate volunteers as well.
Comparing Alternate Projects
While the group was trying to decide on their first computer project, a number of voices were raised in support of projection equipment and PowerPoint software. You’ve undoubtedly attended programs at which the speaker accompanied his or her presentation with a variety of colorful slides. These are usually produced with Microsoft’s PowerPoint software program loaded on a laptop computer. A special projector, controlled by the program presenter, is connected to the laptop. Audiences usually pay more attention when they have something to look at, and nervous presenters are more comfortable because the advancing slides act as cues, triggering their memories and preventing them from losing their places. Speakers also feel more relaxed because the eyes of the audience are busy taking in the slides and are not watching their every move.
As part of their fundraising activities, members of this small nonprofit group make a lot of presentations to local clubs, government agencies, and other organizations. PowerPoint capability was the first thing some members thought of when asked to choose a computer application. Others in the group supported the contributor database described above. Which should they choose: the contributor database or PowerPoint presentations? The best way to make such a decision is to analyze the costs and benefits involved in each.
Analyzing the Cost of the Database Project
Let’s begin with equipment costs. To build and maintain the contributor database, the group must obtain at least one desktop computer. The database they have in mind will make no unusual demands on a computer like special sound or video cards. It should, however, be equipped with a CD “burner” (a CD-ROM drive that can both read from and write to a disk), so the database can be backed up easily. Such a computer equipped with a monitor can be purchased for approximately $600.00 to $800.00.
The group will also need a printer to produce lists of contributors’ phone numbers and other needed information for use by fundraising volunteers. Although printer costs range from one hundred to several thousand dollars, a lower end printer will meet their needs. Let’s say that a satisfactory printer can be purchased for about $300.00. An expense that is not often considered is the cost of printer toner cartridges. For printers in this price range, toner cartridges cost about $35.00 each, and it is usually necessary to have one cartridge for black text and another for color printing. Let’s say that since the group will be doing only occasional printing, the annual cost of cartridges will be about $100.00 a year. No phone line or Internet connection is needed so total hardware costs for the database project will be about $1,000.
Analyzing the Cost of the Presentation Project
To produce and project PowerPoint slides, it will be necessary to obtain both a laptop computer and a video projector. These are two very expensive pieces of equipment. Equipment prices are changing rapidly, but the cost of a laptop computer usually runs about twice the cost of a desktop computer. We will, therefore, estimate the cost of the laptop at about $1,200. Prices for video projectors have remained high because their market is relatively small. Home users purchase laptops in large numbers, but they do not purchase projection equipment. Cost is based mainly on the brightness of the lamp and, at this writing, a medium-quality projector can be purchased for about $1,500.
A printer will also be needed to produce the handouts that are usually distributed to audiences, so we’ll add another $300.00 and, assuming the same printing volume as above, we will add an additional $100.00 for toner cartridges. This brings the equipment total for PowerPoint capability $3,100.00. Although it is possible to produce PowerPoint presentations without access to the Internet, most users copy their visual images from the Web. If the group does not have an Internet connection, they will have to produce their own images or do without. Images can also be created with digital cameras, but since neither a camera nor an Internet connection is absolutely essential, we will not include them in this cost estimate.
Software costs in this particular example are actually identical. The group has learned that it is eligible for a donation of the Microsoft Office suite. The professional edition includes, in addition to a word processor and several other modules, both PowerPoint and Access, an excellent database program. If, however, only the standard version of Microsoft Office were available through donation, the cost would be calculated differently. PowerPoint would still be included, but since the standard edition does not include a database program, it would have to be purchased separately.
Additional Costs
Hardware and software are not the only costs. How many people will have to be trained to use both hardware and software? Since this is the first project, training is an important part of it. This will be a good opportunity to get everyone involved in computerization, and so extensive training will be required for the whole group. Whether you bring in a professional trainer or use your own staff and volunteers, training is a big investment. It requires substantial time that could be spent on other activities.
Most people find it easier to master PowerPoint than learn to use a database program effectively. On the other hand, equipment setup is the most difficult part of using presentation software. While the desktop computer is always available and never requires special setup procedures, both the laptop and the projector must be reconnected each time they are used. Volunteers insist that there seem to be dozens of cords, including an AC power cord for each piece of equipment, cables to connect them, a power strip and extension cord, a mouse for the laptop, and a remote control device to advance the slides. To feel secure when an audience is waiting for the program to begin, volunteers must practice setup procedures again and again before the big event. Otherwise, they may become flustered and confused. It would probably be reasonable to say then that the complexity of the database is roughly equivalent to the difficulty involved in PowerPoint setup procedures. Training costs and the related time and energy involved in learning to use both programs will, therefore, be similar.
Identifying the Benefits of the Database Project
Now that the group has estimated both monetary and human costs of both projects, they are ready to focus on the benefits of each. In the end, a computer-literate staff and volunteer corps may be the most important long-term result of both projects, but let’s focus on more immediate gains. Both projects are intended to help the group with their fundraising efforts. That will make it easier to compare the two, since we can then ask which project is more effective in achieving fundraising goals. Of course, answering this question requires guesswork, but yours is not the only organization making technology decisions. There are many other nonprofits in your locality and at least some have participated in similar computerization projects. What was their experience? What worked for them, and what did not?
One local nonprofit created a database for donor information similar to the one being considered. This meant that when the organization conducted a fundraising drive, it had the names, addresses, phone numbers, and donation histories of everyone who had contributed in the past. The group also had similar information on prospects identified since the last drive. They could not really estimate how much additional revenue the database had generated. However, they thought that if they had to start from scratch each year, they would waste a huge amount of time assembling information and would still miss a lot of possible contributors. Knowing the amount of previous donations also meant that they could ask for a specific amount of money. Although this sister nonprofit could not assign a dollar amount, they knew that the database had significantly improved their ability to raise funds. When they considered what they had spent in terms of both time and money, it seemed well worth the investment.
Identifying the Benefits of Presentation Support
Another local nonprofit had purchased both a laptop computer and a video projector for their speaking engagements. A volunteer produced a PowerPoint program that members could take with them when invited to speak to groups. When approached about their experience, the group’s contact person was somewhat less than enthusiastic. It was true that when members learned to use the equipment correctly, the PowerPoint slides enhanced the quality of their programs.
What they discovered, however, was that they had overestimated the number of presentations they really made. Someone from the group might be asked to speak to a local club about once every two months. They had also made occasional presentations to the city council and had twice held a public meeting at the library. Let’s say, then, that the equipment was used 8 to 10 times that year. For the remainder of the time, it sat in a closet gathering dust. Although everyone had been trained on setup procedures, members soon forgot how to connect all those tangled cables. After an embarrassing experience in front of a restless audience, a speaker might avoid using PowerPoint again.
Had the ability to project PowerPoint slides made it possible for the group to raise more money? It was hard to say. Of course, their programs were more interesting, but it was really impossible to know the extent to which they contributed to their fundraising capability. Other groups, naturally, had different experiences to share, but the bottom line seemed to be that spending $3,000 for equipment that was used less than 10 times a year with no clear benefits did not seem to make sense (remember that the monetary costs of the PowerPoint project were much higher than the database project—$3,100 for projection equipment versus $1,000 for a desktop computer). It was, therefore, decided that the group’s first computer project would be the contributor database. After this goal had been achieved and the database was in use, the group might consider PowerPoint again. However, they now knew that a number of organizations in their area owned the needed equipment, and it was usually sitting in a closet somewhere gathering dust. When it came time to implement a PowerPoint project, they would either borrow or rent the equipment as the need arose.
TIPS & TECHNIQUES
Making Technology Part of the Project
Here’s a step-by-step procedure for planning a technology project:
Identify a problem that needs attention.
Decide exactly what needs improvement. In other words, what aspect of the program is not working as well as you would like?
Decide what you want to happen. Identify desired outcomes. What should be different after the project is implemented?
Identify the people who can make it happen.
Decide how much you can spend.
Divide the project into small pieces or segments.
Assign responsibility for each segment.
Creating a Written Technology Plan
Once the tech team has assessed its technology resources and focused on a practical starting point for its efforts, they are ready to begin making technology an integral part of their organization. They are ready to begin developing a formal plan that will guide their organization through the next several years. The plan will allow them to make wise purchases and channel their efforts into the most productive projects. Other good reasons for developing a technology plan are listed in Exhibit 1.3. In addition, the technology plan will be used to show funding agencies that the organization has assumed firm control of its technology program and can be trusted to make effective use of funds provided for this purpose.
EXHIBIT 1.3 Why Do You Need a Technology Plan?
Although There are literally dozens of reasons why creating a technology plan is worth the effort, you may need some additional justification if your group seems somewhat reluctant. Here are just a few way a technology plan can enhance the effectiveness of your organization:
Saves money on technology because you buy only what you need.
Provides a valuable a tool to help you accomplish your mission.
Helps your organization obtain funding. Funders respond to organizations that take technology seriously.
