Last updated: 6 March, 2002 Introduction I. Board of Directors/Governance II. Human Resources Management III. Financial Management IV. Strategic Planning V. Collaboratives/Partnerships VI. Outcomes and Quality Improvement VII. Information Technology Management VIII. Fundraising IX. Marketing Bibliography VII. Information Technology Management There is a general understanding of the role and utility of technology in service delivery, information sharing, professional communication, community access and data management. Best Practices Suggestions for Achieving Best Practices 1. There exists a basic understanding of what is meant by information technology. 1.1 Organizational leadership has a basic working definition of what information technology is. 1.2 All staff who use it should understand the basic hardware and software available to them in their work. 2. There exists a basic understanding of when to use information technology. 2.1 Organizational leadership investigates how similar organizations are using technology. 2.2 Organizational leadership ensures access to knowledgeable resources on current technology, including Board members, consultants, volunteers, and agencies that support the use of technology by nonprofits. 3. Board members, staff, and clients support the use of information technology. 3.1 Organizational leadership assesess the current climate regarding the use of information technology among Board members, staff, and clients. 3.2 Organizational leadership develops a plan for educating Board members, staff, and clients regarding the positive and appropriate uses of information technology. 3.3 All staff and Board understand the security issues that surround storing confidential information. 3.4 Executive Director and management staff develop a set of information technology guidelines that cover issues related to ethics and security. Information technology serves the mission and supports the functions of the organization. Best Practices Suggestions for Achieving Best Practices 1. Information technology planning is included in all other types of planning throughout the organization. 1.1 Organizational leadership reviews organization's financial, strategic and program plans, and identifies current and possible ways information technology can be used to implement these plans. 2. An information technology plan is established that outlines what the organization does and how technology supports those functions. 2.1 Organizational leadership involves all levels of staff in the planning process. 2.2 All staff identify and prioritize which functions within the organization lend themselves to solutions involving information technology. 2.3 Organizational leadership plan for the future as well as the present. Efficient and cost-effective methods of integrating technology into organization operations result in increases in quality of service and productivity. Best Practices Suggestions for Achieving Best Practices 1. All financial costs and benefits are considered when making information technology decisions, including staff training. 1.1 Organizational leadership identifies all potential costs, including consultants, staffing, development, training, hardware, software, documentation, and maintenance. 1.2 Executive Director and financial management staff and Board leadership develop a budget and a plan for raising funds that equal 5% of the organization's annual budget for the first year and 2-3% of the annual budget on an ongoing basis. 1.3 Management staff inventory current technology and assess its usefulness. 2. Less obvious and more indirect costs are considered when making information technology decisions. 2.1 Management staff identify less obvious and indirect costs; i.e. staff time, learning curve, space needs, flexibility. 2.2 Management staff assess staff's skills and develop a system that matches the level of complexity the staff can handle. 2.3 Management staff uses staff's skills assessment to identify a staff member(s) who is interested in information technology and willing to act as the organization's part-time information technology specialist if the organization is not large enough to have an information technology position 3. Technology solves real problems and adds value to the organization. 3.1 Management staff identify ways that information technology can integrate various functions in order to maximize efficiency and minimize costs, i.e. a well-designed database can manage information on clients, staff, and donors simultaneously. 3.2 Management staff evaluate links among tasks that lend themselves to being computerized, i.e. tracking donations can be integrated with accounting tasks. 4. Alternatives to developing in-house information technology solutions are considered. 4.1 Management staff research possible outsourcing for those functions that involve expensive, custom-designed, or complicated information technology. 4.2 Management staff research possible collaborations with similar agencies that are looking for technology solutions to common problems. Back Back to top Next