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Tech Plan 4 Small NPOs - Hammerstrom
- 1. Technology Planning for Small Non-profits # 11NTCsmallplan Kristin Anderson Tony Brunswick Dan Shenk-Evans
- 2. Session Evaluation Each entry via text or web is a chance to win great NTEN prizes throughout the day! Session Evaluations Powered By: TEXT Text #NTCsmallplan to 69866. ONLINE Use #NTCsmallplan at http://nten.org/ntc/eval
- 6. small IT
- 13. prioritizing
- 19. budgeting
- 26. execution
- 29. Session Evaluation Each entry via text or web is a chance to win great NTEN prizes throughout the day! Session Evaluations Powered By: TEXT Text #NTCsmallplan to 69866. ONLINE Use #NTCsmallplan at http://nten.org/ntc/eval
Editor's Notes
- slide owner: Johan
- slide owner: Johan
- slide owner: Johan
- slide owner: Johan
- slide owner: Johan Each panelists introduces themselves with a brief discussion of… What you do now Size of your organization Interest in the topic Background in IT
- slide owner: Johan What do we mean by small? Small in terms of capacity to manage IT. It generally means there isn’t a clearly-defined person whose primary job is to manage IT. In small orgs, most staff are focused on the program/mission, so no one is clearly responsible for IT, and, as a result, it languishes.
- slide owner: Johan Please hold your questions until the end of the section. Identifying who owns IT is the critical first step in managing it well.
- slide owner: Tony > Kristin > Dan
- slide owner: Kristin Someone has to step up and take ownership. Generally Ops or Admin staff…occasionally it’s Program staff, by necessity. Organizational culture needs to fit…collaborative approach may not work if there isn’t a clear budgetary authority You can assign someone to take on tasks related to IT, but they need to have access to the budget of IT
- slide owner: Kristin Need to convince key stakeholders that they should understand, realistically, the value that holistic technology planning brings to your business. Set a culture within the organization around the value of technology. You don’t have to be the strategist or the person who executes. Don’t be scared off by costs…there can be long-term benefits. Managing expectations is a key part of your approach. Set clear and realistic expectations. Encourage people to be creative in their abilities to sway leadership…don’t under-estimate what you can do with your leadership.
- slide owner: Tony
- slide owner: Dan IT is often one line item in an organization’s budget. These are the general buckets that IT usually falls into. Dividing IT responsibilities can make it easier to connect IT to strategy It can allows you to bring in more people as well.
- slide owner: Johan Let’s take questions for the first section If you are overwhelmed and don’t know where to start…prioritizing can help. You can’t focus on this enough…it’s very important.
- slide owner: Tony Share some ideas with them
- slide owner: Dan Connecting to strategy is how IT gets funding. Tony…some possible questions to ask What is it that we do? What is it that we want to do? What tools do we need to succeed? (These are the building blocks to strategy)
- slide owner: Kristin
- slide owner: Kristin
- slide owner: Kristin Tony: bring in consultants when you have a need, but no clearly defined role/position in the organization; hire in-house when you have the need and a clearly defined role/position
- slide owner: Johan Let’s take questions for the previous section Kristin: say something about learning how your organization does budgeting (ie. things like depreciation, capital vs. operating expenses, etc.)
- slide owner: Johan owns remaining slides
- Pause to allow panelists to speak to the importance of backups
- slide owner: Johan Let’s take questions for the previous section
- slide owner: Johan Allow panelists to say a few words. Final Q&A