1. 1 www.Infoxchange.org.nz ITx, 9 October 2014 Henrietta Hall & Marcus Harvey hhall@infoxchange.org.nz & mharvey@infoxchange.org.au hhall@infoxchange.org.nzmharvey@infoxchange.org.au How Technology Profits the Non-Profits Non-profit technology solutions and services

2. 2 Technology for Social Justice » Non-profits play a critical role across Christchurch » Many organisations struggled after the quakes » Technology and the cloud has a key role to play » A public-private partnership* funded IT capability assessment & IT plans for 44 NFPs, <$2.5m in revenue, 40 staff & 30 PCs » Each ICT plan focused on included 5-7 actions over 18 months ICT to improve community resilience * The project was funded by the Ministry for Social Development (MSD), in partnership with Microsoft, the Greater Canterbury Community Response Forum and the Parry Field Charitable Foundation

3. 3 Technology for Social Justice » More than 97,000 organisations. » Contributes $7b to the economy (5% of GDP)* » 1.2 million volunteers give more than 270 million hours of unpaid labour to the sector. The non-profit sector *taking into account volunteer labour contributions Source: The New Zealand Non-profit Sector in Comparative perspective - Jackie Sanders, Mike O’Brien, Margaret Tennant, S. Wojciech Sokolowski, Lester M. Salamon - 2008

4. 4 Technology for Social Justice Good ICT is critical for non-profits to: 1.Make the most of staff & volunteer time 2.Measure & improve client/community outcomes 3.Minimise service risk However, most non-profits » Feel they spend too much on ICT » Are not satisfied with their investment The NFP ICT challenge

5. 5 Technology for Social Justice Non-profit ICT spend & satisfaction $NZ ICT investment per person per annum ICT investment as % of operating expenses Christchurch NGOs 1 $1,9313.8% South Island NGOs 2 $1,4853.4% Victorian NFP Benchmarking study 3 $2,9873.9% Average – Gartner 4 $15,6523.5% Healthcare Providers – Gartner 5 $6,7723.2% ICT spend breakdown 3 ($AU) Notes: Comparison between benchmarking studies is indicative only - differences in what has been included or excluded as an ICT cost have not been considered, nor has the comparative cost of technology across country borders. 1 Data provided by ~40 Christchurch NGOs. Revenue rather than operating expenses used. 2 Data provided as provided by ~34 NGOs across the South Island (excluding Christchurch). 3 A 2012 study of 13 NFP organisations (predominately delivering family and community services) benchmarked their ICT spend, ranging in size from 80 to 800 staff. Refer www.nfpbenchmarking.com.au for more information. AU$ converted to NZ$ at US$1: NZ$1.67 (exchange rate on 7 Aug 13). www.nfpbenchmarking.com.au 5 Gartner IT Key Metrics Data 2011: Summary Report. For more information on Gartner’s ICT benchmarking see www.gartner.com. Gartner US$ figures were converted to $NZ at YS$1: NZ$1.2674 (exchange rate on 7 Aug 13).www.gartner.com No Gartner metrics were available for the NFP or human services sector – Healthcare Providers appeared the most similar comparison group Staff IT satisfaction data 1

6. 6 Technology for Social Justice Assessing Digital Proficiency BasicIntermediateProficientTransformational Governance, planning & management No ICT plan. Ad hoc & reactive. ICT planning is discussed. Informal alignment with organisation’s objectives. Comprehensive ICT plan aligned with management objectives, supported by effective governance Clear & compelling ICT vision and strategic plan, aligned with organisation’s vision, mission & goals. Common ICT platforms & collaboration tools Individual PCs with no information sharing capability. Some simple shared information services with limited remote access. Up-to-date systems with reliable support enable effective information sharing. Information accessible anywhere, supported by functional & easy to use collaboration tools. Client/whānau information & service delivery systems Predominantly paper based systems to support client/whānau information & service delivery. Basic client/whānau information & service delivery systems. Functional client/whānau information & service delivery solutions are used but with some limitations. Integrated, accessible solutions support efficient processes, service delivery and track outcomes Social media, marketing & public website No social media presence & very basic, static website Limited social media presence & engagement with stakeholders. Updating of website ad hoc. Active social media presence & engagement with stakeholders. Website functional & current. Broad stakeholder engagement through integration of social media & sophisticated website. Staff & volunteers skills & culture Most staff are uncomfortable using computers, technology & the internet A small number of staff are comfortable using technology, but many have limited skills Staff can use the organisation’s computer systems well. Training needs & plans are identified Staff are keen innovators, drive technology improvements & keep skills up to date. Risk management & disaster recovery (DR) We’ll worry about it when it happens. Regular backups of important information exist. Virus protection & Internet firewall active Off-site backup, security & redundancy provisions exist. Key systems supported. Practical ICT DR plan regularly tested. Client data & service provision capability protected with good security & redundancy provisions.

7. 7 Technology for Social Justice Assessing Digital Proficiency BasicIntermediateProficientTransformational Governance, planning & management No ICT plan. Ad hoc & reactive. ICT planning is discussed. Informal alignment with organisation’s objectives. Comprehensive ICT plan aligned with management objectives, supported by effective governance Clear & compelling ICT vision and strategic plan, aligned with organisation’s vision, mission & goals. Common ICT platforms & collaboration tools Individual PCs with no information sharing capability. Some simple shared information services with limited remote access. Up-to-date systems with reliable support enable effective information sharing. Information accessible anywhere, supported by functional & easy to use collaboration tools. Client/whānau information & service delivery systems Predominantly paper based systems to support client/whānau information & service delivery. Basic client/whānau information & service delivery systems. Functional client/whānau information & service delivery solutions are used but with some limitations. Integrated, accessible solutions support efficient processes, service delivery and track outcomes Social media, marketing & public website No social media presence & very basic, static website Limited social media presence & engagement with stakeholders. Updating of website ad hoc. Active social media presence & engagement with stakeholders. Website functional & current. Broad stakeholder engagement through integration of social media & sophisticated website. Staff & volunteers skills & culture Most staff are uncomfortable using computers, technology & the internet A small number of staff are comfortable using technology, but many have limited skills Staff can use the organisation’s computer systems well. Training needs & plans are identified Staff are keen innovators, drive technology improvements & keep skills up to date. Risk management & disaster recovery (DR) We’ll worry about it when it happens. Regular backups of important information exist. Virus protection & Internet firewall active Off-site backup, security & redundancy provisions exist. Key systems supported. Practical ICT DR plan regularly tested. Client data & service provision capability protected with good security & redundancy provisions.

8. 8 Technology for Social Justice Digital Proficiency of Christchurch NGOs BasicIntermediateProficientTransformational Governance, planning & management No ICT plan. Ad hoc & reactive. ICT planning is discussed. Informal alignment with organisation’s objectives. Comprehensive ICT plan aligned with management objectives, supported by effective governance Clear & compelling ICT vision and strategic plan, aligned with organisation’s vision, mission & goals. Common ICT platforms & collaboration tools Individual PCs with no information sharing capability. Some simple shared information services with limited remote access. Up-to-date systems with reliable support enable effective information sharing. Information accessible anywhere, supported by functional & easy to use collaboration tools. Client/whānau information & service delivery systems Predominantly paper based systems to support client/whānau information & service delivery. Basic client/whānau information & service delivery systems. Functional client/whānau information & service delivery solutions are used but with some limitations. Integrated, accessible solutions support efficient processes, service delivery and track outcomes Social media, marketing & public website No social media presence & very basic, static website Limited social media presence & engagement with stakeholders. Updating of website ad hoc. Active social media presence & engagement with stakeholders. Website functional & current. Broad stakeholder engagement through integration of social media & sophisticated website. Staff & volunteers skills & culture Most staff are uncomfortable using computers, technology & the internet A small number of staff are comfortable using technology, but many have limited skills Staff can use the organisation’s computer systems well. Training needs & plans are identified Staff are keen innovators, drive technology improvements & keep skills up to date. Risk management & disaster recovery (DR) We’ll worry about it when it happens. Regular backups of important information exist. Virus protection & Internet firewall active Off-site backup, security & redundancy provisions exist. Key systems supported. Practical ICT DR plan regularly tested. Client data & service provision capability protected with good security & redundancy provisions. Top & bottom ratingMedian Spread across the middle 50% of organisations

9. 9 Technology for Social Justice Key technology aspects work well for many organisations However, 1.Almost every organisation (43 of 44) was operating with significant risks that could be easily fixed 2.Half the organisations could benefit from ICT expertise available to their Boards given planned investments 3.New or replacement case management systems were required by two thirds of the organisations 4.The quality of basic infrastructure (e.g. PCs and servers) was higher than expected, often due to recent replacements as a result of the earthquake 5.Often online presence was fairly basic with limited use of social media. Key insights

10. 10 Technology for Social Justice Common opportunities Governance, planning & management Develop an IT plan Develop an IT refresh plan & budget Increase board ICT experience, or find an appropriate IT advisor Common ICT platforms & collaboration tools Client / whānau information & service delivery systems Social media, marketing & public website Staff & volunteer skills & culture Risk management & disaster recovery Develop a website that tells our story Upgrade our email & file server Make information accessible remotely Acceptable use of ICT policy & use individual passwords Find a good IT support provider Move from paper to electronic newsletters Put a toe in the Social Media waters Measure the outcomes we achieve Implement a new Client / whānau information system Share contacts Implement a reliable backup process (with offsite storage) Ensure all staff are comfortable using technology Find and make use of low cost/free IT training Common improvement actions included …..

11. 11 Technology for Social Justice 1.90% of NGOs described their ICT plan as very good or outstanding 2.3 months on, 88% of respondents had already completed implementing some recommendations 3.12 months on, 76% of organisations found all their recommendations to be useful. On average 74% of improvement actions were complete or in progress The work was valued by NGOs & acted as a catalyst for change “The best thing was the objectivity of [advisor]. It was also a timely reminder that ICT planning needs to be scheduled to be done regularly. It is also important the Board continues to be reminded that they have a role in that process”

12. 12 Technology for Social Justice Where to next? » The success of the Christchurch project lead to further work across the South Island » An national non-profit ICT survey is planned for November (and annually thereafter) » ImproveIT.org has been launched to provide non-profits with quality independent advice and good practice guides But……we need your help

13. 13 Technology for Social Justice » Offer to be an IT advisor for non-profit boards » Help to find a quality, cost effective IT support provider » Training to build staff skills » Ensure organisations are aware of non-profit deals » Guide organisations to consider or migrate to the Cloud » Consider whether your organisation’s services can benefit the sector » ……… However, if you do help, 1.Be willing to work in a sector that spends very little on ICT & often ‘makes do’ 2.Ensure they can operate effectively if you become too busy Someone who takes time to explain things without technical jargon can make a huge difference How can you help?

14. 14 Technology for Social Justice Resources to assist » www.ImproveIT.org Guides and resources to help non-profits get the most from their technology investmentwww.ImproveIT.org » TechSoup NZ - www.techsoup.net.nzwww.techsoup.net.nz –Donated software for non-profits – Microsoft, Antivirus…. –Cloud services – Google Apps & Office 365…. » www.Idealware.org - helping non-profits make smart software decisions. US focused but still very valuablewww.Idealware.org

15. 15 Technology for Social Justice Our objectives 1.Increase Digital Inclusion by assisting all those in our communities to access and efficiently use ICT 2.Raise the level of Digital Proficiency and improve the efficiency and effectiveness of the community focused sector through Information and Communication Technology 3.Advocate for and showcase the benefits of Digital Empowerment in our communities Our services for community organisations include 1.IT plan and IT strategy development 2.Helping to select & implement case & client information systems www.infoxchange.org Our mission Questions and discussion….. Infoxchange is a not-for-profit social enterprise In Australia our other services include: » Building the capacity of individuals & communities to engage in digital society » Website, Intranet & Office 365 services » Cloud, infrastructure & desktop services » Our own case management & service co-ordination solutions » CRM for non-profits