Effective ICT deployment can add substantial value to the third sector but needs to be an integral part of an overall corporate strategy, argues Dr Simon N Davey of the Centre for Charity Effectiveness.
ICT – three letters to strike fear, or apathy, into the heart of senior management. It costs money, it doesn’t work and it's all very confusing.
A cost or an enabler?
Strategy and management require an understanding of the issues, planning and effective application. Most managers understand finance and marketing, yet ICT often continues to miss the target, sometimes dismissed with a brush of the hand or a self-deprecating smile. It’s time to develop the metrics which show what ICT really contributes and for senior management to take the leadership which integrates ICT with mission and purpose.
ICT can simplify communication and information management yet suffers under-investment which only gets the job 'half done'. "Nice to have but we don't want to take money from the real issues" can be a common response.
The need to lead
ICT strategies and implementation plans are still uncommon in VCOs
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ICT strategies and implementation plans are still uncommon in voluntary and community organisations and often don't relate to the overall business plan and strategy. It's still seen as something 'the technical people take care of.' Imagine a scenario where a Chief Executive said, "Let’s not worry about the numbers, I'm sure our accountant has our financial planning in hand." Whoever is responsible for ICT in a charity needs the ear, and the support, of the CEO and the trustees.
Prior planning prevents pretty poor performance
Communication is key for charities raising awareness in a crowded marketplace, competing for funds, explaining mission and purpose and sharing information. Websites are effective tools but some are poorly defined and rarely updated. Email is pervasive but can be managed effectively with policies and procedures. Lack of investment creates problems and contributes to the view of ICT as a waste of money.
Format, what format?
Charities are creating data and collecting and producing information like never before. Many need to share this information but don't collate it in 'standard' formats. Tools (databases) used to collect and collate are out of date, ineffective and insecure and simply not used by staff never given an opportunity, or reason, to effectively engage. Should a supplier provide a database system cheap enough to serve the typical needs of small community groups but scalable and flexible enough to provide the CRM-type needs of larger infrastructure organisations, the economies of scale across the sector will be enormous.
You're not different, you're just you
Planning investment in tools, making ICT fit with vision and engaging with staff are key
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Despite the continuing cries of 'we’re different', most charities are similar in need and structure. The demands for networks, intuitive software and computers which work, are common to most. Databases need a little variation depending on what you record (and to what level) but not as much as is often quoted. Standard systems, policies and frameworks are already out there but the key issues are planning investment in tools, making ICT fit with vision and engaging with staff. Shaving 10% off an ICT budget can multiply problems tenfold.
Keeping the engine running
ICT is on demand 24/7. Whether websites and online databases or the need of a manager or case worker to access information out of the office, ICT needs to be on tap. Like any utility system, this requires investment and management. Too many systems are badly specified and supported and any infrastructure with poor maintenance and management will be found wanting. Imagine a car where you never changed the oil or serviced it. It is also imperative to increase the level of basic skills ICT use in charities – all users should be capable of specific functions (which include learning how to change printer cartridges, a rather expensive technical support function).
Pay for it now or pay the price later
Funding is the nub of all this. Funders are still largely interested in capital equipment (buying the grey boxes) rather than investing in strategy and running costs. Equipment is fine but the real value is in the application of the tools – what does ICT contribute to your mission? An object is tangible but you need people to make it work and you need leaders to support and engage those people and see it through.
Integrate and invest: how can ICT improve what you do?
ICT has something to prove. Few charities are using it effectively and few staff see its value. That's not just a shame, it's a tragedy.
ICT has a strong future in the voluntary sector but will only achieve its true value when management see it as an integrated part of the organisation, when all staff are engaged in its use, when investment is made in its development and infrastructure and funders realise that utility use is more important than the tangible equipment.
The Centre for Charity Effectiveness, based at one of the country's top business schools, Cass Business School at City University, is the only centre of excellence offering a full spectrum of services to voluntary and community sector leaders and managers, enabling them to access the latest research, education, training, mentoring and consultancy. For more information visit its website at www.centreforcharityeffectiveness.org.
The next Strategic Use of ICT short course starts at the Centre for Charity Effectiveness on 30th September 2005. For further details contact k.hickox@city.ac.uk.
To contact the author of this article, please email Simon Davey of the preponderate network at simon@preponderate.net.
