High-tech volunteers make a difference but nonprofits still face technology
hurdles
October 15, 2001
by Nicole Zummach
A growing number of nonprofit groups are using information technology
(IT) solutions to efficiently manage a range of tasks including web
site development and maintenance, e-commerce, and donor communications
via email. Still, a significant number of nonprofits in Canada haven't
even assessed their IT needs, let alone implemented them. Some groups
are turning to high tech companies to help develop strategies and deliver
services on a volunteer basis.
An environmental scan prepared for the Voluntary Sector Initiative’s
Information Management/Information Technology Joint Table reveals
that nonprofit organizations often find it difficult to devote time
to technology-related projects and underestimate the resources and costs
associated with adopting new technology. Pressure to use resources to
further the organization’s mission can also make it difficult to
allocate funds for IT projects.
Eric Rutten, director of business development and solutions for
Sentient Inc., says there is a wide variance around the understanding
of technology in the nonprofit sector. "The greatest issue is resources
being devoted to technology," says Rutten, adding that nonprofits
often view an expenditure on technology as taking away from an investment
in their core mission. He believes that nonprofits would achieve better
results if they made technology a priority.
Marketing-driven project choices are common
Unlike typical volunteer work, in which participants help a specific
charity on their own time, many high-tech volunteers use office hours
to work on IT projects for charities and the company absorbs the cost.
However, most high-tech firms don’t provide an open door for nonprofits
in need of technical assistance. "We get involved on a strategic
basis," says Rutten, "it is not just philanthropically driven."
Still, he says, employees feel gratified by helping out, the same as
they would volunteering with any charitable organization.
Sentient provided free services to the Canadian Centre for Philanthropy
and AltruVest, in part, because these organizations are
leaders in the field that the company serves. Sentient officials hoped
that the projects would increase the company’s visibility in the
sector. Other, less high-profile, charities have also benefited from
Sentient’s pro bono work, but usually because someone within the
company was interested in supporting that specific organization. "If
an organization approaches us directly we don’t generally get involved,"
states Rutten.
The help is often more than just hands-on techies
Limited access to free technical advice is a barrier for many nonprofits
looking to improve IT capabilities. MarketLink, which offers
technology and business strategies to both the for-profit and nonprofit
sector, tries to help with IT strategies through pro bono projects.
"Nonprofits don’t tend to do a proper needs assessment and
implementation assessment," says MarketLink president Jeff Chapleau.
"We have done free needs analysis, free web development and have
provided free web hosting for about a half dozen charities."
Marketlink also chooses the organizations and causes it helps. From
an internal standpoint, people feel good about the valuable services
they offer the nonprofit sector.
Making the most of pro bono relationships
Because the companies that offer pro bono work usually do so at their
own discretion, charities receiving assistance must be very flexible
in their expectations. Don't expect strict adherence to timelines, because
the company's priority will be to serve paying clients. On the positive
side, technical volunteers may be available more often during regular
business hours because employees work on pro bono projects during company
time.
If you can cultivate a relationship with a IT worker and solicit some
pro bono work from his or her company, in addition to the feedback above,
here are some additional suggestions for dealing effectively with high
tech volunteers.
Tips for a successful pro bono partnerships
Be clear about what the need is, what the goal is,
how the mission
of the group is being furthered.
Be well-educated about how similar organizations may already
be doing what you’d like to do. Having models to work with
will greatly speed up the design process.
Find a partner(s) who can readily accomplish the tasks that
are required, that are within the regular business activities
of the organization. Several partners may be required
for certain
initiatives.
Multi-partner relationships can be attractive to
small organizations,
a they get to develop relationships with other companies wh0se
skill sets could be valuable in other enterprises.
Approach companies whose employees may be
particularly sensitive
to your mission.
Don’t work on tight timelines. Paying work has to take
priority normally, development schedules for pro bono work can
be ‘interrupted’ without much warning.
Acknowledge both the company’s effort and
that of the participating
individual employees. This type of positive feedback
is too rare
from traditional projects.
Find ways of marketing the end product, and the partnership
itself. Exposure is gold and is appreciated by small
companies.
For ‘new media’ skills, and many technology skills
in general, community colleges offer programs that
need real-world
projects to use as training vehicles, and recent graduates who
need portfolios.
Discreet requirements, that is, work that does not
have long-term
commitments required is more readily accepted.
Organizations may
have the opportunity to do work during slow periods, then not
be able to respond at all when business picks up.
Excerpt from ExtendMedia and Pro Bono Partnerships: Technology
and the Internet for Non-Profits, September 22, 1999. Written by
Perry Keller, producer and co-founder of ExtendMedia. |
