Tag Archives: clients

Michael Fenter will be joining Tech Networks of Boston!

Michael Fenter Tech Networks of Boston

I’ve been doing a happy dance about this, because we’re all about to see fantastic people working together!

Susan Labandibar is the founder of Tech Networks of Boston (TNB), a passionate environmental activist, my friend, my colleague, my sometime client, and a fellow Boston Technobabe.

Michael Fenter is a consummate  technology professional, a man who cares deeply about making the world a better place, a Sister of Perpetual Indulgence, my friend, my colleague, and my neighbor.

I was thrilled when Susan called me recently to say that she had hired Michael.  Two people I admire deeply will now be on the same team, and the beneficiaries will be nonprofit organizations in Massachusetts that need IT support.

Both Susan and Michael are individuals with a profoundly spiritual calling – though not necessarily in the denominational or doctrinal sense of that phrase.  They believe in service to mission-based organizations, and they manifest their commitments in the form of very practical assistance.  Their heads may be in the clouds, but their feet are on the ground.

Susan has a talent for hiring great people, and I hope that the other members of her organization’s staff won’t think I’m disregarding their wonderful qualities.*  However, it’s especially delightful when two of my special buddies work together. I’m expecting to see a great leap forward for TNB team, as they expand their “Collaborative Technology Management” offerings.


* Likewise, there are other firms in the Boston area that provide first-rate IT support to nonprofit organizations.  It all depends on finding a really good fit between the support model and the client organization’s needs – however, I will say that the other two firms that have really impressed me are Baird Associates, NPV, and InSource Services.

The telephone analogy (Redux)

This is another article salvaged from my now-defunct first blog.  (Many thanks are due to the Wayback Machine, which enabled me to retrieve a copy.) It was first published in 2005, well before smart phones were prevalent among non-geeks. 

An inherent flaw in the analogy at the time was that telephones, once installed, caused much less trouble to nonprofit executives than the typical IT infrastructure. 

As we flash forward to 2013, with a culture in which smart phones are not only prevalent but offer functions previously associated with information systems, it’s interesting to reflect on how well the telephone analogy has stood the test of time. 

So many of us, inside and outside of the nonprofit sector, devote an inordinate amount of time looking forward to upgrading our phones, and that’s a shocking change. 

One thing that hasn’t changed enough is the failure of many nonprofit organizations to think through the budgetary and operational implications of acquiring new technologies.

The telephone analogy

Fri 11 Feb 2005 10:52 AM EST

Are you a nonprofit/philanthropic professional who is having trouble making the case that your organization needs to bring its technology infrastructure into the 21st century – or at least into the 1990s?

Please allow me to acquaint you with the telephone analogy.*

First of all, can you think of a functioning nonprofit/philanthropic organization whose board, chief executive officer, or chief financial officer would ever say…

  • “… we don’t need to find or raise the money to install telephones or pay our monthly phone bill.”
  • “…we don’t need to dedicate staff time to answering the phone or returning phone calls.”
  • “…we don’t need to orient staff and volunteers about personal use of the phones, about what statements they can make on our behalf to members of the media and the public who call our organization, or about how queries that come into the main switchboard are routed to various departments, or about how swiftly high-priority phone calls are returned.”
  • “…we don’t need to make sure that when donors, stakeholders, constituents, and clients call our main number they can navigate the automated menu of choices.”
  • “…we don’t need to show staff members how to put callers on hold, transfer calls, or check voice-mail now that we have an entirely new phone system.”

Apparently, most mission-based organizations have resigned themselves to the fact that telephone systems are an operational necessity.  Somehow, the leadership finds the money, time, and motivation to meet the organization’s telephony needs.

If only we could get the same kind of tacit assumption in place for every mission-based organization’s technology infrastructure!

I propose two possible strategies, either of which would of course need to be tailored your organization’s culture:

  • Encourage your board, CEO, and CFO to see your technology infrastructure as analogous to your telephone system.
  • Persuade them that your telephone system is an information and communication technology system – and then encourage them to regard other components of the system (such as computers, networks, and web sites) with the same kind of tacit support and acceptance.

I look forward to hearing from anyone who has tried this strategy – or developed one that is even more persuasive.



* N.B.:  I need to warn you in advance that all analogies eventually break down, but this is a pretty useful one, especially since a telephone these days really is the front end of an information and communications technology system.

The state of nonprofit data: Uh-oh!

The Nonprofit Technology Network (NTEN) has released a report prepared by Idealware on the current state of nonprofit data.  Highly recommended!

Some of the news it contains is scary.  In our sector, we currently aren’t very successful at collecting and analyzing the most crucial data.  For example, only 50% of the respondents reported that their nonprofit organizations are tracking data about the outcomes of clients/constituents.

According to the survey respondents, there are daunting barriers to tracking and using data:

  • issues related to collecting and working with data (27 percent of responses).
  • lack of expertise (24 percent of responses)
  • issues of time and prioritization (22 percent of responses).
  • challenges with technology (23 percent).

Page 13 of the report features a chart that I find especially worrisome.  It displays of types of data that nonprofit organizations should or could be using, with large chunks falling into three chilling categories:

  • we don’t know how to track this
  • we don’t have the technology to effectively track this
  • we don’t have the time/money to effectively track this

In the case of data about outcomes, 17% lack the knowledge, 20% lack the technology, and 22% lack the time or money (or both) to track it.

Are you scared yet?  I confess that I am.  Perhaps half of all nonprofits surveyed don’t know – and don’t have the resources to find out – whether there is any causal relationship between what their activities and the social good that they are in business to achieve.

And that’s just programmatic outcomes.  The news is also not very encouraging when it comes to capturing data about organizational budgets, constituent participation in programs, and external trends in the issue areas being addressed by nonprofit organizations.

So much for the bad news.  The good news is that now we know.

It takes some courage to acknowledge that the baseline is so low.  I applaud Idealware and NTEN for creating and publishing this report.  Now that we know, we can address the problem and take effective action.

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