Tag Archives: computer science

The Massachusetts Institute of Nonprofit Technology: Let’s Do This!

Massachusetts Institute of Nonprofit Technology

 

We need a Massachusetts Institute of Nonprofit Technology, and I can tell you what degree program we need to establish first:  Bachelor of Nonprofit Data.

The inspiration for this comes from many conversations with many people, but I’d especially like to credit Susan Labandibar, Julia Gittleman, and Laura Beals for pointing out, in their different ways, that one of the most pressing real-life challenges in nonprofit technology today is finding people who can bridge between the outcomes / impact assessment / evaluation / research team (on one hand) and the information systems team (on the other hand) at a nonprofit organization.

Not that I’m a professional full-time data analyst myself, but if I were, I’d find the numbers, and start doing the math:

  • How many brilliant computer scientists are graduating right here in Massachusetts every year from our best high schools, colleges, and universities?
  • Of those graduates, what percentage have strong skills in database design, database development, database management, or data analysis?
  • Of those who have strong data skills, what percentage would be eager to use their geek skills for good, if they were offered an attractive career ladder?

That’s our applicant pool for the Massachusetts Institute of Nonprofit Technology.  (Or MINT, if you prefer.)

Now, let’s figure out the absolute minimum of additional knowledge that these computer science graduates would need in order to be the kind of data analysts who could bridge between the outcomes / impact assessment / evaluation / research team and the information systems team  at a nonprofit:

  • Outcomes measurement
  • Outcomes management
  • Impact assessment
  • Evaluation
  • Social research methods
  • Knowledge management
  • Organizational cultures of nonprofits
  • Nonprofit operations
  • Organizational cultures of philanthropic foundations

That’s our basic curriculum.

If we want to expand the curriculum beyond the basics, we can add these elective subjects:

  • Nonprofit budgeting
  • Group dynamics
  • Ethics
  • Etiquette
  • Negotiation
  • Project management
  • Appreciative inquiry
  • Meeting facilitation

All of these electives would pave the way for other degree programs, in which they would also be extremely useful:

  • Bachelor of Nonprofit Systems Engineering
  • Bachelor of Nonprofit Web Development
  • Bachelor of Nonprofit Help Desk Support
  • Bachelor of Nonprofit Hands On Tech Support
  • Bachelor of Nonprofit Social Media

I already have my eye on some great local colleagues who could be the faculty for the Bachelor of Nonprofit Data program.  In addition to Susan, Julia, and Laura, I’d want to recruit these folks:

Please note that three members of the TNB team top the list of potential faculty members.  Why?  Because I work there, and because TNB has set a Big Hairy Audacious Goal of developing the careers of 1,000 technology professionals. This undertaking would be very congruent with its vision!

However, setting up the Massachusetts Institute of Nonprofit Technology must be a collaborative effort.  It will take a strong network of colleagues and friends to make this happen.

Do you think that this is needed?  Do you think my plan needs a lot of work?  Do you have any ideas or resources that you’d like to suggest?  Please feel free to use the comments section here to share your thoughts.

Nonprofit Technology 101: A case study

This fall, I made presentation about nonprofit technology at a local university.  The 200 students in the course were master’s degree candidates in the school of computer and information science.  Since very few of them were familiar with the operations of small nonprofit organizations, I prepared this hypothetical scenario.

The situation:

Chris is the systems manager (SM) for Helping Out, a nonprofit organization with ten employees and a budget of $500,000 a year. Helping Out’s mission is to serve anyone in need of aid following a major natural disaster that occurred last year in a metropolitan area; they seek to offer counseling, food pantries, housing assistance, and economic development. Chris works half time for Helping Out for a salary of $25,000 a year, and has an annual information systems budget of $15,000. The latter amount covers hardware, software, internet access, and consulting services.

Helping Out currently has three PCs and two Macs, all of which are over three years old. Two of the PCs and one of the Macs are hooked up to a local area network and have internet access, which Chris manages. (The other PC and Mac are over five years old and are not compatible with the LAN’s operating system.)

They currently track their interactions with stakeholders (such as clients, local community groups, concerned citizens, and elected officials) with index cards. Donors are tracked on an Access database that Chris put together. Finances are tracked on Quickbooks.

In addition to maintaining the desktop systems, the local area network, the Access database, and Quickbooks, Chris is responsible for updating the organization’s web site, its Twitter account, and its Facebook page, on the grounds that “Chris knows about computers.” Likewise, Chris is responsible for creating financial reports for the board and auditors with data received from the chief financial officer (CFO), because “Chris knows about Excel.”

The chief executive officer (CEO) recently read a blog article about the importance of constituent relationship management (CRM), and is particularly excited to learn that Salesforce.Com (a software as a service application) is being used widely by nonprofit organizations. The article explains that the Salesforce Foundation will grant free licenses to nonprofits on request and also urges the desirability of integrating constituent tracking with financial records.

Meanwhile, Community Philanthropy, a local grantmaking organization that donates about $200,000 a year to Helping Out, has urged the CEO and CDO (the chief development officer, who is a fundraiser) to start reporting back on their programmatic outcomes. Community Philanthropy is interested in knowing the demographic profiles of the populations that Helping Out is serving, and in knowing how many dollars and how many person-hours it takes to meet the organization’s goals in delivering counseling, food pantries, housing assistance, and economic development services.

The CEO calls a meeting with the SM, the CFO, and the CDO, and asks Chris implement Salesforce as a CRM that will integrate with Quickbooks. The goal is to support better case management, outcomes reporting, financial management, and fundraising.

Chris agrees that the right platforms – correctly implemented, well integrated with each other, and properly maintained – will significantly improve operations and support the organization’s goals. However, Chris also has some serious concerns:

  • Chris is a systems administrator, not a programmer, and would need a significant course of training to be able to implement this project adequately.
  • This project will extremely time-consuming, and Chris will either need to drop some responsibilities or be paid for more hours.
  • The alternative would be to retain an outside consultant to do the implementation, and such consultants are not only scarce but expensive.
  • Chris knows, from speaking with other nonprofit technology professionals, that some similar organizations that attempted this implementation consider it an expensive failure. Often the reasons given for considering the project a failure are as superficial as finding that employees intensely disliked the user interface.

The question:

How should Chris respond – in this meeting, and thereafter – to this challenge?

What are you own thoughts about this case study?  How, indeed, should the organization’s systems manager respond?

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