Sarah StevensonCosmicProjects ManagerMarch 20th 2009

• A champion for ICT in your region• To see local infrastructure support organisations

Operate more efficiently in its day to day work

Be more effective in its reach and influence• Voice, representation, advocacy• Signposting sources of help• Strategic support

Regional ICT Champions

• Capacity Builders – funders• NAVCA – co-ordination• Ruralnet UK – net:gain programme• Regional ICT Champions• COSMIC and Electroville – net:gain centres and

workshops

Managing ICT well is no different to managing organisations or teams. You need to take care of people, money, physical resources and services and set the right environment and tone.

If you don’t, you won’t get the benefits (and if you don’t when time are tough – then organisations will fail)

1. We don’t need to know about ICT and have other priorities for our time

2. ICT is purely for technical people; it’s not our responsibility

3. Our ICT is managed by existing organisational policies4. ICT costs lots of money which we feel would be better

spent on people5. We need to know the absolute detail of everything

that’s going on with ICT6. ICT might be useful for staff but we work best with

paper7. ICT changes too fast for us to keep up with it

• We don’t need to know about ICT and have other priorities for our time

• Who does handle ICT for you? Who is managing risk and why is it not a priority for you?

• ICT is purely for technical people; it’s not our responsibility

• Technology is definitely best left to the techies but the strategy decisions remain in your hands

• Our ICT is managed by existing organisational policies• You may not be protected when a problem arises. Specific

policies to cover ICT are important.

• ICT costs lots of money which we feel would be better spent on people

• We all want to do more for beneficiaries and ICT can enable us to do more for less. Money invested now can produce savings later.

• We need to know the absolute detail of everything that’s going on with ICT

• Really? Your role is to provide strategic direction.

• ICT might be useful for staff but we work best with paper• Fine – but are you missing out on opportunities to make your lives

easier? What do your colleagues think?

• ICT changes too fast for us to keep up with it• Technology has improved dramatically in recent years – if you don’t

keep up aren’t you risking being left behind?

9

10

Technology

New

Old

Technology Rampant

The way we’ve always done things

Review ways of working

Potential Realised

Adapted from: David Wilcox and Terry Grunwald

Processes

NewOld

1 2 3 4

10 9

8

7

6

5Reference Guide steps:

• Analysis• What you do

• Understanding• Why you do it

• Commitment• to change• to a shared vision

• Progress• Culture, Values• Enthusiasm

• Internally– efficient processes– effective communications and trust – happy, productive staff– good, available market information

• Externally– increased likelihood of finance– increased likelihood of contracts– happy, well-served clients!

• Leadership – in your own organisation

• Time – to invest in finding new ways to work

• Focus on improving the way you work• Support

– Including some of those on show today• A recipe for success!

– Net:gain – a 10 Step Reference Guide

• Risk management and general scrutiny• How you can deliver better services – strategies for

improvement• Employing staff and recruiting trustees• Running a more effective organisation • Doing more to meet the needs of your beneficiaries.

• How well prepared is your organisation?• What do you do in emergency?• How would your ICT cope and support you?

• A real life experience …..

• How does ICT planning happen in your organisation?

• Are there gaps?

• What do you need to do more/better?

Lunch

LUNCH 45 minutes break

• It just happens. We have no idea how, but it all seems fine and doesn’t cost much money

• Potentially Interfering. We like to have our finger on the pulse of all ICT developments. We know exactly what’s happening and are happy to instruct and redirect when we feel necessary

• It is likely that your organisation is not managing risk or getting value for money. Trustees will not be fulfilling their governance responsibilities.

• It’s likely you’re not making the best of your staff resources and may be frustrating planning and implementation. You may undermine confidence and confuse matters

• Set, Support & See (SSS) Set an overall strategy and direction, provide resources and support to staff. Agree appropriate risks provide a listening ear when required & reward well managed activities regardless of end result

• Hurrah!! Staff need to know which direction to take (& why), feel supported, have resources & be held accountable. You’re acting as a critical friend, managing risk well, getting good value for money & are a good governing body

• Service delivery• Access to information for

managers• Financial management• Client records• Information for your

community• Staff development

• Fundraising• External communications• Internal communications• Administration• Staff efficiency• Staff motivation

1. The Four Hats2. Key Connections3. Goals to Initiatives4. Initiatives to Key Processes5. Requirements for Initiatives6. Merging to a Plan7. Technology Specifications8. Implementation plan9. Sources of Support10. Outline Strategic Approach

The MissionWhat is the key mission of your organisation

Clients’ standpoint

To achieve our Mission, which goals must we pursue to meet our clients’ needs?

Funders’ and Stakeholders' standpoint

To achieve our Mission, which goals must we pursue to meet our funders’ and stakeholders’ needs?

Internal processes standpoint

To achieve our Mission, our goal is to pursue excellence in the most appropriate internal processes to meet our client and funder & stakeholder needs; in which internal processes must we excel?

Reflection & improvement standpoint

To achieve our Mission, our goal is to reflect and to improve to meet our client and funder needs; how do we do this?

Adapted from: Kaplan and Norton

• Delivering• Running• Reviewing• Reporting• Counting• Maintaining• Disseminating• Training• Serving• Finding

The MissionTo provide a personal and original wedding cake design and bake service

Clients’ standpoint Funders’ and Stakeholders’ standpoint

Internal processes standpoint

Reflection & improvement standpoint

Delivering Serving Reporting

RunningMaintainingCounting

Training

Disseminating

Reviewing

Finding

25

• Ten Steps• Each with an

Activity/Template• The result of each Step

informs the next• ‘Get off’ at any time…• …armed with completed

templates • to inform ‘an ICT expert’

You the Manager/Trustee of “North District CVS” a local infrastructure support organisation

There are 2 full-time, 2 part-time staff and a volunteer They manage a network of 60 volunteers providing

support to about 80 groups They run an annual awareness-raising event

Prepare a budget for the year ahead – more details on the handout…

• Hardware

• Software

• Installation

• Maintenance

• Backup

• Consumables

• Insurance

• Broadband

• Web hosting

• Training

• A simple Cost:Benefit analysis• Full Cost of Ownership factors are mapped against:

• Issues arising• Add your queries and concerns

• Risks• What if we do nothing?

• Benefits• Be clear and realistic. Now and in the long-

term.• Indicative Costs

• (or cost queries we need to pursue)

• You don’t need to be an expert in ICT- but you do need to be able to know enough for strategic decision-making

• You must discharge your duty of care effectively – this is your role

• You can delegate but you can’t abdicate• When should you be involved? – timing and support of

your staff• More about impact than money – be clear about cost-

benefit analysis

Technophobes have an important role to play• Why are we doing this?• What will the impact be?• What’s the total cost?• What are the risks involved?• Is there a better way of doing things?

But they need to be matched by people who are positive and understand the ICT and benefits

• ICT can make a big difference in your organisation – positive or negative.

• It’s rarely about the technology – generally it’s about how you use the tools!!

• YOU need to define the board’s level of involvement in ICT

• YOU need to start a plan – get other people involved – net:gain

• Be sensitive to needs• A good, well supported ICT plan is fundamental to

success• ICT is about more than computers on the desk

Other ways your organisation can save

• Online managing of free events www.eventbrite.com

• Free video conferencing – www.oovoo.com

• Collaborate Google Docs and Calendar

• Aggregate the news – RSS

• Arranging meetings – www.doodle.com

• Online presentations – http://www.slideshare.net/– (these presentations will be available here)

• Software donation and discount schemes – save moneywww.ctx.org and www.pugh.co.uk

• NAVCA www.navca.org.uk• RuralnetUK www.net-gain.org.uk• ICT Champions www.ictchampions.org.uk• (new website coming soon)• Capacitybuilders www.improvingsupport.org.uk

(new Improving Support website coming soon)• Knowledgebase www.ictknowledgebase.org.uk• AbilityNet www.abilitynet.org.uk• IT4Communities www.it4communities.org.uk• CTX www.ctxchange.org.uk• NCVO ICT www.icthub.org.uk

www.icthub.org.uk/publications (free downloads)

- From Nightmare to Nirvana – An ICT Survival Guide for Trustees

- Guide to Managing ICT in the Voluntary and Community Sector,

- How to Cost and Fund ICT

Round Up and Thanks

For More Details About This Workshop

Visit:Regional ICT Champions websitewww.ictchampions.org.uk

Email or call the champion for ICT in the regionjulie@cosmic.org.uk – 01404 813226

Or contact NAVCApaul.webster@navca.org.uk

Workshop prepared by

Sarah StevensonCosmic

www.swict.org.uk

sarah@cosmic.org.uk

01404 813226