Nonprofit technology is essential to helping nonprofits reduce costs and increase efficiencies. This includes but is not limited to automating essential functions (e.g., accounting, fundraising, development, facilities management, and compliance) while minimizing human error, maximizing social impact, managing volunteers, developing effective systems, and using meaningful measurement and evaluation tools. Despite the numerous benefits of using nonprofit technology in order to advance an organization’s mission, this issue is an endless source of headaches for most employees. 

Nonprofit Technology Challenges

Some common challenges nonprofits face in this area include:

• Insufficient capacity throughout the organization to use and maintain the technology effectively; 
• The utilization of outdated software due to funding limitations or because government funders want organizations to use their antiquated software for reporting purposes; 
• Using project management software that is too complex and takes up too much time to use, which renders it useless; 
• Trying to manage technology donations from well-meaning supporters that end-up creating logistical and accounting nightmares; 
• Software and equipment, including the onsite computers and internet, break-down regularly due to viruses, insufficient software updates, user-error, and outdated equipment; 
• Lacking access to reliable tech-support or overtasked tech-teams that have to live-up to unrealistic expectations; 
• Insufficient training across the organization to ensure that everyone has the needed skills to use various types of software optimally;
• There is a lot of data that staff want to collect, but they don’t have the technical know-how or the manpower to input the data into the software to run reports; 
• All of the features of the development software that the organization is paying for are either not being used optimally or at all because the staff lack the skills to use the software; 
• The website and communications strategy, including social media, is managed by interns; and 
• There are generational and skills gaps amongst different types of employees (e.g., some struggle turning on the computer, while others know how to code) that cause inter-office tension and resentment. 

Addressing these nonprofit technology issues requires taking an organizational inventory of the technology landscape in your organization. 

Assessing the Organization’s Technology Landscape

Depending on the level of existing in-house expertise, this assessment may need to be undertaken by a paid consultant or, if the employees are tech-savvy, it can be conducted internally. Assessing the nonprofit organizational technology landscape in your organization requires an examination of staff needs; equipment and software; the website; and the existing policies and procedures. Below is a list of questions in all of these areas that should be explored: 

• Staff needs: What software and equipment do staff members need to do their work? This includes but is not limited to interoffice communications, collaboration on projects, collecting data, submitting reports, etc. Also, are there new functions that the organization must adapt to that are required to comply with the evolving demands of funders and regulators (i.e., compliance, HIPAA, HR, accounting reports, etc.)? Also, does everyone have the skill sets needed to operate the software they need to carry out their jobs optimally? Does everyone possess basic technology skills (i.e., printing, saving, emailing, etc.)? Is there cross-training across the organization in the event someone with unique institutional history leaves the organization or is absent? Also, are there new needs that the organization must address via technology? 
• Equipment and Software: Is all of the software and equipment functional (e.g., printers, phones, copiers, internet, computers, etc.)?  Does the organization have essential and standard software that is available to staff members such as Word, Excel, accounting software, etc.? Are the following up to date and accessible: software, manuals, and licensing information? Is the equipment compatible with the network requirements or with the government software that the organization is required to use? Is there a regular schedule for maintenance? 
• Website: There should be an assessment of whether the website is donor and media-friendly. If there are pictures of actual people the organization provides services to, are there any potential privacy issues and, if not, is there an accessible record of the signed consent forms? If you are in an organization that provides services to vulnerable populations or individuals (i.e., traffic victims, domestic violence victims, children, etc.), do you have information online that that could put any clients or your staff in danger? Are the mission and the work of the organization clearly articulated? Also, is the messaging and appearance of the website consistent with all promotional materials? 
• Policies and procedures: Does the organization have an existing nonprofit technology use policy, including remote access? Are there policies that address email, the internet, external drives, and file deletion? Also, are the confidentiality and document retention policies clearly articulated and monitored? Do bookkeeping, financial management operations, and HR have security policies and limited access to passwords? Has there been any cross-training that allows for a backup in the event key personnel is not available to process essential organizational functions? Is there a security and confidentiality policy in place that is monitored to protect the organization, its staff, and its clients from cyber-attacks and from disgruntled employees? 

The answers to these questions will help the organization distinguish between the most pressing needs, help to discern the organization’s obstacles with respect to nonprofit technology and define the type of expertise that is needed to solve the problems. Depending on the complexity and the scope of the needs, it could be undertaken internally with the existing staff or it may require that the organization hire a consultant. The findings of the nonprofit technology landscape assessment should then be incorporated into the organizational strategic plan, with a timeline, goals and objectives, a budget allocation, and a development strategy.

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