2010 Nonprofit IT Staffing and Spending Report
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Transcript of 2010 Nonprofit IT Staffing and Spending Report
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An NTEN Report Prepared by:
Chris BernardSenior Writer & Editor
Kimberly Bernard PhDResearch Consultantwww.italicsmedia.com
APRIL
2010 Nonprofit
IT Staffing & SpendingSurvey Results
Conducted With:
NTEN | 1020 SW Taylor Street | Suite 800 | Portland, Oregon 97205 | p: 415.397.9000 | f: 415.814.4056
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Table of ContentsABOUT NTEN . . . 2
ABOUT THE NONPROFIT TIMES . . . 3
EXECUTIVE SUMMARY: KEY FINDINGS . . . 4
ABOUT THE SURVEY . . . 8
ABOUT THE RESULTS . . . 8
ABOUT THE RESPONDENTS & THEIR ORGANIZATIONS . . . 9
SPENDING TRENDS . . . 13
LEADERS IN IT ADOPTION . . . 15
IT BUDGETING . . . 19
STRATEGIC PLANNING . . . 21
OUTSOURCING IT RESPONSIBILITIES . . . 24
ORGANIZATION OF IT . . . 27
SATISFACTION WITH IT FUNCTIONS . . . 33
IT STAFFING . . . 37
IT RECRUITING . . . 41
APPENDIX: SURVEY TEXT AND QUESTIONS . . . 44
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About NTENA CommunityTransforming
Technology IntoSocial Changewww.nten.org
Who We Are
A community of nonprofit professionals, we aspireto a world where nonprofit groups of all types andsizes use technology strategically and confidentlyto fulfill their missions. Together, the NTEN
community helps members put technology towork so they can bring about the change theywant to see in the world.
What We Do
NTEN connects members with one another andoffers many opportunities for learning andprofessional developmentall so you can focus onachieving your goals and meeting your mission.
How We Do It
NTEN helps members, with their diverse jobfunctions and levels of tech comfort andexpertise, share best practices, and glean insightsfrom one another both online and off: training,research and industry analysis, regional meet-ups,our signature Nonprofit Technology Conference.As a member, you gain instant access to asupportive community that shares your passionsand challenges, as well as to valuable resourcesfor professional development.
Connect
Online Networking / www.groups.nten.org
Whether youre a webmaster, marketer, executivedirector, fundraiser, blogger, program manager, orplay another role in the nonprofit sector, connectwith your peers online. Join our Affinity Groupsand social networks, browse the MemberDirectory, post in our online forums.
Events / www.nten.org/events
NTENs Nonprofit Technology Conference andlocal meet-ups bring nonprofit professionalstogether to share ideas and best practices. Get toknow colleagues. Develop a support network. Talkshop. Vent. Congratulate. Collaborate. Thepossibilities are endless.
Learn
NTEN Webinars / www.nten.org/webinars
Changing the world isnt easy. NTEN members arealways looking to learn more about how to usetechnology to further their missions. Gain awealth of knowledge without ever leaving yourdesk through NTENs extensive schedule of livewebinars and archived events.
NTEN Research / www.nten.org/research
NTEN collaborates with renowned industry,academic, and nonprofit partners to conductresearch on key subjects related to nonprofittechnology like IT staffing and spending, salaries,social networking, and data ecosystems. Ourreports and benchmarks studies offer actionabledata and invaluable insider information.
Change
NTEN: Change / www.nten.org/ntenchange
NTEN: Change is a quarterly journal for nonprofitleaders. Youll find guidance on the strategic andpractical considerations necessary to make thesound investments and decisions that will helpyour organization achieve its mission.
NTEN Connect newsletter /
www.nten.org/signup
Read how NTEN members are fulfilling theirmissions and changing the worldand how youcan too. The free monthly NTEN Connectnewsletter brings you solid advice, successstories, and best practices related to technologyand the nonprofit sector.
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About TheNonProfit Timeswww.nptimes.com
NPT Publishing Group has been the leadinginformation provider for the nonprofit sectorsince 1987. The NPT has provided news andinformation to help nonprofit executives managetheir organizations more efficiently and increasethe effectiveness of fundraising efforts.
The NPT provides a mix of news, in-depthfeatures, how-to articles and special reports tokeep our readers informed of the latest trendsand technology that drive the marketplace. Just as
the nonprofit marketplace has grown, TheNonProfit Times also has evolved. The NPT startedas a monthly publication.
NPT now publishes 19 print issues plus two digitalissues per year, publishes six issues of Exempt,a standalone magazine which provides financialinformation for the largest nonprofits, has twoWeb sites which are updated constantly, and fiveseparate eNewsletters for nonprofits (NPT Weekly,NPT Instant Fundraising, NPT TechnoBuzz, NPT
Jobs and Exempt), and broadcasts a series ofeducational Webinars. The magazine goes out tomore than 34,000 nonprofit executives andreaches more than 200,000 people through ourcombined circulation with our eNewsletters.
The NonProfit Times (NPT)
Circulation: 34,000
The readers of The NonProfit Times are leaderswithin the nonprofit world. With more than 75percent having a title of vice president or higher,
NPT subscribers are responsible for a number ofduties within a nonprofit organization, includingvital purchasing decisions. By advertising with TheNonProfit Times, you will get your product/servicedirectly in front of these decision makers, thusincreasing sales and awareness.
NPT Weekly
Circulation: 85,000
NPT Weekly is an e-letter that addresses matterspertaining to all aspects of nonprofit management news, fundraising, financial management, directmarketing, technology, legal issues and humanresources. It offers a mix of how-to and newsstories.
NPT Instant Fundraising
Circulation: 34,000
NPT Instant Fundraising is geared towardskeeping development officers and executivedirectors up to date with the latest fundraisingdevelopments. It offers news, tips and provenmethods to fund organizations.
NPT Jobs
Circulation: 85,000
NPT Jobs is the premier nonprofit newsletterbringing new career opportunities to thenonprofit executive community.
NPT TechnoBuzz
Circulation: 40,000
NPT TechnoBuzz is for CIOs, CFOs, IT Directorsand Development Directors responsible for the
purchase and management of hardware andsoftware at the nations nonprofit organizations.It features trends and business storieswith a focus on technology solutions for donormanagement, finance and fundraising.
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Executive Summary: Key FindingsIts no longer possible for organizations to ignore technology. Technology hasthe power to transform not just our work, but our entire world. When usedproperly, it can streamline processes, improve communication, and effectively
shrink the world into a manageable community. To not use it is to risk fallingbehind, or becoming irrelevant.
But technology is constantly changing and immeasurably diverse. It can be a challenge for organizations tofind the right mix of training, staff, commitment, leadership and funding to keep on top of itor better yet,to keep ahead of it, not just using technology but advancing it.
In the fifth year of this survey, were seeing clear patterns around nonprofits and technology. Some mightsay that throwing money at it is one way to fix the issues many organizations face, but our results showthats not the only way, or even the best way. In fact, funding is only one piece of the puzzle. Weve foundthat the following components are of equal, or greater,
importance to using technology effectively:
Strategic planning around technology
Examining the Return On Investment in technology
Having a standalone or clearly defined-and-dedicatedIT department
Investing in IT staffing
This report gauges the state of nonprofit staffing andspending, and provides organizations with annual
information to help evaluate their own approaches. When webegan, it was the first time a survey of this kind had ever been done. We hoped to shed light on the mostcommon questions nonprofit organizations were asking in this area, including the level of investmentnonprofits were making in IT, what typical salaries looked like, and how Small and Large organizationscompared with each other.
We also started asking organizations to rank themselves in terms of where they fell on the scale oftechnological proficiency, which enabled us to ask a few new questions:
What are the decisions and practices that define a technological leader?
What can organizations that lag behind these leaders learn from them?
Is there any correlation between budget, IT spending, staff size or organizational size and thisranking?
With this information, we believe all nonprofitsregardless of their self-reported rankingcan analyze andadjust their IT practices to their own benefit.
NTEN: A COMMUNITY TRANSFORMING TECHNOLOGY INTO SOCIAL CHANGE IT STAFFING & SPENDING REPORT APRIL
Leaders are found among
organizations of all sizes. Small-
and Medium-sized organizations
may have accounted for 59 percent
of our stragglers, but they also
accounted for almost 39 percent
of our leaders.
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Key Findings
Because some nonprofit organizations adopt and manage technology better than others, we askedrespondents where they see themselves on that curveas early adopters or fast followers, which wevecombined into a single group of leaders, or as average, lagging behind, or in trouble, which wevecombined into a group that well call stragglers. Then we took a look at what the leader organizations aredoing, and what the other organizations can learn from them. The key findings are summarized below.
Technology Leadership
Using the criteria described above to categorize respondentsas coming from either leader or straggler organizations, wesaw:
Less than 32 percent of respondents self-identified asleaders. This is down more than 3 percent from lastyear, and the first decline since 2007.
Respondents from organizations in all size categories considered their nonprofits to be technologyleaders, but larger organizations are more likely to consider themselves leaders.
Of the leaders, 33 percent were Very Large organizations, 28 percent Large, 29 percent Medium, andjust 10 percent Small.
Nearly half of all Very Large organizations considered themselves leaders, in line with the last twoyears results.
Of Small organizations, about 17 percent considered their organizations to be leadersdown fromlast year. From Medium organizations, less than 25 percent considered their organizations to beleaders, also slightly down from last year.
The number of Large organizations (35 percent) who considered themselves leaders was almostidentical to last year.
IT Investment
Leaders, regardless of organizational size, continue to spend more money on technology thanstragglers.
Though the average percentage for all respondents organizations overall budgets allocated to ITwas less than 3 percent, this figure was significantly higher among Small organizations than thoseof any other size.
In general, IT expenditures either stayed the same or increased for the majority of surveyrespondents compared to last year.
Investment was most static in the areas of Help Desk Support, which stayed the same for 84 percentof respondents organizations, followed by Network Administration and Support (79 percent), Technical
Training for IT Staff and Security and Data Backup (76 percent), and Technical Training for Other Staff(75 percent).
35 percent of organizations increased their spending on Hardware, while 15 percent decreased theirspending in this area.
34 percent increased their spending on Website Design and Development, while 8 percent decreased.
32 percent increased their spending on Software, while 11 percent decreased.
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Leaders were far more satised
with every aspect of IT function
than other organizations.
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Satisfaction with IT Function
Leaders were far more satisfied with every aspect of IT function than other organizations.
All organizations, on average, continue to be most satisfied with Hardware and Software In Use,followed closely by Availability of IT to Meet Staff Needs, Organizations Website and Availability to MeetClient Needs.
All organizations, on average, continue to be least satisfied with IT Budget Allocations, Quality of ITTraining for Staff, Integration of IT into Strategic Plan, and IT Recruiting Procedures.
In no category did leaders satisfaction fall below 50 percent.
Conversely, in no category did stragglers satisfaction rise above 41 percent.
Planning
Strategic, formal planning continues to be a sign ofsuccess for organizations in terms of technologyamajority of leaders (64 percent) have a formal plan inplace, compared to just 29 percent of stragglers.
However, most respondents (60 percent) said theirorganizations still do not have a formal plan.
For the first time since 2007, the percentage of respondents who report having no strategictechnology plan increased when looking at year-over-year trends.
Just 26 percent of respondents said their organization had ever evaluated the Return on Investmentfrom IT projects or programs. Those who did were much more likely to be leaders (44 percentcompared to 17 percent).
Outsourcing
Outsourcing does not appear to have any impact on whether an organization identifies as a leader.
Organizations of all sizes outsourced at least some IT functions.
Salary and Tenure
CEOs topped the list with a reported annual averagesalary of just more than $100,000, followed by CIOs,at $97,250.
Web Masters, Web Developers and SystemsAdministrators held the middle of the list, rangingfrom about $59,000 to just over $60,000.
IT Support Staffcontinued to hold the bottom rung, at $41,751, behind Online CommunicationsManagers at $52,777 and Online Community Managers, at $56,590.
Online Community Managers continued to have the shortest tenures, at three years. At the other endwere CEOs, with the longest average tenure at 8 yearsexactly the same as last years report.
Of the nonprofits who did not contract any IT needs to outside consultants, organizations regardlessof size devoted an average of 55 percent of their IT Budget to staffing.
Medium orgs devoted the largest percentage (72 percent), followed by Large (67 percent), Very Large(54 percent) and Small (41 percent).
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A majority of leaders (64 percent)
said they had a formal plan in
place.
Across organizations of all sizes,
leaders averaged almost ve IT
staers compared to about three
for stragglers.
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Among organizations of all sizes, the median budget for IT staffing was $50,000, and the averagewas $218,000.
Among organizations that dont use external IT consulting, leaders spent four times as much asstragglers on IT staffing, regardless of size.
Among organizations of all sizes, staffing ratiosthe proportion of IT staff to total staffaveragedone IT staffer to every 34 staffers.
Across organizations of all sizes, leaders averaged almost five IT staffers compared to about threefor stragglers.
The ratio of IT staffers to total staffers was one to 30 for leaders, and one to 37 for stragglers.
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About the SurveyThis is the fifth year of conducting the Nonprofit IT Staffing Survey. The resultsprovide information that nonprofits of all sizes can use to better their ownapproach to technology. To gather the data for this report, we rely on the
generosity and participation of respondents throughout the nonprofitcommunity who completed the survey.
We distributed an invitation to participate in the survey to all organizations on the NTEN member anddiscussion lists, a combined circulation of over 20,000. In addition, links to the survey ran in The NonProfitTimes email newsletter (circulation about 34,000). Invitations were also distributed to potential participantsthrough a number of nonprofit capacity-building and membership organizations. All respondents wereencouraged to invite others to participate.
For the full text and questions included in the survey, please see Appendix A.
About the ResultsIn November and December of 2010, we collected surveys from a total of1,199 people representing a wide variety of nonprofit organizations.
The non-random sample and low response rate means these respondents are probably not representative ofthe nonprofit sector as a whole, and reflect only those organizations that chose to fill out the survey. One
example that illustrates this fact is that, while the majority of nonprofit organizations in the United Stateshave budgets under $500,000, only 17 percent of survey respondents work for such organizations.
In addition, our survey pool means its likely our respondents are generally more aware ofand moreconcerned abouttechnology issues than the rest of the sector. That said, we believe theres much to begained from the insight this survey gives us into the differencesand the similaritiesin thinking aboutInformation Technology expressed by respondents. We present this data not as a rigorous look at the sector,but as a set of benchmarks and figures to help guide those who are thinking about nonprofit ITinfrastructure.
If youre thinking about it, youve already made that critical first step.
Note: In the survey, respondents were asked for additional comments to elaborate on their answers or toarticulate ideas or concerns that didnt fit within the options provided for a standard response. Some of those
remarks appear in this report, both in pull-out boxes and in lists at the end of certain sections. These respondents
remarks have been edited for spelling and punctuation.
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About the Respondents andTheir OrganizationsIn all, we collected surveys from a total of 1,199 people, a 19 percent increase
over last year. This years respondents resemble the past two years in almostevery respect, including job titles, organizational size and focus area, andgeographic locationif nothing else, this supports our efforts to drawconclusions about trends over multiple years, though the nature of thoseconclusions is limited by the size and demographics of our respondent group.
Respondents Job Titles
As weve already mentioned, the nature of this survey meansits likely our respondents are generally more aware ofandtherefore more concerned abouttechnology issues than
much of the nonprofit sector. We asked about their roles intheir organizations, and their answers seem to bear this out.
More than half (57 percent) were the Executive Directors/CEOsor the IT Directors of their organizations, but we also heard from Chief Technology Officers, Project Managers, Systems Administrators, Webmasters and Database Managers. The remainderlisted as Other in the chartbelowincluded Program Analysts, Information Architects, Web Developers, Circuit Riders and Programmers.
CHART :Job Titles Of Survey Respondents (N=759)
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We don't have departments,
IT is me.
From a Straggler organization
Executive Director/CEOIT Director/Technology Director
Project Manager
Chief Technology Ocer/Chief Information Ocer
Online Communications Manager/Strategist
Systems or Network Administrator
Other
Webmaster/Web Administrator
Database Manager
PC Technician or IT Support Sta
0 50 100 150 200 250 300
268168
67
62
57
45
30
23
22
17
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Organizational Focus
In all, survey respondents represented more than 25 different sectors of the nonprofit community at large.Most survey respondents came from the following programmatic focus areas:
Human Services (136)
Education (114)
Health Care (63)
Arts, Culture, Humanities (53)
Youth Development (43)
Community Improvement and Capacity Building (39)
Environment (37)
Mental Health and Crisis Intervention (34)
Geographic Locations
A generous 876 respondents shared the location of their organizations headquarters with us. The majoritywere from the Northeast and Mid-Atlantic regions, followed by the West. We also received one response
from a U.S. territory, and 24 from outside of the U.S.
CHART : Where The Surveys Came From (N=876)
NTEN: A COMMUNITY TRANSFORMING TECHNOLOGY INTO SOCIAL CHANGE IT STAFFING & SPENDING REPORT APRIL
Outside US: 24
173
179
87191
221
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Size of Organizations
However you measure it, the results represent a broad range of nonprofit organizations, but for this report,we had to establish certain scales to measure other things. To understand the size of an organization, weused two methods: Overall Staffing (which uses the number of Full Time Equivalent, or FTE, positionsemployed by the organization), and Budget. Unless staffing is specified, any references to size in this reportrefer to budget.
In past editions of this report, we defined a range of sizes to categorize organizations budgets, which wellcontinue to use to make it easy to compare results from year to year.
Heres what we came up with:
Small: Budgets under $500,000
Medium: Budgets from $500,000 to $3 million
Large: Budgets from $3 million to $10 million
Very Large: Budgets over $10 million
Based on those categories, this year just 17 percent of our respondents represented Small organizations,35 percent Medium organizations, 24 percent Large organizations and 23 percent Very Large. As wementioned earlier, this doesnt line up with what we know about the size of nonprofit organizations in theUnited States in general.
CHART : Size Of Nonprofits Participating In Survey
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17% 35% 24% 23%2010
15% 32% 24% 29%2009
17% 31% 26% 26%2008
0% 20% 40% 60% 80% 100%
Small Medium Large Very Large
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TABLE : Total Number Of Full-Time Equivalents Staffed By 2009-10 Nonprofits
Office Locations
Similar to the responses we received last year, almost half of our responding organizations maintain just oneoffice location, and three-quarters of respondents maintain four or fewer office locations.
TABLE : Number of Office Locations
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Number of FTEs Frequency 2009 2010
None/Less than 1 FTE 23 (3 percent) 22 (2 percent)
1 FTE 14 (2 percent) 19 (2 percent)
2 - 10 FTEs 175 (21 percent) 230 (24 percent)
11 - 20 FTEs 112 (13 percent) 130 (13 percent)21 - 40 FTEs 127 (15 percent) 142 (15 percent)
41 - 80 FTEs 106 (13 percent) 100 (10 percent)
81 - 140 FTEs 99 (12 percent) 117 (12 percent)
141 - 200 FTEs 51 (6 percent) 49 (5 percent))
201 - 300 FTEs 36 (4 percent) 48 (5 percent)
301 - 500 FTEs 44 (5 percent) 51 (5 percent)
More than 500 FTEs 60 (7 percent) 65 (7percent)
Number of 2008 2009 2010Oce Locations Nonprofits Nonprofits Nonprofits
1
2 - 45 - 8
9 - 15
More than 15
492 (48 %)
274 (27 %)99 (10 %)
69 (6 %)
94 (9 %)
367 (44%)
245 (29%)85 (10%)
52 (6%)
94 (11%)
452 (47%)
278 (29%)91 (9%)
44 (5%)
101 (10%)
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Spending TrendsThe economic downturn affected nearly everyone, from individuals tononprofits to corporations. We were curious if it affected the waysand theamountsnonprofits spent on IT. We asked respondents to compare their IT-
related expenses from fiscal year 2009 to fiscal year 2010. What did we find?
IT expenditures increased or stayed the same for the majority of organizations in all areas. The areas withthe least amount of change were Help Desk Support, which stayed the same for 84 percent of respondentsorganizations, followed by Network Administration and Support (79 percent), Technical Training for IT Staffand Security and Data Backup (76 percent), and Technical Training for Other Staff(75 percent).
35 percent of organizations increased their spending on Hardware, while 15 percent decreased theirspending.
34 percent increased their spending on Website Design and Development, while 8 percent decreased.
32 percent increased their spending on Software, while 11 percent decreased.
The largest decreases were for:
Hardware, Telephone/Mobile Expenses, and OutsourcedIT Consulting (15 percent)
Technical Training for IT Staff(14 percent) and OtherStaff(13 percent)
Software and Custom Software (11 percent)
IT Staffing and Payroll (9 percent)
Interestingly, some of the largest increases also occurred in the same areas: Hardware (35 percent), Website Design/Development (34 percent) and Software (32 percent)
Outsourced IT Consulting (25 percent) and CRM/Database Development (24 percent)
IT Staffing and Payroll (22 percent)
Its difficult to draw firm conclusions from this data, but its possible organizations took a safe route withexpenditures and held a steady course during the downturn. New hardware purchases, outsourcedconsulting and technical training are easy line-item targets in budget crises, and payrolls are also commonlycut, but at least as many organizations increased spending in each of these areas as decreased it, and wefind that encouraging.
Last years survey asked respondents about the areas in which their spending had increasedin most cases,those areas were Website Design, Hardware, Software and Consulting, which resonates with this yearsresults. 2009 was the first year we asked about specific expenditures, so the data doesnt go back farenough yet to monitor longer-term trends.
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Lack of funding causes us to be a
generation or three behind the
curve in equipment.From a Straggler organization
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CHART : Reported Changes In Nonprofit IT Costs Between 2009 And 2010
NTEN: A COMMUNITY TRANSFORMING TECHNOLOGY INTO SOCIAL CHANGE IT STAFFING & SPENDING REPORT APRIL
Help Desk Support
Security and Backup
Network Administration/Support
Other Custom Sotware
CRM/Database Development
Telephone/Mobile
Website Maintenance
Website Design/Development
IT Stang/Payroll
Software
Hardware
Technical Training for Other Sta
Technical Training for IT Sta
Outsourced IT Consulting
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
10%84%
20%76%5%
14%79%7%
17%72%11%
24%68%8%
20%66%15%
21%71%7%
34%58%8%
22%69%9%
32%57%11%
35%51%15%
12%75%13%
10%76%14%
25%60%15%
6%
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Leaders in AdoptionOne of the goals of this report is to determine what makes organizationssucceed or fail at Information Technology. Obviously, theres no easyanswerno silver bullet or magic wand. But by identifying the behaviors of
organizations that are successful at IT and looking for patterns, our hope isthat we can learn something about the practices that lead to positiveoutcomes in this area.
So, how do we identify an organization thats successful atIT? We asked respondents to rate their own nonprofits andtell us where they think their orgs stand in relation to therest of the nonprofit sector in terms of the technologicalsolutions theyve implemented for their daily practices. Whatstandard practices do they maintain, how do they manage
them, and how do they see themselves positioned relative toother organizations in the nonprofit sector in terms ofadopting technology? We gave the following choices:
Leading Edge/Early Adopter
Fast Follower
Average
Lagging Behind
In Trouble
CHART : Nonprofit IT Adoption Reported in 2010 (N=972)
Just 91 respondents felt their organizations were on the leading edge, and just 54 felt their organizationswere in trouble.
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450
400
350
300
250
200
150
100
50
0
91
285
428
320
54
LeadingEdge
FastFollower
Average LaggingBehind
In Trouble
We prefer to wait until technology
has a chance to mature but believe
in investing in systems that allow
stato be ecient and accurate.From a Leader organization
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As you might expect, the majority by far, at 428, felt their organizations were average. Next were the 320respondents who felt their orgs were lagging behind. The fast followers trailed them with 285 respondents.That means the bulk of organizations feel they fall somewhere in the middle, with 376 indicating aboveaverage and 374 below average.
A lower percentage of respondents felt their organizations were leaders this year than in either of thesurveys since 2007. A higher percentage felt their organizations were stragglers than in either of the surveyssince 2007.
TABLE : Self-Identified Leaders in IT 2007-10
Respondents Comments
We were curious what factors respondents took into consideration when deciding how to rank their ownorganizations, so we asked them. Recurring themes mentioned by respondents from leader organizationswere Planning and Evaluation, Committees or Groups Devoted to Technology, and Staff Member Interest.
Other leaders comments included the following:
We have established a tech team that meets every other week to talk about tech-related issues,and things that we have learned about. Through this constant assessment we keep IT issues on theforefront of our minds, thus being able to try new things quickly.
We don't go after every new gadget or format, we let the market test the product a bit, but weusually go after useful tech stuff rather quickly.
A small staff (one) that is interested and recognizes the cost-effectiveness of many tools, and areally accepting forward thinking board.
Adoption of new technology, constant re-examination of technology road map.
In-house IT.
Latest versions of software are reviewed and updated quite often.
The main factor is the way in which we have evaluated and implemented technology in the last 2years.
We do like to explore new technology, but the actual adoption involves in-depth discussions andweighing ROI. We never jump right in.
Moving to (Software as a Service) solutions, mobile strategy, and updating key applications toensure best of breed.
We have adopted software earlier than others -- we are always looking for new ways to use tech tohelp our business process.
Don't always have the funding to be a leader, but with necessity and our new leadership'sprogressive attitude, we're catching up.
Young staff interested in latest technology.
There are committees in place to review new software and decide if it's right for the organization.
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2007 2008 2009 2010
Leaders
Stragglers
Number of Responses
30.4%
69.6%
1,010
32.3%
67.7%
753
35.5%
64.5%
994
31.9%
68.1%
1,179
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Recurring themes among the stragglers were overwhelmingly Budget and Staffing Limitations and Lack ofTraining, though multiple respondents mentioned consciously choosing to avoid the risks of cutting-edgetechnology.
Other respondents comments from straggler organizations included the following:
We are still using some IT technology from the year 2000.
The rate at which we purchase and upgrade, and how we use technology. Budgets and number of IT staff.
Budget, bureaucracy and attitude of leadership.
Budget drives our adoption of new technologies.We advance our IT when we can.
An aversion of senior management to embrace newforms of technology and communication.
We have limited budget to put to IT; we have limitedunderstanding of what IT is among the staff.
Very little reliance on virtual/cloud computing. Usetraditional on-site methods for storage, security, etc.
Planning and architecture take time. It would begreat if innovative ideas and changes could beimplemented instantaneously.
IT was done by volunteers. When professional management took over it was a slow process toaccumulate the needed funding and to convince the board that additional expenditures on IT wereappropriate.
Budget constraints, poor understanding of how technology can further our goals.
Our investments in technology are driven by operational needs, we do not try to be a leader in IT
support. Small staff, non-technology savvy leadership.
Trying to be standard and avoid risk make us slow on the uptake of new technologies.
Staffing levels, some reluctance to change.
We opt for stability and functionality.
We try to stay one generation behind for the sake of maturity and cost.
Size & IT Leaders
The larger the operating budget, the more likely the organization will be identified as an IT leader. That was
true in each of our past years surveys, and it remains true this year. Almost half the nonprofits with operating budgets over $10 million dollars identified as leaders.
Just 17 percent of Small nonprofits with budgets less than $500,000 identified that way.
NTEN: A COMMUNITY TRANSFORMING TECHNOLOGY INTO SOCIAL CHANGE IT STAFFING & SPENDING REPORT APRIL
We make heavy use of the
donated Microsoft and other
products through TechSoup, and
our stamake eorts to stay
current with leading tech trends
and hardware/software, with the
support of senior management.From a Leader organization
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CHART : 2010 IT Leaders Found in Size Categories
Despite the clear pattern, there are bright spots. Leaders are found among organizations of all sizes. Small-and Medium-sized organizations may have accounted for 59 percent of our stragglers, but they alsoaccounted for almost 39 percent of our leaders.
Size may be a factor in an organizations IT success, but its far from being the only factor.CHART : Percent IT Leaders Found in All Size Categories 2007-2010
An emerging pattern shows a steady, four-year decline in the number of small organizations that identifythemselves as Leadersat least one percent drop each year. In no other size category has there been a clearpattern of increase or decrease. This is not the trend wed hope to see, and we hope this trend reverses itselfover the coming years as the economy improves.
NTEN: A COMMUNITY TRANSFORMING TECHNOLOGY INTO SOCIAL CHANGE IT STAFFING & SPENDING REPORT APRIL
Very Large
Large
Medium
Small
0% 20% 40% 60% 80% 100%
Number of IT Leaders
Number of IT Stragglers
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
%
Leaders
2007
14%
29%
25%
32%
2008
12%
32%
24%
32%
2009
11%
24%
24%
41%
2010
10%
29%
28%
33%
Small
Medium
Large
Very Large
I
I
I
I
NN
N
N
L
LLL
X
X
X X
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IT BudgetingHow much are nonprofits spending on IT, and what are they choosing tospend it on? We asked respondents to describe the components of theirorganizations IT budgetseverything from Overall Expenditures to what
proportion they allocate for Staffing, Capital, Consulting Contracts and OtherDiscretionary Expenditures.
About 60 percent said they either did not know or did notwant to share this information. But 476 respondents provideddetails that lets us put their IT spending decisions into a largerorganizational context. Heres what we learned:
The median budget for IT expenditures for all surveyrespondents was about $56,000.
The average budget for all IT expenditures was about
$431,000. On average, organizations devoted 2.7 percent of their budget to IT.
Small orgs devoted the largest portion of their overall budget, at 7.1 percent, reporting an average ITbudget of just under $17,000.
TABLE : Total IT Expenditures Reported by Nonprofits in All Size Categories (N=476)
Like last year, leaders spent more money on IT across allorganization size categories.
Among Very Large organizations, the gap betweenleader and straggler IT expenditures was about
$261,000. Among Small organizations, it was more than $8,000.
The gap widens in the middle, too. Leaders spentalmost $38,000 more than stragglers among Medium-sized orgs.
Leaders spent over $60,000 more than stragglers among Large organizations.
NTEN: A COMMUNITY TRANSFORMING TECHNOLOGY INTO SOCIAL CHANGE IT STAFFING & SPENDING REPORT APRIL
Size of Number of Median Budget Average Budget % OrganizationalNonprofit Responses For All IT For All IT Budget Allocated
Expenditures Expenditures To IT
Small
Medium
Large
Very Large
All Respondents
95
171
108
102
476
$2,500
$28,000
$100,750
$490,000
$55,600
$16,617
$50,696
$148,072
$1,753,204
$430,811
7.1%
3.4%
2.5%
2.7%
2.7%
While we are ahead in terms of
software, lack of money makes us
lag in terms of having a hardware
replacement policy. We use a lot of
duct tape.From a Straggler organization
To the extent possible, budget is
allocated to IT, and we have often
found ourselves pushing the
envelope with our funders.From a Leader organization
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Where is the money going? For most organizations, to IT Contracts, followed by Discretionary Expenditures,and Software or Cloud Expendituresthis is true for organizations of all sizes.
The median IT budget for organizations of all sizes dropped from $91,000 to $55,600, though the averagerose. Because the inclusion of extremely small or extremely large budgets can skew the average, its likelythat this year we received responses from large organizations that did not participate last yearraising theaveragewhile a number of organizations reported smaller budgets than last year, causing the median todecrease. The latter probability is more relevant, as organizations of all sizes reported spending less on ITthis year than in the previous yearthe one exception was Very Large organizations, maybe a sign that theeconomic downturn had less of an impact on the largest organizations spending habits.
The percent of the overall budget devoted to IT dropped for organizations of all sizes.
For Large and Very Large organizations, it dropped only slightly.
For Medium organizations, it dropped noticeably (from 6 percent to 3.4 percent).
For Small organizations, it dropped considerably (from 14 percent to 7.1 percent).
CHART : Comparison of Median IT Budgets Between IT Leaders & Stragglers
TABLE : Median IT Expenditures Reported by Nonprofits in All Size Categories
NTEN: A COMMUNITY TRANSFORMING TECHNOLOGY INTO SOCIAL CHANGE IT STAFFING & SPENDING REPORT APRIL
$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$
$10,450 $2,000$56,250
$19,000$155,000
$95,500
$680,000
$418,601
Small Medium Large Very Large
Size of Median Budget Median Budget Median Budget ForNonprofit For Discretionary For Software Or IT Contract
IT Expenditures Cloud Expenditures Expenditures
Small
MediumLarge
Very Large
All Respondents
$100
$4,000$12,500
$44,100
$5,000
$0
$1,500$10,000
$30,000
$2,000
$1,800
$10,000$29,000
$50,000
$15,000
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Strategic PlanningPlanning ahead for technology means your organization has put some thoughtinto its needs beyond the present moment, whichconsidering organizationalgrowth and technological depreciationis a smart bet. But budget and
staff considerations can often make planning ahead difficult. Sometimes itsa challenge even to fight fires as theyre started.
Technology Plans
Weve seen in the past that planning is an important factorfor organizations that are IT leaders, and weve seen anincrease in the number of organizations that are looking tothe future. We asked respondents if they had a formal,organization-wide technology plan or strategy.
Last years survey saw the percentage of respondents who
said yes increase for the third straight year, but still fail toreach a majority. This year the news is even worse: the percentage who said their organizations had a plandropped. Just 40 percent said yes, and about 8 percent90 respondentswerent sure if their nonprofit hadan IT plan.
TABLE : Percent Of Nonprofits With Established Technology Plan
Here, too, lines are drawn across organization sizes. Theres a direct, proportional relationship between thesize of the organization and whether or not it has a plan. Almost 60 percent of Very Large organizations didand remember, such orgs were also more likely to be leaders. At the other end, just 14 percent of Smallorganizations reported having a plan or strategy for technology.
Of organizations that identified as leaders, 64 percenta solid majoritysaid they had plans.
A full 71 percent of stragglers said they did not have a plan.
NTEN: A COMMUNITY TRANSFORMING TECHNOLOGY INTO SOCIAL CHANGE IT STAFFING & SPENDING REPORT APRIL
2007 2008 2009 2010
Yes
No
36%
64%
40%
60%
42%
58%
40%
60%
We have traditionally taken an
attitude of, If it is cheap we will use
it regardless of how well it meets
the organizations needs.From a Straggler organization
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CHART : Size of Nonprofits withEstablished Technology Plan in 2010
Return on Investment
We asked respondents whether their nonprofit had ever evaluated the Return On Investment (ROI) fromIT projects or programs. A large number (176) didnt know. Of the rest, about 26 percent said they had, andabout three-quarters had not. These percentages were almost identical to last years report.
As organizations increase in size, so does the likelihood thattheyve evaluated their ROI. Just 15 percent of Small orgs haddone so, compared to 38 percent of Very Large orgs.
Those organizations that evaluated their ROI for ITexpenditures were much more likely to be leaders44 percent, compared to just 17 percent of stragglers.
With less than half of IT leaders analyzing ROI, evaluationis an area in which mostif not allorganizations canimprove.
NTEN: A COMMUNITY TRANSFORMING TECHNOLOGY INTO SOCIAL CHANGE IT STAFFING & SPENDING REPORT APRIL
Are you nuts? All our IT is
donated. We spend all of our
money serving our clients. In what
world would we waste it on
evaluating IT?
From a Straggler organization
70%
60%
50%
40%
30%
20%
10%
0%
14%
28%
43%
59%
Small Medium Large VeryLarge
70%
60%
50%
40%
30%
20%
10%
0%
64%
29%
CHART : Leaders vs. Stragglers withEstablished Technology Plan in 2010
Yes My Nonprofit Has A Technology Plan Yes My Nonprofit Has A Technology Plan
50%
40%
30%
20%
10%
0%15% 18%
23%
38%
Small Medium Large VeryLarge
50%
40%
30%
20%
10%
0%
44%
17%
CHART : Leaders vs. StragglersExamining IT ROI in 2010
CHART : Size of Nonprofits ExaminingROI In 2010
Leaders Stragglers
Leaders Stragglers
Yes My Nonprofit Has Examinedour IT Return on Investment
Yes My Nonprofit Has Examinedour IT Return on Investment
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Respondents Comments
Some of the respondents comments for this questionincluded the following remarks.
Leaders said:
Communications regularly provides reports on IT.
There is an annual communications plan whichincludes IT. There is an annual staff plan for emailand server needs by our IT contractor.
Each major expense and upgrade is assessedthoroughly.
Yes, but in an informal waythere have been plentyof discussions but no formal process.
Since our main investment is time, I think we are doing well.
The Advancement Department analyzes ROI on the IT-related projects/investments we considerthat are under our direct management.
We perform and request ROI studies from vendor partners and use this as well as research.
Were always evaluating our use of technology and comparing it to the costs of acquisition ormaintenance.
Stragglers said:
Are you nuts? ALL our IT is donated. We spend ALLof our money serving our clients. In what worldwould we waste it on evaluating IT?
Due to budget challenges, we are in a hold-steady
mode regarding technology. Focus is to keepeverything as operational as possible, but with theawareness that a major investment in infrastructure is needed to support operational growth.
Due to our current scramble, I dont expect to have time to evaluate usefulness for 1) two years or2) we can afford two more FTE folks!
IT has always been an afterthought.
IT is seen like plumbingsomeone to call when it breaks.
The ROI evaluation happens in an ad-hoc way. There is not a comprehensive ROI assessment thatties to the overall strategic goals for the org.
They ignore the results.
We have not conducted official IT evaluation. That said, from experience, we have seen howdevastating it can be when IT support and effective capacity is absent. As we mature as anorganization, our IT effectiveness becomes more and more critical.
We couldnt do what we do without technology. It saves me from having to hire personnel.
NTEN: A COMMUNITY TRANSFORMING TECHNOLOGY INTO SOCIAL CHANGE IT STAFFING & SPENDING REPORT APRIL
We keep ourselves apprised of
developments and best practice in
the nonprot technology world,
and implement new technologies
as appropriate. We aren't cutting
edge, but we're ahead of the
curve.From a Leader organization
IT is seen like plumbing
someone to call when it breaks.From a Straggler organization
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Outsourcing ResponsibilitiesMany nonprofits budgets cant support a full-time staff IT person. And evenwhen they can, its not always feasible for a single person to be up-to-date onall aspects of technology. Whether its for a generalist or a specialist, outside
help can be a good way for nonprofits to bridge the IT gap.
IT consultants offer a broad range of services and expertisein everything from setting up hardware and buildingwebsites to customizing and integrating databases. Weasked respondents about their organizations relationshipwith outsourcing IT. Similar to last year, about a quarter ofnonprofits who responded said they do not contract with anoutside IT consultant or firm. The majority, however, do:
35 percent said they used One Part-Time Consultant
20 percent said they used One Consulting Firm 15 percent said they used More Than One Firm
3 percent said they maintained a Full-Time Consultant for IT
CHART : Nonprofit Use of IT Consultants (N=1052)
What areas of technology are nonprofits outsourcing? According to our respondents, its a mix. Mostcommonly outsourced IT functions were:
Website Hosting (81 percent), Website Design (69 percent) and Website Development (68 percent)
Telephone Services (68 percent)
Programming/Custom Software Development (62 percent)
NTEN: A COMMUNITY TRANSFORMING TECHNOLOGY INTO SOCIAL CHANGE IT STAFFING & SPENDING REPORT APRIL
We have outsourced so much of
our support that computers and
printers are dysfunctional for days
or weeks at a time.From a Straggler organization
More than 1Consulting Firm
15%
No outsideConsultant
or Firm27%1 Part-Time
Consultant35%
1 Full-TimeConsultant
3%
1 ITConsulting
Firm
20%
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IT functions least likely to be outsourced were:
Social Media (17 percent)
Website Content Management (31 percent)
Help Desk (32 percent)
There wasnt significant change in these areas compared to last years survey, with a few exceptionsthemost notable was that half of our respondents are handling Security and Data Backup in-house this year, anincrease of 19 percent compared to last years respondents. Maybe the proliferation of online backup optionshas contributed to that, since its easier than configuring redundant servers and the physical transfer of datato offsite storage.
Slightly more orgs said they were outsourcing Telephone Services and Programming/Custom SoftwareDevelopment than last year.
Slightly fewer orgs said they were outsourcing Database Hosting & Management, HardwareRecommendations and Software Installations.
Because survey questions have evolved, its difficult to track longer-term trends for outsourcing, but as farback as the first survey in 2006, almost all organizations outsourced at least a single aspect of technology.The most commonly outsourced items were website hosting, telephone services, custom softwaredevelopment and technical training for IT staff. Almost 4 percent of all organizations outsourced all, or amajority, of their IT functions.
In the past, as in this years survey, leaders were no more likely to seek IT consulting services than stragglers.This means that outsourcing IT has no bearing on your nonprofits IT leadership.
CHART : Use of IT Consulting Services by IT Leaders & Stragglers
NTEN: A COMMUNITY TRANSFORMING TECHNOLOGY INTO SOCIAL CHANGE IT STAFFING & SPENDING REPORT APRIL
80%
70%
60%
50%
40%
30%
20%
10%
0%
71% 74%
Leaders Stragglers
Yes My Nonprofit Uses an
External Consultant
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TABLE : Changes in Nonprofit Outsourcing Practices 2009 to 2010
NTEN: A COMMUNITY TRANSFORMING TECHNOLOGY INTO SOCIAL CHANGE IT STAFFING & SPENDING REPORT APRIL
% Nonprofits % NonprofitsOutsourcing This Outsourcing This
Aspect of IT Activity in 2009 Activity in 2010 Dierence
Web site hosting
Web site designWeb site development
Telephone services
Programming/custom software
development
Email hosting and maintenance
Hardware maintenance
Web site maintenance
Technical training for IT sta
Network administration/support
Hardware installationDatabase hosting/maintenance
Security and backup
Software installation
Hardware recommendations
Technical training for
organizational sta
Software recommendations
Help desk
Web site content management
Social Media
81%
69%70%
64%
66%
57%
53%
52%
64%
53%
50%47%
70%
44%
42%
44%
42%
29%
30%
19%
81%
69%68%
68%
62%
60%
55%
55%
64%
54%
53%52%
51%
49%
46%
45%
44%
32%
31%
17%
0%
0%-2%
4%
-4%
3%
2%
3%
0%
1%
3%5%
-19%
5%
4%
1%
2%
3%
1%
2%
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Organization of ITWith each years survey we try to better understand the contributing factors toan organizations IT success. How your nonprofit treats IT seems to matter. Weask respondents about the location of the department within the
organizationor if there is even an IT Departmentand who the IT directorreports to in an effort to better understand the relationship between ITdepartments and IT success.
Location
Weve found that the location of the IT department says a lotabout how the organization views the departments role.Organizations that understand the crucial role of technologyfor their general mission are more likely to assign technologya more deliberate place in the organizational structure.
In fact, among leaders, the majority reported standalone IT departmentsand with significantly morefrequency than stragglers. Just 2 percent of leaders said they had no one with official IT responsibility.
CHART : Location of IT in Organizations, Leaders and Stragglers
NTEN: A COMMUNITY TRANSFORMING TECHNOLOGY INTO SOCIAL CHANGE IT STAFFING & SPENDING REPORT APRIL
Our IT guy me
is remarkably under-qualied.From a Straggler organization
Within Marketing orCommunications
Within Finance
We have no one with ocialIT responsibility
Separate IT department withinorganization
Within general operationsor administration
Within Development or
Fundraising
Other
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
4%
6%
14%
8%
16%2%
21%43%
32%30%
1%
1%
13%
9%
Leaders Stragglers
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Among all our respondents:
Most orgs have either have Standalone IT Departments or place IT within GeneralOperations/Administration.
A full 12 percent said they had No One with Official IT Responsibility.
Another 12 percent said IT fits within the Finance department.
The remaining 17 percent places IT within Marketing or Communications, Development or Fundraising,or some other department.
Among leaders, 43 percent said they had a standalone IT department, compared to just 21 percent ofstragglers. The only other scenario indicated by more leaders than stragglers was grouping IT functionswithin the Marketing or Communications department (6 percent compared to 4 percent).
Grouped by size, with a majority of 58 percent, Very Large orgs were the most likely to have a separate ITdepartment. Among Medium and Large organizations, the largest percentages (42 percent and 34 percent)reported grouping IT functions within General Operations or Administration. Among Small orgs, a slightlyhigher percentage (37 percent) reported having no one with official IT responsibility than reported grouping
IT within General Operations or Administration.
These trends stand up over timewe began tracking the location of IT within an organization in our 2008report. That year, the majority of leaders (46 percent) reported a standalone IT department, compared to 30percent of stragglers. Leaders were least likely to group IT within Development and Fundraising, whichremains true. And stragglers were far more likely to have no one with official IT responsibility than leaders(13 percent compared to 5 percent), which is even more true today (16 percent compared to 2 percent).
CHART : Location of IT Within Organization (N= 1174)
NTEN: A COMMUNITY TRANSFORMING TECHNOLOGY INTO SOCIAL CHANGE IT STAFFING & SPENDING REPORT APRIL
WithinFinance
12%
Other11%
WithinDevelopment or
Fundraising1%
Within generaloperations or
administration31%
Separate ITdepartment
withinorganization
28%
We have noocial IT
responsibility12%
WithinMarketing orCommunications
5%
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TABLE : Location of IT and Organization Size
Another way to look at this area is by staffing size. Generally, the more staff an organization has, the greaterthe likelihood it has a separate IT department. Organizations with greater than 80 people were most likely toreport having a separate IT department, while orgs with between two and 80 people were mostly to reportthat their IT is housed within General Operations or Administration.
TABLE : Location of IT and Staffing Size
Those respondents that selected Otherreported the following:
I am the internal point person for office IT management, software and hardware. I had no formaltraining and have learned as I went along. All CPUs in our office were five-plus years old and wereneglected in basic maintenance and safety features.
IT Director reports to CFO, everyone else reports to someone else at the third-party company. So ITDirector doesnt technically manage the IT staffits a nightmare.
NTEN: A COMMUNITY TRANSFORMING TECHNOLOGY INTO SOCIAL CHANGE IT STAFFING & SPENDING REPORT APRIL
Small Medium Large Very Large
Other
Within Development
or Fundraising
Within general operationsor administration
Separate IT department
within organization
We have no one with
ocial IT responsibility
Within Finance
Within Marketing or
Communications
18%
1%
35%
5%
37%
0%
4%
16%
3%
42%
8%
15%
11%
6%
8%
1%
34%
28%
4%
22%
3%
9%
1%
15%
58%
1%
16%
1%
Number Of Full Within General Separate IT No One With OtherTime Equivalents Operations Or Department Ocial IT
Administration Responsibility
None/Less than 1 FTE
1 FTE
2 - 10 FTEs
11 - 20 FTEs
21 - 40 FTEs
41 - 80 FTEs
81 - 140 FTEs
141 - 200 FTEs
201 - 300 FTEs
301 - 500 FTEs
More than 500 FTEs
25.0%
21.1%
38.7%
44.6%
35.9%
35.0%
18.1%
24.5%
22.9%
16.0%
12.3%
0.0%
5.3%
5.2%
12.3%
16.9%
32.0%
40.5%
38.8%
56.3%
64.0%
73.8%
37.5%
42.1%
24.3%
11.5%
11.3%
2.0%
3.4%
6.1%
0.0%
0.0%
0.0%
37.5%
31.6%
31.7%
31.5%
35.9%
31.0%
37.9%
30.6%
20.8%
20.0%
13.8%
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Product department (our organization is IT-based).
Combination of special projects, communications, and finance.
A director assumed responsibility, and oversees organizational planning.
Separate company does our ITa guy visits biweekly but is available upon request.
A volunteer committee.
Admin Assistant and contracted IT company. Administrative Assistant with Tech Training.
As the director and only staff member, I do it.
Board and key staffengage outside consultant when absolutely necessary.
Board communications committee.
Board member.
Consultantas needed.
Current ED gets very involved.
Director of Library/Archives.
ED and Board. External consultant and a volunteer.
Facilities and Grounds.
Human Resources.
It is part of the job of our 2nd employee.
Supervision of IT
Another way to determine the roles and responsibilities of an IT Department is to examine who the ITDirector reports to in an organization. For the majority of ourrespondents, the IT Director or equivalent reports directly to
the Executive Director (39 percent), followed by: Other(21 percent)
Administrative Director/Chief Operating Officer(20 percent)
Chief Financial Officer(17 percent)
Another 3 percent said they did not know.
Last years survey was the first to ask this question, and the numbers looked similar. A majority (35 percent)said their IT Director or equivalent reported to their Executive Director, and the rest were as follows:
Administrative Director/Chief Operating Officer(22 percent)
Other(19 percent)
Chief Financial Officer (18 percent)
The largest percentage of both leader (37 percent) and straggler (40 percent) organizations said their ITdirectors reported to their Executive Directors, followed by:
Administrative Director/COO, Chief Financial Officer and Other, in that order, for leaders.
Other, Administrative Director/COO and Chief Financial Officer, in that order, for stragglers.
NTEN: A COMMUNITY TRANSFORMING TECHNOLOGY INTO SOCIAL CHANGE IT STAFFING & SPENDING REPORT APRIL
The nance director who oversees
IT doesnt even own a TV at her
home.From a Straggler organization
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CHART : Who Does Your IT Director Report To in Your Nonprofit? (N= 1162)
CHART : Who Does Your IT Director Report To in Your Nonprofit?Comparison of Leaders and Stragglers
NTEN: A COMMUNITY TRANSFORMING TECHNOLOGY INTO SOCIAL CHANGE IT STAFFING & SPENDING REPORT APRIL
Other
I dont know
Executive DIrector
CFO
Administrative Director/COO
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
22%
17%
4%
3%
40%37%
16%18%
Leaders Stragglers
18%25%
Other21%I dont know
3%
AdministrativeDirector/COO
20%
CFO17%
ExecutiveDirector
39%
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Respondents who selected Otherreported the following:
Academic Dean and VP
Agency head
All staff are responsible for IT management.
Associate Director
Board Board Chair
Business Manager
Chair
Chief Academic Officer
Chief Officer for Facilities and Operations
Chief Quality and Safety Officer
CIO
Communications Director
Congregational Services Coordinator
Controller
Development & Marketing Director
Director of Evaluation and Technology
Director of Human Resources
Director of Membership
Director of Programs
Director, Marketing & Communications (Because it is a good personality match)
Editorial Director (Because IT director is also responsible for Web site execution, Ed Director isresponsible for online content)
Executive Director is the IT director
Founder
Institutional Assessment
Office Manager
Pastor of Administration
Planner
Principal and Vice Principal
Probably the college president
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Satisfaction with IT FunctionsWe asked our respondents to rank their satisfaction with a number of ITfunctions to see if any trends emerged. Organizations were most satisfiedwith:
The Hardware and Software they were using at their nonprofit organization
The Availability of IT Staffto meet their needs
They were least satisfied with:
The Quality of IT Training they were receiving
The IT Budget Allocations available to them
CHART : Satisfaction Among Nonprofits In 2010
Across the board, there was little change from last years survey, which was the first year we asked aboutthis topic. The bright spot is that the areas that did show change all showed improvement. The mostoccurred in two areas, Availability to Meet Client Needs and Organizations Website. Both showed about a 4percent increase in satisfaction. No area showed a decrease, but one areaIT Budget Allocationsstayed thesame.
Organizations appear to be happy with their websites, and feel they are better able to meet their clientsneeds.
NTEN: A COMMUNITY TRANSFORMING TECHNOLOGY INTO SOCIAL CHANGE IT STAFFING & SPENDING REPORT APRIL
Quality of IT Training for Sta
IT Budget allocations
Integration of IT into strategic plan
IT Recruiting procedures
Availability to meet client needs
Organizations website
Availability to meet sta
needs
Hardware and software in use
0% 20% 40% 60% 80% 100%
44%29%
45%28%
38%25%
33%30%
27%26%
23%28%
25%25%
21%
27%
27%
37%
37%
47%
49%
50%
51%
Satisfied Neutral Dissatisfied
28%
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TABLE : Changes in Nonprofit Satisfaction 2009 to 2010
Among leaders and stragglers, heres what we found.
Leaders were: Most satisfied with Hardware and Software in Use, Availability to Meet Staff Needs, Availability to Meet
Client Needs, and Integration of IT into Strategic Plan.
Least satisfied with Quality of Training for IT Staff, IT Budget Allocations, IT Recruiting Procedures, andtheir Organizations Website.
Stragglers were:
Most satisfied with their Organizations Website, Hardware and Software, and Availability to Meet StaffNeeds.
Least satisfied with their IT Budget Allocations followed by Quality of IT Training for Staff, Integration of
IT Into Strategic Plan, and IT Recruiting Procedures.
In no category did leaders satisfaction fall below 50 percent. Conversely, in no category did stragglerssatisfaction rise above 41 percent.
In general, leaders and stragglers were most and least satisfied with the same categories, with one notableexception: Integration of IT into Strategic Plan. This area showed the most disparity between leaders andstragglers satisfaction. Combined with the earlier finding that 64 percent of leaders said their organizationshad a formal strategic plan for technology, this suggests that planning is key to both leadership andsatisfaction.
NTEN: A COMMUNITY TRANSFORMING TECHNOLOGY INTO SOCIAL CHANGE IT STAFFING & SPENDING REPORT APRIL
% Nonprofits % NonprofitsAspect of IT Satisfied in 2009 Satisfied in 2010 Dierence
Hardware and software in use
Availability to meet sta needs
Organization's websiteAvailability to meet client needs
IT Recruiting procedures
Integration of IT into strategic plan
IT Budget allocations
Quality of IT training for sta
49%
48%
45%42%
35%
35%
27%
26%
51%
50%
49%47%
37%
37%
27%
27%
+3%
+2%
+4%+4%
+2%
+2%
0%
+1%
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CHART : Percentage of Leaders and Stragglers Satisfied With IT in 2010
CHART : Percent of Nonprofits Satisfied By Organizational Size
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80%
70%
60%
50%40%
30%
20%
10%
0%
80%
38%
Hardwareand
softwarein use
77%
37%
Availabilityto meet
sta needs
64%
41%
Organizationswebsite
74%
33%
Availabilityto meet
client needs
58%
25%
ITRecruitingprocedures
70%
22%
Integrationof IT intostrategic
plan
55%
14%
IT Budgetallocations
50%
17%
Quality ofIT training
for sta
Leaders Stragglers
Quality of IT training for sta
IT Budget allocations
Integration of IT into strategic plan
IT Recruiting procedures
Availability to meet client needs
Organizations website
Availability to meet sta needs
Hardware and software in use
0% 10% 20% 30% 40% 50% 60% 70%
34%24%
23%17%
40%27%
24%12%
50%41%30%
23%
43%43%
20%31%
60%51%
44%26%
59%43%
49%40%
65%
57%43%
22%
69%48%
37%44%
SmallMediumLargeVery Large
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In general, the larger the organization, the greater the satisfaction. Very Large organizations weresignificantly more likely to be satisfied with Hardware and Software in Use than organizations of any othersize, and at least twice as likely to be satisfied as Small organizations with every function except theOrganizations Website, which showed the least disparity (59 percent compared to 40 percent).
Respondents Comments
Respondents comments revealed a little more detail about the areas in which respondents felt theirorganizations IT teams were succeeding, or failing. They included the following:
Leaders:
Good tech funding and tech focus.
[We] have added EMR and Social Media. Computers and networking is up to date.
Maintain newest hardware and software. Using cloud computing.
We've designed a Drupal CMS which inspired all leaders to take classes in SEO and writing for the webso they can maintain their own pages. We're using crowdsourcing to engage our grassrootsmembership. We're using webinars and social networking to promote civic engagement and advocacy.
Stragglers:
We excel at cloud computing, but we are behind inhardware and need maintenance for ourorganization.
Inadequate website, late to get updates onsoftware/hardware.
We don't even have a server. Help!
System assessment determined systems were from the 1980's, with no capabilities for upgrading.Old technology including hardware and software. Havent adopted any social networking.
Our phones do not have an easily accessible voicemail system or caller ID, and the internet/emailsystem is often painfully slow. They have done a good job, however, with installingvideoconferencing capabilities.
Our website looks like hell!
No WiFi, old computers, just not up-to-date in general.
Outdated website, in-house server, weak IT support. Still using MS Outlook.
NTEN: A COMMUNITY TRANSFORMING TECHNOLOGY INTO SOCIAL CHANGE IT STAFFING & SPENDING REPORT APRIL
We don't even have a server.
Help!From a Straggler organization
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IT StaffingWe asked respondents to share information about their organizations IT staff.Of those who said they had at least one full-time IT staffer in each of thefollowing positions, we asked them for the average annual salary for the
person. (Since CEOs make up a large proportion of our survey respondents,weve also included their salary information):
The highest-paid position is CEO ($101,982), followed by CIO ($97,250), Information Architect ($85,312)and IT Director($75,211).
Those were the only positions averaging more than $70,000 per year, followed closely byProgrammers ($69,843).
The lowest-paid positions were IT Support Staff($41,751), Online Communications Manager($52,777)and Online Community Manager($56,590).
We also asked about the tenure for each positionhow long has the person in that job been there? Heres
what respondents told us: CEO (8 years), CIO (7 years), and Information
Architect, IT Directorand Systems Administrator(6.5years) held the longest tenure, followed closely byProgrammersmore or less in-line with the highest-salaried positions.
Online Communications Manager(3 years) and OnlineCommunity Manager(3.5 years) held the briefesttenures, more or less in-line with the lowest-salaried positions.
Pay ranges vary geographically. A position in Los Angeles might pay more than the same position inCincinnati. This diversity makes it difficult to draw conclusions about salary trends, as two people answeringthe same question a year apart in different parts of the country might show an artificial decrease in salaryattributable to geographic location.
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We have one person whos hyper
web-savvy.From a Leader organization
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TABLE : IT Staffing Salary and Tenure 2010
Percentage of Budget
We learned in the Outsourcing section that 283 nonprofits chose to handle IT entirely in-house and notcontract any IT needs to outside consultants. We asked them how much of their IT budgets were dedicatedto staffing. Just 122 respondents shared both their IT staffing budget and overall IT budget, making anyconclusions we draw somewhat unreliable. However, heres what we found:
Organizations of all sizes devoted an average of55 percent of their IT Budget to staffing.
Medium orgs devoted the largest percentage (72percent), followed by Large (67 percent), Very Large(54 percent) and Small (41 percent).
Among organizations of all sizes, the median budgetfor IT staffing was $50,000, and the average was$218,000.
Among Small organizations, the median budget for ITstaffing was $0, but the average was about $13,000.(Respondents remarks showed that a number of Small organizations dont have a dedicated ITperson on the books, or share their IT responsibilities with other positions, departments, ororganizations, which accounts for the disparity between these numbers.)
On the whole, leaders spent four times as much as stragglers on IT staffing, regardless of size. Thats a prettyclear message.
NTEN: A COMMUNITY TRANSFORMING TECHNOLOGY INTO SOCIAL CHANGE IT STAFFING & SPENDING REPORT APRIL
1 Participants were asked to provide the average salary for each position at their organization. Salarieswere reported as a range and these results reflect a weighted average using the midpoint.
2 Participants were asked to provide the average length of tenure for each position at their organization.Tenure was reported as a range and these results reflect a weighted average using the midpoint.
Number of Average Annual Average YearsIT Position Responses Salary 1 Of Tenure 2
CEO
CIO
Information ArchitectIT Director
Programmer
Systems Administrator
Web Developer
Webmaster
Database Manager
Online Community Manager
Online Communications Manager
IT Support Sta
425
60
16177
32
142
31
78
80
22
54
127
$101,982
$97,250
$85,312$75,211
$69,843
$60,422
$60,241
$59,038
$57,375
$56,590
$52,777
$41,751
8
7
6.56.5
6
6.5
4
5
5.5
3.5
3
4.5
[We have a] proactive stathat
sees the benet of staying fairlycurrent on technology and how it
helps the entire organization be
more productive.From a Leader organization
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TABLE : Staffing Expenditures for Nonprofits Who Provide Their Own IT Support
CHART : Median Budget Dedicated To IT Staffing (N=120)
Staffing Ratios
Among organizations of all sizes, staffing ratiosthe proportion of IT staff to total staffdidnt change muchfrom last years report, and averaged one IT staffer to every 34 staffers. Broken down by size:
Small orgs averaged one IT staffer to every 24 staffers.
Medium orgs averaged one IT staffer to every 22 staffers.
Large orgs averaged one IT staffer to every 32 staffers.
Very Large orgs averaged one IT staffer to every 45 staffers.
Across organizations of all sizes, leaders averaged almost five IT staffers, while stragglers averaged aboutthree. The ratio of IT staffers to total staffers was one to 30 for leaders, and one to 37 for stragglers.
NTEN: A COMMUNITY TRANSFORMING TECHNOLOGY INTO SOCIAL CHANGE IT STAFFING & SPENDING REPORT APRIL
$90,000
$80,000
$70,000
$60,000
$50,000
$40,000
$30,000
$20,000
$10,000
$0
$20,000
$80,000
LeaderStraggler
Size of Number of Median Budget Average Budget % Of IT BudgetNonprofit Responses For IT Stang For IT Stang Allocated To
Expenditures Expenditures Stang
Small
MediumLarge
Very Large
All Respondents
36
3424
28
122
$0
$29,500$80,000
$382,726
$50,000
$13,025
$35,704$98,095
$805,715
$218,009
41.28%
72.15%66.82%
53.75%
55.05%
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TABLE : Staffing Ratios For Nonprofits Who Provide Their Own IT Support
CHART : Average Number of IT Staff For Leaders And Stragglers
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Size of Number of Average IT Average Total Average Ratio ITNonprofit Responses StaSize StaSize To Total Sta
Small
Medium
LargeVery Large
All Respondents
36
34
2428
122
$0
$29,500
$80,000$382,726
$50,000
$13,025
$35,704
$98,095$805,715
$218,009
41.28%
72.15%
66.82%53.75%
55.05%
5
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
4.61
2.82
StragglersLeaders
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IT RecruitingNearly half of our survey respondents (44 percent) held positions at theirnonprofit in which they were responsible for recruiting or hiring ITprofessionals, a comparable percentage to last years survey. We asked them
what methods they use in their positions to recruit new hires, where they findthem, and what they look for in a good IT staffer.
Electronic Recruiting of IT Professionals
Just 14 percent of respondents said their organization doesnot advertise IT positions online, and another 10 percent didnot know. Of those who do post such jobs electronically, 46percent said they post them to their organizations ownwebsite, up a few points from last year, followed distantly byCraigslist (23 percent) and Idealist.org (13 percent), neither ofwhich changed much in popularity since last year.
NTEN, Tech Soup and DICEs websites were next, each earning 4 percent of the responses, followed byOpportunity Knocks and Progressive Exchange.
TABLE : Common Websites Used to Advertise Nonprofit IT Jobs
Other popular websites mentioned in respondents comments were:
CareerBuilder.com
Monster.com
Local Newspapers and Job Boards
Regional Job Sites
Mailing lists
Very few responses indicated social media sites, but Facebook, Twitterand LinkedIn were each mentioned byat least one respondent.
NTEN: A COMMUNITY TRANSFORMING TECHNOLOGY INTO SOCIAL CHANGE IT STAFFING & SPENDING REPORT APRIL
We were in great need, but now
have an amazing part-time staer
with these skills.From a Straggler organization
Website % 2009 Nonprofits % 2010 Nonprofits
Their Own Nonprofits Website
Craigslist
Idealist.org
NTENDICE
TechSoup
Opportunity Knocks
Progressive Exchange
Developers.net
Computerwork.com
Justtechjobs.com
43%
23%
14%
7%5%
5%
3%
1%
0%
0%
1%
46%
23%
13%
4%4%
4%
3%
2%
0%
0%
0%
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Recruiting Tactics for IT Professionals
We asked if nonprofits were targeting any particular recruiting or retention practices toward IT professionals,and what we heard was very similar to what we heard last year. Of the 800 survey respondents whoanswered this question, the majority (58 percent) reported not doing anything differently for IT staff.
Of those who did report IT-focused recruiting techniques, the most commonly cited were to offer:
A Higher IT Pay Scale than other staff (90) IT Staff Telecommuting (37)
Other options cited included:
Alternative and Flexible Work Schedules
Establishing a Trial or Probationary Period
Paying for Ongoing Professional Development Opportunities
Hiring Considerations for IT
We also asked survey respondents what skill set their orgs are looking for in their employees. Among both
leaders and stragglers: Past experience with Technology, Fit with Organizational Culture and Attitude/Personality were the most
important.
Past Training/Certificates, Prior Work in a Nonprofit Setting and a Degree/Formal Education were leastimportant.
Its safe to say nonprofit organizations want experienced people who will mesh with existing staff.
CHART : Most Important Considerations by Nonprofits in Hiring IT Staff
NTEN: A COMMUNITY TRANSFORMING TECHNOLOGY INTO SOCIAL CHANGE IT STAFFING & SPENDING REPORT APRIL
Fit with organizational Culture
Attitude/Personality
Past Tech Experience
Prior work in nonprofit setting
Past Training/Certificates
Degree/Formal Education
0% 20% 40% 60% 80% 100%
StragglersLeaders
85
80
84
78
91
83
36
41
4746
34
29
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Respondents Comments
Respondent remarks for this question included the following:
(We have a) lack of knowledgeable staff to handle new IT capabilities.
Small staff, lack of emphasis on social networking.
We need knowledgeable personnel.
Staff capacity and finances are limiting. Staffing levels, some reluctance to change.
Staff capabilities are a concern.
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AppendixSurvey Text and Questions1. How would you describe your organization's IT adoption?
K Leading edge/early adopter
K Fast follower
K Average
K Lagging behind
K In trouble
K I don't know
2. What factors contribute to that self-assessment?
_____________________________________________________________________________________________
3. Please indicate how satisfied you are in each of the following areas:
Not at all Extremely Dont KnowSatisfied 1 2 3 4 Satisfied or N/A
IT recruiting process used K K K K K K
by your organizationQuality of IT training K K K K K Kprovided to your staff
Integration of IT into your K K K K K Korganization's strategic plan
Availability of IT to respond K K K K K Kto your staff needs
Availability of IT to respond K K K K K Kto your client needs
Quality of hardware/software K K K K K Kin use by your organization
Quality of your organization's K K K K K Kweb site
Amount of total organization K K K K K Kbudget allocated to IT
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4. How would you describe your current IT staffing condition?
K Inadequately staffed
K Adequately staffed
K Overstaffed
5. Please provide comments if you wish to explain your ratings above:
_____________________________________________________________________________________________
6. Does your organization have a formal, organization-wide technology plan or strategy?
K Yes
K No
K Not sure
K Other
7. Where is the responsibility for IT primarily located in your organization?
K We have no one with official IT responsibility
K Within Finance department
K Within Marketing or Communications departments Part of general operations or administration
K Part of Development/Fundraising
K Separate IT department within organization
K Other (please specify)
8. Who does the IT Director or person responsible for IT report to?
K Executive Director
K Administrative Director/COO
K CFO
K I don't know
K Other Other (please specify)
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9. Has your organization ever evaluated the return on investment from IT projects or programs?
K Yes
K No
K I don't know
10.