Is your trustee board leading your use of technology or running scared?
21st December 2010
If you're a trustee, how do you approach your organisation's technology? Do you see it as a vital element for success or do you think it's something best left to the techies?
The reality is that effective technology is led from the top, is there to achieve an overall mission, driven by strategy and championed by everyone.
As a trustee you have legal responsibility to ensure the effective running of your charity, which includes:
- being confident the money you're spending on technology is budgeted for and spent effectively
- being aware of your own strengths and weaknesses in ICT knowledge and expertise, acknowledge it when making decisions and in seeking outside expert help
- knowing that your technology is the best it can be to meet your organisation's mission
- assessing the risks associated with your ICT and putting policies and procedures in place to minimise them
- knowing that your organisation is legally compliant with all relevant legislation
(Read more about your role at www.ncvo-vol.org.uk/advice-support/ict/ict-governance-an-action-plan).
But the reality is that for a lot of people technology can be confusing and it's easy to see it as a luxury add-on rather than an essential tool.
What is your board's approach to ICT governance?
a) It just happens. "We have no idea how but it all seems fine and doesn't cost much money."
What are the implications? It is likely your organisation is not managing risk or getting value for money. The trustees will not be fulfilling their governance responsibilities.
b) 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."
What are the implications? It is 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.
c) SSS - Set, Support and See through. "We set an overall strategy and direction, provide resources and support to staff leading the project and hold them directly accountable for both success and failure. We agree appropriate risks, are happy to provide a listening ear when staff require it and reward well-managed activities regardless of the end result."
What are the implications? You're on the right track. Staff need to know which direction to go (and why), feel supported, be given the necessary resources and be held accountable. You're acting as a critical friend, managing risk well, probably getting good value for money and are a good governing board.
What should you do first?
If thinking about ICT is new for your board then the first thing you should do is review where you are. Start by doing a needs analysis of your technology; good ICT leadership is making sure decisions come from needs and not wants.
- Download a basic needs analysis template (PDF, 31Kb).
Next steps
Once you know what you need, start to develop an ICT strategy. Follow our 'how to' pages to find out how to start:
- Developing an ICT strategy - part one
- Developing an ICT strategy - part two
- Developing an ICT strategy - part three
- Developing an ICT strategy - part four
Coming up
That's all for now folks, I'll follow up soon with how you can keep up the ICT momentum and ensure the smooth running of your organisation's technology.
To find out more about your role in governing your organisation's ICT:
