Latest Trends in NPTech Digital Inclusion to Digital Strategy

Transcription

1 Latest Trends in NPTech Digital Inclusion to Digital Strategy

2 September 25, 2015 #CiviCRM 2 Trends from NTEN: 1. Tech Staffing & Investments

3 Trends from NTEN: 1. Tech Staffing & Investments 2. Digital Adoption September 25, 2015 #CiviCRM 3

4 Trends from NTEN: 1. Tech Staffing & Investments 2. Digital Adoption 3. Digital Strategy September 25, 2015 #CiviCRM 4

5 September 25, 2015 #CiviCRM 5 Tech Staffing & Investments Establishing Benchmarks

6 September 25, 2015 #CiviCRM 6 BENCHMARKS Thinking about your nonprofit organization, please indicate the degree to which you agree or disagree with the following statements, on a scale of 1-5: 1 = "Strongly Disagree 5 = "Strongly Agree

7 September 25, 2015 #CiviCRM 7 BENCHMARKS We have the technology (hardware and software) we need to do our day-to-day work effectively. 1 = "Strongly Disagree 5 = "Strongly Agree

8 September 25, 2015 #CiviCRM 8 BENCHMARKS We have enough skilled staff to support technology functions / needs for the organization. 1 = "Strongly Disagree 5 = "Strongly Agree

9 September 25, 2015 #CiviCRM 9 BENCHMARKS We have enough training for all staff to use technology effectively for their day-to-day work. 1 = "Strongly Disagree 5 = "Strongly Agree

10 September 25, 2015 #CiviCRM 10 BENCHMARKS We make effective use of technology to support our programmatic work / our services. 1 = "Strongly Disagree 5 = "Strongly Agree

11 September 25, 2015 #CiviCRM 11 BENCHMARKS We make effective use of technology to support our fundraising / development work. 1 = "Strongly Disagree 5 = "Strongly Agree

12 September 25, 2015 #CiviCRM 12 BENCHMARKS We make effective use of technology to support our marketing / communications work. 1 = "Strongly Disagree 5 = "Strongly Agree

13 September 25, 2015 #CiviCRM 13 BENCHMARKS Total your 6 scores for your benchmark.

14 September 25, 2015 #CiviCRM 14 BENCHMARKS Which of the following descriptions most closely reflects your organization s current approach to technology and technology decisions:

15 September 25, 2015 #CiviCRM 15 BENCHMARKS Option 1 - We are struggling; we have a failing infrastructure, and our technology time and budget generally go towards creating workarounds, repairing old equipment, and duplicating tasks.

16 September 25, 2015 #CiviCRM 16 BENCHMARKS Option 2 - We keep the lights on; we have basic systems in place to meet immediate needs. Leadership makes technology decisions based on efficiencies, with little-tono input from staff/consultant.

17 September 25, 2015 #CiviCRM 17 BENCHMARKS Option 3 - We keep up; we have stable infrastructure and a set of technology policies and practices. Leadership makes technology decisions based on standard levels according to industry/sector information and gathers input from technology staff/consultant before making final decision.

18 September 25, 2015 #CiviCRM 18 BENCHMARKS Option 4 - We re innovators; we recognize that technology is an investment in our mission, and leadership integrates technology decisions with organizational strategy. Technology-responsible staff are involved in overall strategic planning, helping to craft the future of the organization and the plan for how technology can support that work, both inside the organization and through publicfacing technologies.

19 September 25, 2015 #CiviCRM 19 TECH EFFECTIVENESS

20 September 25, 2015 #CiviCRM 20 TECH ADOPTION

21 September 25, 2015 #CiviCRM 21 TECH ADOPTION & EFFECTIVENESS

22 THE 9 TH ANNUAL NONPROFIT TECHNOLOGY STAFFING AND INVESTMENTS REPORT SW Taylor Street Suite 800 Portland, Oregon p: f: An NTEN Report

23 Average Total Technology Staff by Org Size Organization Size TECH STAFFING Total Tech & INVESTMENTS Staff Small Medium STAFFING 4.1 Large Average # of 2.8 Very Large 8.0 All 4.6 Average # of Org Staff Supported by Each Tech Staff Averag techno staff am respon Average Technology Staff by Role and Org Size Organization Size Small Medium Large Very Large All Total Org Staff Size IT Staff Data Staff Web Staff Online/ Digital Staff Other Tech Staff While we don t want to make too much of year-over-year comparisons, we do want to point out significant jumps or drops that we see in the pattern. Here, we note that Very Large organizations report 1.4 FTE Data staff, which is a drop from the 3.8 FTE reported for this role last year Te W Fu st re th te nu Th nu st re NONPROFIT TECHNOLOGY STAFFING AND INVESTMENTS REPORT AUGUST 2015 September 25, 2015 #CiviCRM 23

24 y Budgets: logy Adoption Levels h Budget* ating Budget BUDGET Average Tech Budget* as % of Operating Budget by Tech Adoption Level 6.0% 4.0% 2.0% 0.0% h Budget* f Struggling Functioning Operating Leading All Average Tech Budget* per Org Staff by Tech Adoption Level $5, to the total here $4, $3, iously, the $2, ology budget $1, rrelate to Adoption Level $0 aff, as the Struggling Functioning Operating Leading All orrelates ending more. September 25, 2015 #CiviCRM 24

25 September 25, 2015 #CiviCRM 25 in Organizational STRATEGIC PLANNING By Technology Adoption Level 100% 80% 60% 40% 20% 0% Struggling Functioning Operating Leading Yes Not Sure No

26 September 25, 2015 #CiviCRM 26 20% 0% Struggling STRATEGIC PLANNING Functioning Operating Leading Yes Not Sure No By Technology Effectiveness Score 20 ir No Not Sure Yes

27 September 25, 2015 #CiviCRM 27 ave Voice LEADERSHIP VOICE By Technology Adoption Level 100% 80% 60% 40% 20% 0% Struggling Functioning Operating Leading Yes No

28 40% September 25, 2015 #CiviCRM 28 20% 0% Struggling LEADERSHIP VOICE Functioning Operating Leading Yes No By Technology Effectiveness Score No Yes

29 40% September 25, 2015 #CiviCRM 29 20% 0% Struggling LEADERSHIP VOICE Functioning Operating Leading Yes No By Technology Effectiveness Score No Yes

30 September 25, 2015 #CiviCRM 30 nology Training? TRAINING By Technology Adoption Level 100% 80% 60% 40% 20% 0% Struggling Functioning Operating Leading Yes No

31 September 25, 2015 #CiviCRM 31 40% 20% 0% TRAINING Struggling Functioning Operating Leading Yes No By Technology Effectiveness Score No Yes

32 September 25, 2015 #CiviCRM 32 Investment (ROI) RETURN ON INVESTMENT ents? By Technology Adoption Level 100% 80% 60% 40% 20% 0% Struggling Functioning Operating Leading Yes (rigorously or regularly) Somewhat (informally or rarely) No

33 September 25, 2015 #CiviCRM 33 20% 0% Struggling Functioning Operating Leading RETURN ON INVESTMENT Yes (rigorously or regularly) Somewhat (informally or rarely) No By Technology Effectiveness Score duct rt of nd s, e rmal No Somewhat (informally or rarely) Yes (rigorously or regularly)

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36 MAKING CONNECTIONS 2015 Digital Adoption Report An NTEN Report JULY

37 DIGITAL ADOPTION need Internet articipate in your rograms? Part 2: Organization Trends IS INTERNET REQUIRED ss for Program livery indicate that access to. They highlight hich this is true: mation: Including applications, ndents who 44.9% 18.4% 26.5% 61.2% unique to the some links to ); s, including (27%); and Access Info/ Comm Training Content September 25, 2015 #CiviCRM 37

38 September 25, 2015 #CiviCRM 38 QDIGITAL How do ADOPTION your constituents most often access the Internet currently? When respondents knew how their constituents access the Internet, over two-thirds indicated personal access through home computing or mobile devices. Shared access facilities are also significant, IS YOUR especially COMMUNITY libraries and labs. Constituents ONLINE generally must provide their own access or find a public/shared space. 69.7% 42.6% 27.9% At home via computer At home via mobile device At a public library At a computer lab (from my organization or another) Friend/family member At a school Retail location with WiFi 63.1% 29.5% 33.6% 15.6%

39 September 25, 2015 #CiviCRM 39 online services. The most significant factor is decision-making by organizational leadership; direct feedback from community members comes in a strong second. Information gathering both DIGITAL through formal ADOPTION surveys and through research is important for many respondents but not as likely to be a major influence. A number of respondents indicated standards and community expectations as additional factors. MAKING STRATEGIC DECISIONS QWhat factors influenced your decision to implement online services for your community? Direct feedback from community members Research conducted by my organization Publicly available data about Internet access Organization leadership decision Board decision Funder investment 0% 20% 40% 60% 80% 100% Yes, this was a major influence Yes, this was a consideration No, this was not a consideration DIGITAL ADOPTION REPORT JULY

40 QOf the programs or services you deliver online, what is the adoption rate or level by your community? DIGITAL ADOPTION Respondents generally do not have information about adoption rates; 60% indicate that not track it, haven t had time to measure adoption for new services, or provide no answe those who have information, adoption rates are fairly evenly divided, with substantial ad (75% or more) having a slight edge. COMMUNITY ADOPTION TRACKING 7.9% 12.9% We've just launched, too early to say Less than 25% Between 25%-50% Between 50%-75% Above 75% We do not track this 40.3% 13.7% 7.9% 17.3% Which of these are barriers preventing your constituents from accessing your on September 25, 2015 #CiviCRM 40

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43 September 25, 2015 #CiviCRM 43 SOCIAL BENCHMARKS MESSAGES / MONTH

44 70 SOCIAL BENCHMARKS MESSAGES / YEAR VOLUME: MESSAGES PER YEAR PER SUBSCRIBER BY SECTOR FUNDRAISING ADVOCACY NEWSLETTER OTHER All Environmental Health International Rights Wild/Animal Hunger/ Welfare Poverty Due to a small sample size, we did not calculate volume for Cultural organizations. September 25, 2015 #CiviCRM 44

45 Willie Sutton, asked why he robbed banks, supposedly answered, because that s where the money is. Well, social media may or may not be where the money is but it s where your supporters are. So if you re an organization that wants to connect with potential activists and donors, where do you go? SOCIAL BENCHMARKS Facebook, duh. Twitter, obvies. And then what? TOP SOCIAL PLATFORMS We asked the organizations in our study what three social media platforms beyond the Big Two were most important to them. Here s what they said: 70% 60% 62% 50% 48% 40% 42% 39% 39% 30% 20% 10% 0% 10% 3% 1% 1% Instagram YouTube Google+ Pinterest LinkedIn Tumblr Flickr Foursquare Vine We can lament the loss of simpler times and bemoan the fragmentation of our audiences if we want. Lamenting and bemoaning are time-honored pastimes. But in our changing September 25, 2015 #CiviCRM 45

46 September 25, 2015 #CiviCRM 46 SOCIAL BENCHMARKS FOR EVERY 1,000 SUBSCRIBERS, NONPROFITS HAVE... LIST TO SOCIAL LIST BY SECTOR FACEBOOK FANS TWITTER FOLLOWERS , All Environmental Health International Rights Wild/Animal Hunger/ Welfare Poverty Cultural

47 SOCIAL BENCHMARKS SOCIAL AVERAGE POST NUMBER / DAY OF POSTS PER DAY 10.0 BY SECTOR FACEBOOK POSTS TWEETS All Environmental Health International Rights Wild/Animal Hunger/ Cultural Welfare Poverty BY SIZE September , 2015 #CiviCRM 47

48 nten.org September 25, 2015 #CiviCRM 48