CIVIC ENGAGEMENT PROJECT

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Civic Engagement Project CIVIC ENGAGEMENT PROJECT Romar Wallen U.South Florida U17738336 romarwallen@usf.edu

Civic Engagement Project Abstract In 2022, Goodwill served over 2.1 million individuals worldwide and helped more than 128,998 people train for careers in industries such as banking, IT and health care, to name a few, and get the supportive services they needed to be successful, such as English language training, additional education, and access to transportation and child care. Technology is said to boost the output of organization, including productivity. Technologies like AI and bioengineering were extremely prevalent during the pandemic. The internal and external flexibility advanced technology can bring to a non- profit organization shouldn’t be underestimated and is often time easily a huge arbitrary 6 digit number. Introduction

Civic Engagement Project The world is changing rapidly for America’s nonprofit sector. While the past 25 years have seen the number of organizations in the sector almost double and paid employment jump from 5 percent to 7 percent of the U.S. total (Independent Sector 2001b), the operating environment has grown more and more challenging for charitable organizations. They are increasingly in direct competition with other nonprofit as well as for-profit entities . Specifically, based on the insights of the strategic management literature, we first assess nonprofits' performance on six key strategic organizational competencies: (1) IT planning; (2) IT budgeting, staffing, and training; (3) Internet and Web site capabilities and use; (4) the measurement of IT effectiveness; (5) board support and involvement in IT decision making; and (6) leaders’ understanding of the strategic potential of information technology. We then examine their ability to exploit the technology for explicitly “mission-related” uses, focusing on strategic communications, marketing, and relationship building; the acquisition of funding sources and financial sustainability; and the use of partnerships, collaborations, and donor assistance. Nonprofits need considerable outside assistance in capacity building and the strategic use of IT so that they can better manage technological, financial, and organizational change. On the one hand, partnerships and collaborations should form a key strategic element in the nonprofit community’s capacity-boosting efforts. However, in order for nonprofits to understand how this technology can best serve its purpose, IT investment by donors needs to allow nonprofits to utilize IT for internal efficiency gains, better service delivery, and training. Overall, what is needed is a fundamental shift in the way that nonprofits gain support for and utilize IT.

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Civic Engagement Project In terms of workstation hardware, the data show that 98 percent of all organizations have some form of desktop computer in the office, 59 percent of the offices have laptop computers, and 4.5 percent house a mainframe computer. The typical office has 30 computers and six laser printers, the age of which varies widely by organization. While 14 percent of the organizations have computers with an average age of approximately a year or less, the average computer age in 32 percent of the nonprofits is three years or older. Basic networking and Internet access capabilities are similarly diverse. We see, first of all, that server hardware is becoming the norm: Network servers are employed in 61 percent of the nonprofits surveyed. Moreover, the central offices of 73 percent of the organizations are networked so that information can be shared electronically within the office, with 28 percent of those networks consisting of peer-to-peer networks and the remainder (72 percent) being centrally wired. A minority of organizations (39 percent) have networks that staff can access remotely. Access to the Internet, however, is now commonplace. Fully 97 percent of the nonprofits have Internet access from the office, with 56 percent of the organizations accessing the Web through a high-speed broadband connection (DSL, T1, fractional T1, or cable modem). In all, 70 percent of individual workstations now have Internet access, up from 59 percent in 2000. Our analysis is based on data from a survey conducted by Gifts In Kind International, the 2001 Technology Tracking Study of the Nonprofit Sector. Gifts In Kind International is the third largest charity in the United States Nonprofit leaders especially need to obtain a better overall appreciation of IT’s full potential, along with a willingness and capacity to more directly link the acquisition and utilization of IT to the organizational mission. It’s possible for a non profit org like good will to adopt this 6 step IT infrastructure plan. Good will’s managers or leadership strategy. Can adopt an idea of technology necessity, which forces or engenders a culture of peace, through their wired or wireless connections long term.

Civic Engagement Project Assessing the financial reliability of your current and futureIT infrastructure. Financial management can be streamlined towards the training of employees, improvement of devices and software, and can positively boost most environments. Interestingly, most nonprofits (84 percent) have a full time staff person for technical support, but when queried on the primary way that support is delivered, 27 percent still rely on volunteers, friends, or interns to provide this service. Only in nonprofits with budgets greater than $5 million are technical support staff regularly dedicated to IT or information systems in the office. Nonprofits with budgets of less than $1 million, by contrast, are more likely to have volunteers or friends provide technical support (86 percent). Though this may seem to be a sound cost-saving measure, the outcomes are often negative. In their study of religious nonprofits, for example, Berlinger and Te’eni found, “Of the clergy we talked to, only one who had relied on volunteers for introducing computers was happy with the result. . . . Indeed, most of the clergy had very negative experiences relying on volunteers'' Creating relationships electronically and tangibly can also help boost the productivity of Goodwill or any non profit organization. External communication with stakeholders and technical analysts can make organizations. The Algos Center is a non-profit organization based on the East Coast. (Because we are using a pseudonym to describe the organization, the web site address cannot be revealed.) It was founded in the 1990s by an individual who helped a young relative deal with her aunt’s death; he saw a need for a Center that would help and support grieving children. The Center’s mission is just that: to aid grieving children, teens, and their families through outreach, education, and peer support. This non-profit organization encountered challenges in their systems development and protection.

Civic Engagement Project “During a follow up meeting with Dawn, Vicki presented the team with a Paradigm query she had tried to run without success. Vicki also said that she wanted an audit trail of who made each update to the data in Paradigm to see who might be to “blame” for poor data entry. Later, back at the university, the team re-ran the query using test data on their office computer and found that it worked perfectly. During their next visit, they examined some of Paradigm’s features with Dawn and found an error log tool. The error log displayed error codes and SQL statements that appeared to fail because of data entry problems (example: inputting two values into a single-valued field). Dawn learned that she could contact the vendor to acquire SQL scripts that could be run to “kick out” problem data. Dawn had never previously looked at the error log. Tucker and Powell asked Dawn for more information about Paradigm documenta- tion and user training” References 1) Chinn, S. J., Pryor, C. A., & Voyer, J. (2005). The Algos Center : Information Systems in a Small Non- profit Organization . IGI Global. 2) Hackler, D., & Saxton, G. D. (2007). The strategic use of information technology by nonprofit organizations: Increasing capacity and untapped potential. Public Administration Review , 67 (3), 474-487. https://doi.org/10.1111/j.1540-6210.2007.00730.x

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Civic Engagement Project

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