William Harper Associates

May 2008 NEWSLETTER

William Harper Associates Newsletter

This newsletter is a free service to the North American not-for-profit community from William Harper Associates. Its focus, like everything we do, is on helping organizations that do good, do better!

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In this issue:



FEATURE ARTICLE: Your IT guy - Firefighter or Concierge?

Almost every NPO uses information technology (IT) in some way or another. Whether it's an old PC for word processing, or extensive, integrated database applications running your whole shop, you probably rely on IT – a lot. And, because of that, you probably rely on your IT "guy". Of course, it may not be a guy -- it may be a "gal” , an outside company or a whole department of your organization, but most people understand that when they have a problem with IT, they call "the IT guy", and that's what we're going to talk about today.

Now, just for fun, we're going to talk about what your IT guy wanted to be when he (or she, or they) was growing up. We all remember those dreams: firefighters, ballerinas, astronauts. But we all came down to earth in a far less glamorous role than those idealized heroes and heroines that we used to dream of. But, there's a little bit of firefighter (ballerina, astronaut, etc.) in all of us, and we're going to see if we can spot it in our IT guy.

The firefighter

We've probably all seen this IT guy at some point in time. Urgently, even heroically, dealing with problems that arise throughout the organization. In fact, this guy is so busy running to, and putting out, fires, he never seems to find time to deal with the less urgent call, let alone plan for the future. Firefighters are heroes, and there should be a bit of firefighter in every IT guy, but that shouldn't be all.

The ballerina

This guy dances and spins, ever so beautifully, and at times floats right offstage. Sadly, the problems don't necessarily get solved. Just danced around. And while this guy, like his real counterpart, is ever graceful and athletic, this performance never seems to come to an end. The ballerina in our IT guy often comes out when he just doesn't know how to solve the problem, and so decides to dance around it. And it's inevitable, the IT guys (like us all) sometimes encounter things they don't understand. The answer, which is admittedly easier said than done for us all, is to “know what you don't know”, and call for help when needed. IT guys shouldn't be ballerinas.

The astronaut

Is your IT guy riding to the stars on top of a rocket full of technology? Some IT guys love this stuff so much their head is way beyond the clouds. So, when you just want your PC to work, he wants to take you to the bleeding edge, with high-tech gizmos that just aren't ready for prime time! While it's nice to know what the future may hold, this guy frustrates in his inability to work in the present (or even the recent past, if that's where your technology lies). IT guys can be astronauts, so long as they remember that even astronauts spend most of their time on the ground.

The football player

The blocker, to be precise. You may have a problem, you may have a need, but you ain't getting around this guy! Need to install a new productivity tool? Monitor only working in two colors? Sorry, that's not in the game plan. It seems this IT guy isn't even on the same team. If IT guys want to be football players, they should try to tackle your problems.

Now, not all boys and girls have such lofty dreams, at least not all the time. So now, let's turn to the childhood dreams of the perfect IT guy.

The handyman

If you're really lucky in life, you've met someone like this -- maybe a parent or a neighbor. They just seem to be able to make things work, and if they don't have all the right tools at hand, they seem to be able to make do somehow. Sometimes, of course, the result isn't pretty, but it's always functional. An IT guy like this in a small organization is worth his weight in gold.

The Oracle

Well, maybe he can't explain the meaning of life, but just about any IT question is fair game. You can ask this guy questions that you didn't even think were IT questions. If he knows (which he often does), he'll explain it in understandable language; if he doesn't know, he'll either find out or will direct you to someone who does know.

The urban planner

Boy, does this guy have a plan! He can tell you when you'll get your new PC (even if it's four years out), and when the fundraising system will be upgraded. He knows which systems work with which, and can somehow almost anticipate your needs. I don't think a lot of IT guys wanted to be urban planners when they were growing up.

The concierge

Could this be the ultimate IT guy? Whatever the request, whatever the crisis, whatever jam you've got yourself in, help is only a phone call away. Oh yes, he's handy like the handyman, and he seems all-knowing when you need it most. And, the best of the best can seemingly anticipate your next request. On top of all this, however, he never talks down, and discretion is assured – your secrets are safe with him.

So, why a concierge? The answer lies in the evolution of IT. The reality is: products, services, and solutions abound. They are everywhere, so the key is not to be all things to all people, but to KNOW all things (well ... many things). The key is not to be a master builder, but a master know-er. The key is to be able to connect you and your problem with a solution that some other bright IT guy, somewhere, has already built. The key is to be an enabler, a resource. The key is to be a concierge.

The IT guy as concierge. The ultimate IT guy? A hero for our age!


NEWS AND RESOURCES: Newsletter Archive

See our new newsletter archive for access to over 100 great articles, news items and resources on the sector. Simply click on the link at the top of this page to find a comprehensive index of materials on the site. The index is updated regularly, and includes not only actual subject title, but also keywords.


NEWS AND RESOURCES: Update on CRA Filing Requirements to Receive Rebates

In March, we advised that CRA was extending to the not-for-profit sector, a provision which would hold refunds and rebates until all required filings had been made. This requirement does appear to be relevant to “MUSH” organizations (municipalities, universities, schools, hospitals), but does not appear to significantly impact registered charities, among others, as they are not required to file T2 corporate tax returns. We continue to advise that you speak to your accountant or auditor about this.


DID YOU SEE: Our April 2008 Newsletter Line Up

Last month's Newsletter included the following items. If you missed any of them, click here:

  • What Executive Directors Need
  • Imagine Canada launches Insurance and Liability Resource Centre for Nonprofits
  • Looking for HR Help?
  • Ready to Lead: Next Generation Leaders Speak Out
  • Cash is King

QUICK TIP: Reducing the Environmental Impact of IT

Information technology (IT) has been a mixed blessing for the environment. Web resources and email can dramatically reduce the amount of paper used (and yet our paper use is the highest in our history). Telecommunications, webcasts and webinars, and other e-communications can reduce travel costs and impacts significantly, which is particularly valuable to collaboration-focused organizations such as ours. But, both manufacturing and subsequent disposal of IT products gets a justifiably bad rap for its impact on the environment.

What to do? As in so many areas, there is no magic solution, but there are practical, cost-effective steps you can take to reduce your environmental impact. For one thing, somebody somewhere can use almost any piece of technology that you are finished with. For another, you might be well-served by someone else's gently-used products, and at a significant cost-savings as well. There are other small and practical steps to be taken, such as not routinely printing emails, and printing and photocopying on both sides of the paper.

There are lots of resources on the Internet, and here's one good one to get you started: http://techsoup.org/recycle/index.cfm


NEWS AND RESOURCES: What Executive Directors Need (2)

Last month, we reported on the results of a survey of NPO executive directors. The survey focused on the professional needs of executive directors in a number of areas, including peer learning and professional development. Last month's conclusion was that there was a clear need for more support for executive directors.

One thing is for sure: executive directors are a resourceful bunch. So, why can't they -- why haven't they -- address this need directly? While the answer to this is undoubtedly complex, there are a few clear factors contributing to this dilemma: time, for one, because this is one busy group of people. And, focus is another one -- these folks give 110% to their very demanding and fulfilling jobs. And finally, money is always an issue. These folks spend a good portion of their professional lives, raising money to keep their organizations moving ahead; spending any of it on their own development is a tougher sell than it should be.

That said, get a group of EDs in a room together to ask what they need (as I recently did), and there is no shortage of good, practical answers. And, as the discussion focuses, and opportunities become clearer, a consensus starts to emerge: Opportunities for exchange, sharing and learning from peers. Practical, focused training and education in areas that let EDs add even more value to their organizations. Access to resources and tools that make them more effective. Services that respect their busy schedules, their tight finances, their unique needs.

So, the need is real. A consensus around specific solutions is emerging. An opportunity is before us. Stay tuned.


FROM THE ARCHIVE: Why are our annual audited financial statements so late? (from May 2007)

The annual audit is an important process that adds credibility to your annual financial statements. But, it seems that the audit process can take several months. There are a number of reasons for this, some of which can be managed to reduce the time taken, while others are inherent in the audit process.

Typically (for smaller organizations in particular), the work of the auditor is not even started until sometime after the end of the fiscal year. This is a matter of efficiency in most cases, since coming in during the year to do only a part of the auditor's work means that they will have to return after year-end in any event, with the two visits increasing the time required for the overall audit effort.

How far after year-end the audit work happens is also a matter of scheduling between the client and auditor. You may need to avoid certain busy periods, staff vacations, and so on. The auditor on the other hand also needs to schedule your work along with that of all their other clients. This can be a challenge, since much of the auditor's workload tends to happen in 'clumps', for example, around tax season (this may not be an issue for you, but it likely will be for your auditor). This scheduling delay can sometimes add months to the process itself, and it is important to be in early contact with your auditor if you want to minimize this delay.

The actual audit work also takes some time, anywhere from just a day or two, to several weeks. During this time, the auditor (or auditors if more than one person is on the job) will need fairly frequent access to your accounting person and management, and these people still have ongoing jobs to do as well. So, at times, your own staff will be the bottleneck. The actual time spent on-premises is typically a fraction of the elapsed time-to-completion, however.

Near the end of the process, the auditor finishes the on-site work, and disappears - so where are the statements? Well, depending on how your auditing firm is organized, one or more people may need to review the work done, ask questions, get answers from the staff member who did the work, and so on. Again, there is a question of scheduling for all concerned.

It is also important to remember that the financial statements themselves are yours, not the auditor's. Questions about disclosures, wording and so on are therefore ultimately yours to answer. The auditor is sometimes left waiting for answers to questions about these matters, particularly where you are relying on a volunteer (e.g. Board member) to address them. A proactive auditor will make sure, however, that you are clear on what questions are waiting to be answered.

If you are concerned about the timeliness of the audit process, clear communication of your expectations with your auditor, at an early date (i.e. well before the end of the year) is vital. Here are the things you can do on your end to accelerate the process to the greatest extent possible:

  • be clear about your timelines, deadlines and expectations;
  • be prepared - if your auditor requests particular pieces of information (before starting the fieldwork, for example), be sure to have it ready, or let them know ahead of time if it's not;
  • provide a single, senior point of contact for the auditor to deal with on outstanding issues; and
  • ensure that your key volunteers (e.g. your Treasurer) also know your timelines and requirements, and that they will be available to make needed comments or decisions within those timelines.

If very timely statements are required, the auditor can take a different approach to their audit work, significantly reducing the calendar delay for completing the work, but increasing the total work effort and, therefore, fees. You, as client, can choose if the added timeliness is worth the added cost.


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