The following article, by Washington Business Journal Associate Editor Timothy Burn, appeared in the December 11th, 2009 issue of the Washington Business Journal.
Exec helps nonprofits do more with technology
Like a true entrepreneur, Rob Jackson has used his career to identify a need and find ways to fill it. After spending some time at the See Forever Foundation/Maya Angelou Public Charter School, Jackson realized nonprofits need help making the best use of technology. Now he is vice president of business development for Community IT Innovators (CITI), where he helps nonprofits use technology to fulfill their social missions, and do it in a sustainable way.
What’s at the top of your ‘to do’ list?
First, build greater awareness for the strategic value of IT in social-mission organizations. Right now, IT is considered to be a cost center that plays several different tactical roles as opposed to a strategic business driver for the entire organization that requires an informed investment. That needs to change. Second, in order for IT providers like CITI to help social mission organizations make the transition into strategic IT, we need to spend more time talking about the organization’s business objectives with leadership. Third, build greater awareness internally among the staff about the business value of IT.
What’s the biggest challenge CITI clients face right?
Learning how to become more efficient in order to mitigate the well-publicized funding challenges. According to the Foundation Center, giving in 2009 will most likely finish down about 10 percent from 2008, and it’s expected to be down a little more in 2010. So, for the smaller organizations that we serve who have traditionally been asked to do more with less, it will be even more difficult to provide the administrative and professional services capabilities necessary to perform their work.
Many area nonprofits have had to tighten their belts. Has that hurt CITI’s business?
Our growth slowed earlier in the year, but we have been able to diversify our client base and identify new opportunities so that the effect of the downturn has not been catastrophic.
What do you think will be the next must-have IT capability for nonprofits?
With scarce resources and greater accountability standards, social-mission organizations will request information systems that can provide real-time, on-demand access to management information. So, defining the organization’s performance metrics, collecting the data, aggregating, analyzing and publishing the data using Web-based technologies is definitely going to be a must-have.
Can you explain CITI’s “triple bottom line” business model?
People. Planet. Profits. We measure the health and wellness of the organization by measuring individual goals, employee morale, and the company’s carbon footprint in additional to the traditional financials. Everyone at CITI has a coach (a CITI staff member) that helps define individual, quarterly goals that we track. These individual goals, team goals, business unit goals, and company goals get scored by our peers at the end of each quarter.
Your web site says CITI is employee-owned. How is that structured?
In an effort to ensure long-term success of CITI, the company established an employee stock ownership program. The impetus for this came from our staff who wanted to establish a participative, socially responsible, worker-ownership culture. So after one year of service, an employee becomes eligible for shares of company stock. The goal is to increase ESOP ownership and transfer up to 45 percent of the ownership to staff.
Seems like the nonprofit world is a finite market. Has CITI thought about how it can grow?
Ultimately, our growth is dependent upon our ability to leverage technology to make a significant impact for our clients. One way to grow is to serve more clients and play in a larger sandbox. This is possible, but the challenge becomes scaling our services so that we are providing consistently to a growing number of clients. Another way to grow is to provide more IT services to the clients we already have. This is also feasible, but then the challenge becomes offering technology services that are “just right” for the organization rather than being determined by an internal growth number. If we are successful in making a significant impact that dramatically accelerates the progress on our most urgent social issues, would our clients require more technology support or less?