The Case for ICT Mentoring

Much has been said about the need for Circuit Riders to support voluntary sector organisations and the importance of technical support. The call for greater interest and application of ICT strategy and budgeting is also often heard. But who is supporting the Chief Execs and Directors to make effective ICT planning happen? Who do the senior managers trust when, as one Chief Executive put it, "I just don't trust my ICT consultant because I always think he's trying to sell me something."

Many senior managers are left isolated from the real opportunities and benefits of ICT, because it's sold to them as ICT, not an opportunity to enable and improve their organisation. A recent client of ours said they hadn't been looking forward to our first meeting, 'because I get all nervous every time someone mentions ICT'. In the course of proposing the integration of ICT with their three-year business plan, we talked very little about technology and a lot about the organisation, it's people and their activities. This is at the heart of ICT strategy (and the true application of ICT) but can be difficult to get across to senior managers and trustees. Strategic ICT consultants should have a strong background in business planning and organisational development in the voluntary sector, as much as have specific technical ICT knowledge.

Building on developments in the research and delivery of the Centre for Charity Effectiveness' Strategic Use of ICT Short Course and experience with a number of clients on organisational development projects, we realised that what was missing was support for senior management alongside the more technical expertise they might get from a specific ICT consultant, circuit rider or technical specialist.

ICT in small to medium charities usually sits in one or two laps - the Chief Exec/Director or the Finance Director. Often neither is comfortable with it or particularly interested in it. ICT rarely warrants a director of it's own but needs board level representation and expertise. In these organisations, the best solution for that may be an ICT Mentor (or Virtual Director) who can relate the needs of the organisation to the opportunities available. Wherever possible, these Mentors should NOT be directly linked to future ongoing projects (although they might often be appointed to support and oversee projects which are already ongoing).

You need an ICT Mentor if:

1. As a Chief Exec, Finance Director or Exec Director, you don't understand ICT but realise it's critically important to the future of your organisation
2. Your ICT consultant doesn't convince you about what they suggest and you would like a second opinion
3. You have internal ICT support but it's fairly technical and has little bearing on strategic planning
4. ICT scares you. ICT is one of the most significant enablers for small and medium organisations. If it's terrifying you, there's something wrong with it.

Part time directorships start from under £2,500 per year. For more information on ICT mentoring, please contact Dr Simon N Davey at the preponderate network on 07958 292990 or email simon@preponderate.net

"What Preponderate uniquely offers is a link between local communities and local small businesses. This will benefit both and could provide a model for a wider, nationally based initiaitive based on these principles."

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We work with clients of all sizes ranging from small to medium charities and community groups to the public sector, government departments and local small businesses across the UK. Our community activities are focused on areas local to our business activities, respectively Greater London, South East England, North West England and East Midlands.