Fundamentals of Technology Governanace for Boards

The fundamentals of technology governance for Charity, NGO and NFP Boards - whatever the size and shape of your organisation .

Slides from a lunchtime professional development seminar for chartered accountants.

Transcript

1. RETHINKING TECHNOLOGY GOVERNANCE Hazel Jennings :: 021 0234 9095 :: @hazeldjay hazel@dalejennings.co.nz
2. “Information flow is as important as Cash flow” Cash is still King but the new prince is information… and while financial governance has been developed over centuries information governance is new, fragmented and chaotic
3. 2 LEVELS OF TECHNOLOGY GOVERNANCE  Enterprise Business Technology Governance*  Evolving Level  Strategic  Policy  Requires governance maturity  Information Technology Governance  Established Level  Operational  Process  Develops with use of ICT * Or EBTG From the work of Elizabeth Valentine
4.  Organisational Maturity  Structure and Size of Organisation  Role of Technology FACTORS SHAPING ENTERPRISE BUSINESS TECHNOLOGY GOVERNANCE
5. Founding Forming Establishing Organising Becoming Productive Managing Leading Governing Charting new waters Elaborating ORGANISATIONS EVOLVE – PURPOSE & PROCESS Common Good Organisations
6. WHAT KIND OF CGO ARE YOU? THREE LAYER • Board + GM + Staff • Team > Board • Delegated authority MULTI-LAYERED • Executive Team & Departments • Commercial(ish) Board TWO LAYER • Small staff • Board > Staff • Board direct operations VOLUNTEER • Volunteer led • Board = Team • Single Layer decisions
7. Role of Technology Cost E-mail, documents and online presence AND essential for critical operational processes AND essential for organisation and service decisions AND is part of the product or service AND is the product or service HOW DO YOU USE TECHNOLOGY? Fundview, NZ Navigator Quitline, Depression Contract for Services Providing Public Services Every Organisation
8. ALL THESE FACTORS ALIGN CGO STEP Structure Use of Technology SIMPLE COMPLEX Minimum Full Standard Advanced technology governance requirements
9.  Risk management  Back-ups  Controlled access to organisational files  Continuity and crisis plans – at least in outline  Security for confidential information  Use databases not spreadsheets where possible  Cloud offers far superior security than the “server in the cupboard”  Someone holds responsibility for technology  Watching brief on changes  Targeted research when needed  Agreed technology criteria  Integrate around core applications; e.g. finance  What is in-house, what is outsourced?  Use of social media framework MINIMUM: FOR EVERY ORGANISATION – TECHNOLOGY IS NO LONGER OPTIONAL
10.  Recognise responsibilities  Cannot “abdicate” compliance to suppliers  Rely on third party standards  Core policies defined  Data management (includes security)  Staff use of technology (BYOD, electronic identities, own interests)  Procurement  Basic technology management  Staff support and training  Risk register, active performance monitoring  Cost monitoring (acquisition, staff time, usage) STANDARD: MOST ORGANISATIONS WITH STAFF AND/OR PUBLIC SERVICES
11.  Ensure core roles and responsibilities covered  Data quality, maintenance and development  Operationally independent project and change management  IT management is standards based e.g. ITIL, COBIT  Separate technology management from operations  Formal KPI reporting  Value not cost – e.g. triple bottom line or contribution  Breakdown available by service or contract  Technology planning is integral to planning processes  “vision” exists for technology ADVANCED: LARGER ORGANISATIONS; HOLD GOVERNMENT SERVICE CONTRACTS
12.  Board level technology advisory group  Integrated with or distinct from finance and risk  Guided by ISO/IEC 38500  Active Board development includes technology  External audit  Major project reviews  IT plans and performance  Security  No Technology projects  Only organisational projects that incorporate technology  Investment business case essential  Track project delivery against project promises FULL: MATURE BOARD; MISSION GRAFTED TO TECHNOLOGY
13.  Everything discussed today assumes evolutionary organisational growth and maturity.  Technology negates the need for this. So do new ideas.  New operational models (usually technology based) can be revolutionary  Your technology governance may need to ramp up fast. A FINAL THOUGHT
14. USEFUL LINKS  My website www.dalejennings.co.nz has an ever developing DIY toolbox. Ask if you want something added!  The Common Good Organisation Development model is explained in the book or at a workshop. I recommend a manager and a board member attend the workshop together for best results.  Some of the best enterprise business technology advice is available free from McKinsey and Company. Sign up for free and select “business technology” under “client services”  The NZ Privacy Commissioner has an excellent plain English guide to cloud computing covering many risk areas as well as compliance. The IITP Cloud Computing Code has more technical details and questions to ask suppliers.  Some LinkedIn groups technology governance. My profile links to several. Please connect.  If in doubt - Google your question and watch the videos!
15. ISO/IEC 38500 CORPORATE GOVERNANCE OF IT