Considering new nonprofit software? Before signing a contract, scheduling implementation, or sitting through another impressive demo, there are 5 business questions your organization should answer first. Christine Chacko of Your Part-Time Controller explains how nonprofits can make smarter technology decisions while avoiding expensive fixes to the wrong problem. . . .A reporting problem doesn’t automatically mean you have a software problem!
Christine, a CPA with both accounting and technology experience, sees nonprofits wrestling with accounting systems, CRMs, payroll platforms, integrations, data, and reporting. Her first advice is refreshingly simple: diagnose the business need before shopping for the solution. “The thing I always tell people is to start with your end point.”
What information does leadership actually need? What decisions will the data support? What should the board receive? And are you collecting the right information to produce those answers?
Sometimes the existing system can already do considerably more than the organization realizes. Christine says that in her experience, roughly half the time organizations approaching her about replacing a system can get what they need from their current technology by changing how they enter, structure, track, or use their data.
Then comes the human side. Christine notes that some nonprofit employees have worked within the same processes for 10, 20, 30 . . .even 50 years!! Changing software can therefore mean changing deeply established work habits. Staff involvement, training, communication, and buy-in become part of the technology strategy.
And don’t automatically assume January 1 is the ideal implementation date. Year-end may already include closing the books, audits, funder reporting, donor activity, vacations, and other operational pressures. A well-planned midyear conversion may actually be easier.
As Christine puts it: “No matter how much software you’re using or how well you’re using it, it is always… a human issue.”
Key Takeaways:
Diagnose training, process, communication, and data issues before replacing technology.
Define the desired reporting or business outcome first, then work backward.
Treat employee buy-in as part of technology implementation.
Research real users and nonprofit peers—not just vendor demonstrations.
Consider the size of a product’s user and support community.
Avoid piling software implementation onto an already overloaded year-end calendar.