2009 05 14-17 Information Technology Proposal

Information Technology Recommendations to the Board of Directors, May, 2009

Recommendation One: Upgrade current web site platform

Managing a Drupal system as global and complex at that of CNVC requires the use of a large number of the modular building blocks of the software, and continual monitoring to ensure optimal performance. Small upgrades and fixes have been handled during the time we have had the site with some improvement in performance and functionality.

The development process of Drupal runs in cycles that last about 18 months between significant upgrades that is from Drupal 4 to 5 in about 2006 and Drupal 5 to 6 last year. Each upgrade is an opportunity to fix lingering issues, improve performance and usability, enhance the documentation, cull unneeded features and add popular enhancements. Though the software is free, large upgrades require investments to implement.

The upgrade from Drupal 5 to 6 is significant, in that the core software was greatly improved between those releases, and many of the supporting modules were either upgraded or abandoned, based on real-world usage and community need. As the Drupal community readies the version 7, for release some time in 2010, there are already steps being taken to retire older versions of the system --that is to stop offering modules and support to those using prior versions. Upgrading is one of the few costs incurred when using the Drupal system. It could be considered optional, but at some point in the future, the system will no longer be adaptable for CNVC, and would have to be scrapped, which would be very expensive.

The next version of Drupal, 6, eliminates many of the structural problems that cause our current site to sometimes fail to deliver information which people request. I am confident that with Drupal 6 we could quickly provide the kinds of services the community has long expected and which Drupal 5 has been unable to meet provide. The CNVC Drupal software web system is complex, and serves a very large number of global members of the CNVC community.

It is in CNVC's best interest to enhance, improve and continue supporting that community by upgrading the current system from Drupal 5 to Drupal 6.

With this upgrade we will be able to avoid performance issues that may come up with the registration system and an online bookstore, both of which can contribute to our financial sustainability. We also open the door to using fundraising software currently in development by part of our network without investing development costs.

I expect to complete this project in 90 days.

Therefore I request the board to allocate up to $6,000 for this upgrade.

Recommendation Two:  Research and Implement and integrated solution to data management.

As discussed in the last board meeting, we have a lot of information central to our mission located in many sources, and therefore we are not able to effectively service our community.  For example we have about 55,000 people in four different databases. Our communication lists do not talk to our accounting software, requiring substantial effort to add purchasers to our contact databases. Staff time to assist one person changing their email address requires searching and editing four different databases.

Technology exists that would allow us to create an information technology infrastructure where all the parts were working from the same data sources allowing us to provide services and have awareness of our activity with far greater ease and much greater results by integrating accounting, fundraising, web site, database integration and many of the community needs of the organization.

An effective fundraising program depends on meeting legal requirements with our accounting and reporting, the limitations of our current accounting program limits our fundraising activity. An efficient contact and fundraising program could be a major contributor to CNVC’s near and long term viability.

Coupling unified contact management with informed fundraising and a “self-serve” website has been proven in the not for profit community to provide a substantial return on investment.

The time, energy and effort to make an informed decision about that infrastructure will require three to six months and could take another six to nine months to implement.  That decision would best be made by highly experienced people who have been Chief Technology Officer (CTO) and therefore understand well what is possible and what is worth the effort, and most importantly, what works.

Therefore I recommend that we accept Gail Taylor’s offer to help conduct a search for CTO level people who are interested in supporting our cause by setting on an Information Technology Circle and lending us their expertise.  I will provide this circle information detailing what we are currently doing, what our assets are, and what we would like to be doing.  We will describe our difficulties and present our solutions.  Then we will answer their questions and solicit their suggestions.

From this process I will develop a plan to use the information we have in the meaningful way we can to forward the mission of CNVC which we will present to the board with an eye towards implementation by January of 2011

I request the board endorse the search for an integrated solution to CNVC Information Technology.

Recommendation Three: Develop a Business Plan for CNVC in order to provide direction and focus to CNVC IT.

CNVC is looking for ways to sustain the organization. I recommend that CNVC go through a formal development of a Business Plan, as an extension of its Aim.

 Having a clear business plan will allow IT to develop tools to foster that plan.

In my view, a business plan would identify opportunities for sustainability. In my experience, such opportunities occur in the course of interactions. For example, a small handling fee will be collected when a person registers for training online and pays by credit card. We plan on an online bookstore because, in part, we collect a mark-up when we sell a book.  A business plan would investigate other such interactions and determine which would provide the most useful sources of income.

One question is to consider if it is the business of CNVC to develop the financial success of the affiliated trainers. If so we could develop IT systems that would be beneficial to both CNVC and the trainers that would help us reach more people and provide sustainability for CNVC and the trainers.  I would be happy to engage in a discussion about IT initiatives other not-for-profit organizations have found helpful to sustain their missions.

I request the board endorse the development of a business plan that includes direction and priorities for IT services.

Respectfully submitted,

Pan Vera Information Technology Coordinator Center for Nonviolent Communication