One of the biggest technology issues for most non-profit organizations is the capture and management of data. To an organization that is constantly challenged for financial and human resources; the most important asset they have is their data. I'll use a high-profile example. We met several times in early 2003 with the Denver Chapter of Susan G. Komen's "Race for the Cure." They were searching for a new web vendor and we did a great deal of due diligence with them in creating a proposal. (we didn't end up winning the business).

Each year for the last decade, as one of the largest "Race for the Cure" events held across the nation with more than 60,000 runners annually, the Denver Chapter would have a monstrous challenge on their hands. Here were some of their challenges:

1. Disparate data locations. The Executive Director had the list of past race participants on her hard drive at the office. The Volunteer Chair had the list of volunteers on her laptop. The Board Chair had the list of donors on his hard drive and the National office had the only copy of any "survivors" that had participated. Indeed a mess. Answer? A master database tied to their front-end website for proper capture at the point of registration.

2. No web access. None of the hard-working staff, whether paid or volunteer, had access to the data unless they were on their own computer. Answer? The master database is housed on one server location. Any "authorized" user has access via a web connection and proper login.

3. No online collaboration. This one drove them nuts. They were using college interns and volunteers to sort through forms and postcards and event posters and race bib numbers, etc. Each area was working in a complete vacuum. Answer? The master database is tied to an intranet solution that allows "all" authorized team members to see all race-related collateral in one location. The material can be updated, downloaded, printed, delivered via email, etc. and all actions are traceable and accountable to the other members of the team.

4. No cross-referencing of data. Probably the worst evil. A decade of history...hundreds of thousands of race entries and donors and volunteers. No way to cross-reference anything. All of the form fields were in place on the race form...did you run last year? Are you a cancer survivor? Have you ever donated besides this race? Are you/have you ever been a volunteer, etc. But that data capture was not making it into a master database because there wasn't one. Answer? All registrations moving forward must be done online, either by participant or by volunteer upon receipt by mail. All historical data (lots of man hours to get it up to speed) is input into the master database as best can be. All data can then be crossed.

5. No content management of website. They were beholden to an unresponsive web group that they had to pay for each update. When I met with them in February of '03, their website was still showing event information from the October '02 race. Answer? A content management system that is tied to the master database and the intranet.

In other words, a comprehensive web-based communications system to capture, control, manage and monitor DATA. No matter the cost, it would save them immeasurable man hours and capture immeasurable lost donations. As a donor to the cause, I know they've done better since then by outsourcing their donations management here. But as budgets are always a challenge, I have a sense that they haven't tackled the internal issues completely yet.

When my two business partners and I first started The Fuel Team in early 2003, we had some noble goals.

1. As seasoned, veteran marketing communications professionals, all three of us wanted to "apply our experience" to helping non-profits.

2. As owners of a proprietary software platform, we wanted to "leverage our technology" to help non-profits.

3. As contributors to several non-profits on an individual basis, we all wanted to "organize our giving" into a more cohesive and effective effort. 

As a small marketing firm, we focused our efforts on small-medium-sized independents or Colorado-based Chapters of larger, nationals. As we began to develop our client base, we came to several key realizations.

1. Our solutions had to be incentive or commission-based. Real ROI had to be demonstrated. Our ability to get paid for our efforts was largely dependent upon our ability to either raise or save the organization money.  

2. Any technology introduced had to be extremely simple and easy to use. Resources and man-hours are extremely thin in these organizations.

3. Technology could actually alter the demographic profile of the organizations' contributors.

Throughout this week, we'll share some case studies and examples of how we've been successful and some lessons that we've learned. We encourage your comments and your questions here at IAOC Blog.