Dakota Rural Action plans to increase our capacity to manage information and communicate with members, contacts, and funders through planning for, purchase of, and training on an upgraded database system.

Update Technology Infrastructure; Training; Database upgrade

www.dakotarural.org

$4,130

Dakota Rural Action requests financial support for training and technology to improve tracking of, and communication with, our members, contacts, and funders. As DRA undergoes organizational evaluation and planning in 2007, we’d like to incorporate strategic thinking as to how DRA can better use database information to activate DRA’s membership, recruit new members, communicate with prospects, network with other organizations, and raise funds.

With Progressive Technology Project’s help, Dakota Rural Action plans to:
1. Hire a consultant to work with staff to assess DRA’s current database software, map DRA’s information needs, develop a database plan, evaluate up to three database systems, and choose a new database system.
2. Purchase new database software that meets DRA’s information needs, is Windows- and Mac-compatible, and is very user-friendly, to replace current software Microsoft Works. DRA is currently leaning towards purchasing Filemaker Pro, although we’d like to be able to reassess that decision after working with the consultant and evaluating other database programs.
3. Purchase a new Macintosh computer to act as the main database entry point, to replace the current near-defunct computer.
4. Hire a trainer to work with DRA’s staff individually and as a group to fully understand and utilize new database technology. The trainer will work with the group as a core for at least a half day session, and would then work individually with staff to address their levels of ability and comfort.

DRA’s Board and Staff are undergoing a comprehensive evaluation and planning process in 2007 to take DRA’s membership and effectiveness to the next level. Our goals are to
• identify critical issues and explore new populations that DRA could work with;
• build stronger and more active chapters and committees across the state that work for social, economic, and environmental justice in their communities;
• build DRA’s membership to include diverse populations across the state who care about common values – safe & healthy food, clean air & water, and participating in local decision-making;
• develop new leaders from traditionally under-represented populations who will impact environmental policy in their towns, counties, and state; and
• build DRA’s statewide power base so that DRA is a more effective vehicle for making change.

DRA’s staff members have identified the organization’s current membership database as limiting the effectiveness of the organization’s communication and membership building capabilities. DRA’s current membership list is kept in Microsoft Works, on a computer that has recently reached its RAM capacity. Only basic contact information and contribution history is kept. The database is accessible only on that computer and one other Macintosh computer in the office, and other staff members are not able to access the database from their PC’s. Organizers rely on monthly paper printouts of the current membership list, list of who’s up for renewals, and updated email addresses. Email addresses must be updated by each organizer by hand on their own computer. There is no capacity with current software to interface with DRA’s website.

DRA would like to bring in an outside consultant to help DRA staff plan an effective membership database, purchase the hardware and software necessary, and hire a trainer to work with staff individually and as a group to set up, use, and maintain the database. A new database system and in-depth training will enhance staff tools and skills for tracking and communicating with current members, potential members, allied organizations, and other important contacts like decision-makers and funders. This technology will allow DRA to build and more effectively use a membership prospect list from website contacts, one-on-one visits, member referrals, letters to the editor, etc. The technology will also allow staff to efficiently share, with each other, information about members and other constituents. With adequate information about members and other contacts, DRA’s staff will be able to activate a broader range of our constituency. These improvements will increase DRA’s capacity to meet the goals outlined above.

DRA plans to train five key staff (staff director, organizer, office manager, fundraiser, secretary) to fully use this technology. DRA’s secretary will continue to have primary responsibility for maintaining the database, with oversight by the office manager and staff director. All new organizers and other necessary staff will be trained in the technology by the office manager, using written support materials. Questions and problems that arise will be addressed to the trainer.

DRA staff will use PTP materials and consultant help to evaluate three different database systems and purchase and launch a new system by spring 2007. DRA will move current database contents to the new database system, in conjunction with 10 hours training for most of the current staff. Staff members will complete an evaluation of the training after its completion, and indicate whether further training is necessary. The new database system will be evaluated by all staff at year’s end, based on its use in meeting organizing goals, ease of use by secretarial staff, and reliability.