Enhancing Donor Information Systems
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Enhancing Donor Information Systems at Calgary
Drop-In & Rehab Centre: A Case Analysis
Thi Mydung Nguyen (Amanda)
Student ID: 3749428
Athabasca University
CMIS 351
August 12th, 2025
Instructor: Bangaly Kaba
Stephanie Husby
Terry Taylor
Total words count: 1746
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Executive Summary
This report examines the pressing need for a robust donor information system at the
Calgary Drop-In & Rehab Centre (DI), one of Calgary’s largest service providers for people
experiencing homelessness. DI currently operates with an outdated and fragmented Microsoft
Access system to manage over 55,000 donor and volunteer records. This inefficient system
undermines donor engagement, causes duplication and errors in outreach, and hinders datadriven decision-making. In a sector where financial sustainability and stakeholder trust are
paramount, the cost of inefficiency is too high.
The organization must adopt a more integrated, scalable, and reliable donor relationship
management system. Among three evaluated options—building a custom database, purchasing
Raiser’s Edge, and implementing Salesforce for Nonprofits—the report strongly recommends
Salesforce. It offers advanced analytics, centralized access, customization, scalability, and
sector-relevant functionalities. Additionally, it is widely used by peer organizations, which
lowers implementation risk and provides a community of best practices.
By implementing Salesforce with a phased approach supported by internal governance,
data cleansing, and staff training, DI will significantly enhance operational efficiency. It will
reduce human error, improve campaign success rates, and strengthen long-term donor
relationships. Over time, the system will help DI build a stronger foundation of financial and
relational capital to continue delivering its mission to Calgary’s most vulnerable communities.
The investment will lead to smarter fundraising, increased donor retention, and improved service
capacity, positioning DI as a more agile and accountable nonprofit.
Problem Statement
The Calgary Drop-In & Rehab Centre (DI) is a charitable organization that provides
food, shelter, medical care, counseling, and job training to marginalized populations, including
individuals experiencing homelessness. With a mission to prevent homelessness, provide care,
and offer rehabilitation opportunities, DI depends on donor funding for nearly half of its
operational budget (Calgary Drop-In & Rehab Centre, 2016). Yet, the organization’s
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technological infrastructure has failed to keep pace with its growing donor base and the
increasing complexity of the charitable landscape in Alberta.
The main issue lies in DI’s outdated donor and volunteer information system—a set of
unlinked Microsoft Access databases created over a decade ago. This system lacks centralized
access, standardized data formats, and integration with other digital tools, such as payment
gateways or communication platforms. As a result, donor information is frequently duplicated or
inconsistent, limiting the organization’s ability to engage in personalized outreach, track
engagement history, or generate meaningful performance analytics (Elkink et al., 2017).
In addition, the retirement of the IT director left a gap in leadership and maintenance
capabilities. Since no replacement was hired, the Director of Finance and Administration, Alan
Facey, has taken on technology oversight responsibilities without the necessary technical
support. With growing service demand, increasing competition for donor dollars, and a rising
expectation for data-driven accountability, DI faces urgent pressure to modernize its information
systems.
Analysis
The most urgent issue facing DI is its inability to effectively manage donor and
volunteer data due to fragmented legacy systems. Over 55,000 donor records are housed in
multiple Access databases, many of which contain duplicates or conflicting information. The
lack of consistency stems from unrestricted data entry fields and the absence of validation
protocols. For instance, donors named “Michael,” “Mike,” and “M.” may all appear as separate
entries, skewing communication efforts and undermining DI’s credibility. Similarly, large-scale
mailings may send multiple letters to the same address or misidentify donor affiliations, resulting
in wasted resources and negative donor sentiment (Elkink et al., 2017).
The consequences of this inefficiency are manifold. DI is unable to track donor trends,
conduct targeted outreach, or analyze campaign performance. Manual data cleansing consumes
staff time, introducing further opportunity for human error. Most critically, poor stewardship of
donor relationships risks alienating individuals and organizations whose continued support is
vital to the charity’s operations.
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If the problem remains unresolved, DI may face declining donor engagement, reduced
fundraising performance, and strained administrative capacity. In a province like Alberta—
already affected by economic uncertainty and a decline in oil prices—many charities are
struggling. The Calgary Chamber of Voluntary Organizations found that a significant number of
nonprofits reported worsening financial outlooks (Elkink et al., 2017, Exhibit 2). In such a
climate, DI cannot afford inefficiencies that jeopardize its competitive edge or donor loyalty.
The organization’s goals are clear: it needs a centralized system that allows staff to
manage donor and volunteer information reliably and securely. This system should support
segmentation, automate outreach, and integrate with other platforms. It should also allow DI to
track donor retention, understand giving patterns, and develop personalized engagement
strategies to increase lifetime donor value.
Three solutions have been identified. The first option is to build a custom in-house
system tailored to DI’s workflow. This would involve hiring a full-time developer to design,
implement, and maintain the database. The advantage of this solution lies in its customization
potential and full integration with existing tools such as Beanstream. However, the upfront cost
is approximately $150,000, with additional expenses for servers and ongoing maintenance. The
implementation timeline of 8–12 months further reduces its appeal, especially given DI’s current
lack of in-house technical expertise.
The second option is to purchase off-the-shelf software such as Raiser’s Edge, which is
widely used by Canadian nonprofits. Organizations such as the Red Cross and Hope Mission rely
on this system (Elkink et al., 2017, Exhibit 5). This platform includes features like donor
segmentation, campaign tracking, and receipt management. While the initial licensing cost for
three users is about $20,025 and annual maintenance is $3,000, the system may still require
adjustments to fit DI’s needs. Staff would need to undergo training to adopt standardized
processes, and the flexibility to scale or customize the software is limited.
The third and most viable solution is adopting a cloud-based CRM like Salesforce for
Nonprofits. This platform offers a centralized, customizable, and secure environment that
enables staff across departments to access real-time donor and volunteer data. Its features include
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role-based permissions, mobile access, integration with marketing tools, and advanced analytics.
The cost ranges from $21,800 to $32,000 annually for up to 100,000 records, with a typical
contract lasting three years (Elkink et al., 2017). While this requires a moderate upfront
investment, the platform’s flexibility and vendor support reduce implementation risk.
Salesforce’s widespread adoption by peer organizations such as The Mustard Seed
further validates its appropriateness. In fact, The Mustard Seed’s transition to Salesforce also
included hiring a data analyst to support predictive fundraising, a forward-thinking move that DI
could emulate over time (Elkink et al., 2017).
Recommendation
1/ Why Salesforce for Nonprofits Is the Best Fit
Salesforce for Nonprofits stands out as the most practical and strategic solution for DI’s
organizational and technological needs. The software enables centralization of records, seamless
integration with communication tools, and real-time reporting dashboards. Importantly, its high
degree of customization allows DI to adapt workflows to suit its unique mix of donor, volunteer,
and grant data, rather than contorting processes to fit rigid systems (TechSoup, 2023).
Compared to in-house development or off-the-shelf tools, Salesforce’s modular platform
grows with the organization. Its mobile accessibility is especially valuable for frontline staff and
community outreach teams working remotely. The platform also supports automation for key
tasks like thank-you emails, tax receipt generation, and recurring donor notifications—freeing
staff for high-value engagement.
Beyond the functional benefits, Salesforce contributes to cultural change within DI.
Adopting a modern, cloud-based system signals to donors, staff, and funders that DI is forwardthinking and invested in transparency and performance. The shift also enables the organization to
capture and analyze data in real time—empowering leadership to make better-informed
decisions.
2/ Acknowledging and Managing Implementation Risks
Although the advantages are clear, implementation risks must be acknowledged and
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planned for. Resistance to change, lack of internal IT capacity, and the complexity of data
migration pose real challenges. However, DI can mitigate these risks by appointing internal
change champions from each department and engaging a certified Salesforce implementation
partner to guide the transition. This partner can provide support with data structuring, system
configuration, and post-launch troubleshooting.
Furthermore, the organization can adopt a “train the trainer” model to foster internal
expertise. Key staff will receive advanced training and then support their colleagues, reducing
dependency on external consultants and creating internal continuity. Given Salesforce’s wide
adoption in the nonprofit sector, there is ample access to forums, training materials, and peer
insights to support success.
Action Plan and Conclusion
1/ Establishing Governance and Leadership
A cross-functional steering committee should be formed immediately. This team, composed of
department heads and key stakeholders, will be responsible for vendor selection, budget
oversight, timeline monitoring, and decision-making during the implementation process.
2/ Engaging a Salesforce Implementation Partner
Hiring a Salesforce-certified consultant ensures DI receives tailored system architecture that
aligns with fundraising, volunteer, and outreach objectives. The partner will also ensure data
security and compliance during system migration and integration.
3/ Data Cleansing and Migration Preparation
The project team must conduct a full audit of the current databases to merge duplicates,
standardize entries, and create data validation rules. This step is crucial to avoid importing
flawed information into the new system and will ensure long-term accuracy.
4/ Staff Training and Capacity Building
Comprehensive role-based training sessions should be organized, including simulations, step-bystep manuals, and recorded tutorials. A support network of “power users” across departments
should be established to guide other staff and address issues as they arise.
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5/ Phased Rollout for Controlled Adoption
Rather than a full system launch, a staged approach is recommended. Start with the fundraising
department, followed by volunteer coordination and community programs. Each phase should
include review periods to capture lessons learned and refine processes.
6/ Ongoing Evaluation and Refinement
Key performance indicators (KPIs) such as campaign success rate, donor retention, time saved
on administrative tasks, and staff satisfaction should be tracked quarterly. Feedback loops should
be formalized so system enhancements can be addressed promptly.
Conclusion
In conclusion, implementing Salesforce for Nonprofits is not merely a technology
upgrade—it is a strategic decision that directly enhances DI’s capacity to serve Calgary’s
homeless and vulnerable populations. By choosing a platform that is flexible, scalable, and
donor-centric, DI will be better equipped to manage resources, engage donors meaningfully, and
remain transparent and accountable to the public. With a thoughtful rollout and commitment to
change management, the organization will benefit from improved fundraising outcomes,
streamlined operations, and a stronger community presence.
This transition marks a shift toward long-term sustainability and data-informed
leadership. As nonprofit organizations face increasing demands and scrutiny, DI’s adoption of a
best-in-class CRM positions it for greater resilience, efficiency, and impact.
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Reference
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estimated%20$192%20billion
Donor management system vs. constituent relationship manager. TechSoup
Blog. https://blog.techsoup.org/posts/donor-management-system-vs.-constituentrelationship-manager
Elkink, D., Woo, M., Dupuis, D., & Hausermann, D. (2017). Calgary Drop-In Centre: Donor
Information System (Case No. 9B17E003). Ivey Publishing.
Van Rassel, J. (2014). Homeless death statistics paint grim picture. Calgary Herald. Retrieved
from https://calgaryherald.com/news/local-news/homeless-death-statistics-paint-grimpicture
Wing, K., & Hager, M. A. (2004). Getting what we pay for: Low overhead limits nonprofit
effectiveness. Urban Institute. Retrieved
from https://www.urban.org/research/publication/getting-what-we-pay