December 24, 2015

Year-end Reflections from the Community: Peter Campbell

As years go, 2015 was a significant one in my career. The work of a CIO, or IT Director, or whatever title you give the person primarily responsible for IT strategy and implementation, is (ideally) two parts planning and one part doing. So in 2015—my third year at Legal Services Corporation—we did a couple of the big things that we’d been planning in 2013 and 2014.

First and foremost, we (and I do mean we—I play my part, but I get things done with an awesome staff and coworkers) rolled out the first iteration of our “Data Portal.” The vision for the Data Portal is that, as a funder that works primarily with 134 civil legal aid firms across the U.S. and territories, we should be able to access the relevant information about any grantee quickly and easily without worrying about whether we have the latest version of a document or report. To reach this vision, we implemented a custom, merged Salesforce/Box system. This entailed about a year of co-development with our partner, Exponent Partners, and a move from in-house servers to the Cloud. We’ll complete our Cloud “trifecta” in early 2016, when we go to Microsoft’s Office 365.

This was particularly exciting for me, because I have been envisioning and waiting for technology to reach a level of maturity and… collegiality that makes the vision of one place where documents and databases can co-exist a reality. Integration, and one-stop access to information, have always been the holy grails that I’ve sought for the companies that I’ve worked for; but the quests have been Monty Python-esque through the days when even Microsoft products weren’t compatible with each other, much less compatible with anything else. What we’ve rolled out is more of a stump than a tree; but in the next year we’ll grow a custom grants management system on top of that; and then we’ll incorporate everything pertinent to our grantees that currently hides in Access, Excel, and other places.

I’m working on a much more detailed case study of this project for NTEN to publish next year.

Secondly, we revamped our website, doing a massive upgrade from Drupal 7 to… Drupal 7! The website in place when I came to LSC was content-rich, navigation-challenged, and not too good at telling people what it is that we actually do.The four separate websites that made up our entire site weren’t even cross-searchable until we addressed that problem in early 2014. Internal terminology and acronyms existed on the front page and in the menus, making some things incomprehensible to the public, and others misleading. For example, we often refer to the law firms that we fund as “programs.” But, in the funding world, a “program” is a funding category, such as “arts” or “environment.” Using that terminology. along with too buried an explanation that what we actually do is allocate funding, not practice law ourselves, led many people to assume that we were the parent office of a nationwide legal aid firm, which we aren’t.

The new site, designed by some incredibly talented people at Beaconfire-RedEngine (with a particular call out to Eve Simon, who COMPLETELY got the aesthetic that we were going for and pretty much designed the site in about six hours), tells you up front who we are, what we do, and why civil legal aid is so important, in a country where the right to an attorney is only assured in criminal cases. While civil cases include home foreclosures, domestic violence, child custody, and all sorts of things that can devastate the lives of people who can’t afford an attorney to defend them. This new site looks just as good on a phone as on a computer, a requirement for the Twenty-Teens.

My happiness in life directly correlates to my ability to improve the effectiveness of the organizations that I work for, with meaningful missions like equal justice for all, defense against those who pollute the planet, and the opportunity to work, regardless of your situation in life. At my current job, we’re killing it.

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Interest Categories: Change Management, Community Management