Strategic Technology Plan for Hartfords Own Community Theatre (HOCT)

April 2007

Sample Plan

Strategic Technology Plan

Table of Contents
Executive Summary 1. Introduction 1.1 Introduction Narrative 1.2 Mission 2. Technology Initiatives 2.1 Listing of Technology Initiatives 3. Technology Areas (Current Status and Planned Improvements) 3.1 Infrastructure 3.2 Technical Support 3.3 Technology Training 3.4 Data Management 3.5 Communications 4. Timeline 4.1 Timeline of activities to be completed 5. Budget 5.1 Detailed Budget- costs by year for three-year period Appendix A Attachments Logic Models Infrastructure Inventory and Staff Skills Survey Training Plan Technical Support Responsibility Chart Appendix B Quotes for Major Purchases/Contracts 3 4 4 4 5 5 5 5 6 7 8 9 11 11 12 12

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Strategic Technology Plan

Executive Summary HOCT recognizes that its technology resources have not kept pace with the agencys operations. In 2002, the agency received a technology review and a grant from the Nonprofit Support Program (NSP) of the Hartford Foundation for Public Giving, and as a result of the substantial growth in agency programs, has been unable to complete all necessary upgrades of software and new PCs since that time. NSP offered HOCT a chance to participate in its Strategic Technology Program, and the result is this technology plan, along with a grant request to NSP for the initial years technology needs. Enclosed is a detailed, three-year Strategic Technology Plan for HOCT. The agencys tech team (including the executive director and senior staff, supported by a board member) developed the information necessary for completion of this plan, working with an NSP consultant. Previously, the key members of the tech team had completed an NSP training program to help prepare them for the effort. The team found that although some advances had been made by the agency in automating its processes, there were major activities that were still manually processed or controlled. In addition, the technology infrastructure was seriously out of date. The equipment could not handle the new software needed to upgrade the handling of tickets and to establish a database, which includes friends of the theatre. In addition, the agency budget does not, on its own, provide the necessary funding to complete the updates. It was determined that a new database was critical to maintain information on the theatre audience and for individuals involved in other theatre programs. Other priorities include updating the website and email access. The results require a fairly substantial increase in our funding requirements. We expect to request a Strategic Technology grant from NSP to cover the cost of projects initiated in the first year ($15,700). The remainder of first-year technology costs ($9,200) will be covered from reserves and from other grants. The cost for years two and three ($9,100 and $11,500) will be included in subsequent annual operating budgets.

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1. Introduction 1.1. Introduction Narrative The theatre has been operating in the Hartford area for the last 15 years. It was started when a group of individuals interested in the arts recognized that there was little opportunity for people with an interest in the theater to get together and perform. From this humble beginning came the current theatre. Now housed in an old school building in the citys south end, HOCT has space for an office, two classrooms that are used for the educational programs, an auditorium that is used for performances, and sufficient rooms for costume changes and scenery storage. The major activity of the theatre is the presentation of six shows during the winter season, with an additional two shows during the summer. These shows are performed by the repertory company, at times with the addition of an outside director or lead actors. Additional activities include: Childrens Educational Program, involving classes in theatre arts provided as an after-school activity. Last year a summer session was offered to junior high students. Adult classes -- A class in improvisation has been offered for the last two years and was so successful that it will be offered again this year. Program of support for local playwrights -- A counseling program has been initiated, and to date, two local playwrights have had their offerings presented by the repertory company. With only a small full-time staff, volunteer help is very important. Every member of the repertory company is unpaid, and HOCT counts on the help of outside volunteer technicians to put on its shows. The executive director and senior staff lead the educational programs with the help of seasoned, volunteer actors and others that are knowledgeable in the theatre arts. No significant theatre expansion is forecasted in the next three to five years. 1.2. Mission HOCT is a local, nonprofit theatre dedicated to expanding the Greater Hartford Communitys interest in the performing arts by providing an excellent community theatre, and by developing the theatrical talents of individuals with an interest in acting, directing, producing, set design, lighting, sound, make-up, and playwriting. 2. Technology Initiatives 2.1 Listing of Technology Initiatives Purchase and install a new computer network, update/purchase new workstations, and update software (operating systems and productivity) to enable staff to access the same

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information and make use of powerful software to improve productivity. (See Section 3.1) Develop/purchase a new database that will enable HOCT to track necessary audience and student information in order to target services more effectively, report to stakeholders about theatre activities, and communicate with constituents. (See Section 3.4 and 3.5) Develop a plan for maintenance and support of HOCT technology systems, including the use of a contracted technology firm for ongoing support and/or internal tech experts, where appropriate. (See Section 3.2) Revise the HOCT website and purchase a new telephone system to provide constituents with the information they need to understand HOCT services and stay in closer touch. (See Section 3.5) Train staff in applications pertinent to their roles and responsibilities to improve productivity. (See Section 3.3) Obtain high speed Internet access and email accounts that will make it possible for staff to improve their knowledge, networking abilities, and skills. (See Section 3.1)

3. Technology Areas 3.1 Infrastructure

See attached exhibit showing current technology inventory to support this section, including workstations, a server, and peripherals. Status Replacement of the server and development of a new computer network is the lynchpin for all current and future technology priorities. The agency has outstripped the capacity of the current server (current use is greater than 85% of capacity), which causes the system to crash on occasion. The server was created using PC components that cannot handle the systems now in use. The operating system and group software (Microsoft Exchange) are over two generations old. Microsoft has ended, or is phasing out, support for NT server and Windows 98, and additional licenses for these programs are not available. All workstations and peripheral equipment were purchased at the same time in 2002 and have either reached obsolescence or no longer function optimally. The workstations are running Windows 98, which is now under limited support from Microsoft. Additional workstations are needed so that all administrative and management staff can work simultaneously. There is a need to add one printer for ticket reservations, and the other printers need to be upgraded.

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The theatre did not have permanent Internet access until a few months ago. The current connection is a dial up that is slow and ties up the fax/telephone line when in use. Only two stations can access the Internet, and this provides insufficient access to email for staff. Resolution The existing network will be upgraded and enhanced through replacement of the server and workstations. The number of workstations will be increased. The agencys Internet connection will be switched to DSL. Since all equipment will, once again, be purchased/replaced at approximately the same time, a plan needs to be included in the agencys operating and depreciation budgets for staggered replacement in the future. Estimated retirement dates will be updated in the inventory list. Additionally, the new workstations and server will have the capability to be upgraded in the future. Implementation Plan Contract with a technology consultant to advise on the types and models of equipment to be replaced. Evaluate options and purchase the new hardware and software selected. Install new system with consultant support. Conduct an annual review of computer equipment to determine what is working, what is not working, and if anything needs replacement. Train staff on a new email system and Internet access. Purchase, install, and train staff on use of automated back-up system.

3.2. Technical Support Status Currently, the agency receives internal technical support from one staff person who is knowledgeable about computers. She has a fairly complete understanding of our operating systems and computers, but there is no one to back her up, and she does not have experience in PC repairs or network administration. Other staff members have knowledge about some parts of the system, but no one has extensive knowledge beyond the staff person assigned to technical support. There is no service contract with a vendor for ongoing technical support. All maintenance or repair is paid per job on an hourly basis.

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There has never been a comprehensive review (including age, date of obsolescence, and plans for replacement) of the computer infrastructure. There is no formal plan for maintenance of the computer systems, and there is no back-up system for critical data. In addition, there is no protocol for network administration, use of email and the Internet, or other computer technology. Resolution The agency plans to contract with a technology firm to provide technical support when the staff cannot fix a computer problem (e.g., when the network has gone down or the Internet is not working). We have formally defined technical support responsibilities for additional staff members and will be providing training where necessary. In addition to defining responsibility, we are developing a protocol for staff members who need technical support. Implementation Plan Solicit proposals, and evaluate and select a technology consultant to provide technical support on an ongoing basis. Contract with a technology expert or educational center to train staff on how to fix basic technology and software problems. Train one additional staff person on technical matters so that he/she can provide technical support when necessary. With the support of a technology consultant, develop protocols for network administration, use of email and the Internet, or other computer technology.

3.3. Technology Training Status Currently, the theatre requires no standardized technology training for its staff. A staff survey of self-identified computer skills (see attached staff survey summary) revealed that there is a relatively low level of computer literacy throughout the staff. Although the theatre has office productivity suite software (Excel, Access, Publisher and Word), staff is not proficient in the applications needed to complete their work in the most efficient manner. As a result of a lack of formal, standardized training, there is a heavy reliance on the few staff members with current technological knowledge. This reliance causes the few tech-savvy staff members to spend an increasing amount of time providing support to the other staff members, resulting in a loss of time spent on job-specific tasks.

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Staff members have requested technology training to maximize their efficiency in performing daily tasks. In addition, there is no formal orientation or training for new staff relative to the organizations technology resources. Resolution All managerial and office staff members need to be trained in applications pertinent to their roles and responsibilities and have that training tailored to their individual skill levels. Staff identified as having a higher skill base will be requested to act as in-house techies on both a planned and as-needed basis. Implementation Plan Determine training sessions needed for office and managerial staff. Research training options and select training vendor. Plan for ongoing computer training in the annual operating budget. Recruit in-house trainers with a strong skill base and ability to teach others, and provide a mechanism and time for in-house trainers to train others.

3.4. Data Management Status The theatre currently does not have an active constituent database. Information is retained in hard copy and Excel files. This approach has the following drawbacks: It is difficult to make changes to the structure, the files do not track all the information we need, we cannot search data and create needed reports, and no one is assigned to ensure that the information entered into the files is accurate and entered in the correct places. Generating regular reports requires a great deal of time and can only be done on a limited basis. Doing an audience assessment or an evaluation of student attendance at regular intervals (i.e., monthly progress reports) currently is not done because of the time involved. Constituent contact information is not available in a format to facilitate communications. Resolution An evaluation should be made to determine the necessary information needed to meet operating requirements. Design/select and install a database that will provide the elements needed to generate the information required for efficient theatre operation.

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Implementation Plan Review the files and hard copy information to identify the data that is currently being maintained. Identify data that is currently not being collected, but would be beneficial, and incorporate into database analysis. Work with a consultant to identify the format of an acceptable database. Determine whether a commercial database or home built is a better solution. Purchase or build the database selected. Review existing data to ensure accuracy and consistency. Determine if there are other theatre office functions that can be integrated into the database (e.g., timesheets and billing information). Install new database, migrate data, and train staff on its use. Create a regular update schedule and assign someone to maintain the database.

3.5 Communications Status The theatre conducts much of its communications by traditional means, including the use of telephone, fax, and paper mailings. The theatre launched a website in 2002 in an effort to provide 24-hour access to information about the theatre. Although it includes the current schedule of shows, it does not allow for ticket purchases online and does not have any information on the educational programs offered. The website has reduced the number of calls received requesting basic information about the show schedule and ticket information. Most of the board and some staff members have email and Internet access. Online communication with audience members and the repertory company is more limited. Online communication with donors is negligible. Currently, paper mailings are done by hand, including the annual fundraising appeal. The agency publishes a quarterly newsletter, but would like to offer more regular updates and develop a web version of the newsletter. There is no central store of contact information for constituents. Each staff member is responsible for maintaining his/her own contact list, and there is no simple mechanism for updating contact information throughout the theatre. The agencys telephone system is antiquated and lacks a number of features that would increase office productivity, including a staff directory, direct dial extensions, and multiple voice mailboxes.

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Resolution Initially, steps should be taken to identify the means of better facilitating agency communications, and an overall communications system should be developed. The database discussed in Section 3.4 will address the need for centralized contact information. We explored the option of upgrading the existing telephone system. However, the upgrades available to the existing system cannot completely meet the needs that we have identified. We therefore need to purchase or lease a new telephone system with voice mail capability. We will utilize the website to encourage individuals to communicate with the theatre online and will collect email addresses through this process. The theatre would like to offer ticket purchases, class enrollments, and other services through the website. A consultant will be hired to upgrade the website. Implementation Plans Make a focused effort to collect audience, repertory company, and donor email addresses, and input email addresses into a central database/address book. Solicit quotes for a new telephone system, analyze, and select. Purchase and install a new telephone system and train staff. Research, evaluate, select, and contract with a web consultant to make the necessary improvements to the website. Train staff to make ongoing content updates to the website.

4. Implementation Plan Procedures Timeline and Responsible Party Months 1-4 Analyze systems needs and purchase server, PCs, printers and peripherals (Exec Dir) Upgrade operating systems and business software (Exec Dir) Install DSL line and provide access for all staff (Sr Staff) Create computer protocols for staff to use (Sr Staff) Train staff in use of computer protocols (Sr Staff) Create training program for staff (Sr Staff) Develop training program for technical support staff member and back-up (Brd Member) Purchase and install new telephone system (Sr Staff) Train staff on use of new telephone system (Sr Staff)

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Months 5-7 Train staff in accordance with the training program (Sr Staff) Work with web designer on website (Brd Member) Find a consultant to work with the agency on database issues (Exec Dir) Work with consultant to design or purchase new database (Exec Dir) Clean database in preparation for changeover (Exec Dir) Complete the design and installation of the database (Exec Dir) Train staff on the use of the new database (Sr Staff) Months 8-10 Ensure revised website up and running (Brd Member) Train staff on updating of website (Sr Staff) Train staff on use of new database (Sr Staff) Months 11-12 Review technology plan and make any necessary changes (Exec Dir) Have consultant look at hardware and software to see if anything needs replacing (Exec Dir) Look at peripheral equipment to determine if it needs replacing (Sr Staff) Review use of new database to determine if anything needs changing (Exec Dir) Recurring Activities Period Annual Every six months Annual Annual Annual Task Review technology infrastructure (Exec Dir) Review staff training needs (Sr Staff) Review technical support needs (Brd Member) Review effectiveness of audience and member management system (Exec Dir) Review content of website and update strategy (Brd Member)

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5.1 Detailed Budget ITEM Automation Equipment Telephone System Copier (Lease) Fax, Projector, etc. Subtotal Computer Hardware Server and workstations (new) Upgrade components (RAM, drives, etc.) Peripherals (printers, scanners, CD Rom, etc.) Network Equipment (cables, hubs, routers) Wiring of new systems Hardware installation Subtotal Software Network and operating systems Business productivity Database Software installation Subtotal Staff Training Business productivity Special applications Subtotal Consulting Website design/updates Subtotal Service Fees and Contracts Internet access Website hosting Technology support Subtotal Total, Technology Project Costs Operating Expenses (Relative to Technology) Telephone lines Toner/ink/diskettes/labels In-house staff costs Total, Operating Expenses Grand Total, Technology Costs
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Y2

Y3

$3,000 $500 $300 $300 $300 ________________________ _$200 $3,300 $300 $1,000 $6,000 $200 $700 $100 $100 $600 $7,700 $1,000 $100 $2,000 $100 $200

$1,100

_ $2,300

$300 $1,000 $300 $1,600 $700 $300 $1,000 $1,200 $1,200 $300 $100 $500 $900 $15,700 $1,000 $200 $8,000 $9,200 $24,900 $500 $500 $200 $200 $300 $100 $400 $800 $2,900 $1,000 $200 $5,000 $6,200 $9,100

$100 $200 $300 $500 $200 $700 $200 $200 $300 $100 $400 $800 $5,300 $1,000 $200 $5,000 $6,200 $11,500
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