Strategic Technology Plan
for
Hartford’s Own Community Theatre (HOCT)
April 2007
Sample Plan
Strategic Technology Plan
Table of Contents
Executive Summary
3
1. Introduction
4
1.1 Introduction Narrative
4
1.2 Mission
4
2. Technology Initiatives
5
2.1 Listing of Technology Initiatives
5
3. Technology Areas (Current Status and Planned Improvements)
5
3.1 Infrastructure
5
3.2 Technical Support
6
3.3 Technology Training
7
3.4 Data Management
8
3.5 Communications
9
4. Timeline
11
4.1 Timeline of activities to be completed
11
5. Budget
12
5.1 Detailed Budget- costs by year for three-year period
12
Appendix A – Attachments
Logic Models
Infrastructure Inventory and Staff Skills Survey
Training Plan
Technical Support Responsibility Chart
Appendix B – Quotes for Major Purchases/Contracts
Sample Technology Plan
2
Revised March 2007
Strategic Technology Plan
Executive Summary
HOCT recognizes that its technology resources have not kept pace with the agency’s 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 year’s technology needs.
Enclosed is a detailed, three-year Strategic Technology Plan for HOCT. The agency’s 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addition, the technology infrastructure was seriously out of date.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.
Sample Technology Plan
3
Revised March 2007
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 city’s 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:
Children’s 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 Community’s
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
Sample Technology Plan
4
Revised March 2007
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.
Sample Technology Plan
5
Revised March 2007
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 agency’s 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 agency’s 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.
Sample Technology Plan
6
Revised March 2007
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.
Sample Technology Plan
7
Revised March 2007
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
organization’s 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.
Sample Technology Plan
8
Revised March 2007
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 agency’s 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.
Sample Technology Plan
9
Revised March 2007
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)
Sample Technology Plan
10
Revised March 2007
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
Task
Annual
Every six months
Annual
Annual
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)
Annual
Sample Technology Plan
11
Revised March 2007
5.1 Detailed Budget
ITEM
Y1
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
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
$1,100
$2,000
$100
$200
_
$2,300
Subtotal
$300
$1,000
$300
$1,600
$500
Subtotal
$700
$300
$1,000
$500
$500
$200
$700
Subtotal
$1,200
$1,200
$200
$200
$200
$200
Subtotal
$300
$100
$500
$900
$300
$100
$400
$800
$300
$100
$400
$800
$15,700
$2,900
$5,300
$1,000
$200
$8,000
$9,200
$24,900
$1,000
$200
$5,000
$6,200
$9,100
$1,000
$200
$5,000
$6,200
$11,500
Staff Training
Business productivity
Special applications
$100
$200
$300
Consulting
Website design/updates
Service Fees and Contracts
Internet access
Website hosting
Technology support
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
Sample Technology Plan
12
Revised March 2007