Technology Motivators and Usage in Non-Profit Arts Organizations

Technology Motivators and Usage in Nonprofit Arts Organizations Americans for the Arts Annual Convention Sunday, June 3, 2007 Las Vegas, NV

Presentation Overview

Project description and goals

Methodology

Results

Insights and recommendations

Q&A

Methodology

Results

Q&A

Project Description

To investigate the motivations behind the information technology decisions within arts organizations. -- Why do some arts organizations excel at using information technologies to support institutional objectives? --

Project Goals

To provide a baseline understanding of:

environmental and institutional factors affecting motivation to adopt (or not to adopt) new technology

technology decision-making processes in the nonprofit arts sector

Definition of “Technology”

Information & Communication Technologies

Computer software

Computer hardware

Database systems

Email

Internet-based tools

Telephone systems

Project Structure

Systems Synthesis project at Carnegie Mellon’s Heinz School of Public Policy and Management

13 Masters of Arts Management graduate students working together on a 16 week project

“ Real world” research environment with a client, a faculty advisor and an advisory committee

Project Timeline 2006 Jul Sep Aug Oct Nov Dec Jan Feb Mar Apr May Jun 2007 Final paper Conversations with GPAC begin First presentation Interim presentation AFTA presentation Final presentation Data Collection Data Analysis Project structure Advisory Board

Research Partner Organizations Organization Type Budget Size <$1 million $1-10 million >$10 million Visual Arts Performing Arts Visual & Performing Arts

Technologies in Use Artist Image Resource August Wilson Center City Theatre Children’s Museum Silver Eye Center for Photography Pittsburgh Symphony Orchestra Formalized Technology Plan    Dedicated IT Staff   Percentage of Technology Expenses in Total Spending 7.0% 1.9% 0.04% 0.31% 2.7% 0.01% Software programs in use 9 10 10 20 10 13 Communications tools in use 4 4 7 4 4 5 eNewsletter      Online Tool Subscriptions      Podcast  Online Communities / Social Networking   Blog  

Methodology

Results

Q&A

Project Methodology

Literature Review

Internal Documents

Initial Questionnaire

Interviews

Site Observations

Staff Survey

Methodologies included two types of data sets consisting of several research techniques Primary Secondary

Methodology: Initial Questionnaire

Objectives:

Staff understanding of organization’s usage of information technology

Provide context for interviews with specific organizational information

Themes Covered:

Staff Structure

Information and Communication Technology Inventory

Technology Planning protocol

Internet usage

Methodology: Interviews

Objectives:

Gather narratives to deepen understanding of technology decision-making process

Develop comparable & contrasting information across organizations

Interview Structure:

Introductory Questions

Major Technology Purchase(s)

Organizational Culture

Technology Support and Maintenance

Technology Planning

Methodology: Observation

Objectives:

Internal communication behavior

Perceived value of technology

Criteria Observed:

Physical Office Organization

Office Communication Technology

Completeness of the interviewee’s answer

Non-verbal cues

Methodology: Staff Survey

Objectives:

Identify behaviors and attitudes of staff members

Identify disconnects between interviewees’ perceptions and those of other staff members

Themes Covered:

Demographics

Attitudes Toward Technology

Planning, Policies, and Procedures

Technology Support and Training

Personal Technology usage

Organizational culture and values

Methodology: Document Review

Objectives:

Analyze internal documents to determine if and how technology decisions are planned

Provide initial understanding of organizational culture and values

Documents Reviewed (if available) :

IRS Form 990 and full budgets

Organizational Chart

Strategic Plan

Marketing Plan

Technology Plan

Methodology: Literature Review

Objectives:

Develop comprehensive understanding of technology usage and adoption

Baseline understanding of decision-making theory

Topics Reviewed:

Technology adoption, implementation, and adaptation

Usage of internet technologies

Decision-making theory

Acquisition trends in the nonprofit sector

Framework: Decision-Making Model

Crisis

Problem

Opportunity

Project

Strategy

Plan

2 Issue

Pre-Process

Mid-Process

Post-Process

1 Identification 3 Process

Framework: Decision-Making Model 3.2 mid-process

implementation

actions taken

3.1 pre-process

research and planning

personnel involvement

training and education

3.3 post-process

evaluation

feedback

1 Identification 2 Issue 3 Process

Framework: Decision-Making Model External Motivators Internal Motivators Financial Mandates Social Mandates Facility Mandates Resource & Time Constraints Awareness & Knowledge Sentiments and Satisfaction Attitudes About Technology Balancing Art and Administration Institutional Culture, Priorities & Values

Decision-Making Model: External Motivators

Financial Mandates

Social Mandates

Facility Mandates

External Motivators: Financial Mandates

Funding climate

Restricted donations

Economic environment

External Motivators: Social Mandates

National

Nonprofit Technology Trends

Legal Regulations

Local

Influence of peer organizations

Perceived audience needs

External Motivators: Facility Mandates

Administrative space limitations

Hardware/network infrastructure capacity

“ This building for the most part is a Microsoft Exchange environment. It’s been a challenge, frankly… because what’s happening is that Entourage is not designed to work [with] Exchange. So [the vice president] and his assistant can’t share calendars, they can’t share contacts. It’s been quite a challenge- that was one of those little learning experiences- it was a good experience, it was a good thing to know, but it has caused some difficulties.”

- August Wilson Center

Decision-Making Model: Internal Motivators

Awareness and Knowledge

Resource and Time Constraints

Institutional Culture, Priorities and Values

Balancing Art and Administration

Attitudes about Technology

Sentiments and Satisfaction

Internal Motivators: Awareness and Knowledge

Awareness:

a set of known options

Knowledge: in-depth familiarity with specific options

Shoestring budgets

Staffing limitations

"I am not even clear… whether the volume of use that the [printer] gets is… financially beneficial for us or whether it is costing us money. What I do know is that the opportunities… that it has opened up [are] significant. I don't know that we can afford to subsidize those opportunities for everybody… How are we going to support this place? …How do we get paid?”

-Artists Image Resource

Internal Motivators: Resource and Time Constraints

Internal Motivators: Institutional Culture, Priorities, and Values

Spending

Staff hierarchy

Planning processes

Self-defined identity

Internal Motivators: Balancing Art and Administration

Investment in artistic product and administrative technologies

“ We produce new plays and we want to extract as much quality out of the resources that are available to us and there is an inherent tension in that. We are really pushing to maximize the resources that we have.”

- City Theatre

Internal Motivators: Attitudes about Technology

Difficult to alter

Previous experience or understanding

Highly dependent on education and self-efficacy

3.1 pre-process 3.2 mid-process 3.3 post-process

Internal Motivators: Sentiments and Satisfaction

Informal reflections

Formal evaluations

3.1 pre-process 3.2 mid-process 3.3 post-process

Methodology

Results

Q&A

Key insights and recommendations Communication Structure Information

Awareness

Imitative Decision Making

Influenced by choices of peer organizations

Data-driven Decision Making

Influenced by research, planning, and data analysis

Evaluation

Reflection and analysis on the success (or failure) of each part of the decision-making process

Results will influence subsequent decisions

Information: Awareness and Evaluation Recommendation: Gather information to expand available options and increase success

Communication: Leadership and Satisfaction

When leadership communicates technology objectives, staff feel more capable to take on new technology challenges

When staff are satisfied with technical support, they are less likely to see knowledge as a barrier to technology adoption

Recommendation:

Increase two-way communication between management and employees to increase satisfaction and empower staff.

Structure: Empowerment and Formalized Roles

Recommendation: Formalizing technology roles can help to empower staff and positively influence attitudes about technology

DiMaggio, Paul, Eszter Hargittai. “From the ‘Digital Divide’ to ‘Digital Inequality:’ Studying Internet Use as Penetration Increases.” Resources Skill Support Efficacy Purposes of Use Human Capital Social Capital

Key insights and recommendations Facilitate Communication Formalize Structure Increase Information

Avenues for Future Research