Executive Director's Report February 2002 =========================== March 15, 2002 By Ian MacEachern (execdir@freenet.carleton.ca) Contents: 1. Introduction 2. Status report - key indicators 3. Strategic goals and operational objectives 4. Special projects 5. Management priorities 6. Technical priorities Appendices A Chart showing Registration Donations B Chart showing Renewal Donations C Chart showing Membership Activity 1. Introduction =============== This report will now cover the period from the previous board meeting to the Tuesday prior to the current board meeting. The report will be organized as follows: Status Report - the two key indicators as recommended by the Executive Director and agreed to by the Board of Directors are 1) Total Number of Active Members; and, 2) Total Donations from Members. The actual figures, target figures, and budget figures, will be reported on a monthly and a yearly basis. Strategic Goals and Operational Objectives - This section will detail progress towards this year's strategic goals and objectives. Please note that strategic goal #3 is to extend the range of services offered to members, and 4 of 5 of the operational objectives tied to this goal are related to the special projects. Accordingly, discussion of those objectives will take place in the section titled "Special Projects" Special Projects - Currently there are two special projects, HRDC Thin Client and SmartCapital. This section will provide details on the status of the two projects. Management priorities - This section will provide a brief list and discussion of management priorities. Typically the activities described here will be non-technical in nature. Technical priorities - This section will provide a brief list and discussion of technical, system administration priorities. 2. Status Report ================ a) Key indicators - Year to date progress Actual Target Budget % % of Target of Budget ~~~~~~~ ~~~~~~~ ~~~~~~~ ~~~~~~~~~ ~~~~~~~~~ 1. Number of members: 6,799 6,681 6,681 102% 102% 2. Donation Revenue: $41,425 $34,055 $34,055 122% 122% b) Breakdown of new members, renewals, and donations for February Actual Target Budget % % of Target of Budget ~~~~~~~ ~~~~~~~ ~~~~~~~ ~~~~~~~~~ ~~~~~~~~~ Total New 109 169 169 64% 64% Donating New 83 75 75 111% 111% Renewals 562 544 544 103% 103% Donating Renewals 410 315 315 130% 130% Renewing Donations 15,508 15,304 15,304 101% 101% New Donations 2,124 2,250 2,250 94% 94% ------ ------ ------ ---- ---- Total Ind Donations 17,632 17,554 17,554 100% 100% Organization Donations 1,919 800 800 240% 240% ------ ------ ------ ---- ---- Total Donations 19,551 18,354 18,354 107% 107% Avg New Donation 25.59 30.00 30.00 85% 85% Avg Renew Donation 37.82 48.58 48.58 78% 78% c) Breakdown of new members, renewals, and donations for 2002 Actual Target Budget % % of Target of Budget ~~~~~~~ ~~~~~~~ ~~~~~~~ ~~~~~~~~~ ~~~~~~~~~ Total New 243 346 346 70% 70% Donating New 152 154 154 99% 99% Renewals 1141 990 990 115% 115% Donating Renewals 852 573 573 149% 149% Renewing Donations 33,849 27,835 27,835 122% 122% New Donations 3,893 4,620 4,620 84% 84% ------ ------ ------ ---- ---- Total Indiv Donations 37,742 32,455 32,455 116% 116% Organization Donations 3,683 1,600 1,600 230% 230% ------ ------ ------ ---- ---- Total Donations 41,425 34,055 34,055 122% 122% Avg New Donation 25.61 30.00 30.00 85% 85% Avg Renew Donation 39.73 48.58 48.58 82% 82% 3. Strategic Goals and Operational Objectives =========================================== 1. Goal: Remain donation based. 1.1. Operational Objective: Achieve donations necessary to operate at break-even or at a surplus Time Frame: Performance against budget measured Q1, Q2, Q3, Q4 Progress: We continue to over achieve in renewal numbers and donations. The situation with new members, new member donations, average new donations, and average renewal donations is a concern. Next Steps: Review the donation patterns of our existing members. Ensure new members are aware of the cost of operating the NCF and ensure they are aware of the service we offer. Review and modify current renewal letter as required to ensure proper message is being transmitted. 2. Goal: Improve the reliability of the services offered to our members 2.1. Operational Objective: Solve dial-up access problems Time Frame: Q1 Progress: Reliability on 520-9013 has increased substantially, with few problems reported on that number. The Cisco 5100 terminal server from Mitel continues to operate quite well, handling 46 lines. Thanks to Carleton providing a Total Control 1000 terminal server we were able to swap out and return the 3com RAS 1500's for refund. We have been told to expect a wait of 3 weeks to a month to receive the refund. The Total Control unit handles 26 lines, and appears to be functioning quite well also. Once again, Carleton has generously supported the NCF through its decision to provide us with the use of the Total Control box until such time as we can come up with a permanent solution. A special thank you must be extended to Ardavan Tajbaksh and Colin McFadyen for their help in ensuring continued service to the members of the NCF. On a similar note, thanks to John Stewart who worked on getting freenet4 back on line after the power shutdown in Robertson Hall. Next Steps: We must now undertake an analysis of our current modem situation to determine the most beneficial yet cost effective permanent solution for our dialup access needs. 2.2. Operational Objective: Upgrade the technological infrastructure Time Frame: Q4 Progress: Andre and I have mapped out a desired configuration. The SmartCapital project budgets have been finalized so we will be ordering new computer equipment in the very near future. The new equipment will be used to meet the various requirements of the new projects but will also be able to take some of the strain off our existing equipment. Next Steps: Finalize the server requirements for the Smart Capital projects and order the new equipment. 3. Goal: Extend the range of services offered to our members 3.1. Operational Objective: Roll out Thin Client I (HRDC) Time Frame: Q1 Progress: See section on special projects. Next Steps: See section on special projects 3.2. Operational Objective: Roll out Thin Client II (IC) Time Frame: Q2 Progress: See section on special projects. Next Steps: See section on special projects 3.3. Operational Objective: Roll out Web Mail I (IC) Time Frame: Q2 Progress: See section on special projects. Next Steps: See section on special projects 3.4. Operational Objective: Roll out Extended Access II (IC) Time Frame: Q1 Progress: See section on special projects. Next Steps: See section on special projects 3.5. Operational Objective: Provide domain hosting services Time Frame: Q3 Progress: None at this time. Next Steps: None at this time. 4. Goal: Raise the visibility of the NCF within the community 4.1. Operational Objective: Develop and implement an effective marketing program Time Frame: Q2 Progress: We have received a second cut of the marketing strategy from inMedia and are in the process of reviewing it. Also, we have final copies of the marketing plans created by Prof Judith Madill's Not For Profit Marketing class at Carleton. Next Steps: Review all the submissions we have received and develop a comprehensive strategic marketing plan. 4.2. Operational Objective: Revamp web site Time Frame: Q2 Progress: Significant progress made here! As noted in my last report, the new NCF home page was rolled out on Friday February 8. Since then we have been working on the content of the next level pages of the web site. Shirley Yik is leading this initiative with significant work being done by Sheila Alder and Jim Elder, along with other contributors. Next Steps: Continue to work on the content of the lower level pages and then converting those pages to the new style. 5. Goal: Increase the relevance of the NCF 5.1. Operational Objective: Provide members the opportunity and means to become active participants in public debate of community issues i.e. discussions of the broadband initiative, etc. Time Frame: Q3 Progress: None at this time. Next Steps: 5.2. Operational Objective: Provide sponsorship and authentication service for 802.11 community network Time Frame: Q3 Progress: This initiative has stalled somewhat because of higher priority work taking precedence. Next Steps: As time permits, revisit this initiative. 6. Goal: Build useful partnerships 6.1. Operational Objective: Establish significant partnerships with community foundations, local corporations, individuals capable of providing significant donations Time Frame: Progress measured Q1, Q2, Q3, Q4 Progress: None at this time. Next Steps: None at this time. 7. Goal: Make better use of our members, supporters and volunteers 7.1. Operational Objective: Establish volunteer management process Time Frame: Progress measured Q1, Q2, Q3, Q4 Progress: Starting with the web page redesign, I have been working with Shirley Yik to determine best ways to go about recruiting and retaining volunteers. Next Steps: To recruit quality volunteers I will be defining specific tasks and projects and recruiting specifically for those tasks and projects. 8. Goal: Improve our operational efficiency 8.1. Operational Objective: Port membership database to RDBMS Time Frame: Q2 Progress: We received a proposal from a local professional services firm to port the database and program the member service functionality. We are also working with a group of students from Algonquin College who are working on the database redesign as a class project. Next Steps: Evaluate our requirements in conjunction with the Smart Capital project and develop a plan to integrate the membership database with the projects. 8.2. Operational Objective: Start porting member service functionality to web-based system Time Frame: Q4 Progress: See Operational Objective 8.1 Next Steps: See Operational Objective 8.1 8.3. Operational Objective: Improve member support services Time Frame: Progress measured Q1, Q2, Q3, Q4 Progress: Sheila has provided me with a list of member support activities as a first step to improving the service we provide to our members. Next Steps: Work with Sheila on improving all office operations including member services. 9. Goal: Develop a long-term plan 9.1. Operational Objective: Establish a long-term strategic plan for the organization Time Frame: Q4 Progress: None at this time. Next Steps: None at this time. 4. Special Projects =================== 1. Thin Client I (HRDC) Progress: The initial installation is complete and Comgate is now finishing up the documentation. We have contacted a small group of members to start the pilot test. Next steps: Begin the pilot test and review the technical documentation. Start developing a test plan for the second phase of the pilot test. Start developing a roll out marketing strategy. Finalize technical support requirements. 2. Thin Client II (IC) Progress: The Smart Capital Contribution Agreement has been signed and the project statement of work and budget have been finalized. Next steps: Work can now begin on the detailed technical design and setting up the systems infrastructure. 3. Web Mail I (IC) Progress: See Thin Client II (IC) Next Steps: See Thin Client II (IC) 4. Extended Access II (IC) Progress: We continue to search for a partner for this part of the Smart Capital project. Next Steps: Now that the budget is finalized we can ramp up our search. 5. Management Priorities ======================== 1. Analyze long term dial up access requirements. 2. Analyze outgoing bandwidth requirements. 3. Analyze our role as a community network and review requirements for providing community networking products and services. 4. Productivity improvements, volunteer recruitment 5. Projects General - Review staffing requirements HRDC Thin Client I - testing phase Smart Capital Thin Client II - technical design and setup infrastructure phases Smart Capital Web Mail I - technical design and setup infrastructure phases Smart Capital Extended Access - potential partners approached to determine interest 6. Marketing Plan - develop comprehensive strategic marketing plan 6. Technical Priorities ======================== 1. Projects General - Review staffing requirements HRDC Thin Client I - testing phase Smart Capital Thin Client II - technical design and setup infrastructure phases Smart Capital Web Mail I - technical design and setup infrastructure phases Smart Capital Extended Access - potential partners approached to determine interest 2. Technical infrastructure planning 3. Analyze requirements for implementing policy regarding e-mail domain attribution 4. Review our options regarding SPAM. ----------------------------------------------------------------------- Appendix A Registration Donations ~~~~~~~~~~~~~~~~~~~~~~ No. No. % New Budget Regist Budget Memb $ Budget Memb. (No.) Var Donate (No.) Don Amount ($) Var ~~~~~ ~~~~~ ~~~ ~~~~~~ ~~~~~~ ~~~~~ ~~~~~~~ ~~~~~~~ ~~~~ Jan02 134 177 -24% (16m) 69 79 59% 1,769 $ 2,370 -25 Feb02 109 169 -36% (11m) 83 75 76% 2,124 $ 2,250 -6% YTD02 243 346 -30% 152 154 63% 3,893 $ 4,620 -16% Jan01 186 98 - 83 - 2,252 $ 1,800 - Feb01 141 98 - 88 - 1,996 $ 1,800 - Mar01 159 98 - 82 - 2,172 $ 1,800 - Apr01 120 98 - (19m) 45 - 784 $ 1,800 - May01 154 98 - (19m) 66 - 1,568 $ 1,800 - Jun01 106 98 - (16m) 83 - 1,829 $ 1,800 - Jul01 94 98 - (16m) 74 - 1,362 $ 1,800 - Aug01 131 98 - (24m) 87 - 1,756 $ 1,800 - Sep01 150 98 - (16m) 89 - 2,007 $ 1,800 - Oct01 152 98 - (15m) 72 - 1,788 $ 1,800 - Nov01 150 98 - (19m) 86 - 2,087 $ 1,800 - Dec01 81 98 - (17m) 51 - 1,060 $ 1,800 - Appendix B Renewal Donations ~~~~~~~~~~~~~~~~~ No. % No. Budget Renwl Budget Renw $ Budget Renwl (No.) Var Monthly Donate (No.) Don Amount ($) Var ~~~~~ ~~~~~~ ~~~ ~~~~~~~~ ~~~~~~ ~~~~~~ ~~~~~ ~~~~~~~ ~~~~~~~ ~~~~ Jan02 579 446 +30% (120m) 442 259 76% 18,341 $ 12,531 +46% Feb02 562 544 + 3% (123m) 410 315 73% 15,508 $ 15,304 + 1% YTD02 1141 990 +15% 852 573 75% $ 33,849 $ 27,835 +22% Jan01 674 395 - 460 - 18,874 $ 17,266 - Feb01 451 468 - 364 - 13,597 $ 20,465 - Mar01 405 443 - 441 - 17,015 $ 19,399 - Apr01 521 473 - (83m) 338 - 13,533 $ 20,674 - May01 558 426 - (89m) 395 - 14,525 $ 18,620 - Jun01 393 295 - (94m) 349 - 12,366 $ 12,911 - Jul01 274 155 - (91m) 215 - 6,474 $ 6,779 - Aug01 298 113 - (80m) 183 - 6,709 $ 4,924 - Sep01 226 122 - (111m) 213 - 5,208 $ 5,323 - Oct01 217 133 - (112m) 195 - 4,598 $ 5,813 - Nov01 301 117 - (113m) 258 - 7,760 $ 5,119 - Dec01 313 210 - (113m) 266 - 9,167 $ 9,201 - Appendix C Membership Activity ~~~~~~~~~~~~~~~~~~~ |Member | Current |To line| Actual |Ratio |Number Forecast Number Forecast Number Number # of % inc. | |Of New No. of Members No. of Members Members Members -dec. |Lns :1 |Members New Memb Renewed Renewed Un-arch Archvd ~~~~~~~ ~~~~~~ |~~~~~~~|~~~~~~~ ~~~~~~~~ ~~~~~~~ ~~~~~~~~~~~~~~ ~~~~~~~ Jan02 6,799 +0.37% 37 134 177 579 446 14 137 Feb02 6,790 -0.13% 37 109 169 562 544 33 150 YTD02 6,790 243 346 1141 990 47 287 Jan01 7,565 - - - 186 98 674 395 0 211 Feb01 7,495 - - - 141 98 451 468 14 223 Mar01 7,393 - - - 159 98 405 443 5 82 Apr01 7,259 - - - 120 98 521 473 3 255 May01 7,184 - - - 154 98 558 426 31 250 Jun01 7,235 - - - 106 98 393 295 25 88 Jul01 7,078 - - - 94 98 274 155 14 268 Aug01 6,939 - - - 131 98 298 113 45 333 Sep01 6,786 - - - 150 98 226 122 55 372 Oct01 6,771 - - - 152 98 217 133 28 209 Nov01 6,782 - - - 150 98 301 117 28 176 Dec01 6,774 - - - 81 98 313 210 17 114 Note: Member to Line Ratio only includes full time lines (12 at Mitel, 170 at Carleton) -- *** Ian MacEachern, Executive Director *** National Capital Freenet / Libertel de la Capitale nationale tel. (613) 520-2600 ext. 8024 -or- fax (613) 520-3524