Tejano Center for Community Concerns
2950 Broadway St
Houston, TX 53204
713-640-3700
History
The Tejano Center for Community Concerns (2950 Broadway) was incorporated by the State of Texas in 1992 for the purpose of improving opportunities for Hispanic children and their families in Houston’s Greater East End through the provision of housing and community development initiatives, as well as, educational, social, and health services. Throughout its 15-year history, Tejano Center has developed a number of local, state and national partnerships including support from the corporate and foundation sectors, the Local Initiatives Support Corporation (LISC), NeighborWorks America, the National Council of La Raza, the City of Houston and Harris County. Tejano Center is a certified Community Housing Development Organization (CHDO) and a HUD-designated Housing Counseling Agency. TCCC is led by a 14 member community-based Board of Directors comprised of community and business leaders having a strong vested interest in the neighborhoods the agency serves. Tejano’s Raul Yzaguirre School for Success School (RYSS) open-enrollment charter school is governed by a separate school board comprised of members from the Agency’s Board of Directors. Richard Farias, President & CEO, and the Founder of TCCC leads the $14.3 million agency along with a senior leadership team. TCCC has a combined 196 member staff in Houston & Brownsville.
Mission
The Agency was formed as a response to social, economic, education, and housing problems and needs identified by residents of Houston’s Greater East End. Community development goals are intended to arrest and reverse conditions of social and economic deterioration through the revitalization and redevelopment of Houston’s most important neighborhoods and commercial corridors; to empower residents to function as a major force in the stabilization of their community through programs that provide them opportunities for a long-term stake in its future; and to foster and promote an environment in the community that is conducive to attracting private sector investment.
Assessment approach and Methodology
Administration and Social Services
Consultants conducted interview sessions, in person, with directors and/or key employees of the administrative components of Tejano Center for Community Concerns (TCCC), as well as the Raul Yzaquirre School for Success (RYSS), to determine unmet technological needs, program enhancement opportunities, and potential service expansions.
Education Services
The consultants’ approach and methodology included an analysis of current uses of technologies by components of the Education Services division of RYSS, as well as an examination of alternative solutions which might provide these components with increased performance, improved program delivery, reduced agency liability, and optimum safety management.
Technological innovations were identified and explored only if they would assist components in their efforts to:
1) meet or exceed educational technology requirements from Texas Education Agency,
2) meet or exceed requirements and benchmarks from state and local contracts and funding sources, and/or
3) expand and/or improve program services offered to children, families, and communities TCCC-RYSS serves.
In an effort to gather pertinent information about current practices, an interview process was conducted by consultant/researcher, whereby staff interviews were conducted with key administrators, teachers, and staff (hereafter called staff) using a questionnaire format for guidance. Questions focused on current technological practices, areas in special need of technological support and amelioration, and potential improvements (improved student test scores, increased food services output, increased productivity in school administration, improved parent/teacher communication, increased client safety, and so forth). The consultant found that most key TCCC-RYSS personnel were forthcoming with ideas and sources that might improve their productivity, safety, and performance—and above all, were amenable, even eager to embrace technological advancements to improve job performance and productivity.
Additionally, a detailed analysis of existing computer hardware and software configurations and capabilities was conducted by the consultant team and is included in this document in Section 2.0. Included in this plan are recommendations for hardware/software upgrades, replacements, and improvements to the existing configuration, which will be needed to support TCCC-RYSS future growth over the next three years.
Assessment Findings
Houston office
Information Technology Department:
1) Email (hosted by Echalk)
a. Does not meet agency current needs.
b. Limited storage space for users (50MG of disk space. Most free service providers like yahoo.com, gmail.com provide up to 2GB), therefore requires users to spend a lot of time managing their inbox folder and deleting emails in order to keep the folder size under the 50MB limitations. Not meeting state record retention laws for the charter school in terms of file retention.
c. Does not provide collaboration components that are available in Exchange Server and Outlook.
d. No synchronization available for calendar and contact for Blackberry or PDA capable devices.
e. Most of the email received is classified as Junk email; this requires the users to continuously check the junk folder for legitimate emails.
f. Unreliable.
g. Some key staff are not using it and opting to utilize personal email instead.
2) Filtering (Provided by Sonicwall firewall)
a. Limited features.
b. Blocks legitimate sites.
c. Do not block some inappropriate sites.
d. Requires constant upkeep by IT staff.
3) Servers
a. Three HP servers located at IT room.
b. One server located at Finance
c. Not optimal RAID configuration. Servers were configured with RAID 5, but it is not the optimal configuration. Recommended RAID 5 configuration is 3 HD on the RAID and one spare. Current RAID 5 configuration is 3 HD only. The problem is that if any of the 3HD fails there is no redundancy and server will crash.
d. Need memory increase to 4GB.
e. Not utilizing Active Directory policy features and strong security policies.
f. No home folder synchronization which redirects my documents folder on local pc to user home directory on the server.
g. No shared public drives where users can store information and mitigate possibilities of lost files associated with storing files on individual PC hard drives.
h. No trust relations between Finance and IT domains.
i. DNS not setup properly.
j. DHCP not setup properly.
4) Power/Batteries
a. Two UPS devices for 3 servers.
b. UPS software not configured to shut down servers properly in case of power lost.
c. Even though there are 2 batteries all servers are connected to one device.
5) Backup/Recovery
a. Server’s data is backed up on line to an outside provider.
b. No full server backup that includes Active Directory backup in case servers fail. This is an important lacking component because if Active Directory crashes it will take days to restore the network.
c. No backup recovery plan.
d. No internal backup devices.
6) Infrastructure
a. (CAT5/Fiber)
1. Fiber connection not label correctly which is make it very hard to understand how buildings are connected.
2. Not cabling standards follow between buildings. Jr Portable to IT room exceeds maximum standards for CAT5 cabling.
3. Poor cable management on racks.
b. Switches
1. Off brand switches.
2. Not supported or recognized by Nortel for the usage of VOIP.
c. Routers
1. There are 2 routers that connect the Houston to Brownsville office. These routers are not the optimal devices for the current network configuration.
d. Firewall
1. All in one device providing filtering services which does not meet the current organizational filtering needs.
7) Network documentation
a. Limited network documentation.
b. No network drawings showing current configuration.
8) Hardware inventory
a. Limited documentation of all computers, printers, copiers, monitors and network devices.
b. No hardware tagging of computers, printers, copiers, monitors and network devices.
9) Software inventory
a. Staff unable to produce software licenses documentation.
b. Unlicensed software installed in computers.
c. No Windows 2003 server license CAL for Windows servers.
d. No software inventory.
10) Computers
a. Multiple operating systems (Windows 2000, Windows XP)
b. Multiple Microsoft Office version (2000, 2003, 2007)
c. Over 45% of current computers are obsolete and need to be replaced with newer technology.
d. No vendor standardization. Dell, Compaq, HP, clones which makes it very hard for maintenance and ghosting.
11) Other issues – Corrected during my trips
a. Video conferencing – Video lost due to routing configuration issues.
b. RSCCC software – Was taking too long for posting attendance due to configuration issues.
12) Technology plan
a. School driven not agency driven.
b. Need for an agency driven technology plan that incorporates the components of the school technology plan. More holistic approach.
Tejano Center Admin./Fund Development:
1) Fund raising or donor’s software.
a. Do not have fund raising or donor’s based software in place.
b. No integration with Fund accounting software.
2) Grant seeking software
a. Do not have a grant seeking software or a subscription to a grant notification software to see what grants are available.
3) Website (Hosted by Echalk)
a. Out-of-date website.
b. New Website has been designed, however it has not been hosted yet.
c. Limited by Echalk. Echalk is more school driven rather than having a communications structure that incorporates the entire non-profit.
d. Website does not reflect the organization structure.
e. Unable to do on the fly updates.
f. No staff assigned to maintain the website.
g. No form input that will allow potential donors to enter personal information in order to receive event notifications or newsletter via email format.
h. Website does not represent the agency and its mission.
i. Website is not integrated to the overall agency communication strategy.
Human Resources:
1) Unable to communicate information to all staff via distribution list due to limitation with current communication software (EChalk).
2) Old emails accounts are still showing on communications software.
3) Current communications software does not provide the tools needed to communicate efficiently with staff.
4) Timesheets are done manually.
5) No intranet for employees to make on the fly updates to personal records.
6) No devices to collect time in/out for employees.
7) No integration with accounting software to bring payroll information electronically.
8) Vacation and sick time maintain manually not integrate with payroll information
9) No IT policies on file.
Finance Department:
1) Software is focused on meeting the business management needs of schools not for a non-profit multi-agency like Tejano Center.
2) Limited reports generation. Requires export to Excel in order to generate financial reports for Board purpose.
3) No Donor’s component or integration with other Donor software like Raiser’s Edge or Sage Fundraising software.
4) No utilizing asset management component to track agency inventory even thought the software provides for a Capital Assets module.
5) Lack of knowledge of software features available on APTA software.
Emergency Youth Shelter:
1) Six obsolete computers.
2) Connected to the internet via cable modem.
3) Cabling does not meet industry standards. Need new switches.
4) Not taking advantage of VOIP available from Houston headquarters office.
5) Multiple computers brand.
6) Multiple operating systems.
7) Need for online input forms that can be used by case managers to update participants data.
8) Need for a computer lab that will provide participants with ABE, GED, ESL, PALS software which will prepared the participants as they transition to school.
9) Obsolete copier and printers.
Junior Academy:
1) Most up today on technology.
2) Limited computers accessibility for students.
3) No homework online.
4) Computers and internet always in need of repair/lost downtime.
5) No realistic foundation to upgrade or move forward at acceptable pace.
6) Inadequate technology plan.
7) Limited access to technology resources by parents and students.
Housing:
1) Website
a. Current website does not showcase housing components and achievements.
b. Does not provide for online forms for participants to submit data.
2) Computers – up today computers.
3) Servers – Two servers in house. One server is not currently utilized. (See Appendix A)
4) Connected to the internet via DSL.
5) Not taking advantage of VOIP features available via Houston headquarters office.
6) Cabling – does not meet industry standards. (See Appendix A).
7) Multiple printers and copier machines.
Network drawings voice/data
Priorities and recommendations
Information Technology Department
Keep an up-to-date inventory of the hardware and software your organization uses.
High Priority
Rationale:
In order to plan effectively, you need to know what you already have. A thorough inventory of the hardware and software your organization uses can help you identify what you're missing, keep track of warranty information, and prepare to update or upgrade outdated equipment.
Suggested Steps:
| 1. Write down information about each computer or other device your organization uses. Include serial numbers, make and model names, and particular specifications (e.g., memory and hard disk space). |
| 2. Write down information about every application your organization uses. Include the version number, serial number, and any warranty information. |
| 3. Store the information about your hardware and software in an accessible database (such as Tech Surveyor) or a notebook. |
Resources:
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Document your hardware configuration and mission critical software information.
High Priority
Rationale:
The best way to establish self-sufficiency and aid in the maintenance and troubleshooting of computer technology is to have accurate and up to date documentation for all your hardware, software, and other accounts. Any and all information related to hardware set-up, software configuration and use (like shared databases or the registration number for QuickBooks), Internet connectivity, email accounts, back-up routines, anti-virus software, network connectivity and support information should be written down and stored in a network notebook. This documentation is especially valuable for an organization without a technical person on staff as it can aid their work when engaging with a consultant or volunteer support person. If all warranty, service accounts, account numbers, serial numbers and the like are written down in one location it can be the most valuable tool in maintaining the technology in your organization. Also make sure you keep your information about your web site, including your domain registration information and account names and passwords somewhere internal and not just with the person who developed your web site.
Special Considerations:
Documenting your hardware configuration also prevents knowledge of your organization's technology logistics from being lost if a technical staff person leaves. This document should include licenses as well as information on where donated hardware and software came from.
Suggested Steps:
| 1. Make a list of all mission critical software. Ensure you have version numbers, support information, web site information for the providers and purchase dates written down. |
| 2. Create a notebook or other system for storing all computer related information |
| 3. Write down the details of your network setup, file-sharing system, Internet settings, and access rights. Add this information to your network notebook. |
| 4. Take screenshots of the network control panels on each computer or write all this information down in the event you need to re-enter the data later on. Add this information to the notebook. |
| 5. Train your staff on how to use the network. Provide them with copies of the file-sharing protocols, back-up procedures, security policies, and anything else they may need to refer to frequently. |
Resources:
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Track software licenses to guarantee that all software in use is owned by your organization.
High Priority
Rationale:
Proper and legal licensing of software not only ensures that you won't run afoul of software licensing laws, it is often an essential prerequisite for receiving technical support for software products.
It is also important to have this information in order to update your software when new releases or security patches become available.
Special Considerations:
Many nonprofit organizations are eligible for special "charity" or "group" licenses, often at a substantial discount. It is important to check with software vendors to see what licensing guidelines need to be followed, and what opportunities might be available for your organization.
Software licensing information is important documentation for your network notebook.
Resources:
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Develop a backup and recovery plan to quickly recover your systems in case of system failure.
High Priority
Rationale:
Inevitably, computers will crash and sometimes they cannot be recovered. Therefore, whether it's a hardware or software failure, it is important to have a plan to quickly recover your systems. The best way to expedite the recovery process is by having reliable backups. When developing your backup and recovery plan, consider the following:
Choosing backup devices
Choosing a backup routine
Performing timely backups
Verifying and validating backups
Documenting and archiving backups
Your back-up routine doesn’t have to be tedious. In fact, the simpler it is, the more likely it is that regular backups will be made. For that reason, be sure to design a backup process that staff members understand and can use with confidence. If you have a CD burner on one of your computers, that may be your best option for backups. CD’s are easy to use on most computer systems; magnetic tapes or Zip disks require specific equipment to read. Whichever method you choose, make sure you test your backup copies monthly to ensure you can recover your data if you need to.
Special Considerations:
It isn't necessary to backup every file on each computer. Many of the files residing on your computers are simply program files that can be reinstalled when you reinstall the application. Examples of files to backup include: volunteer contacts, donor information, funder information, financial files and other mission critical pieces of information. You can also identify those files that you need to archive once, but that you won’t need to backup every week: existing photos, completed project files, email archives, etc.
Off-site storage can be as simple as storing an extra copy in a secure location at someone’s home, or if you work with confidential client data, you may want to store backup copies in a safe deposit box.
Suggested Steps:
| 1. Identify the mission-critical data you need to make backup copies of regularly. For most organizations, mission-critical data includes databases, financial data, donor correspondence, current project files, e-mail address books, and similar data. |
| 2. Evaluate automated back-up software. If you decide not to use automated back-up software, document your back-up procedures carefully and streamline the process as much as possible. |
| 3. Configure workstations to save data (including email) in the correct location for easy back-ups and train staff members on the back-up process. |
| 4. Assign a staff member to verify that back-ups are made regularly, and to store a copy off-site. Make it part of that person’s job description. |
| 5. Test your backup copies monthly to make sure you know how to restore the data and that it is copied correctly. |
Resources:
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Develop a staff technology-training plan.
High Priority
Rationale:
Technology isn’t worth anything unless people are using it. Training your staff enables them to make the most out of the investments you’ve made in technology—and developing a staff training plan helps you evaluate what training staff members need, so you can budget for training materials and classes, prioritize training on specific technology for specific people, and investigate ways that you can stretch your training dollars. (For example, if you send one employee to a class, that employee can pass the new skills on to other employees.)
A training plan should include a list of who should get trained, and on what; a budget for training; and a schedule for training. Your training plan can also include in-house training where employees who have learned about an application or technology can train others.
Special Considerations:
Given limited resources, it can be frustrating to invest in training for an employee and that have that person leave the organization. Think of ways to institutionalize the knowledge, so that all staff members who use the technology gain the information and can pass it on to new staff.
Suggested Steps:
| 1. Determine the minimum level of technology competency required for each staff position. |
| 2. Assess each staff person’s proficiency with the technology they need to use. |
| 3. Develop a training plan that, at a minimum, will help staff members reach the minimum level of technology required for their positions. The training plan can include workshops or classes, independent learning materials (e.g., books, CDs, or videotapes), and time for practice and proficiency. |
| 4. Include the training plan in your annual budget. |
Resources:
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Successfully updates virus definitions monthly or when new viruses are publicized.
High Priority
Rationale:
When a virus infects a computer, it can cause devastating results. Many viruses today are designed to infect certain file types on your hard drive (like all Word documents, or all JPEG (graphics) files). Even worse, they can infect your system files, destroying not only your work, but the way in which your computer operates. When this happens, it can take days to restore your system, even if you have a backup. And, if your computer is on a LAN, the virus can quickly infect all the computers, potentially paralyzing the entire network.
Virus protection software can save your organization from this scenario. By scanning all new files (introduced as email attachments, on disks, or across the network, for example), virus protection software can alert you to infected files BEFORE you open them, introducing the virus to your computer.
However, having virus protection software isn’t enough. New viruses are appearing more and more frequently. Not only do workstations have to have virus protection software to scan new files, but the software needs to be updated frequently.
To ensure protection from viruses, all workstations should have virus protection installed and updated frequently. Many virus protection software programs have features that will auto-update themsleves at scheduled intervals, when you are connected to the Internet.
Resources:
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Update and upgrade computers and peripherals regularly.
High Priority
Rationale:
Reliable computers, printers, and other equipment keep your staff working on the tasks they were hired to do, instead of spending their time troubleshooting problems or restarting their computers. Often, it is actually more cost-effective to spend the money to buy a new computer than to work inefficiently with older systems. You can extend the life of your current systems with regular maintenance, and you should plan to replace systems as they become outdated.
Special Considerations:
You may be able to extend the life of a computer by adding RAM or hard disk space. You might also be able to improve the speed and reliability of existing computers by minimizing the number of programs running in the background.
Suggested Steps:
| 1. Inventory the computers and peripherals in your organization. You can use Tech Surveyor to capture this information. |
| 2. Identify which computers and other devices regularly cause problems, or perform slowly. |
| 3. Develop a maintenance schedule for all computers. |
| 4. Develop a plan for troubleshooting and possibly replacing those devices that cause problems or perform slowly. |
| 5. Develop a plan for replacing all computers after 3 to 4 years. Budget for replacements. |
| 6. Visit vendor Web sites every three months to check for updates for software and hardware. Be sure to look for updates for applications, operating systems, printer drivers, network drivers, firewall software, and any other devices you use. |
Resources:
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Standardize on applications (computer programs) for consistency.
High Priority
Rationale:
You can save time, money, and frustration by standardizing on one word-processing application, one email application, one page-layout application, one spreadsheet application, and so on. If employees are using the same program, they can easily exchange files for collaborative efforts—and they can help each other use the products more efficiently because features and screen layouts will be the same. It’s also easier to provide training, maintenance, and troubleshooting help on a single software application than on several.
Special Considerations:
If possible, it’s also ideal for employees to use the same version of the chosen application, too. You may also find it beneficial to work with a suite of products from a single company, as they are designed together. Popular suites include Microsoft Office, Corel Wordperfect Office, and the Sun Microsystems StarOffice.
Suggested Steps:
| 1. Identify the kinds of software in use in your organization. Kinds of software may include word processing, spreadsheet, bookkeeping, page layout, image editing, Web page design, presentation, e-mail client, Web browser, database, and other software. |
| 2. For each kind of software, determine which application best meets your organization’s needs. |
| 3. Develop a plan to obtain enough copies of each application (or licenses) for the computers that require them. |
| 4. Install the applications and train staff members on using them, and on converting work from other applications. |
Resources:
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Use the same operating system on most of your computers.
High Priority
Rationale:
If you use the same operating system on all or most of your computers, you can update them all at the same time, use the same software on all of them, install the same printer drivers on all of them, and troubleshoot problems more quickly because you’re more familiar with the operating system. There is no right or wrong operating system to use. Choose an operating system that will work with the applications and devices you need to use.
Special Considerations:
There are valid reasons to have more than one operating system in use. If you need an application that requires a particular operating system, obviously you’ll need to have a computer that runs it. Or one operating system may perform a certain function better than another, and therefore be requested by a department or a particular employee. Also, if your organization’s mission requires you to support and understand multiple operating systems, you’ll want to have those in-house.
You may further reduce the time you spend troubleshooting problems and maintaining computers if you purchase identical hardware models.
Suggested Steps:
| 1. Research the operating systems you’re considering. Is one a stronger fit for your needs than the others? Are there any applications you use that require a particular operating system? |
| 2. Determine which operating system your organization will adopt as a standard, and note any need for exceptions. |
| 3. Purchase and install the standard operating system for computers that aren’t using it, or install it on new computers as you replace outdated machines. |
| 4. Train staff on the standard operating system. |
Resources:
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Keep an up-to-date record of the technology skills your organization's staff members have.
Med. Priority
Rationale:
When you know what skills staff members have, it's easier to determine who is a great resource and who would benefit from training. This can save you time, money, and frustration: assign tasks to those most able to accomplish them, and fill in the gaps with training so that every staff member can perform well.
Suggested Steps:
| 1. Make a list of the skills you specifically want to find out about. |
| 2. Develop and distribute a questionnaire for staff members that asks about key skills. Or, use NPower's Tech Surveyor to send questionnaires. |
| 3. Record and organize the information you receive from the questionnaire. If you use Tech Surveyor, this information will be stored and organized for you. |
| 4. Update the information when staff members leave or are hired. Additionally, gather new information every six months to record new skills staff has developed. |
Resources:
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Integrate databases into your service and communications processes.
Med. Priority
Rationale:
Thoughtfully planned, databases can be the key to managing and tracking all of the relationships that are the source of your organization's strength and effectiveness. With an effective database, you can track important interactions with people and organizations; access related information from one source; easily generate communications to specific groups of people; analyze data for service and constituent trends and generate reports in the formats required by funders and government agencies.
Special Considerations:
Because everyone’s information storage and reporting requirements differ, you’ll want to plan carefully before you purchase or build a database system.
Suggested Steps:
| 1. Identify what additional information your organization would like to track, what reports or communications you would like to generate, and any other way you want to use that information. |
| 2. Evaluate the products available comparing functionality to your defined needs. You may also need to talk with consultants about building, or customizing, existing database solutions for your needs. |
| 3. Select a product or solution and develop a conversion and implementation plan. Determine what will happen with your old data, when staff will be trained, when the new system will be installed, etc. |
| 4. Create a database planning team. The team should include representatives of every group in your organization that will need to use the database as well as a consultant or volunteer who understands database design. |
| 5. Inventory what information your organization is currently tracking in one or more databases and how that information is used. |
| 6. Provide appropriate access to the database to all employees who need to enter or retrieve data. If different employees need access to different parts of the database, consider creating passwords or using other security measures to ensure changes are not made accidentally to data in other areas. |
Resources:
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Corporate/Fund Development Department
Keep an up-to-date inventory of the hardware and software your organization uses.
High Priority
Rationale:
In order to plan effectively, you need to know what you already have. A thorough inventory of the hardware and software your organization uses can help you identify what you're missing, keep track of warranty information, and prepare to update or upgrade outdated equipment.
Suggested Steps:
| 1. Write down information about each computer or other device your organization uses. Include serial numbers, make and model names, and particular specifications (e.g., memory and hard disk space). |
| 2. Write down information about every application your organization uses. Include the version number, serial number, and any warranty information. |
| 3. Store the information about your hardware and software in an accessible database (such as Tech Surveyor) or a notebook. |
Resources:
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