hp success story booklet

B e s t P r a c t i c e sB e s t P r a c t i c e sB e s t P r a c t i c e sB e s t P r a c t i c e sB e s t P r a c t i c e si n Ti n Ti n Ti n Ti n T e c h n o l o g y a n d M i c r o e n t e r p r i s ee c h n o l o g y a n d M i c r o e n t e r p r i s ee c h n o l o g y a n d M i c r o e n t e r p r i s ee c h n o l o g y a n d M i c r o e n t e r p r i s ee c h n o l o g y a n d M i c r o e n t e r p r i s e

HE W L E T T -P A C K A R D C O M PA N YMICROENTERPR ISE DEVELOPMENT PROGRAM

H E W L E T T -PA C K A R D C O M PA N YM I C R O E N T E R P R I S E D E V E L O P M E N T P R O G R A M

“When HP began investing in microenterprise development“When HP began investing in microenterprise development“When HP began investing in microenterprise development“When HP began investing in microenterprise development“When HP began investing in microenterprise development

organizations in the U.S., it was always with the intention oforganizations in the U.S., it was always with the intention oforganizations in the U.S., it was always with the intention oforganizations in the U.S., it was always with the intention oforganizations in the U.S., it was always with the intention of

making a difmaking a difmaking a difmaking a difmaking a differferferferference not just for a few entrence not just for a few entrence not just for a few entrence not just for a few entrence not just for a few entrepreprepreprepreneurs or a feweneurs or a feweneurs or a feweneurs or a feweneurs or a few

organizations, but to build the capacity of the microenterpriseorganizations, but to build the capacity of the microenterpriseorganizations, but to build the capacity of the microenterpriseorganizations, but to build the capacity of the microenterpriseorganizations, but to build the capacity of the microenterprise

development industrdevelopment industrdevelopment industrdevelopment industrdevelopment industryyyyy. W. W. W. W. We’re’re’re’re’re grateful to our grantees and toe grateful to our grantees and toe grateful to our grantees and toe grateful to our grantees and toe grateful to our grantees and to

AEO for parAEO for parAEO for parAEO for parAEO for partnering with us to supportnering with us to supportnering with us to supportnering with us to supportnering with us to support micrt micrt micrt micrt microenterprises as theyoenterprises as theyoenterprises as theyoenterprises as theyoenterprises as they

use technology to build and grow their businesses, contributinguse technology to build and grow their businesses, contributinguse technology to build and grow their businesses, contributinguse technology to build and grow their businesses, contributinguse technology to build and grow their businesses, contributing

to the economic growth of their communities.”to the economic growth of their communities.”to the economic growth of their communities.”to the economic growth of their communities.”to the economic growth of their communities.”

Bess StephensBess StephensBess StephensBess StephensBess StephensVVVVVice Price Price Price Price President, HP Philanthresident, HP Philanthresident, HP Philanthresident, HP Philanthresident, HP Philanthropy and Educationopy and Educationopy and Educationopy and Educationopy and EducationHewlett-Packard CompanyHewlett-Packard CompanyHewlett-Packard CompanyHewlett-Packard CompanyHewlett-Packard Company

“It has been tremendous to see the impact the HP MDP has had“It has been tremendous to see the impact the HP MDP has had“It has been tremendous to see the impact the HP MDP has had“It has been tremendous to see the impact the HP MDP has had“It has been tremendous to see the impact the HP MDP has had

on the nine grantees and their clients. Ton the nine grantees and their clients. Ton the nine grantees and their clients. Ton the nine grantees and their clients. Ton the nine grantees and their clients. To visit some of theo visit some of theo visit some of theo visit some of theo visit some of the

grantees and witness, first hand, what they have been able tograntees and witness, first hand, what they have been able tograntees and witness, first hand, what they have been able tograntees and witness, first hand, what they have been able tograntees and witness, first hand, what they have been able to

accomplish with new technology has been inspiring. Byaccomplish with new technology has been inspiring. Byaccomplish with new technology has been inspiring. Byaccomplish with new technology has been inspiring. Byaccomplish with new technology has been inspiring. By

example, the HP MDP is also changing the way that manyexample, the HP MDP is also changing the way that manyexample, the HP MDP is also changing the way that manyexample, the HP MDP is also changing the way that manyexample, the HP MDP is also changing the way that many

other microenterprise organizations across the nation are usingother microenterprise organizations across the nation are usingother microenterprise organizations across the nation are usingother microenterprise organizations across the nation are usingother microenterprise organizations across the nation are using

technologytechnologytechnologytechnologytechnology.”.”.”.”.”

Bill EdwardsBill EdwardsBill EdwardsBill EdwardsBill EdwardsExecutive DirectorExecutive DirectorExecutive DirectorExecutive DirectorExecutive DirectorAssociation for Enterprise OpporAssociation for Enterprise OpporAssociation for Enterprise OpporAssociation for Enterprise OpporAssociation for Enterprise Opportunitytunitytunitytunitytunity

The Hewlett -Packard Company MicroenterpriseDevelopment Program (HP MDP) has changed the waymicro-enterprise development programs look attechnology. Launched in late 2002, the first round ofthe HP MDP was a tremendous success.

The program targeted nonprofit microenterprisedevelopment programsserving clients in low-income communitiesthroughout the UnitedStates. The goal of theprogram has been tobuild the technologycapaci ty of theseorganizations to makethem more efficientand effective, whilehelping them toprovide their clientswith access to tech-nology and technologytraining. The HP MDPprovided nine micro-enterprise developmentprograms with equip-ment, cash, servicesand suppor t valuedbetween $150,000and $300,000 – a remarkable commitment on behalfof HP. This grant provided some grantees with completecomputer labs. It provided others with the ability tonetwork satellite offices. Yet others were able to providemobile training to remote clients. The HP MDP trulychanged the way these grantees operate.

The project has had enormous impact on the granteesas well as on the clients they serve. During the courseof the two-year project and through regularcommunication with the grantees, AEO has seen thedevelopment of best practices in technology andmicroenterprise.

This booklet shares some notable examples of bestpractices that have resulted from the HP MDP,particularly in the areas of: Increased Productivity;Mobile Training and Technical Assistance; Partnerships;Technology as Part of a Business Plan; TechnologyTraining; Client Technology Assessments; and ComputerLabs. The booklet also highlights grantees’ clients who

have been impactedby the technologyand have utilized it toimprove and expandtheir businesses.

Also contained in thisbooklet are examplesof useful resourcesfor microenterprisedevelopment organi-zations that arebeginning to offer, orare thinking ofoffering, technologytraining to theirc l i en t s . I n c l udedare sample cl ientskills assessments,c lass agendas, apa r t i c i pan t andfacilitator’s guide,

and a technology implementation plan form. AEOthanks the 2003 HP MDP grantees for sharing theirsuccesses and resources with us and with themicroenterprise development community. AEO alsoexpresses its deepest appreciation to HP for its generouscommitment to microenterprise development and forsetting a high bar of leadership and support for thecorporate community.

“This project is one of the best working models of“This project is one of the best working models of“This project is one of the best working models of“This project is one of the best working models of“This project is one of the best working models ofcorporate social responsibility in the nation.”corporate social responsibility in the nation.”corporate social responsibility in the nation.”corporate social responsibility in the nation.”corporate social responsibility in the nation.”

- Bill Edwards, AEO Executive Director- Bill Edwards, AEO Executive Director- Bill Edwards, AEO Executive Director- Bill Edwards, AEO Executive Director- Bill Edwards, AEO Executive Director

HEWLETT-PACKARD COMPANY MICROENTERPRISE DEVELOPMENT PROGRAM

BEST PRACTICES IN TECHNOLOGY AND MICROENTERPRISE

I n t r o d u c t i o nI n t r o d u c t i o nI n t r o d u c t i o nI n t r o d u c t i o nI n t r o d u c t i o n

2003 GRANTEES

ThrThrThrThrThrough a verough a verough a verough a verough a very competitive selection pry competitive selection pry competitive selection pry competitive selection pry competitive selection process, HP chose nineocess, HP chose nineocess, HP chose nineocess, HP chose nineocess, HP chose ninemicroenterprise development organizations as granteesmicroenterprise development organizations as granteesmicroenterprise development organizations as granteesmicroenterprise development organizations as granteesmicroenterprise development organizations as grantees

for the first HP MDP for the first HP MDP for the first HP MDP for the first HP MDP for the first HP MDP.....

ACCION Texas – San Antonio, TX

Community Business Partnership – Springfield, VA

Detroit Entrepreneurship Institute, Inc. – Detroit, MI

Lakota Fund – Kyle, SD

New York Association for New Americans – New York, NY

PACE Business Development Center – Los Angeles, CA

Philadelphia Development Partnership – Philadelphia, PA

Renaissance Entrepreneurship Center – San Francisco, CA

Women Entrepreneurs of Baltimore – Baltimore, MD


44444

TTTTT e c h n o l o g y Te c h n o l o g y Te c h n o l o g y Te c h n o l o g y Te c h n o l o g y Tr a i n i n gr a i n i n gr a i n i n gr a i n i n gr a i n i n g

Entrepreneurship training and education is a fundamental service ofmicroenterprise development organizations (MDOs). Provided in a classroomsetting, this training prepares clients for starting and operating their businesses.A typical training program is focused on the development of a business plan,which demonstrates the feasibility of the business idea, identifies the marketand competition, and provides financial statements like a balance sheet, cashflow projections, and a break-even analysis. In recent years, MDOs have begunto integrate technology into their entrepreneurial training programs. Computer-based training helps clients develop stronger business plans and learn thenecessary skills to successfully operate their businesses.

A primary service provided by HP MDP grantees is computer training for theirlow-income clients. The goals of this training are to: (1) educate users on thebasics of computer operation; (2) provide high-quality courses in softwareapplications useful in developing and operating their businesses; (3) educate users on how to locateand assess websites and web resources that can be useful for business development; and (4) encouragesustained and meaningful use of the Internet. The characteristics of this training are small groupinstruction supplemented by hands-on teaching.

The Detroit Entrepreneurship Institute, Inc. (DEI)The Detroit Entrepreneurship Institute, Inc. (DEI)The Detroit Entrepreneurship Institute, Inc. (DEI)The Detroit Entrepreneurship Institute, Inc. (DEI)The Detroit Entrepreneurship Institute, Inc. (DEI) in Detroit, Michigan, has incorporated technologytraining into the design of its entrepreneurial development programs. For clients on public assistanceor with low incomes, DEI has historically conducted a free multi-week course in Microsoftapplications. Classes are held on a quarterly basis during the day. The new HP equipment andnew versions of the software have greatly improved the quality of the training and learningexperience.

DEI also holds entrepreneurial training classes in the evening for the general public. Theorganization saw the opportunity to offer technology training workshops to this market as well.Under the HP project, DEI now offers stand-alone evening technology workshops under its Women’sBusiness Center Program, including training on e-commerce and government procurement.Attendance at these classes has been strong, and DEI has developed a full menu of technologytraining workshops.

PPPPPACE Business Development CenterACE Business Development CenterACE Business Development CenterACE Business Development CenterACE Business Development Center in Los Angeles, California, sought to address the anxietiesof its refugee and immigrant clients who were apprehensive about using computers and neededhands-on instruction. PACE BDC offers free 18-hour courses in “Introduction to Computers” and“Intermediate Computers” held over six sessions. Taught in Spanish and Korean, the courseincludes an overview of computer components, operating systems, installation, Internet, e-mail,and Microsoft Office. These classes began in the summer of 2004 and have been attended bynearly 240 clients to date.

Philadelphia Development ParPhiladelphia Development ParPhiladelphia Development ParPhiladelphia Development ParPhiladelphia Development Partnership (PDP)tnership (PDP)tnership (PDP)tnership (PDP)tnership (PDP) in Philadelphia, Pennsylvania, places a strongemphasis on developing workshops that will have an immediate return on investment tothe entrepreneur. For example, PDP offers a four-session, eight-hour course on “MicrosoftPublisher for Entrepreneurs” that combines basic technical training with valuable marketinginstruction to create materials to attract customers and generate sales. Entrepreneurs learnto design assorted marketing materials, including corporate brochures, stationery, flyers andbusiness cards. The marketing component of the workshop pushes entrepreneurs to clearlydefine the features and benefits of their products and / or services and shows them how tocommunicate their unique identifiers to their market.

B e s t P r a c t i c e sB e s t P r a c t i c e sB e s t P r a c t i c e sB e s t P r a c t i c e sB e s t P r a c t i c e s

PACE class

55555


PDP also offers “The Successful Entrepreneur: What You Need to Know to Win in Business,” aseven-week, 21-hour course in entrepreneurship that integrates the use of computers into thecurriculum, with a focus on financial analysis and market research. The course incorporatesexperiential learning using simulation exercises, case studies and hands-on computer use toapply concepts and strategies to the participant’s specific business. PDP has learned that clientsabsorb the material more quickly by using the computer in tandem with instructor training. Sincefirst integrating technology into its training course, client retention is up nearly ten percent from2003.

Renaissance EntrRenaissance EntrRenaissance EntrRenaissance EntrRenaissance Entrepreprepreprepreneurship Centereneurship Centereneurship Centereneurship Centereneurship Center in San Francisco, California, understands that financialmanagement is one of the chief challenges faced by its diverse entrepreneurs. It offers a nine-hour course on “Using QuickBooks Pro in Your Business.” Specifically designed for entrepreneurswith existing businesses, the course teaches business owners to set up an accounting system fortheir business. Renaissance provides follow-up consulting sessions to ensure that clients areproperly and optimally utilizing the software. As a result of the training, clients are better financialmanagers of their businesses and have the tools to make sound financial decisions.

Renaissance also operates a Business Assistance Center, an introductory level of incubation forhome-based businesses and start-up entrepreneurs. In addition, Renaissance now offers skillbuilding, technology access, training, and shared office technology to these businesses whichare located in Bayview Hunters Point, one of the Bay Area’s most disadvantaged communities.

“Our clients become part of an entrepreneurial community across social, culturaland economic lines and in all industries. With the investment from HP, they cantake these skills and put them to good use in all areas of their lives.”

Lisa KirvinDirector of Administration and OperationsRenaissance Entrepreneurship Center

TTTTT e c h n o l o g y Te c h n o l o g y Te c h n o l o g y Te c h n o l o g y Te c h n o l o g y Tr a i n i n gr a i n i n gr a i n i n gr a i n i n gr a i n i n g (((((c o n t i n u e dc o n t i n u e dc o n t i n u e dc o n t i n u e dc o n t i n u e d )))))

Typical areas of technology trainingoffered by microenterprisedevelopment organizations includeinstruction in:

• the basics of computeroperation;

• using software applications towrite business plans, preparespreadsheets to developfinancial statements and trackincome and expenses, anddevelop marketing materialsand presentations;

• using the web to conduct marketresearch and businessmarketing.



66666

Computer labs offer the opportunity to help clients practice and strengthen thecomputer technology skills they have learned in the entrepreneurial trainingprogram. Aspiring entrepreneurs can experiment with creating different marketingmaterials, research economic and demographic trends that affect their business,and refine their financial statements. Microenterprise development organizationscan also use computer labs to provide additional services to clients like free taxpreparation.

A major component of most HP MDP grantees was to develop or expand theircomputer labs. As with most computer labs, these labs provide clients theopportunity to practice their computer skills, complete class assignments, conductbusiness research, and prepare financial statements, among other tasks. Thesuccessful operation and management of a computer lab requires a welldeveloped plan to staff the lab and establish guidelines and policies for users.

The DetrThe DetrThe DetrThe DetrThe Detroit Entroit Entroit Entroit Entroit Entrepreprepreprepreneurship Institute, Inc. (DEI)eneurship Institute, Inc. (DEI)eneurship Institute, Inc. (DEI)eneurship Institute, Inc. (DEI)eneurship Institute, Inc. (DEI) in Detroit, Michigan, started out with amodest computer lab of two desktop computers and one printer in 1990 for clients, graduates,and the general public. However, DEI did not own the equipment, as it was provided on loanby the City of Detroit. The HP MDP grant afforded the organization the opportunity to own itscomputer technology, realize significant improvements in operating efficiency, and achievemeasurable improvements in client services. Today, DEI’s Business Computer Center has 34workstations equipped with QuickBooks, Microsoft Office, HTML software, and Turbo Tax, aswell as four printers and a scanner.

A major client need identified by DEI was assistance in preparing financial statements and taxpreparation. Accordingly, the Center is staffed with two full-time accountants that assist clients.

To monitor lab usage, DEI developed a client tracking system whereby clients are required tosign into a central computer and report on their activity during their lab session. The reportsare reviewed by staff daily.

Since the opening of the DEI HP Computer Business Center in January of 2004, a total of 2233clients have used the HP equipment, logging in 6010 hours for business research, learning newtechnology skills, preparing financial documents, and completing business plans.

“DEI is all about the satisfaction and power of owning your own business. Thanks to HP, owningour own computers has given us a sense of security and pride and strengthened our commitmentto providing quality technology training to our entrepreneurs,”

Cathy McClellandPresident and CEODetroit Entrepreneurship Institute, Inc.

C o m p u t e r L a b sC o m p u t e r L a b sC o m p u t e r L a b sC o m p u t e r L a b sC o m p u t e r L a b s

DEI clients


77777


Starting a business is not for everyone. Microenterprise development organizations help clients assesstheir skills, abilities, values, and preferences to help them determine if self-employment is right forthem. The assessment process typically covers three areas: (1) the quality of the business idea orvision; (2) the client’s entrepreneurial traits and characteristics; and (3) personal readiness to engagein self-employment.

The increasing use of computers in entrepreneurial training now makes it necessary to also assessclient skill levels in technology. Client technology assessments can help staff understand the competenciesof their clients and tailor training to their specific needs. For the individual client, the client technologyassessment takes into account the competency of the individual, the business environment of theclient, and the technology needs of the specific business sector. The information obtained from theassessment can be used in helping staff determine the right mix of computer training and hardwareand software needs. On an aggregate level, the information obtained from the assessment can helpa microenterprise development organization identify which types of computer training are most indemand and plan accordingly.

New YNew YNew YNew YNew York Association for New Americans (NYork Association for New Americans (NYork Association for New Americans (NYork Association for New Americans (NYork Association for New Americans (NYANA)ANA)ANA)ANA)ANA) in New York, New York, worked withFrameweld, a local technology consultant, to develop a technology assessment and plan formicroentrepreneurs. Staff wanted in-depth knowledge of the way its clients relate to and usetechnology in the day-to-day management of their businesses. NYANA also wanted to show itsclients that investing in appropriate technology results in the business being better positioned togrow and expand.

The consultant piloted the assessment with seven of NYANA’s clients. The assessment covers:(1) assessment of computer skills and knowledge of hardware and software; (2) resources fortechnology; (3) security, policies, and procedures for technology use; and (4) technology needs

specific to the micro-business (including databases, Internet access andwebsites). The seven businesses received an individual technology plan aswell as technical assistance in installing software, placing an ad in Google,and backing up and protecting data. The plan is implemented in stages,which helps to build the confidence of clients who have limited experience intechnology and emphasizes technology that is affordable, simple to installand operate, and easy to maintain with minimal effort.

“We have learned that the technology assessment process results in atechnology plan which has a higher probability of being implemented by theclient. The process also effectively dispels the fears that strugglingmicroentrepreneurs have about IT expense and technology.”

Yanki TsheringDirector of the Business CenterNew York Association for New Americans

C l i e n t TC l i e n t TC l i e n t TC l i e n t TC l i e n t Te c h n o l o g y A s s e s s m e n t se c h n o l o g y A s s e s s m e n t se c h n o l o g y A s s e s s m e n t se c h n o l o g y A s s e s s m e n t se c h n o l o g y A s s e s s m e n t s

NYANA clients



88888

It is common knowledge that business plans lay the cornerstone for any viablemicroenterprise, but how common is it to integrate technology needs into abusiness plan? Technology is no longer merely a strategy that can take abusiness to the next level—it is an essential component for business success.Too often, microenterprise practitioners find that their clients have had fewopportunities to interact with computers and technology at a high level. As aresult, microentrepreneurs may start their businesses without any real knowledgeof how to incorporate technology into their business operations.

WWWWWomen Entromen Entromen Entromen Entromen Entrepreprepreprepreneurs of Baltimoreneurs of Baltimoreneurs of Baltimoreneurs of Baltimoreneurs of Baltimore (WEB)e (WEB)e (WEB)e (WEB)e (WEB) set out to level the technologyplaying field for their clients by requiring that all business plans include atechnology implementation plan. In their technology implementation plan,clients must:

• Assess potential technology needs:Assess potential technology needs:Assess potential technology needs:Assess potential technology needs:Assess potential technology needs: this includes phones, fax, computerhardware, computer software, cameras, scanners, and Internetservice providers (i.e. AOL, Verizon, COVAD, etc.) It is important not torestrict the concept of “technology” to computers. All of the componentsmentioned above must integrate seamlessly to ensure cost efficiencyand business productivity.

• Assess technology costs:Assess technology costs:Assess technology costs:Assess technology costs:Assess technology costs: this involves building in technology costs upfront.The immediate result is that entrepreneurs understand the costs and capitalinvestment involved in ensuring their business is technology ready.

• Assess future technology costs:Assess future technology costs:Assess future technology costs:Assess future technology costs:Assess future technology costs: this includes having a viable strategy forthe acquisition of technology upgrades, as well as contracting a technologyconsultant to implement necessary upgrades. This particular portion ofthe technology implementation plan fits in very well with the long-termvision required in a business plan.

By including technology as part of a business plan, microenterprise practitionerstake the first step towards identifying individual training needs, reduce“technophobia” among their clients, and drastically increase businesscompetitiveness. More importantly, microentrepreneurs themselves can clearlygauge their business and technology readiness and identify hurdles to runningan effective and competitive business.

“Emerging entrepreneurs need to develop short-term business practicality andlong-term business vision. Technology implementation plans help them toaccomplish both.”

Amanda Crook-ZinnCEOWomen Entrepreneurs of Baltimore


TTTTT e c h n o l o g y a s P a r t o f a B u s i n e s s P l a ne c h n o l o g y a s P a r t o f a B u s i n e s s P l a ne c h n o l o g y a s P a r t o f a B u s i n e s s P l a ne c h n o l o g y a s P a r t o f a B u s i n e s s P l a ne c h n o l o g y a s P a r t o f a B u s i n e s s P l a n

O n - l i n e B u s i n e s s N e e d sO n - l i n e B u s i n e s s N e e d sO n - l i n e B u s i n e s s N e e d sO n - l i n e B u s i n e s s N e e d sO n - l i n e B u s i n e s s N e e d s

For microentrepreneurs who wish topursue an on-line business, assessingtechnology needs is especially crucial.Along with researching hardware andsoftware needs, these entrepreneurswill also have to research methods ofon-line bill payment, websitedevelopment costs, costs associatedwith auction sites, state on-line tax laws,and possibly even “drop shippers” (i.e.wholesalers who also ship products forclients).

WEB clients

99999


Like all community-based organizations, microenterprise development programsrely on effective partnerships to more successfully serve their clients andcommunities. Local businesses, banks and corporations, other community groups,churches, community colleges and local governments are just some of thesepotential partners. When developed, these partnerships may yield addedresources, expanded client and referral networks, business expertise andmentoring, and added services to microenterprise programs, among otherbenefits. Non-traditional partnerships that enable microenterprise programs toleverage resources are increasingly important as federal, state and local fundingfor microenterprise becomes more difficult to obtain.

The technology awards provided by the HP MDP have opened doors to newand expanded partnerships for several HP grantee organizations. In some cases,the added capability of reliable mobile technology brought partnershipopportunities beyond the physical confines of the program office. For othergrantees, the professionalism and prestige associated with the HP award caughtthe attention of local businesses and community colleges. For each of theseorganizations, the HP grant has meant not only new technology tools but alsoopportunities to expand and diversify beyond traditional services and partners.

Community Business ParCommunity Business ParCommunity Business ParCommunity Business ParCommunity Business Partnership (CBP)tnership (CBP)tnership (CBP)tnership (CBP)tnership (CBP) capitalized on the HP award by turningan existing relationship with the local Best Buy store into a unique partnership.On a site visit of CBP’s facilities, representatives from Best Buy were particularlyimpressed with CBP’s first-class technology lab and proposed an expandedpartnership. Best Buy now co-sponsors CBP training sessions and offers discountsand additional incentives to CBP clients. As the partnership grows, CBP hopesBest Buy will assist in the on-going maintenance of the HP equipment and providefuture product discounts to keep their technology up to date.

During the 2004 tax season, Philadelphia Development ParPhiladelphia Development ParPhiladelphia Development ParPhiladelphia Development ParPhiladelphia Development Partnership’tnership’tnership’tnership’tnership’s (PDP)s (PDP)s (PDP)s (PDP)s (PDP)satellite office, Chester Microenterprise Partnership (CMP), expanded upon itstraditional assistance to entrepreneurs and small business owners through acreative partnership with the City of Chester. The Chester office was designatedas a Volunteer Income Tax Assistance (VITA) site to assist low-income individualswith tax preparation, asset development and money management strategies.The new HP laptops provided CMP the flexibility to meet senior citizen anddisabled residents where they were located—including City Halls, churches,community centers and public housing projects. Through the collaboration onthe VITA Program, PDP’s relationship with the City of Chester and the localcommunity has deepened. The City recognizes the importance of microenterpriseand local business to the economic fabric of its neighborhoods and has includedPDP in its long-term revitalization plans.

PPPPPACE Business Development CenterACE Business Development CenterACE Business Development CenterACE Business Development CenterACE Business Development Center took the challenge of a lack of funds forcomputer training instructors and has turned it into plans for a meaningful andeffective partnership with a local trade college. The collaboration, scheduled to

start in early 2005, will bring together qualified computer instructors with local entrepreneurs forcomputer training in a variety of different applications. Through the HP MDP and the partnershipwith the local trade college, PACE has advanced from limited technology services and trainings toplans for intensive 18-week, 54-hour technology classes offered by professional instructors inPACE’s in-house, state-of-the-art technology lab.

Tim Maschler, Director, PACEBusiness Development Center:“The trade college partnership isimportant for PACE in that itenabled us to leverage additionalresources and create as manytraining opportunities as possible.Further, the HP grant really allowedus to reignite a partnership anddeepen the relationship betweenPACE and the trade college.”

Kathy Wheeler, Executive Director,Community Business Partnership:“I think our partnership with acorporate technology retail store isa unique approach which has atwo-fold outcome: increasing andenhancing our knowledge of andaccess to technology and providinga tool to Best Buy to help themdetermine how and why smallbusiness owners purchasetechnology.”

P a r t n e r s h i p sP a r t n e r s h i p sP a r t n e r s h i p sP a r t n e r s h i p sP a r t n e r s h i p s


CBP staff and BestBuy employees


1010101010

In addition to the many benefits of increased technological capacity formicroenterprise clients, the HP grant also provided several of the grantees theopportunity to replace slow and outdated equipment with new, fast and efficientHP computers and servers, enabling them to operate much more effectively.Microenterprise Development Organizations (MDOs) with limited staff and tightbudgets are often unable to make necessary investments in technology. As aresult, many MDOs face technology barriers that limit their ability to grow andincrease the scale of available services and operations. Such barriers includeslow, outdated and incompatible equipment, frequent technology “breakdowns,”lack of connectivity between satellite/remote offices and staff, lack of portable ormobile technology, and inability to create professional in-house documents andmarketing materials, among others.

Through the HP MDP, grantees developed innovative plans to address these barriersand crafted sustainable solutions for increased organizational efficiency andproductivity. Put into action, these plans have yielded best practices which serveas excellent examples for the field.

Philadelphia Development ParPhiladelphia Development ParPhiladelphia Development ParPhiladelphia Development ParPhiladelphia Development Partnership (PDP)tnership (PDP)tnership (PDP)tnership (PDP)tnership (PDP) used some of its HP grant to overcome majorcommunication and information sharing difficulties between its Philadelphia and Chester offices.Previously, the Philadelphia office could not access vital files and information located in the Chesteroffice network. Information and document sharing was accomplished through time-consuming andinefficient phone conversations, fax transmissions and e-mail messages. With the introductionof new shared servers and equipment, staff in the Philadelphia and Chester offices are nowlinked. Previously cumbersome tasks such as reporting, scheduling meetings, file sharing, andupdating client information is now accomplished in a fraction of the time, allowing for muchsmoother inter- and intra-office communications.

Community Business ParCommunity Business ParCommunity Business ParCommunity Business ParCommunity Business Partnership (CBP)tnership (CBP)tnership (CBP)tnership (CBP)tnership (CBP) increased organizational efficiency in avariety of ways, starting by simplifying office communications during a stressfulperiod when the organization was consolidating two office locations. Through theuse of HP iPAQ handheld technology, staff easily shared schedules, planned meetingsand events, and avoided confusion at a vital time for the organization. In addition,the introduction of laptops has allowed “remote” staff to stay connected to themain office from almost anywhere, significantly increasing productivity and staffinterconnectivity. Utilizing new HP color printers, CBP can now produce high-quality publications at a fraction of the cost of outsourcing. Perhaps most importantly,CBP’s increased ability to communicate and market the organization using thenew technology has resulted in an increased number of clients and a greaternumber of loans.

ACCION TACCION TACCION TACCION TACCION Texasexasexasexasexas used the faster, more efficient HP computers to save valuable stafftime and eliminate duplicative procedures. By eliminating duplicate entries for client tracking,ACCION estimates a time savings of eight hours a day. The additional capacity to train up to tenstaff simultaneously on new computers also saves time and enables staff to focus on servingclients. The speed and efficiency of the new computers allow staff to access client files twice as fastas before; with over 20,000 contacts in its client database and 25,000 – 30,000 client applications,this time savings makes a big difference in staff productivity and efficiency. Lastly, better functioningand more reliable equipment requires less daily maintenance and monitoring, which permitsACCION’s technology staff to focus on software updates and ACCION’s ultimate technology visionof an integrated Contact and Process Management System, Portfolio Manager and General Ledger.

Janie Barrera, Founding Presidentand CEO, ACCION Texas: “Thetechnology provided by HP hasallowed us to travel the thousandsof miles of Texas without everleaving our office. This year, weexpect to make over 900 loans—this would have never beenpossible without the faster, moreefficient technology.”

I n c r e a s e d O r g a n i z aI n c r e a s e d O r g a n i z aI n c r e a s e d O r g a n i z aI n c r e a s e d O r g a n i z aI n c r e a s e d O r g a n i z a t i o n a l P r o d u c t i v i t yt i o n a l P r o d u c t i v i t yt i o n a l P r o d u c t i v i t yt i o n a l P r o d u c t i v i t yt i o n a l P r o d u c t i v i t y

PDP client


1111111111


While many microentrepreneurs may have the initiative to start a business, they often lack the businesstraining required to get their enterprise off the ground. More and more microenterprise practitionersare realizing that one of the chief inhibitors to pursuing entrepreneurial training is a lack of access tothat training. Many factors combine to prevent an entrepreneur from pursuing training services at aspecified location, including: lack of information about the training program; lack of a vehicle; poorpublic transportation services; and proximity of the entrepreneur to the training program. Without aplace to go or a way to get there, individuals can be challenged in the pursuit of their dream of self-employment.

The Lakota Fund provides microenterprise training to a 4500 square mile Native American reservationin South Dakota. Because attaining transportation is extremely difficult for clients and potential clients,Lakota decided to use part of its HP MDP grant to integrate mobile training and technical assistance aspart of its client services. Some essential features of Lakota’s mobile training and technical assistanceinclude:

• PorPorPorPorPortable technology:table technology:table technology:table technology:table technology: The most essential component of any mobile client service is portabletechnology. Equipment that is easy to move, such as laptops, makes it possible for technology tobe transported from one mobile training site to the next. Lakota utilizes about 20 of its laptops formobile training purposes and to date has provided mobile training to 80 clients. In addition,Lakota has utilized its HP equipment to provide mobile technical assistance to 35 clients locatedacross its service area. This involves transporting the appropriate technology to the client’s businessand taking clients through step-by-step analyses of their business. In most cases, clients do nothave technology of their own to analyze their business financials or marketing strategies. Mobile

technical assistance not only reinforces the value of a client investment intechnology, it also provides real-time benefits to clients who are struggling topiece together their business projections.

• ParParParParPartnerships & mobile classrtnerships & mobile classrtnerships & mobile classrtnerships & mobile classrtnerships & mobile classrooms:ooms:ooms:ooms:ooms: The value-added of mobile training servicesis measured in large part by the accessibility and flexibility of the service provider.Lakota partners with the Oglala Lakota College to deliver its mobile training atany of the nine Oglala college centers. Working with Oglala also enhancesLakota’s visibility in the community.

• TTTTTech-savvy stafech-savvy stafech-savvy stafech-savvy stafech-savvy staff:f:f:f:f: It is essential that staff is comfortable with the technology theyare using, including setting up workstations for clients and solving basic problemswith PC operating systems. This is especially true when equipment will havemultiple users and will be transported regularly. Lakota addressed this issue in itspartnership with Oglala. With four Oglala technical experts on call, Lakotais able to troubleshoot its technology problems with expediency.

• TTTTTararararargeted curgeted curgeted curgeted curgeted curricula:ricula:ricula:ricula:ricula: While mobile training means that a microenterprisedevelopment program will be able to reach more clients, it also means that theprogram will have to tailor its training curricula to meet the needs of a diverseset of potential new clients. To ensure that its training is relevant and beneficial,Lakota conducts regular needs assessments of potential clients, then createstraining modules based on their needs.


M o b i l e TM o b i l e TM o b i l e TM o b i l e TM o b i l e T r a i n i n g a n d Tr a i n i n g a n d Tr a i n i n g a n d Tr a i n i n g a n d Tr a i n i n g a n d T e c h n i c a l A s s i s t a n c ee c h n i c a l A s s i s t a n c ee c h n i c a l A s s i s t a n c ee c h n i c a l A s s i s t a n c ee c h n i c a l A s s i s t a n c e

Lakota Fund clients

(continued)(continued)(continued)(continued)(continued)


1212121212

In adding mobile training and technical assistance to its services portfolio, microenterprise practitionersseek to serve clients who are dispersed across a wide geographic area, or who experience difficultiesin accessing transportation. Practitioners also pursue mobile training to expand their client base.Ultimately, mobile training and technical assistance plays a vital role for organizations that areseeking to add flexibility, greater outreach, and technology to their training and technical assistanceservices.

“The average annual per capita income here is $3700, and we cover a 4500 square mile reservation—so we know how difficult it is to reach us. Mobile training and technical assistance has truly allowedLakota to extend its services to the most rural, and the most poverty-stricken, entrepreneurs.”

Karlene HunterInterim Executive DirectorLakota Fund


M o b i l e TM o b i l e TM o b i l e TM o b i l e TM o b i l e T r a i n i n g a n d Tr a i n i n g a n d Tr a i n i n g a n d Tr a i n i n g a n d Tr a i n i n g a n d T e c h n i c a l A s s i s t a n c ee c h n i c a l A s s i s t a n c ee c h n i c a l A s s i s t a n c ee c h n i c a l A s s i s t a n c ee c h n i c a l A s s i s t a n c e ( c o n t i n u e d )( c o n t i n u e d )( c o n t i n u e d )( c o n t i n u e d )( c o n t i n u e d )

UUUUU R B A NR B A NR B A NR B A NR B A N M M M M M O B I L EO B I L EO B I L EO B I L EO B I L E T T T T T R A I N I N GR A I N I N GR A I N I N GR A I N I N GR A I N I N G & T & T & T & T & T E C H N I C A LE C H N I C A LE C H N I C A LE C H N I C A LE C H N I C A L A A A A A S S I S TS S I S TS S I S TS S I S TS S I S TA N C EA N C EA N C EA N C EA N C E

Microenterprise practitioners located in urban areas should also consider mobile training as

an effective tool for reaching clients and potential clients with alternative schedules. By

making use of community colleges and other facilities that can serve as mobile classrooms,

urban microenterprise programs can expand their reach while introducing clients to technology.

Providing mobile technical assistance can also be effective, allowing urban entrepreneurs to

receive assistance at their place of business rather than having to take time away from the

business.

1313131313


KKKKK e l s a n g C h o d e ne l s a n g C h o d e ne l s a n g C h o d e ne l s a n g C h o d e ne l s a n g C h o d e n

Shangri La Day SpaShangri La Day SpaShangri La Day SpaShangri La Day SpaShangri La Day SpaNew YNew YNew YNew YNew York, New York, New York, New York, New York, New Yorkorkorkorkork

Kelsang Choden, owner of Shangri La Day Spa in New York City, has been a client of the New YorkAssociation for New Americans (NYANA) since May of 1999. Since then Shangri La Day Spa hassuccessfully transitioned from a start up business to a profitable enterprise for Kelsang. After fiveyears in business, Kelsang is now learning how technology can play a role in the future of her spa.

Kelsang was working as a girl Friday at several spas when she first approached the NYANA BusinessCenter. She had worked her way up from cleaning and running errands to helping out at the receptiondesk and finally passed her exams to become certified to perform spa services. Kelsang had somesavings but not enough to afford a leased space to open her business. NYANA made a $15,000loan to Kelsang, based on the business plan she developed, and put her in touch with pro-bonoattorneys to review her lease. NYANA also helped Kelsang plan the renovation required to make thespace suitable for a day spa.

Like many businesses in New York City, Shangri La Day Spa suffered losses after September 11,2001. Many regular clients cut back on services or left New York, and Kelsang had to look for otherways to keep her business going. She again turned to NYANA for financial assistance and receiveda loan for $7000 in 2002. Thanks to the technology grant NYANA received from HP, the organizationwas able to offer Kelsang one-on-one technology training from an IT consultant. Kelsang was quick torealize how technology could help her grow her business.

Yanki Tshering, Director of NYANA, shares, ”Kelsang’s ability to access this service from the BusinessCenter has fast tracked her in her use of technology and in managing her business.” Once phobic oftechnology, Kelsang now uses it to communicate with clients about appointments and special sales

and to gather information about her clients to help better serve their needs.On the advice of the IT consultant she is also trying to convince otherbusinesses, which complement her services, to place links from their websitesto Shangri La Day Spa‘s website. Currently she is working with a successfulacupuncturist who sends her an average of five clients each month formassages and facials. Kelsang has also decided to invest a minimum of$100 per month for an on-line ad campaign with Google.

By owning her own business Kelsang has increased her personal incomeand now employs one full-time and three part-time employees. Technologycontinually helps Kelsang find new ways to grow and expand her business.Kelsang shares, “I discovered that technology can be an effective andinexpensive way to promote a micro-business.”

Kelsang Choden (left)

S u c c e s s S t o r i e sS u c c e s s S t o r i e sS u c c e s s S t o r i e sS u c c e s s S t o r i e sS u c c e s s S t o r i e s


1414141414

C a r lC a r lC a r lC a r lC a r l t o n L o p e zt o n L o p e zt o n L o p e zt o n L o p e zt o n L o p e z

Shapeshifter 3D FactorShapeshifter 3D FactorShapeshifter 3D FactorShapeshifter 3D FactorShapeshifter 3D FactoryyyyyDetroit, MichiganDetroit, MichiganDetroit, MichiganDetroit, MichiganDetroit, Michigan

For 20 years, Carlton Lopez had been studying graphic design and workingin various print shops perfecting his craft. He opened his own print shop,Shapeshifter 3D Factory, in 2002, but had little success. In 2004, whenCarlton was virtually unemployed and lacking the funds to sustain his business,the Michigan Rehabilitation Service referred him to the Detroit EntrepreneurshipInstitute, Inc. (DEI). Through DEI’s Print Shop Plus Carlton found the traininghe needed to get his business back on track.

Print Shop Plus was started in 2001 by DEI’s President and CEO after agenerous donation of three Offset printing presses. Print Shop Plus beganprinting business cards, letterhead, and training materials for DEI’s classroominstruction. In 2003 the HP grant provided equipment that allowed Print ShopPlus to also offer full color, large format printing. Today, qualified graphicdesigners provide leadership and training to DEI employees, interns, andclients who want to learn full print shop operations. The print shop alsoserves as a business incubator for DEI graphic design clients like Carlton.

Carlton received one-on-one training at Print Shop Plus, expanding his graphic design skills andknowledge to include Quark, Photoshop Illustrator, and large format printing. He also currentlyoperates Shapeshifter 3D factory out of Print Shop Plus.

“The training helped me to realize the various business and technical skills necessary to reach mygoals,” Carlton says. His business has been greatly impacted by the training he received. He hasbeen able to expand the market he serves by offering additional products and creating images usinga variety of graphic design concepts. In addition, DEI also provided Carlton with one-on-one businessplan training to help him outline his goals and better manage his business. As his business successcontinues, Carlton plans to secure a business location, hire additional employees, and apply for amicroloan to purchase the technology equipment he needs to operate his business outside of PrintShop Plus.

Thomas Schiavi, DEI Vice President of Program Operations says, “We saw that Carlton was anexemplary person with all of the positive qualities one needs to succeed in business and life.” Withthat in mind, DEI was able to offer the services and support necessary to help Carlton realize his ownbusiness success.

Carlton Lopez


1515151515


R o d n e y D i xR o d n e y D i xR o d n e y D i xR o d n e y D i xR o d n e y D i x o no no no no n

Just TJust TJust TJust TJust Taste and Seeaste and Seeaste and Seeaste and Seeaste and SeePhiladelphia, PennsylvaniaPhiladelphia, PennsylvaniaPhiladelphia, PennsylvaniaPhiladelphia, PennsylvaniaPhiladelphia, Pennsylvania

In 2003, Rodney Dixon had the drive, talent, and space to open his restaurant, Just Taste and See,but before opening the restaurant he wanted to make sure he had the business skills needed to meetsuccess. He turned to the Philadelphia Development Partnership (PDP) and found resources to buildbetter business skills, loan opportunities and technology training.

Since the fall of 2003, Rodney has been an active participant in PDP’s peer lending program,Community Capital Works (CCW), completing several modules of the program’s self-taught, customizedbusiness skills training curriculum. Just in time for the opening of Just Taste and See in February 2004,Rodney was approved for a $500 PDP loan, which he used to promote his new business on localradio stations and in newspapers. During that same month, he enrolled in PDP’s six-week Introductionto Computer Basics workshop, designed for individuals with very little or no computer experience,one of the classes PDP began offering after receiving its HP technology grant. Participants in theworkshop are instructed on basic computer concepts, from computer parts and how they work, tohow to explore the Internet and basic software applications. PDP also advises participants about howto align future technology investments with their individual business operations, given the business’need and available capital.

Since opening Just Taste and See, Rodney found that his technology training has played a significantrole in his everyday business practices. He stops in at the HP outfitted PDP computer lab about oncea week to hone his newfound skills and receive additional training. Although he owns a computer, heprefers using PDP’s computers and specifically, Microsoft Publisher software, which he uses to designmenus and flyers for his restaurant. On his own computer he uses QuickBooks software to recordsales, track monthly purchases from food and beverage vendors, and track the profit and loss of thebusiness. “It’s great because now I can see how the restaurant is doing one month relative to the

next,” he says. He is also constantly searching the Internet for new foodsuppliers, recipes, and articles about other restaurants around the country,gaining ideas of what works and what does not.

Just Taste and See has met with great success since its opening. Rodneyhas hired three full-time employees, has expanded his breakfast and lunchmenu to include dinner, and is in the process of renovating the secondfloor, where he hopes to draw more private parties and events. Within thenext year, he would like to purchase new technology equipment, includingsoftware, improved hardware and a new printer.

Rodney Dixon



1616161616

B r o o k e L e t oB r o o k e L e t oB r o o k e L e t oB r o o k e L e t oB r o o k e L e t o

InterInterInterInterInternational Computer Tnational Computer Tnational Computer Tnational Computer Tnational Computer TrainingrainingrainingrainingrainingAlexandria, VAlexandria, VAlexandria, VAlexandria, VAlexandria, Viririririrginiaginiaginiaginiaginia

While working in the IT field providing functional support for WindowsOperating Systems and Microsoft Office Suite, Brooke Leto discoveredher love for teaching. She quickly mastered the techniques enablingher to create and develop innovative technology-based session plansthat were effective not only in the K-12 classroom, but in the adulteducation environment as well. Through a position at the HogarHispano Learning Center in Falls Church, Virginia, Brooke saw aneed for computer classes and instructional material designed forthe immigrant community in her area. As an immigrant from Ethiopia,Brooke felt she could address this need by making more classesavailable and developing the curriculum herself. She then developedthe initial plan for what was to become her business, InternationalComputer Training.

In late 2003, while exploring ways to make her business plan areality, Brooke obtained information about the Women’s BusinessCenter (WBC) of Northern Virginia, an SBA program under theumbrella of Community Business Partnership (CBP). She attendedthe WBC’s “ABC’s of Starting Your Business” workshop and soonfound herself helping out with project assistant work while havingaccess to the various services the center provides. There, Brooke met and received counselingfrom one of the business consultants of the Small Business Development Center, anorganization also under the CBP umbrella. CBP had just received an HP technology grantand was looking for someone to create and implement a computer curriculum designed tomeet the needs of the emerging entrepreneur. CBP staff quickly realized the strength ofBrooke’s background and her flair for developing a special and responsive bond with herstudents and retained her to serve as an instructor developing and teaching an impressiveseries of initial offerings.

Brooke continued to build her business plan around the computer software training with herCBP business counselor, and in April 2004 International Computer Training opened forbusiness. CBP, which had the equipment and facility, made it cost effective and feasible forBrooke to jump start her business. In August 2004 Brooke successfully completed her summertraining program, and fall classes began in September 2004. Brooke continues to work ondeveloping the various aspects of her business as well as developing a series of hands-on,application-based curriculum for the workplace.

Brooke believes that the CBP HP grant has played a major role in the rapid and successfulgrowth of her small business. Brooke shares, “The Community Business Partnership helpedme focus on developing my computer training business. To have had the HP equipment andthe CBP resources was an instrumental piece in getting my business started.”


Brooke Leto (top)

1717171717


C h r i s t i n e M c C o r m i c kC h r i s t i n e M c C o r m i c kC h r i s t i n e M c C o r m i c kC h r i s t i n e M c C o r m i c kC h r i s t i n e M c C o r m i c k

Catering by Chris and SonCatering by Chris and SonCatering by Chris and SonCatering by Chris and SonCatering by Chris and SonBaltimorBaltimorBaltimorBaltimorBaltimore, Mare, Mare, Mare, Mare, Marylandylandylandylandyland

After six months of unemployment, Christine McCormick was excited about going into business forherself when she became a client of Women Entrepreneurs of Baltimore (WEB). When she enteredthe program she was enthusiastic about developing her business plan but apprehensive about thefinancial spreadsheets she would have to create. She was also concerned about new upgrades intechnology and wanted to learn more about Access databases.

Christine attended WEB’s 11-week business skills training course where she received comprehensivebusiness plan instruction on topics such as financing strategies, resource training, identifying mentors,community networking, and government procurement. Since WEB’s receipt of an HP technologygrant, technology planning has also become an integral part of WEB’s business skills training program.The technology training to which Christine was exposed during the course taught her how to researchinformation on the Internet, use Access and construct formulas in Excel. The technology planningenables clients, like Christine, to make business decisions based on research and develop timelinesthat aid them in growing their businesses. The technology plan also takes into consideration the costand capital needed to implement the new technology. As a result of the training, Christine conducteda needs analysis on how her business could benefit from technology and subsequently purchased acomputer system on-line, proving her increased comfort doing business on the Internet. She alsocontinued her technology training through group and one-on-one instruction during two clinics heldin WEB’s HP outfitted computer lab.

In September 2004 Christine opened Catering by Chris and Son and quicklyrealized how her technology training benefits her business. She uses hertraining in Excel to track her corporate catering events and to develop mailinglists for marketing purposes. Her new found skills in Microsoft Outlook makeit easy to communicate with clients and take orders for catering events. Shehas also developed an inventory control system to reduce food waste throughthe Access program and does regular on-line research for prospective clientsand trends in the catering industry.

In just a short time, Catering by Chris and Son has met with great success,securing some large client orders and increasing the income to Christine’sfamily. The success has even allowed her son to become a full-time employeeand utilize his accounting skills to manage the financial side of the business.From her first step in writing a business plan to securing her next client,technology is playing a large role in the success of Christine’s business.


Christine McCormick


1818181818

M y r a H o l m e sM y r a H o l m e sM y r a H o l m e sM y r a H o l m e sM y r a H o l m e s and and and and and J a c q u i e H e a r dJ a c q u i e H e a r dJ a c q u i e H e a r dJ a c q u i e H e a r dJ a c q u i e H e a r d

Star ParStar ParStar ParStar ParStar Partners Securitytners Securitytners Securitytners Securitytners SecuritySan Francisco, CaliforSan Francisco, CaliforSan Francisco, CaliforSan Francisco, CaliforSan Francisco, Californianianianiania

What does a woman do with 25 years of experience in the security field?For Myra Holmes and Jacquie Heard starting a small business providingsecurity and private patrol services was the only answer. After working forover two decades in a variety of capacities at the Department of Defenseand several private firms, Myra and Jacquie started Star Partners Security inFebruary 2000. “Being in the industry, we both have worked with and watcheda lot of men do the job and felt that we could do it better.” To better operatetheir new business, Myra and Jacquie needed to upgrade their computertechnology skills. They went to Renaissance Entrepreneurship Center inDecember 2002 to learn how they could incorporate technology to maketheir business a success.

Myra admits that prior to working with Renaissance she was virtually computerilliterate, but all that has changed. Myra and Jacquie took full advantage ofRenaissance’s Bayview Business Resource Center’s Small Business TechnologyCenter – the result of the HP technology grant Renaissance received. TheSmall Business Technology Center offers numerous workshops on the use ofMicrosoft Word, Excel and QuickBooks in small business operations. Theynow use Word to prepare contracts, marketing tools, and clientcommunications. Scheduling of their security patrol work and numerous clientsis planned and monitored through spreadsheets on Excel. They are especiallyexcited about the training in QuickBooks, which they use to manage accountsreceivable and payable for their growing business. Along with class instruction, Myra and Jacquiecontinue to use the computer lab to email clients and access the Internet for marketing and researchpurposes.

Star Partners Security has taken advantage of Renaissance’s resources to grow their business, identifyand solicit new contracts, and increase their customer base. Among their accomplishments is theacquisition of numerous certifications, including the State of California Small Business, Hub Zone,Caltrans and Women, and Minority Business Enterprise certifications. Star Partners Security providessecurity for several public and private clients, including Renaissance’s Bayview Business ResourceCenter, and is concentrating on security needs of construction companies, merchant associationsand event security in the Bay Area’s diverse communities. Myra and Jacquie recently joined theRenaissance Incubator as tenants of the Business Assistance Center and are currently bidding togetherwith a fellow Renaissance Incubator tenant on a potential event security contract, which will bringsignificant growth to Star Partners Security.


Left to right:Myra Holmes andJacquie Heard

1919191919


R e s o u r c e sR e s o u r c e sR e s o u r c e sR e s o u r c e sR e s o u r c e s


GGGGGrantees from the 2003 HP MDP have developed a number of tools as a result of theirinvolvement in the project. As is indicative of the sharing that takes place with AEO membersin the US microenterprise industry, HP grantees were quick to share the resources they developed

as models for local use. A few examples of these resources and tools are described below andappear in this section. Note that some of the work is copyrighted and may not be used withoutpermission.

Client Skills Assessment SurClient Skills Assessment SurClient Skills Assessment SurClient Skills Assessment SurClient Skills Assessment Surveys veys veys veys veys – Client skills assessment surveys measure the client’s knowledgeand understanding of certain technology skills before and after taking training classes.Examples developed by AEO for Detroit Entrepreneurship Institute and New York Association forNew Americans

TTTTTechnology Class and Wechnology Class and Wechnology Class and Wechnology Class and Wechnology Class and Workshop Agendasorkshop Agendasorkshop Agendasorkshop Agendasorkshop Agendas – Samples of multi-week and single three-hourtechnology class schedules. Examples provided by Community Business Partnership and PACE BusinessDevelopment Center

ParParParParParticipant/Facilitator Guide for Wticipant/Facilitator Guide for Wticipant/Facilitator Guide for Wticipant/Facilitator Guide for Wticipant/Facilitator Guide for Wororororord Coursed Coursed Coursed Coursed Course – Guide for an advanced course in Word,complete with step-by-step handouts. Provided by Renaissance Entrepreneurship Center

TTTTTechnology Implementation Plan (TIP)echnology Implementation Plan (TIP)echnology Implementation Plan (TIP)echnology Implementation Plan (TIP)echnology Implementation Plan (TIP) – The purpose of the TIP is to assess a client’s technologyneeds as well as initial and future technology costs. Example provided by Women Entrepreneurs ofBaltimore

2020202020



Pre-Class Assessment

Prepared by AEO for the HP Microenterprise Development Program.

Detroit Entrepreneurship Institute (DEI) Microsoft Excel

Client Self-Assessment Today’s Date: ___/___/2004

First Name: Last Name:

Business Trainer: Class Number (if appropriate): ____________

Note: The purpose of this assessment is to get a sense of your skill level in these areas so that our assistance meets your needs.

Skills Your skills today How useful do you think the skill will be to your

business?

Select between 1 and 5 with 1=None at all, 5=Proficient

Select between 1 and 5 with 1=None at all, 5=Essential

1. Adding and Renaming Worksheets: Using the Insert button 1 2 3 4 5 1 2 3 4 5

2. Selecting Cells: Moving to cells and highlighting cells 1 2 3 4 5 1 2 3 4 5

3. Adding Worksheets: Using the Insert button to add worksheets 1 2 3 4 5 1 2 3 4 5

4. Resizing Rows and Columns: Using Format to change the size of columns and rows

1 2 3 4 5 1 2 3 4 5

5. Freeze Panes: Using Window menu to freeze a portion of the worksheet

1 2 3 4 5 1 2 3 4 5

6. Working with Numbers: Changing number types and adding decimal points

1 2 3 4 5 1 2 3 4 5

7. Dates and Times: Setting dates and times in cells 1 2 3 4 5 1 2 3 4 5

8. Styles: Using fonts to change the appearance of spreadsheets 1 2 3 4 5 1 2 3 4 5

9. Basic Ascending and Descending Sorts: Sorting data alphabetically or numerically

1 2 3 4 5 1 2 3 4 5

10. Fill Option: Repeat the cell entry 1 2 3 4 5 1 2 3 4 5

11. Autofill: Creating a series of data 1 2 3 4 5 1 2 3 4 5

12. Adding Clip Art: Selecting a picture from the Insert menu 1 2 3 4 5 1 2 3 4 5

12. Add an Image from a File: Downloading a picture from outside the file

1 2 3 4 5 1 2 3 4 5

13. Editing a Graphic: Using the Drawing toolbar 1 2 3 4 5 1 2 3 4 5

14. Chart Wizard: Choosing Chart Options 1 2 3 4 5 1 2 3 4 5

15. Resizing a Chart: Choosing Options from Tools menu 1 2 3 4 5 1 2 3 4 5

16. Adding Data to a Table: To include data table in the Chart Wizard 1 2 3 4 5 1 2 3 4 5

2121212121



Pre-Class Assessment

Prepared by AEO for the HP Microenterprise Development Program.

NYANA Marketing Your Business: Resources on the Internet and

Using Technology to Create Marketing Materials Client Questionnaire

Today’s Date: ___/___/2004

First Name: Last Name:

Business Trainer: Class Number (if appropriate): ____________

Note: The purpose of this assessment is to get a sense of your skill level in these areas so that our assistance meets your needs.

Skills Your skills today How useful do you think the skill will be to your

business?

Select between 1 and 5 with 1=None at all, 5=Proficient

Select between 1 and 5 with 1=None at all, 5=Essential

1. The purpose of a marketing plan 1 2 3 4 5 1 2 3 4 5

2. Using PageMaker for creating marketing material 1 2 3 4 5 1 2 3 4 5

3. Using Word for creating marketing material 1 2 3 4 5 1 2 3 4 5

4. Using PowerPoint for creating marketing material 1 2 3 4 5 1 2 3 4 5

5. Using Avery for creating marketing material 1 2 3 4 5 1 2 3 4 5

6. Using Photoshop for creating marketing material 1 2 3 4 5 1 2 3 4 5

7. Using a Digital Camera for creating marketing material 1 2 3 4 5 1 2 3 4 5

8. Using a Scanner for creating marketing material 1 2 3 4 5 1 2 3 4 5

9. Using a Printer for creating marketing material 1 2 3 4 5 1 2 3 4 5

10. Understanding of Internet Access Providers 1 2 3 4 5 1 2 3 4 5

11. How to judge what software is best for my business for marketing purposes

1 2 3 4 5 1 2 3 4 5

12. How to judge what hardware is best for my business for marketing purposes

1 2 3 4 5 1 2 3 4 5

2222222222


Thursday July 1, 6-9pm

Class title: "Using MS Word to Create Marketing Tools" Brief description: The business owner will use the MS Word software program to create simple marketing tools such as business cards, flyers and brochures. Prerequisite: Familiarity or experience using MS Word. Basic understanding of the PC keyboard. Time: 2 ½ or 3 hours (with a break) Tools/Equipment: Laptops, LCD Projector, Handouts (as created by or used by the instructor)

Topics/Skills Covered in Workshop: -Review of menus and tools -Review Word templates -Introduce setup of 3 column brochure and a flyer -Introduce 'envelopes/labels' usage for cards, etc -Introduce formatting for columns, etc -Show and discuss examples

Tuesday July 20, 6-9pm

Class title: "Using MS PowerPoint to Present Your Business Plan" Brief description: The business owner will use the MS PowerPoint software program to create a slide presentation communicating the business plan to investors or stakeholders. Prerequisite: Familiarity or experience using MS PowerPoint. Basic understanding of the PC keyboard. Time: 2 ½ or 3 hours (with a break) Tools/Equipment: Laptops, LCD Projector, Handouts (as created by or used by the instructor)

Using MS PowerPoint to Present Your Business Plan: -Review steps to setting up a presentation -Review PowerPoint templates -Introduce drawing tools -Review process for data import - Excel charts and a text outline from Word -Show and discuss examples

Wednesday August 11, 6-9pm

Class title: "Using MS Excel to Create a Budget" Brief description: The business owner will use the MS Excel software program to create a budget worksheet and produce a graph using the worksheet contents. Prerequisite: Familiarity or experience using MS Excel. Basic understanding of the PC keyboard. Time: 2 ½ or 3 hours (with a break) Tools/Equipment: Laptops, LCD Projector, Handouts (as created by or used by the instructor)

Using MS Excel to Create a Budget: -Review data labels -Review insertion of formulas -Introduce graphs & chart functions -Introduce sheet formatting and page breaks -Show and discuss examples


2323232323



Computer Class for Beginners

Instructor• Name: Andy Kim (In Gun Kim)• E-mail: [email protected]

Language• Classroom: Korean• Operating System: English

Class Overview• Basic skills to use computer• Basic skills to use Internet, e-mail, office• Basic skills to use peripherals (printer, memory stick, digital camera…)

Daily subjects

Aug. 30th, 2004: Class I- Getting Friendly with Computers• Computer components- Mouse, Monitor, Mother board, Hard disk drive, Memory,CD Rom, Graphic card, etc.

Sep 1st, 2004: Class II- Operating Systems• Basic programs, Folders, Files, Korean language pack, Multi Media utilities, Systems(Desktop, Sound, Background…)

Sep. 8th, 2004: Class III- Internet• Web browsing, Search engines, Files & S/W download, Windows updates, Security

Sep. 13th, 2004: Class IV- E-mail• Account setup, Checking e-mail, File attachment, Zip files

Sep. 15th, 2004: Class V- Microsoft Office• Word processing, Spread sheet, Slide show

Sep 20th, 2004: Class VI- Computer Peripherals• Printer, Importing pictures from memory stick, Image files

PPPPPACACACACACEEEEE Business Development Center

2424242424



©

Wom

en E

ntr

epre

neu

rs o

f Bal

tim

ore,

In

c.

1

WEB

TEC

HN

OLO

GY

IMPLE

MEN

TATI

ON

PLA

N (T

IP)

Nam

e: _

____

____

____

____

____

_

B

usi

nes

s N

ame:

___

____

____

____

____

__ _

____

____

B

rief

Bu

sin

ess

Des

crip

tion

: T

ech

nol

ogy

Ass

essm

ent

Dat

e: _

____

____

____

Act

ivit

y/T

asks

A

ctio

n S

teps

T

imel

ine

C

ost

So

urc

e of

Cap

ital

P

roje

ctio

n fo

r Y

ear

to U

pgra

de

D

o yo

u c

urr

entl

y ow

n a

co

mpu

ter?

�

Yes

�

N

o

If n

o, d

escr

ibe

plan

to

acqu

ire

a co

mpu

ter.

__

____

____

____

___

____

____

____

____

___

____

____

____

___

____

____

____

____

___

____

____

____

__

Fi

nan

cin

g

Ban

k

Inve

stor

Savi

ngs

Oth

er

____

____

__

So

ftw

are

appl

icat

ion

s. I

ndi

cate

yo

ur

prof

icie

ncy

leve

l: (B

) =

be

gin

ner

, (I)

= in

term

edia

te o

r (A

) =

adv

ance

�

W

ord

__

_ �

E

xcel

_

__

�

Acc

ess

___

�

O

utl

ook

___

�

Pu

blis

her

_

__

�

Qu

ickB

ooks

___

O

ther

____

____

____

___

__

____

____

____

___

____

____

____

____

___

____

____

____

___

____

____

____

____

___

____

____

____

___

____

____

____

____

_ __

____

____

____

___

2525252525



©

Wom

en E

ntr

epre

neu

rs o

f Bal

tim

ore,

In

c.

2

Act

ivit

y/T

asks

A

ctio

n S

teps

T

imel

ine

C

ost

So

urc

e of

Cap

ital

P

roje

ctio

n fo

r Y

ear

to U

pgr

ade

Is

th

e ab

ove

leve

l of p

rofi

cien

cy

adeq

uat

e fo

r yo

ur

busi

nes

s?

�

Y

es

�

No

If n

o, d

escr

ibe

plan

to

beco

me

prof

icie

nt.

__

____

____

____

____

___

____

____

____

____

___

____

____

____

____

___

____

____

____

____

___

____

____

____

____

_

In

tern

et s

earc

h a

ppli

cati

ons.

In

dica

te y

our

prof

icie

ncy

leve

l: (B

) =

beg

inn

er, (

I) =

inte

rmed

iate

or

(A)

= a

dvan

ce

�

Y

ahoo

_

____

�

G

oogl

e

____

_ �

M

SN

_

____

�

O

ther

___

____

_

Indi

cate

th

e tr

ain

ing

you

des

ire

or r

equ

ire

to

beco

me

prof

icie

nt.

G

rou

p:__

____

____

___

____

____

____

____

___

____

____

____

____

___

Indi

vidu

al:

____

____

____

____

___

____

____

____

____

___

____

____

____

____

___

D

o yo

u h

ave

inte

rnet

acc

ess

in

you

r pl

ace

of b

usi

nes

s?

�

Y

es

�

No

If y

es, i

s th

e ac

cess

: �

D

SL

�

Cab

le M

odem

�

D

ial U

p

�

T1

Oth

er__

____

____

____

____

If n

o, d

escr

ibe

plan

for

acce

ss.

____

____

____

____

___

____

____

____

____

___

____

____

____

____

___

____

____

____

____

___

____

____

____

____

___

____

____

____

____

___

____

____

____

____

___

____

____

____

____

___

____

____

____

____

___

____

____

____

____

___

2626262626



©

Wom

en E

ntr

epre

neu

rs o

f Bal

tim

ore,

In

c.

3

Act

ivit

y/T

asks

A

ctio

n S

teps

T

imel

ine

C

ost

So

urc

e of

Cap

ital

P

roje

ctio

n fo

r Y

ear

to U

pgra

de

D

o yo

u c

urr

entl

y ha

ve a

fax

mac

hin

e?

�

Yes

�

N

o

If y

es, t

he

type

of s

yste

m.

�

All

in o

ne

�

Stan

dard

Mac

hin

e �

C

ompu

ter

O

ther

____

____

____

If n

o, d

escr

ibe

plan

to

acqu

ire

a fa

x.

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

W

hat e

quip

men

t/so

ftw

are

reso

urc

es d

o yo

u h

ave?

(La

ptop

, de

skto

p, m

odel

pal

m p

ilot

, off

ice

xp, o

ffic

e 98

, etc

) W

hic

h e

quip

men

t do

you

sti

ll n

eed

to o

per

ate

you

r bu

sin

ess?

Des

crib

e ho

w y

ou w

ill

obta

in t

he

equ

ipm

ent

you

nee

d.

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

__

D

escr

ibe

you

r cu

rren

t ph

one

syst

em?

(Che

ck a

ll th

at a

pply

) �

B

usi

nes

s li

ne

�

Hom

e

�

Cel

l �

A

nsw

erin

g M

ach

ine

�

Voi

ce M

ail

Oth

er__

____

____

____

____

__

D

o yo

u c

urr

entl

y ha

ve a

web

site

? �

Y

es

�

No

P

leas

e Li

st:_

____

____

____

___

If n

o, d

escr

ibe

how

yo

u w

ill o

btai

n a

cces

s.

____

____

____

____

____

____

____

____

____

____

____

____

____

__

____

____

____

____

__

2727272727



©

Wom

en E

ntr

epre

neu

rs o

f Bal

tim

ore,

In

c.

4

Act

ivit

y/T

asks

A

ctio

n S

teps

T

imel

ine

C

ost

So

urc

e of

Cap

ital

P

roje

ctio

n fo

r Y

ear

to U

pgra

de

D

o yo

u c

urr

entl

y ha

ve a

n e

mai

l ad

dres

s?

�

Yes

�

N

o P

leas

e Li

st:_

____

____

____

___

If n

o, p

leas

e de

scri

be

you

r pl

an o

f act

ion

. __

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

__

D

o yo

u c

urr

entl

y ha

ve a

com

pute

r m

ain

ten

ance

pro

vide

r?

�

Y

es

�

No

If n

o, p

leas

e de

scri

be

you

r pl

an o

f act

ion

. __

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

__

D

o yo

u h

ave

a bu

dget

for

mai

nta

inin

g yo

ur

equ

ipm

ent?

�

Yes

�

N

o

If n

o, p

leas

e de

scri

be

you

r pl

an o

f act

ion

. __

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

__

H

ave

you

det

erm

ined

wha

t so

ftw

are

is n

eces

sary

for

you

r in

dust

ry?

�

Y

es

�

No

If n

o, p

leas

e de

scri

be

you

r pl

an o

f act

ion

. __

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

__

D

o yo

u h

ave

an in

dust

ry

con

sult

ant

wh

o w

ill a

sses

s yo

ur

nee

ds?

If n

o, p

leas

e de

scri

be

you

r pl

an o

f act

ion

. __

____

____

____

____

____

____

____

____

____

____

____

____

____

__

____

____

____

____

2828282828



Bayview Business Resource Center Course Participant & Facilitator Guide Advanced Word

October 2004 1 Renaissance Advanced Word Participant _ Facilitator Guide-R-Minion-6 Proprietary Information: Not for use/disclosure outside of Bayview Business Resource Center and its affiliated companies without prior permission from Renaissance Entrepreneurship Center.

BAYVIEW BUSINESS RESOURCE CENTER

3801 Third Street, Suite 616, San Francisco, CA 94124 (415) 647-3728

[email protected]

Advanced Word

Participant & Facilitator Guide

2929292929




October 2004 2 Renaissance Advanced Word Participant _ Facilitator Guide-R-Minion5 Proprietary Information: Not for use/disclosure outside of Bayview Business Resource Center and its affiliated companies without prior permission from Renaissance Entrepreneurship Center.

Table of Contents

Course: Advanced Word .........................................................................................................1

Table of Contents………………………………………………………………………….2 Overview ...................................................................................................................................3

Objectives ..................................................................................................................................3

Handout 1: Format Background & Themes............................................................................4

Handout 2: Brochure.................................................................................................................5

Handout 3: Business Card........................................................................................................6 Handout 4: Templates on Microsoft.com...............................................................................7

3030303030





Course: Advanced Word

Overview

You should complete this training within 2-3 hours. You will be using two files: Advanced Word Brochure Advanced Word Business Card

Objectives Upon completion of this course, you will be able to:

• Format Background & Themes • Produce a brochure • Produce a business card • Learn how to explore “Microsoft online templates”

3131313131





Handout # 1: Format Background & Themes

NOTE: Background & Themes are for web pages & email. Below is from the Background “help” screen:

1. On the Format menu, point to Background.

2. Do one of the following:

o Click the color you want.

o Click More Colors to see additional color choices.

o Click Fill Effects to change or add special effects, such as gradients, textures, or patterns.

3. Select any additional options that you want.

For Help on an option, click the question mark (?), and then click the option.

Below is from the Theme “help” screen:

1. Open the document, e-mail message, or Web page that you want to apply a theme to.

For e-mail messages, click in the body of the message.

2. On the Format menu, click Theme.

3. In the Choose a theme list, click the theme you want.

4. Select the options you want.

For Help on an option, click the question mark (?), and then click the option.

3232323232





Handout 2: Brochure

1. Click on the file: Advanced Word Brochure on your desktop. (This file can also be found by clicking General Templates on the Task Pane, then the Publications tab and open Brochure.)

2. To print (and preserve) these brochure instructions, choose Print from the File menu. Click “ok” to print the brochure. Note on the sample brochure: Margins (page setup) Top = 0.5 Bottom = 0.5 Left = 0.5 Right = 0.58 Orientation: Landscape

Columns: (Format – Columns) Number of columns: 3 Width Spacing 2.64 1 2. We will work within the Advanced Word Brochure file which has instructions built into it. What kind of paper would you print your brochure out on? ________________________________________________________________________________________________________________________________________________

Print out your sample brochure.

3333333333




Handout 3: Business Card

Open the file: Advanced Word Business Card on your desktop NOTE: Layout of Advanced Word Business Card below:

File Page Setup Margins Top = 1 Bottom = 1.06 Left = 1 Right = 1 Table -Table Properties Table Alignment = Left Text Wrapping = Around Row Specify Height 2 Row Height is “exactly”

Column Preferred width 3.5 Measured in “Inches”

Cell Size Preferred width: 3.5 inches Vertical Alignment Top Make the Business Card Template your own! What method can you use to change the data one time and have it appear in all the business card spaces? __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ What kind of paper would you print your business card out on? ________________________________________________________________________________________________________________________________________________


3434343434





Print out your sample business card.

Handout 4: Templates on Microsoft.com

In the Task Pane click on: New from template “Templates on Microsoft.com” Explore the hundreds of templates available. Write notes below of which ones you might want to use: ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

3535353535


ACCION TACCION TACCION TACCION TACCION Texasexasexasexasexas2014 S. HackberrySan Antonio, TX 78210Phone 210.226.3664www.acciontexas.org

Community Business ParCommunity Business ParCommunity Business ParCommunity Business ParCommunity Business Partnershiptnershiptnershiptnershiptnership7001 Loisdale RoadSpringfield, VA 22150Phone 703.768.1440www.cbponline.org

Detroit Entrepreneurship InstituteDetroit Entrepreneurship InstituteDetroit Entrepreneurship InstituteDetroit Entrepreneurship InstituteDetroit Entrepreneurship Institute1010 AntietamDetroit, MI 48207Phone 313.877.9060www.deibus.org

New YNew YNew YNew YNew York Association for Nework Association for Nework Association for Nework Association for Nework Association for NewAmericansAmericansAmericansAmericansAmericans17 Battery PlaceNew York, NY 10004Phone 212.425.2900www.nyana.org

PPPPPACE Business Development CenterACE Business Development CenterACE Business Development CenterACE Business Development CenterACE Business Development Center1055 Wilshire Boulevard, Suite 900-BLos Angeles, CA 90017Phone 213.353.9400www.pacela.org

Philadelphia DevelopmentPhiladelphia DevelopmentPhiladelphia DevelopmentPhiladelphia DevelopmentPhiladelphia DevelopmentParParParParPartnershiptnershiptnershiptnershiptnership1334 Walnut Street, 7th FloorPhiladelphia, PA 19107Phone 215.545.3100www.pdp-inc.org

Renaissance EntrepreneurshipRenaissance EntrepreneurshipRenaissance EntrepreneurshipRenaissance EntrepreneurshipRenaissance EntrepreneurshipCenterCenterCenterCenterCenter275 Fifth StreetSan Francisco, CA 94103Phone 415.541.8580www.rencenter.org

The Lakota FundThe Lakota FundThe Lakota FundThe Lakota FundThe Lakota FundP.O. Box 340Lakota Trade Building, Suite 201Kyle, SD 57752Phone 605.455.2500www.lakotafund.org

WWWWWomen Entromen Entromen Entromen Entromen Entrepreprepreprepreneurs ofeneurs ofeneurs ofeneurs ofeneurs ofBaltimoreBaltimoreBaltimoreBaltimoreBaltimore1118 Light Street, Suite 202Baltimore, MD 21230Phone 410.727.4921www.webinc.org

G r a n t e e C o n t a c t L i s tG r a n t e e C o n t a c t L i s tG r a n t e e C o n t a c t L i s tG r a n t e e C o n t a c t L i s tG r a n t e e C o n t a c t L i s t

2003 HPMICROENTERPRISE DEVELOPMENT PROGRAM GRANTEES

“We are no longer ‘just another training-led microenterpriseorganization.’ Rather, we are viewed by clients and funders as anorganization with something special to offer: technology trainingand development for businesses… Our HP Technology Center hasbecome the centerpiece of our operations.”

Tim MaschlerDirector, PACE Business Development Center

“The HP grant has significantly changed our organization...we aremore productive and communicate more effectively.”

Kathy WheelerExecutive Director, Community Business Partnership

“We have become far more technology-focused both in how wemanage our internal operations and how we are designing ourtraining and technical assistance programs for our microenterpriseclients… Already (the HP MDP) has influenced how we are planningfor the future; strategically, operationally and programmatically.”

Leslie H. BenolielExecutive Director, Philadelphia Development Partnership

“The award from the Hewlett-Packard Company has enabled themetamorphosis of NYANA’s Business Center into a more modern,technologically sophisticated, and effective organization.”

Yanki TsheringDirector, Business Center for New AmericansNew York Association for New Americans

hp success story booklet

Documents

e n t p r o g r

c t i c e sb e s t p

e t t pa c

r d c o

hp philanthresident

mwhen hp

hp philanthropy

economic growth