HP Success Story Booklet by Elizabeth Wilson

Best Practices i n Te 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

H E W L E T T - P A C K A R D C O M PA N Y MICROENTERPRISE DEVELOPMENT PROGRAM

H E W L E T T - P A C K A R D C O M PA N Y MICROENTERPRISE DEVELOPMENT PROGRAM “When HP began investing in microenterprise development organizations in the U.S., it was always with the intention of making a dif fer ence not just for a few entr epr eneurs or a few differ ference entrepr epreneurs organizations, but to build the capacity of the microenterprise development industr y. W e’r e grateful to our grantees and to industry We’r e’re AEO for par tnering with us to suppor oenterprises as they partnering supportt micr microenterprises use technology to build and grow their businesses, contributing to the economic growth of their communities.” Bess Stephens Vice Pr esident, HP Philanthr opy and Education Philanthropy President, Hewlett-Packard Company

“It has been tremendous to see the impact the HP MDP has had on the nine grantees and their clients. TTo o visit some of the grantees and witness, first hand, what they have been able to accomplish with new technology has been inspiring. By example, the HP MDP is also changing the way that many other microenterprise organizations across the nation are using technology .” technology.” Bill Edwards Executive Director Association for Enterprise Oppor tunity Opportunity

Introduction This booklet shares some notable examples of best practices 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; Technology Training; Client Technology Assessments; and Computer The program targeted nonprofit microenterprise Labs. The booklet also highlights grantees’ clients who have been impacted development programs by the technology serving clients in lowand have utilized it to income communities improve and expand throughout the United their businesses. States. The goal of the Thr ough a ver y competitive selection pr ocess, HP chose nine Through very process, program has been to microenterprise development organizations as grantees Also contained in this build the technology for the first HP MDP MDP.. booklet are examples capacity of these of useful resources organizations to make ACCION Texas – San Antonio, TX for microenterprise them more efficient development organiCommunity Business Partnership – Springfield, VA and effective, while zations that are helping them to Detroit Entrepreneurship Institute, Inc. – Detroit, MI beginning to offer, or provide their clients Lakota Fund – Kyle, SD are thinking of with access to techoffering, technology nology and technology New York Association for New Americans – New York, NY training to their training. The HP MDP PACE Business Development Center – Los Angeles, CA clients. Included provided nine microPhiladelphia Development Partnership – Philadelphia, PA are sample client enterprise development skills assessments, programs with equip- Renaissance Entrepreneurship Center – San Francisco, CA class agendas, a ment, cash, services Women Entrepreneurs of Baltimore – Baltimore, MD participant and and suppor t valued facilitator’s guide, between $150,000 and $300,000 – a remarkable commitment on behalf and a technology implementation plan form. AEO of HP. This grant provided some grantees with complete thanks the 2003 HP MDP grantees for sharing their computer labs. It provided others with the ability to successes and resources with us and with the network satellite offices. Yet others were able to provide microenterprise development community. AEO also mobile training to remote clients. The HP MDP truly expresses its deepest appreciation to HP for its generous commitment to microenterprise development and for changed the way these grantees operate. setting a high bar of leadership and support for the The project has had enormous impact on the grantees corporate community. as well as on the clients they serve. During the course o f t h e t w o - y e a r p r o j e c t a n d t h r o u g h r e g u l a r “This project is one of the best working models of communication with the grantees, AEO has seen the corporate social responsibility in the nation.” development of best practices in technology and - Bill Edwards, AEO Executive Director microenterprise. The Hewlett-Packard Company Microenterprise Development Program (HP MDP) has changed the way micro-enterprise development programs look at technology. Launched in late 2002, the first round of the HP MDP was a tremendous success.

2003 GRANTEES

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Best Practices T echnology TTrr a i n i n g Entrepreneurship training and education is a fundamental service of microenterprise development organizations (MDOs). Provided in a classroom setting, 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 market and competition, and provides financial statements like a balance sheet, cash flow projections, and a break-even analysis. In recent years, MDOs have begun to integrate technology into their entrepreneurial training programs. Computerbased training helps clients develop stronger business plans and learn the necessary skills to successfully operate their businesses. A primary service provided by HP MDP grantees is computer training for their low-income clients. The goals of this training are to: (1) educate users on the PACE class basics of computer operation; (2) provide high-quality courses in software applications useful in developing and operating their businesses; (3) educate users on how to locate and assess websites and web resources that can be useful for business development; and (4) encourage sustained and meaningful use of the Internet. The characteristics of this training are small group instruction supplemented by hands-on teaching. The Detroit Entrepreneurship Institute, Inc. (DEI) in Detroit, Michigan, has incorporated technology training into the design of its entrepreneurial development programs. For clients on public assistance or with low incomes, DEI has historically conducted a free multi-week course in Microsoft applications. Classes are held on a quarterly basis during the day. The new HP equipment and new versions of the software have greatly improved the quality of the training and learning experience. DEI also holds entrepreneurial training classes in the evening for the general public. The organization 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’s Business 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 technology training workshops. PACE Business Development Center in Los Angeles, California, sought to address the anxieties of its refugee and immigrant clients who were apprehensive about using computers and needed hands-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 course includes 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 by nearly 240 clients to date. Philadelphia Development Par tnership (PDP) in Philadelphia, Pennsylvania, places a strong Partnership emphasis on developing workshops that will have an immediate return on investment to the entrepreneur. For example, PDP offers a four-session, eight-hour course on “Microsoft Publisher for Entrepreneurs” that combines basic technical training with valuable marketing instruction to create materials to attract customers and generate sales. Entrepreneurs learn to design assorted marketing materials, including corporate brochures, stationery, flyers and business cards. The marketing component of the workshop pushes entrepreneurs to clearly define the features and benefits of their products and / or services and shows them how to communicate their unique identifiers to their market.

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Best Practices T echnology TTrr a i n i n g (c o n t i n u e d ) PDP also offers “The Successful Entrepreneur: What You Need to Know to Win in Business,” a seven-week, 21-hour course in entrepreneurship that integrates the use of computers into the curriculum, with a focus on financial analysis and market research. The course incorporates experiential learning using simulation exercises, case studies and hands-on computer use to apply concepts and strategies to the participant’s specific business. PDP has learned that clients absorb the material more quickly by using the computer in tandem with instructor training. Since first integrating technology into its training course, client retention is up nearly ten percent from 2003. Renaissance Entr epr eneurship Center in San Francisco, California, understands that financial Entrepr epreneurship management is one of the chief challenges faced by its diverse entrepreneurs. It offers a ninehour course on “Using QuickBooks Pro in Your Business.” Specifically designed for entrepreneurs with existing businesses, the course teaches business owners to set up an accounting system for their business. Renaissance provides follow-up consulting sessions to ensure that clients are properly and optimally utilizing the software. As a result of the training, clients are better financial managers of their businesses and have the tools to make sound financial decisions. Renaissance also operates a Business Assistance Center, an introductory level of incubation for home-based businesses and start-up entrepreneurs. In addition, Renaissance now offers skill building, technology access, training, and shared office technology to these businesses which are located in Bayview Hunters Point, one of the Bay Area’s most disadvantaged communities. Typical areas of technology training offered by microenterprise development organizations include instruction in:

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the basics of computer operation;

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using software applications to write business plans, prepare spreadsheets to develop financial statements and track income and expenses, and develop marketing materials and presentations;

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using the web to conduct market research and business marketing.

“Our clients become part of an entrepreneurial community across social, cultural and economic lines and in all industries. With the investment from HP, they can take these skills and put them to good use in all areas of their lives.” Lisa Kirvin Director of Administration and Operations Renaissance Entrepreneurship Center

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Best Practices Computer Labs Computer labs offer the opportunity to help clients practice and strengthen the computer technology skills they have learned in the entrepreneurial training program. Aspiring entrepreneurs can experiment with creating different marketing materials, research economic and demographic trends that affect their business, and refine their financial statements. Microenterprise development organizations can also use computer labs to provide additional services to clients like free tax preparation. A major component of most HP MDP grantees was to develop or expand their computer labs. As with most computer labs, these labs provide clients the opportunity to practice their computer skills, complete class assignments, conduct business research, and prepare financial statements, among other tasks. The successful operation and management of a computer lab requires a well developed plan to staff the lab and establish guidelines and policies for users.

DEI clients

The Detr oit Entr epr eneurship Institute, Inc. (DEI) in Detroit, Michigan, started out with a Detroit Entrepr epreneurship modest 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 loan by the City of Detroit. The HP MDP grant afforded the organization the opportunity to own its computer technology, realize significant improvements in operating efficiency, and achieve measurable improvements in client services. Today, DEIâ&#x20AC;&#x2122;s Business Computer Center has 34 workstations equipped with QuickBooks, Microsoft Office, HTML software, and Turbo Tax, as well as four printers and a scanner. A major client need identified by DEI was assistance in preparing financial statements and tax preparation. 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 to sign into a central computer and report on their activity during their lab session. The reports are reviewed by staff daily. Since the opening of the DEI HP Computer Business Center in January of 2004, a total of 2233 clients have used the HP equipment, logging in 6010 hours for business research, learning new technology skills, preparing financial documents, and completing business plans.

â&#x20AC;&#x153;DEI is all about the satisfaction and power of owning your own business. Thanks to HP, owning our own computers has given us a sense of security and pride and strengthened our commitment to providing quality technology training to our entrepreneurs,â&#x20AC;? Cathy McClelland President and CEO Detroit Entrepreneurship Institute, Inc.

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Best Practices Client TTechnology echnology Assessments Starting a business is not for everyone. Microenterprise development organizations help clients assess their skills, abilities, values, and preferences to help them determine if self-employment is right for them. The assessment process typically covers three areas: (1) the quality of the business idea or vision; (2) the client’s entrepreneurial traits and characteristics; and (3) personal readiness to engage in self-employment. The increasing use of computers in entrepreneurial training now makes it necessary to also assess client skill levels in technology. Client technology assessments can help staff understand the competencies of their clients and tailor training to their specific needs. For the individual client, the client technology assessment takes into account the competency of the individual, the business environment of the client, and the technology needs of the specific business sector. The information obtained from the assessment can be used in helping staff determine the right mix of computer training and hardware and software needs. On an aggregate level, the information obtained from the assessment can help a microenterprise development organization identify which types of computer training are most in demand and plan accordingly. New Y ork Association for New Americans (NY ANA) in New York, New York, worked with York (NYANA) Frameweld, a local technology consultant, to develop a technology assessment and plan for microentrepreneurs. Staff wanted in-depth knowledge of the way its clients relate to and use technology in the day-to-day management of their businesses. NYANA also wanted to show its clients that investing in appropriate technology results in the business being better positioned to grow 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 for technology; (3) security, policies, and procedures for technology use; and (4) technology needs specific to the micro-business (including databases, Internet access and websites). The seven businesses received an individual technology plan as well 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 in technology and emphasizes technology that is affordable, simple to install and operate, and easy to maintain with minimal effort.

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

NYANA clients

Yanki Tshering Director of the Business Center New York Association for New Americans

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Best Practices Te 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 It is common knowledge that business plans lay the cornerstone for any viable microenterprise, but how common is it to integrate technology needs into a business plan? Technology is no longer merely a strategy that can take a business to the next level—it is an essential component for business success. Too often, microenterprise practitioners find that their clients have had few opportunities to interact with computers and technology at a high level. As a result, microentrepreneurs may start their businesses without any real knowledge of how to incorporate technology into their business operations. Women Entr epr eneurs of Baltimor e (WEB) set out to level the technology Entrepr epreneurs Baltimore playing field for their clients by requiring that all business plans include a technology implementation plan. In their technology implementation plan, clients must:

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Assess potential technology needs: this includes phones, fax, computer hardware, computer software, cameras, scanners, and Internet service providers (i.e. AOL, Verizon, COVAD, etc.) It is important not to restrict the concept of “technology” to computers. All of the components mentioned above must integrate seamlessly to ensure cost efficiency and business productivity.

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

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

By including technology as part of a business plan, microenterprise practitioners take the first step towards identifying individual training needs, reduce “technophobia” among their clients, and drastically increase business competitiveness. More importantly, microentrepreneurs themselves can clearly gauge their business and technology readiness and identify hurdles to running an effective and competitive business.

WEB clients

On-line Business Needs For microentrepreneurs who wish to pursue an on-line business, assessing technology needs is especially crucial. Along with researching hardware and software needs, these entrepreneurs will also have to research methods of on-line bill payment, website development costs, costs associated with auction sites, state on-line tax laws, and possibly even “drop shippers” (i.e. wholesalers who also ship products for clients).

“Emerging entrepreneurs need to develop short-term business practicality and long-term business vision. Technology implementation plans help them to accomplish both.” Amanda Crook-Zinn CEO Women Entrepreneurs of Baltimore

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Best Practices Partnerships Kathy Wheeler, Executive Director, Community Business Partnership: “I think our partnership with a corporate technology retail store is a unique approach which has a two-fold outcome: increasing and enhancing our knowledge of and access to technology and providing a tool to Best Buy to help them determine how and why small business owners purchase technology.”

Tim Maschler, Director, PACE Business Development Center: “The trade college partnership is important for PACE in that it enabled us to leverage additional resources and create as many training opportunities as possible. Further, the HP grant really allowed us to reignite a partnership and deepen the relationship between PACE and the trade college.”

Like all community-based organizations, microenterprise development programs rely on effective partnerships to more successfully serve their clients and communities. Local businesses, banks and corporations, other community groups, churches, community colleges and local governments are just some of these potential partners. When developed, these partnerships may yield added resources, expanded client and referral networks, business expertise and mentoring, and added services to microenterprise programs, among other benefits. Non-traditional partnerships that enable microenterprise programs to leverage resources are increasingly important as federal, state and local funding for microenterprise becomes more difficult to obtain. The technology awards provided by the HP MDP have opened doors to new and expanded partnerships for several HP grantee organizations. In some cases, the added capability of reliable mobile technology brought partnership opportunities beyond the physical confines of the program office. For other grantees, the professionalism and prestige associated with the HP award caught the attention of local businesses and community colleges. For each of these organizations, the HP grant has meant not only new technology tools but also opportunities to expand and diversify beyond traditional services and partners. Community Business Par tnership (CBP) capitalized on the HP award by turning Partnership an 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 particularly impressed with CBP’s first-class technology lab and proposed an expanded partnership. Best Buy now co-sponsors CBP training sessions and offers discounts and additional incentives to CBP clients. As the partnership grows, CBP hopes Best Buy will assist in the on-going maintenance of the HP equipment and provide future product discounts to keep their technology up to date. tnership’ During the 2004 tax season, Philadelphia Development Par Partnership’ tnership’ss (PDP) satellite office, Chester Microenterprise Partnership (CMP), expanded upon its traditional assistance to entrepreneurs and small business owners through a creative partnership with the City of Chester. The Chester office was designated as a Volunteer Income Tax Assistance (VITA) site to assist low-income individuals with tax preparation, asset development and money management strategies. The new HP laptops provided CMP the flexibility to meet senior citizen and disabled residents where they were located—including City Halls, churches, community centers and public housing projects. Through the collaboration on the VITA Program, PDP’s relationship with the City of Chester and the local community has deepened. The City recognizes the importance of microenterprise and local business to the economic fabric of its neighborhoods and has included PDP in its long-term revitalization plans.

CBP staff and Best PACE Business Development Center took the challenge of a lack of funds for Buy employees computer training instructors and has turned it into plans for a meaningful and effective partnership with a local trade college. The collaboration, scheduled to start in early 2005, will bring together qualified computer instructors with local entrepreneurs for computer training in a variety of different applications. Through the HP MDP and the partnership with the local trade college, PACE has advanced from limited technology services and trainings to plans for intensive 18-week, 54-hour technology classes offered by professional instructors in PACE’s in-house, state-of-the-art technology lab.

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Best Practices Increased Organiza tional Productivity Organizational In addition to the many benefits of increased technological capacity for microenterprise clients, the HP grant also provided several of the grantees the opportunity to replace slow and outdated equipment with new, fast and efficient HP computers and servers, enabling them to operate much more effectively. Microenterprise Development Organizations (MDOs) with limited staff and tight budgets are often unable to make necessary investments in technology. As a result, many MDOs face technology barriers that limit their ability to grow and increase the scale of available services and operations. Such barriers include slow, outdated and incompatible equipment, frequent technology “breakdowns,” lack of connectivity between satellite/remote offices and staff, lack of portable or mobile technology, and inability to create professional in-house documents and marketing materials, among others. Through the HP MDP, grantees developed innovative plans to address these barriers and crafted sustainable solutions for increased organizational efficiency and productivity. Put into action, these plans have yielded best practices which serve as excellent examples for the field.

PDP client

Philadelphia Development Par tnership (PDP) used some of its HP grant to overcome major Partnership communication and information sharing difficulties between its Philadelphia and Chester offices. Previously, the Philadelphia office could not access vital files and information located in the Chester office network. Information and document sharing was accomplished through time-consuming and inefficient phone conversations, fax transmissions and e-mail messages. With the introduction of new shared servers and equipment, staff in the Philadelphia and Chester offices are now linked. Previously cumbersome tasks such as reporting, scheduling meetings, file sharing, and updating client information is now accomplished in a fraction of the time, allowing for much smoother inter- and intra-office communications. Community Business Par tnership (CBP) increased organizational efficiency in a Partnership variety of ways, starting by simplifying office communications during a stressful period when the organization was consolidating two office locations. Through the use of HP iPAQ handheld technology, staff easily shared schedules, planned meetings and 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 the main office from almost anywhere, significantly increasing productivity and staff interconnectivity. Utilizing new HP color printers, CBP can now produce highquality publications at a fraction of the cost of outsourcing. Perhaps most importantly, CBP’s increased ability to communicate and market the organization using the new technology has resulted in an increased number of clients and a greater number of loans.

Janie Barrera, Founding President and CEO, ACCION Texas: “The technology provided by HP has allowed us to travel the thousands of miles of Texas without ever leaving our office. This year, we expect to make over 900 loans— this would have never been possible without the faster, more efficient technology.”

ACCION TTexas exas used the faster, more efficient HP computers to save valuable staff time 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 ten staff simultaneously on new computers also saves time and enables staff to focus on serving clients. The speed and efficiency of the new computers allow staff to access client files twice as fast as 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 functioning and more reliable equipment requires less daily maintenance and monitoring, which permits ACCION’s technology staff to focus on software updates and ACCION’s ultimate technology vision of an integrated Contact and Process Management System, Portfolio Manager and General Ledger.

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Best Practices M o b i l e Tr a i n i n g a n d Te c h n i c a l A s s i s t a n c e While many microentrepreneurs may have the initiative to start a business, they often lack the business training required to get their enterprise off the ground. More and more microenterprise practitioners are realizing that one of the chief inhibitors to pursuing entrepreneurial training is a lack of access to that training. Many factors combine to prevent an entrepreneur from pursuing training services at a specified location, including: lack of information about the training program; lack of a vehicle; poor public transportation services; and proximity of the entrepreneur to the training program. Without a place to go or a way to get there, individuals can be challenged in the pursuit of their dream of selfemployment. The Lakota Fund provides microenterprise training to a 4500 square mile Native American reservation in 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 as part of its client services. Some essential features of Lakota’s mobile training and technical assistance include:

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Por table technology: The most essential component of any mobile client service is portable Portable technology. Equipment that is easy to move, such as laptops, makes it possible for technology to be transported from one mobile training site to the next. Lakota utilizes about 20 of its laptops for mobile 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 located across its service area. This involves transporting the appropriate technology to the client’s business and taking clients through step-by-step analyses of their business. In most cases, clients do not have technology of their own to analyze their business financials or marketing strategies. Mobile technical assistance not only reinforces the value of a client investment in technology, it also provides real-time benefits to clients who are struggling to piece together their business projections. tnerships & mobile classr ooms: The value-added of mobile training services • Par Partnerships classrooms: is 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 at any of the nine Oglala college centers. Working with Oglala also enhances Lakota’s visibility in the community. f: It is essential that staff is comfortable with the technology they • Tech-savvy staf staff: are using, including setting up workstations for clients and solving basic problems with PC operating systems. This is especially true when equipment will have multiple users and will be transported regularly. Lakota addressed this issue in its partnership with Oglala. With four Oglala technical experts on call, Lakota is able to troubleshoot its technology problems with expediency. geted cur ricula: While mobile training means that a microenterprise • Ta rrgeted curricula:

Lakota Fund clients

development program will be able to reach more clients, it also means that the program will have to tailor its training curricula to meet the needs of a diverse set of potential new clients. To ensure that its training is relevant and beneficial, Lakota conducts regular needs assessments of potential clients, then creates training modules based on their needs. (continued)

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(continued)

In adding mobile training and technical assistance to its services portfolio, microenterprise practitioners seek to serve clients who are dispersed across a wide geographic area, or who experience difficulties in 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 are seeking to add flexibility, greater outreach, and technology to their training and technical assistance services.

â&#x20AC;&#x153;The average annual per capita income here is $3700, and we cover a 4500 square mile reservationâ&#x20AC;&#x201D; so we know how difficult it is to reach us. Mobile training and technical assistance has truly allowed Lakota to extend its services to the most rural, and the most poverty-stricken, entrepreneurs.â&#x20AC;? Karlene Hunter Interim Executive Director Lakota Fund

U R B A N M O B I L E T R A I N I N G & T E C H N I C A L A S S I S TA 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.

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Success Stories Kelsang Choden Shangri La Day Spa New Y ork, New Y ork York, York Kelsang Choden, owner of Shangri La Day Spa in New York City, has been a client of the New York Association for New Americans (NYANA) since May of 1999. Since then Shangri La Day Spa has successfully transitioned from a start up business to a profitable enterprise for Kelsang. After five years 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 Business Center. She had worked her way up from cleaning and running errands to helping out at the reception desk and finally passed her exams to become certified to perform spa services. Kelsang had some savings but not enough to afford a leased space to open her business. NYANA made a $15,000 loan to Kelsang, based on the business plan she developed, and put her in touch with pro-bono attorneys to review her lease. NYANA also helped Kelsang plan the renovation required to make the space 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 other ways to keep her business going. She again turned to NYANA for financial assistance and received a loan for $7000 in 2002. Thanks to the technology grant NYANA received from HP, the organization was able to offer Kelsang one-on-one technology training from an IT consultant. Kelsang was quick to realize how technology could help her grow her business. Yanki Tshering, Director of NYANA, shares, ”Kelsang’s ability to access this service from the Business Center has fast tracked her in her use of technology and in managing her business.” Once phobic of technology, 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 other businesses, which complement her services, to place links from their websites to Shangri La Day Spa‘s website. Currently she is working with a successful acupuncturist who sends her an average of five clients each month for massages 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 income and now employs one full-time and three part-time employees. Technology continually helps Kelsang find new ways to grow and expand her business. Kelsang shares, “I discovered that technology can be an effective and inexpensive way to promote a micro-business.”

Kelsang Choden (left)

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Success Stories C a r lltt o n L o p e z Shapeshifter 3D Factor y Factory Detroit, Michigan For 20 years, Carlton Lopez had been studying graphic design and working in various print shops perfecting his craft. He opened his own print shop, Shapeshifter 3D Factory, in 2002, but had little success. In 2004, when Carlton was virtually unemployed and lacking the funds to sustain his business, the Michigan Rehabilitation Service referred him to the Detroit Entrepreneurship Institute, Inc. (DEI). Through DEI’s Print Shop Plus Carlton found the training he needed to get his business back on track. Print Shop Plus was started in 2001 by DEI’s President and CEO after a generous donation of three Offset printing presses. Print Shop Plus began printing business cards, letterhead, and training materials for DEI’s classroom instruction. In 2003 the HP grant provided equipment that allowed Print Shop Plus to also offer full color, large format printing. Today, qualified graphic designers provide leadership and training to DEI employees, interns, and clients who want to learn full print shop operations. The print shop also serves as a business incubator for DEI graphic design clients like Carlton.

Carlton Lopez

Carlton received one-on-one training at Print Shop Plus, expanding his graphic design skills and knowledge to include Quark, Photoshop Illustrator, and large format printing. He also currently operates Shapeshifter 3D factory out of Print Shop Plus. “The training helped me to realize the various business and technical skills necessary to reach my goals,” Carlton says. His business has been greatly impacted by the training he received. He has been able to expand the market he serves by offering additional products and creating images using a variety of graphic design concepts. In addition, DEI also provided Carlton with one-on-one business plan training to help him outline his goals and better manage his business. As his business success continues, Carlton plans to secure a business location, hire additional employees, and apply for a microloan to purchase the technology equipment he needs to operate his business outside of Print Shop Plus. Thomas Schiavi, DEI Vice President of Program Operations says, “We saw that Carlton was an exemplary person with all of the positive qualities one needs to succeed in business and life.” With that in mind, DEI was able to offer the services and support necessary to help Carlton realize his own business success.

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Success Stories Rodney Dixo n Just TTaste aste and See Philadelphia, 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 meet success. He turned to the Philadelphia Development Partnership (PDP) and found resources to build better 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, customized business 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 local radio stations and in newspapers. During that same month, he enrolled in PDP’s six-week Introduction to 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 the workshop are instructed on basic computer concepts, from computer parts and how they work, to how to explore the Internet and basic software applications. PDP also advises participants about how to 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 significant role in his everyday business practices. He stops in at the HP outfitted PDP computer lab about once a week to hone his newfound skills and receive additional training. Although he owns a computer, he prefers using PDP’s computers and specifically, Microsoft Publisher software, which he uses to design menus and flyers for his restaurant. On his own computer he uses QuickBooks software to record sales, track monthly purchases from food and beverage vendors, and track the profit and loss of the business. “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 food suppliers, 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. Rodney has hired three full-time employees, has expanded his breakfast and lunch menu to include dinner, and is in the process of renovating the second floor, where he hopes to draw more private parties and events. Within the next year, he would like to purchase new technology equipment, including software, improved hardware and a new printer.

Rodney Dixon

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Success Stories Brooke Leto Inter national Computer TTraining raining International Alexandria, V ir ginia Vir irginia While working in the IT field providing functional support for Windows Operating Systems and Microsoft Office Suite, Brooke Leto discovered her love for teaching. She quickly mastered the techniques enabling her to create and develop innovative technology-based session plans that were effective not only in the K-12 classroom, but in the adult education environment as well. Through a position at the Hogar Hispano Learning Center in Falls Church, Virginia, Brooke saw a need for computer classes and instructional material designed for the immigrant community in her area. As an immigrant from Ethiopia, Brooke felt she could address this need by making more classes available and developing the curriculum herself. She then developed the initial plan for what was to become her business, International Computer Training. In late 2003, while exploring ways to make her business plan a reality, Brooke obtained information about the Women’s Business Center (WBC) of Northern Virginia, an SBA program under the umbrella of Community Business Partnership (CBP). She attended the WBC’s “ABC’s of Starting Your Business” workshop and soon Brooke Leto (top) found herself helping out with project assistant work while having access to the various services the center provides. There, Brooke met and received counseling from one of the business consultants of the Small Business Development Center, an organization also under the CBP umbrella. CBP had just received an HP technology grant and was looking for someone to create and implement a computer curriculum designed to meet the needs of the emerging entrepreneur. CBP staff quickly realized the strength of Brooke’s background and her flair for developing a special and responsive bond with her students and retained her to serve as an instructor developing and teaching an impressive series of initial offerings. Brooke continued to build her business plan around the computer software training with her CBP business counselor, and in April 2004 International Computer Training opened for business. CBP, which had the equipment and facility, made it cost effective and feasible for Brooke to jump start her business. In August 2004 Brooke successfully completed her summer training program, and fall classes began in September 2004. Brooke continues to work on developing 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 successful growth of her small business. Brooke shares, “The Community Business Partnership helped me focus on developing my computer training business. To have had the HP equipment and the CBP resources was an instrumental piece in getting my business started.”

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Success Stories Christine McCormick Catering by Chris and Son Baltimor e, Mar yland Baltimore, Maryland After six months of unemployment, Christine McCormick was excited about going into business for herself when she became a client of Women Entrepreneurs of Baltimore (WEB). When she entered the program she was enthusiastic about developing her business plan but apprehensive about the financial spreadsheets she would have to create. She was also concerned about new upgrades in technology and wanted to learn more about Access databases. Christine attended WEB’s 11-week business skills training course where she received comprehensive business plan instruction on topics such as financing strategies, resource training, identifying mentors, community networking, and government procurement. Since WEB’s receipt of an HP technology grant, 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 research information on the Internet, use Access and construct formulas in Excel. The technology planning enables clients, like Christine, to make business decisions based on research and develop timelines that aid them in growing their businesses. The technology plan also takes into consideration the cost and capital needed to implement the new technology. As a result of the training, Christine conducted a needs analysis on how her business could benefit from technology and subsequently purchased a computer system on-line, proving her increased comfort doing business on the Internet. She also continued her technology training through group and one-on-one instruction during two clinics held in WEB’s HP outfitted computer lab. In September 2004 Christine opened Catering by Chris and Son and quickly realized how her technology training benefits her business. She uses her training in Excel to track her corporate catering events and to develop mailing lists for marketing purposes. Her new found skills in Microsoft Outlook make it easy to communicate with clients and take orders for catering events. She has also developed an inventory control system to reduce food waste through the Access program and does regular on-line research for prospective clients and 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’s family. The success has even allowed her son to become a full-time employee and 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

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Success Stories M y r a H o l m e s and J a c q u i e H e a r d Star Par tners Security Partners San Francisco, Califor nia California What does a woman do with 25 years of experience in the security field? For Myra Holmes and Jacquie Heard starting a small business providing security and private patrol services was the only answer. After working for over two decades in a variety of capacities at the Department of Defense and several private firms, Myra and Jacquie started Star Partners Security in February 2000. “Being in the industry, we both have worked with and watched a lot of men do the job and felt that we could do it better.” To better operate their new business, Myra and Jacquie needed to upgrade their computer technology skills. They went to Renaissance Entrepreneurship Center in December 2002 to learn how they could incorporate technology to make their business a success. Myra admits that prior to working with Renaissance she was virtually computer illiterate, but all that has changed. Myra and Jacquie took full advantage of Renaissance’s Bayview Business Resource Center’s Small Business Technology Center – the result of the HP technology grant Renaissance received. The Small Business Technology Center offers numerous workshops on the use of Microsoft Word, Excel and QuickBooks in small business operations. They now use Word to prepare contracts, marketing tools, and client Left to right: communications. Scheduling of their security patrol work and numerous clients Myra Holmes and is planned and monitored through spreadsheets on Excel. They are especially Jacquie Heard excited about the training in QuickBooks, which they use to manage accounts receivable and payable for their growing business. Along with class instruction, Myra and Jacquie continue to use the computer lab to email clients and access the Internet for marketing and research purposes. Star Partners Security has taken advantage of Renaissance’s resources to grow their business, identify and solicit new contracts, and increase their customer base. Among their accomplishments is the acquisition of numerous certifications, including the State of California Small Business, Hub Zone, Caltrans and Women, and Minority Business Enterprise certifications. Star Partners Security provides security for several public and private clients, including Renaissance’s Bayview Business Resource Center, and is concentrating on security needs of construction companies, merchant associations and event security in the Bay Area’s diverse communities. Myra and Jacquie recently joined the Renaissance Incubator as tenants of the Business Assistance Center and are currently bidding together with a fellow Renaissance Incubator tenant on a potential event security contract, which will bring significant growth to Star Partners Security.

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Resources

Resources rantees from the 2003 HP MDP have developed a number of tools as a result of their involvement in the project. As is indicative of the sharing that takes place with AEO members in 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 and appear in this section. Note that some of the work is copyrighted and may not be used without permission.

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

Technology Class and W orkshop Agendas – Samples of multi-week and single three-hour Workshop technology class schedules. Examples provided by Community Business Partnership and PACE Business Development Center

Par ticipant/Facilitator Guide for W or d Course – Guide for an advanced course in Word, Participant/Facilitator Wor ord complete with step-by-step handouts. Provided by Renaissance Entrepreneurship Center

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

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Resources Pre-Class Assessment

Detroit Entrepreneurship Institute (DEI) Microsoft Excel Client Self-Assessment Todayâ&#x20AC;&#x2122;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

4 5

Selecting Cells: Moving to cells and highlighting cells

4 5

Adding Worksheets: Using the Insert button to add worksheets

4 5

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

4 5

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

4 5

Working with Numbers: Changing number types and adding decimal points

4 5

Dates and Times: Setting dates and times in cells

4 5

Styles: Using fonts to change the appearance of spreadsheets

4 5

Basic Ascending and Descending Sorts: Sorting data alphabetically or numerically

4 5

10. Fill Option: Repeat the cell entry

4 5

11. Autofill: Creating a series of data

4 5

12. Adding Clip Art: Selecting a picture from the Insert menu

4 5

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

4 5

13. Editing a Graphic: Using the Drawing toolbar

4 5

14. Chart Wizard: Choosing Chart Options

4 5

15. Resizing a Chart: Choosing Options from Tools menu

4 5

16. Adding Data to a Table: To include data table in the Chart Wizard

4 5

Prepared by AEO for the HP Microenterprise Development Program.

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Resources Pre-Class Assessment

NYANA Marketing Your Business: Resources on the Internet and Using Technology to Create Marketing Materials Client Questionnaire Todayâ&#x20AC;&#x2122;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

1. The purpose of a marketing plan

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

4 5

Using PageMaker for creating marketing material

4 5

Using Word for creating marketing material

4 5

Using PowerPoint for creating marketing material

4 5

Using Photoshop for creating marketing material

4 5

7. Using a Digital Camera for creating marketing material

4 5

8. Using a Scanner for creating marketing material

4 5

9. Using a Printer for creating marketing material

4 5

10. Understanding of Internet Access Providers

4 5

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

4 5

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

4 5

5. Using Avery for creating marketing material 6.

Prepared by AEO for the HP Microenterprise Development Program.

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Resources

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

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Resources

PACE

Business Development Center

Computer Class for Beginners

Instructor • Name: Andy Kim (In Gun Kim) • E-mail: ingunkim@msn.com 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

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Yes No

Software applications. Indicate your proficiency level: (B) = beginner, (I) = intermediate or (A) = advance 왏 Word ___ 왏 Excel ___ 왏 Access ___ 왏 Outlook ___ 왏 Publisher ___ 왏 QuickBooks___ Other_______________

왏 왏

Do you currently own a computer?

Activity/Tasks

H EWLETT -P ACKARD C OMPANY M ICROENTERPRISE D EVELOPMENT P ROGRAM ©

Timeline

Cost

Financing Bank Investor Savings Other __________

Source of Capital

Business Name: _____________________ _________

Women Entrepreneurs of Baltimore, Inc.

_________________ _________________ _________________ _________________ _________________ _________________ _________________

If no, describe plan to acquire a computer. _________________ _________________ _________________ _________________ ________________

Action Steps

Technology Assessment Date: _____________

Brief Business Description:

Name: _____________________ _

WEB TECHNOLOGY IMPLEMENTATION PLAN (TIP)

Projection for Year to Upgrade

Resources

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If no, describe plan for access.

Do you have internet access in your place of business?

Yes No

Yahoo _____ Google _____ MSN _____ Other ________

If yes, is the access: 왏 DSL 왏 Cable Modem 왏 Dial Up 왏 T1 Other__________________

왏 왏

왏 왏 왏 왏

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Timeline

Women Entrepreneurs of Baltimore, Inc.

___________________ ___________________ ___________________ ___________________ ___________________ ___________________ ___________________ ___________________ ___________________ ___________________

Indicate the training you desire or require to become proficient. Group:_____________ ___________________ ___________________ Individual: ___________________ ___________________ ___________________

Internet search applications. Indicate your proficiency level: (B) = beginner, (I) = intermediate or (A) = advance

Yes No

If no, describe plan to become proficient. ___________________ ___________________ ___________________ ___________________ ___________________

Is the above level of proficiency adequate for your business?

왏 왏

Action Steps

Activity/Tasks

Cost

Source of Capital

Projection for Year to Upgrade

Resources

M ICROENTERPRISE

Please List:________________

Do you currently have a website? 왏 Yes 왏 No

Describe your current phone system? (Check all that apply) 왏 Business line 왏 Home 왏 Cell 왏 Answering Machine 왏 Voice Mail Other____________________

Which equipment do you still need to operate your business?

desktop, model palm pilot, office xp, office 98, etc)

If yes, the type of system. 왏 All in one 왏 Standard Machine 왏 Computer Other____________ What equipment/software resources do you have? (Laptop,

Do you currently have a fax machine? 왏 Yes 왏 No

Activity/Tasks

Timeline

Women Entrepreneurs of Baltimore, Inc.

If no, describe how you will obtain access. __________________ __________________ __________________ __________________

Describe how you will obtain the equipment you need. __________________ __________________ __________________ __________________ __________________

If no, describe plan to acquire a fax. __________________ __________________ __________________ __________________ __________________ __________________ __________________ __________________

Action Steps

Cost

Source of Capital

Projection for Year to Upgrade

Resources

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If no, please describe your plan of action. __________________ __________________ __________________ __________________ If no, please describe your plan of action. __________________ __________________ __________________ __________________ If no, please describe your plan of action. __________________ __________________ __________________ __________________

Do you have a budget for maintaining your equipment?

Yes No

Yes No Do you have an industry consultant who will assess your needs?

왏 왏

Have you determined what software is necessary for your industry?

왏 왏

Timeline

Women Entrepreneurs of Baltimore, Inc.

If no, please describe your plan of action. __________________ __________________ __________________ __________________

Do you currently have a computer maintenance provider?

If no, please describe your plan of action. __________________ __________________ __________________ __________________

Do you currently have an email address? 왏 Yes 왏 No

Please List:________________

Action Steps

Activity/Tasks

Cost

Source of Capital

Projection for Year to Upgrade

Resources

Resources Bayview Business Resource Center Participant & Facilitator Guide

Course Advanced Word

BAYVIEW BUSINESS RESOURCE CENTER 3801 Third Street, Suite 616, San Francisco, CA 94124 (415) 647-3728 info@bayviewrencenter.org

Advanced Word

Participant & Facilitator Guide

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.

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Resources Bayview Business Resource Center Participant & Facilitator Guide

Course Advanced Word

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

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.

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Resources Bayview Business Resource Center Participant & Facilitator Guide

Course Advanced Word

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”

October 2004 3 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.

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Resources Bayview Business Resource Center Participant & Facilitator Guide

Course Advanced Word

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.

Click More Colors to see additional color choices.

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.

October 2004 4 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.

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Resources Bayview Business Resource Center Participant & Facilitator Guide

Course Advanced Word

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 Left = 0.5

Bottom = 0.5 Right = 0.58

Orientation: Landscape Columns: (Format – Columns) Number of columns: 3 Width 2.64

Spacing 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.

October 2004 5 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.

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Resources Bayview Business Resource Center Participant & Facilitator Guide

Course Advanced Word

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 Left = 1

Bottom = 1.06 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? ________________________________________________________________________ ________________________________________________________________________

October 2004 6 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.

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Resources Bayview Business Resource Center Participant & Facilitator Guide

Course Advanced Word

Print out your sample business card. Handout 4: Templates on Microsoft.com In the Task Pane click on: New from template â&#x20AC;&#x153;Templates on Microsoft.comâ&#x20AC;? Explore the hundreds of templates available. Write notes below of which ones you might want to use: ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________

October 2004 7 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.

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Grantee Contact List 2003 HP MICROENTERPRISE DEVELOPMENT PROGRAM GRANTEES

ACCION TTexas exas 2014 S. Hackberry San Antonio, TX 78210 Phone 210.226.3664 www.acciontexas.org

Philadelphia Development Par tnership Partnership 1334 Walnut Street, 7th Floor Philadelphia, PA 19107 Phone 215.545.3100 www.pdp-inc.org

Community Business Par tnership Partnership 7001 Loisdale Road Springfield, VA 22150 Phone 703.768.1440 www.cbponline.org

Renaissance Entrepreneurship Center 275 Fifth Street San Francisco, CA 94103 Phone 415.541.8580 www.rencenter.org

Detroit Entrepreneurship Institute 1010 Antietam Detroit, MI 48207 Phone 313.877.9060 www.deibus.org

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

New Y ork Association for New York Americans 17 Battery Place New York, NY 10004 Phone 212.425.2900 www.nyana.org PACE Business Development Center 1055 Wilshire Boulevard, Suite 900-B Los Angeles, CA 90017 Phone 213.353.9400 www.pacela.org

Women Entr epr eneurs of Entrepr epreneurs Baltimore 1118 Light Street, Suite 202 Baltimore, MD 21230 Phone 410.727.4921 www.webinc.org

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“We are no longer ‘just another training-led microenterprise organization.’ Rather, we are viewed by clients and funders as an organization with something special to offer: technology training and development for businesses… Our HP Technology Center has become the centerpiece of our operations.” Tim Maschler Director, PACE Business Development Center

“The HP grant has significantly changed our organization...we are more productive and communicate more effectively.” Kathy Wheeler Executive Director, Community Business Partnership

“We have become far more technology-focused both in how we manage our internal operations and how we are designing our training and technical assistance programs for our microenterprise clients… Already (the HP MDP) has influenced how we are planning for the future; strategically, operationally and programmatically.” Leslie H. Benoliel Executive Director, Philadelphia Development Partnership

“The award from the Hewlett-Packard Company has enabled the metamorphosis of NYANA’s Business Center into a more modern, technologically sophisticated, and effective organization.” Yanki Tshering Director, Business Center for New Americans New York Association for New Americans