Primer Paso FasTac History by Milenio Publishing, LLC

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Table of Content Kennedy Secures Funds to Assist with Job Development __________ 9

Patrick Kennedy Says His Father Is In 'Terrific' Spirits ________ 12 Boston Globe Staff / May 28, 2008 ____________________________ 12 The Kennedys: Family ties put son in spotlight _________________ 13 Development of First Step FastTracTM at Johnson & Wales University _________________________________________________________ 15 Johnson & Wales University RI Small Business Development Center Primer Paso FastTrac Graduates ____________________________ 17 Primer Paso Three Year Review Interview_____________________ 23 Primer Paso Spring 2008 Graduation _________________________ 27 Promocion 2008 Class _____________________________________ 30 Se gradúan estudiantes de Primer Paso Primavera 2008 _________ 31 Graduación del Programa Primer Paso FastTrac _______________ 34 Programa Primer Paso FastTrac _____________________________ 35 Providence Business Expo __________________________________ 39 Developing A Successful Spanish Entrepreneurship Program Proposal to The ASBDC Programming Committee ______________________ 40 Primer Paso FastTrac at Johnson & Wales University Visioning __ 44 Primer Paso/First Step FastTrac _____________________________ 45 Objectives ________________________________________________ 45 Program Structure ________________________________________ 45 Next Level Offerings _______________________________________ 47 FastTrac® NewVenture™ __________________________________ 51 FastTrac® GrowthVenture™ _______________________________ 53 FastTrac® TechVenture™ __________________________________ 55 FastTrac ManufacturingTM : The bottom line ___________________ 57 First Step FastTracTM ______________________________________ 59 3

Developing Your Family Child Care BusinessTM ________________ 61 Listening to Your BusinessTM ________________________________ 62 Planning and Growing a Business VentureTM ___________________ 63 Planning the Entrepreneurial Venture ________________________ 65 Strategic Planning Retreat Follow Up _________________________ 67 Ewing Marion Kauffman Foundation Primer Paso FastTrac Program Letter of Inquiry___________________________________________ 72 Fy07 Project Questionnaire Sheet ____________________________ 76

Water and Sewer Projects please also answer the three below ___ 86 The RISBDC MBE Technical Assistance Project (MTAP) ________ 87

About the Rhode Island Small Business Development Center ___ 88 Offerings _________________________________________________ 88

Partners of the RI Small Business Development Center ________ 90 Johnson & Wales University _________________________________ 90 U.S. Small Business Administration ___________________________ 91 Rhode Island Economic Development Corp. _____________________ 91 RI Small Business Development Center Team ___________________ 92

The MBE Technical Assistance Project (MTAP) ______________ 93 Conceptual Overview: _______________________________________ 93 The Vision ___________________________________________________ Detail the Project Background ____________________________________ MBE Business Certification ______________________________________ Evaluation/Assessment _________________________________________

93 94 95 95

Funding __________________________________________________ 96 The Educational Program ___________________________________ 97 FastTrac® GrowthVenture™ _____________________________________ 97

FastTrac® GrowthVenture™ ________________________________ 98 Program Participants __________________________________________ Program Objectives ___________________________________________ Program Structure ____________________________________________ Program Outcomes ____________________________________________

101 101 101 102

Office of Minority Business Development _____________________ 103 RISBDC Gradúa 5ta Promoción Del Curso De Formación Empresarial PRIMER PASO _______________________________ 104 4

Johnson & Wales University RI Small Business Development Center Primer Paso FastTrac Graduates ___________________________ 106 Primer PasoFastTrac _____________________________________ 110 Central Falls Primer Paso Graduation _______________________ 129 Central Falls Primer Paso FastTrac _________________________ 130 2007 Primer Paso FastTrac Memoir Book ____________________ 132 Entrevista de Revisión de Año ______________________________ 141 Primer Paso FastTrac® en el Centro del Desarrollo de Pequeña Empresa de Rhode Island en la Universidad Johnson& Wales ___ 145

First Step FastTracTM __________________________________ 148 What is First Step FastTrac? _____________________________________ 148 First Step FastTrac: The program outline ___________________________ 149

Primer Paso FastTracTM ________________________________ 151 FastTrac curriculum ___________________________________________ 153

CLASS __________________________________________________ 153 Ongoing Services _________________________________________ 154 Alumni Group ________________________________________________ 154 Graduate Directory ____________________________________________ 154 Microloan Program ____________________________________________ 154 Mentor Program ______________________________________________ 154 Case Management _____________________________________________ 154

Un testimonio de un Pequeño Empresario con un Gran Corazón! _ 157 Primer Paso - Un Acertado Paso En Firme Para El Éxito Empresarial!! ____________________________________________ 158 Coffee Entrepreneur Taking Her Lumps In Stride _____________ 163 A Piece Of Home At The Local Grocer _______________________ 166 Next Generation Of Entrepreneurs Climbs Ladder_____________ 169

Immigrant Startups Are Maturing In Nature _______________ 172 PBN EDITORIAL ____________________________________________ 172

Workshop Draws Fledgling Hispanic Entrepreneurs _________ 173 Reconocen Labor De Médico Colombiana _______________ 176 Tomas Alberto Avila Awarded 2007 Rhode Island SBDC State Star at the National Conference of the Association of SBDCs ___________ 178

Avila Honored for SBDC Services to R.I. Latinos____________ 180 5

Avila Honored For Bringing SBDC Services To Latinos _________ 182 PBN’s Myers Joins 5 Others In Receiving Metcalf Award _______ 183

Journal’s Davis among Metcalf Awards winners_____________ 186 2007 RICJ Metcalf Diversity In The Media Awards ____________ 188 2007 SBA Rhode Island Small Business Journalist of The Year ___ 189 Program Guides Latino Business Owners _____________________ 193 Rhode Island Small Business Development Center (RISBDC)____ 194 Primer Paso - Un Acertado Paso En Firme Para El Éxito Empresarial!! ____________________________________________ 196 Tomás Ávila Certified as Fast Track New & Growth Venture Facilitator, Business Coach and Administrator ________________ 198 Tomas Alberto Avila Awarded 2007 Rhode Island SBDC State Star at the National Conference of the Association of SBDCs ___________ 199 Latino Entrepreneurs Looking To Succeed____________________ 201 Primer Paso’s New Grads Already See Improvement ___________ 202 Ya Son Graduados ________________________________________ 205 2da Graduación de Primer Paso FastTrac ____________________ 206 ‘Primer Paso’ A First Step For Hispanic Firms ________________ 208

An Entrepreneur’s Dream Requires Some Homework ________ 211 Entrepreneur Is Gearing Up To Grow His Repair Business ______ 213 Lead-Safety Trainer Aims To Open Interpreting Firm __________ 215 Immigrant Sees Potential For Year-Round Pool Firm __________ 223 To Grow, Insurance Agent Finds He’ll Need To Invest __________ 225 Software Creator Focuses On Tour Operators’ Needs___________ 227 Theater Gains Confidence To Seek Nonprofit Status ____________ 229 PBN Primer Paso Assesment _______________________________ 236 Primer Paso – FastTrac Final Report ________________________ 238 Primer Paso – FastTrac Final Report ________________________ 239 2006 Primer Paso FastTrac Memoir Book ____________________ 244 2005 Winter Primer Paso Graduates _________________________ 248 Progreso, JWU Honor First Graduates _______________________ 250 6

Latinos Taking New Entrepreneurial Skills To Market _________ 253 Progreso Latino Economic Development Center Will sponsor Primer Paso program to strengthen local small businesses _____________ 258 Tomﾃ｡s ﾃ」ila Certified as First Step Fast Track Facilitator Business Coach and Administrator __________________________________ 260 Progreso Latino Workshops To Train Small-Business Owners ___ 261 Progreso Latino Creates Center To Help Small-Business Owners _ 262 The Latino Economic Development Center ___________________ 264 Mission _____________________________________________________ 264 Statewide Programs and Activities ________________________________ 265 Statewide Networking__________________________________________ 265 Service Brokering _____________________________________________ 265 Community Planning __________________________________________ 265 Best Practices ________________________________________________ 266 Promotion and Development_____________________________________ 266 Public Relations and Advocacy __________________________________ 266 Fundraising __________________________________________________ 266 Conferencing_________________________________________________ 266

Economic Development in the Latino Community: Our Path To the 21st Century _____________________________________________ 267 Our Neighborhoods Economies (ONE) _______________________ 273

Kennedy Secures Funds to Assist with Job Development Tuesday, May 27, 2008

Central Falls, R.I.-Today, Congressman Patrick Kennedy delivered $182,000 in federal funds to The College of Business and the Rhode Island Small Business Development Center (RI SBDC) at Johnson & Wales University’s Providence campus and Progreso Latino, Inc to invest in a new generation of talent that will one day be competitive members of our local workforce. As the largest bilingual, multi-cultural social service agency in the state of Rhode Island, Progreso Latino improves conditions for members of the Latino and immigrant community with creative solutions that enhance our communities and strengthen our state. The funding provided by this appropriation will support entrepreneurial education, training and business coaching for Latino entrepreneurs in Rhode Island and build capacity and infrastructure for sustainable economic and community development through the focused partnership of Johnson & Wales University and Progreso Latino, Inc. “This is an exciting opportunity to increase small business ownership in the State of Rhode Island,” said Congressman Patrick Kennedy. “Small business is the backbone of our workforce and critical to our country’s overall economic health. It is imperative that we invest in young innovators to help 9

maintain a strong workforce and take the lead in growing our economy,” he said. The program will focus on businesses in Pawtucket and Central Falls, Rhode Island. With Latinos making up 14% of the population in Pawtucket and 48% of the population in Central Falls, this funding will be effective in identifying and meeting the needs of this growing constituency. JWU students and faculty will also benefit from the real life experience of working with these clients and helping their businesses continue to make significant contributions to the local economy. Ramon Martinez, President/CEO of Progreso Latino said of the appropriation, “I am very excited about our continued partnership with Johnson & Wales University's RI Small Business Development Center. Progreso Latino is proud and honored to support the SBDC's Fast Trac/Primer Paso program, which ensures that our entrepreneurs receive the necessary tools and resources to assist them with their capacity building. Our organization is also looking forward to the SBDC's continued involvement with our strategic planning and employee development process in order to better serve the needs of our constituencies” Martinez indicated he was grateful for the Congressman’s support of this important initiative and feels it will go a long way towards “fulfilling our missions to the communities we serve”. John Cronin, RI SBDC Executive Director also acknowledged the Congressman’s leadership in this realm. He said, “In partnership with Congressman Kennedy and Progreso Latino, we will provide world class education, training and business coaching to hundreds of Latino entrepreneurs who will work with JWU faculty and students to create a more prosperous future. We’re so proud and excited to advance this good work.”

Patrick Kennedy Says His Father Is In 'Terrific' Spirits By Jonathan Saltzman and Andrew Ryan Boston Globe Staff / May 28, 2008 CENTRAL FALLS, R.I. - US Representative Patrick Kennedy made his first public appearance yesterday in his district since his father's diagnosis with brain cancer, striking an upbeat tone as he described how his storied family has consistently overcome dire diseases. The congressman was speaking at Progreso Latino Inc., a bilingual social services agency where he was announcing an $182,000 federal grant that will be shared with Johnson & Wales University. It was a press conference that would not have typically attracted so many reporters and television cameras. "All we know in our family is when doctors give us terrible news, we don't believe it," Kennedy told two dozen reporters and public officials who crowded the announcement of a routine federal grant. "We fight it, and we've managed to defy the odds every time." The Democratic congressman's sister, Kara Kennedy, beat inoperable lung cancer. His mother, Joan B. Kennedy, was treated for breast cancer in 2005. His brother, Edward Kennedy Jr., lost a leg to bone cancer in 1973 when he was 12 years old. Patrick Kennedy himself had a brush with mortality when he had a noncancerous tumor removed from his spine in 1988. Now doctors have told the congressman that his father, Senator Edward M. Kennedy, has a malignant brain tumor. "All I can say is that when my brother was first diagnosed, they gave him very little hope," Patrick Kennedy said. "But my father gave him all the hope in the world. My brother is alive and well today and has beautiful children." The congressman said his father is in good spirits. "My dad is terrific," he said. "If you've seen him the last couple days, you've seen a very happy sailor. His only disappointment was that he came in second" in the final leg of the Figawi Race Monday. The tributes to his father and the personal stories fellow lawmakers have shared about their own battles with cancer have been a "moving experience for me," Patrick Kennedy said. The outpouring from constituents has touched his father and fortified his resolve. " 12

The Kennedys: Family ties put son in spotlight 01:00 AM EDT on Thursday, May 29, 2008 Months can slip by without my thinking of Rep. Patrick Kennedy as anything other than an energetic Democrat with a partisan flair and a gift for standing up for people who need a champion. Then something happens to recall that he comes from one of America’s most famous, accomplished and haunted families. Indeed, today would have been the 91st birthday of his uncle, President John F. Kennedy, who was assassinated in 1963 and next week brings the 40th anniversary of the assassination of his uncle, Sen. Robert F. Kennedy. Patrick Kennedy’s career has been a joyous celebration of family ties, pockmarked by sadness, such as the fatal plane crash of his cousin, John F. Kennedy Jr., and the alcohol problems of his mother, Joan. A series of personal tests, from the bizarre incident with a Los Angeles airport security guard, to the enduring challenges of mental illness and substance abuse problems, also have marked Kennedy’s tenure. It’s been a long drama-filled run. At times he hunkers down. Other times, he displays candor and grace, though typically with a layer of guardedness. On Tuesday I was intrigued that Kennedy, 40, was welcoming news coverage of a Central Falls check-presentation ceremony, knowing, of course, that there would be intense media interest in anything he might say about his father, Sen. Edward Kennedy, 76, whose diagnosis of brain cancer has transfixed the nation. The event was at Progreso Latino, a nonprofit agency that helps immigrants adjust to life in America. The congressman secured a $182,000 appropriation for a Progreso Latino-Johnson & Wales University program to foster entrepreneurial efforts in Rhode Island’s Hispanic community. It was a natural setting for a Kennedy. He and his family long have been vocal on Latino matters. Ramón Martínez, Progreso Latino president, told me the grant recognized that Hispanics are a growing, business-oriented population. He said that empow-ering Latinos so they can contribute is smarter than bashing them, and he’s right.

At the ceremony, a solemn-faced Kennedy, in dark blue-pinstriped suit, spoke earnestly but stiffly about the grant. He was much more animated when he offered to field “a question or two” about his father and pronounced him “terrific,” a “very happy sailor” whose only disappointment was that he’d just finished second in a Cape Cod race. Kennedy was determinedly upbeat. He said both his brother, Edward Jr., and sister, Kara, had grim diagnoses of cancer but now are thriving. He also noted his mother has had breast cancer. “All we know in our family is that whenever doctors give us terrible news, we don’t believe it, we just go and fight it. And we’ve managed to defy the odds every single time. So we’re going to work to try to do that again.” Press secretary Robin Costello sought to turn questioning to the grant. But reporters wanted more about the personal situation. A proud Patrick Kennedy said it has been amazing to have so many people tell him of his father’s kindnesses to their families. He acted quietly, the son said, but now those deeds are coming to light. “I’m just so happy that he’s had the chance to see how grateful people are.” Then Kennedy said, “Thank you very much,” and was ushered out a side door. He’d given a glimpse into his life, and now the moment had passed. He strode down an exterior stairway. As I sought to catch up, aide George Zainyeh told him, “Run to the car,” and he did, and the car whisked him away. M. Charles Bakst is The Journal’s political columnist.

Development of First Step FastTracTM at Johnson & Wales University Source: 12/02/2004 Progreso Latino Economic Development Center Press Release During the Spring of 2004, the Progreso Latino Economic Development Center partnered with Milenio Associates to co-sponsor a 12 part technical business program at Johnson and Wales University, in cooperation with the students from that University’s Larry Friedman’s International Center for Entrepreneurship. The “Primer Paso, FastTrack” training aims to facilitate the small business planning process by providing an initial overview, assessment and mapping plan for the potential entrepreneur and/or small business loan applicant. Students from the University’s Center for Entrepreneurship were to provide one on one technical support and business coaching to program graduates. The program used many local partners to effectively direct qualified referrals to the proper resources and providing documented follow up. Attendees received a certificate of achievement when they complete the twelve classes and have access to ongoing support and services. "I am pleased that Johnson & Wales University's initiatives will provide start-up seminars and mentoring support for aspiring entrepreneurs utilizing both JWU business students and faculty," said Larry Bennett, director of the Larry Friedman International Center for Entrepreneurship at the University's College of Business. Bennett added that, "A major objective in planning and implementing this initiative is to provide economic development support for aspiring business people. Our primary and initial emphasis revolves around linking business enterprises with the mainstream economies of both the private and public sectors in our area while involving Johnson & Wales University business/entrepreneurship students in the process.” “With the launch of el Primer Paso, Progreso Latino will spearhead the creation of many community-based for profit economic development enterprise established to employ and train constituents, set industry excellence standards, and promote socially responsible entrepreneurs”, said Tomás Ávila, President, Milenio Associates. Progreso Latino is a multi-service, non-profit, community based organization, whose mission is to provide comprehensive and quality services that promote education, economic development, leadership and social progress for Latinos and other immigrants.

“Thanks to the commitment of our many wonderful partners and advisory committee members, we’ll make sure The Center is “the one stop center” for business in search of available resources as well as developing and coordinating new programs not currently available in the state of Rhode Island,” said Edwin Cancel, Executive Director, Progreso Latino. In July 2006, JWU acquired the Rhode Island Small Business Development Center and Executive Director John Cronin incorporated the Primer Paso program as one of its premiere business planning program for the fast growing Hispanic business community. Since then the program has quadruple in growth, due to the effectiveness of the program in helping local Latino entrepreneurs plan their business ventures and existing Latino business owners better manage and grow their businesses. To date over 200 Latino have graduated from the program, but while this growth has had a positive effect in our Latino business community, funding sources have been difficult to obtain and the organization funding from the state has been cut by 25%, creating a need to reevaluate our programs and seek alternative funding to secure the continuation of the Primer Paso FastTrac program. Johnson & Wales University, in partnership with the Rhode Island Small Business Development Center Association, proposes the following services for Latino constituents: 1) Training and skill development services - Services will support the acquisition of knowledge on managing a small business, personnel and accounting issues, marketing and production. These items will develop fundamental skills needed to successfully establish and grow businesses. 2) Consultation – Expertise provided to secure the support services needed by individual businesses to develop effective strategies to develop their business and to make use of the experience of colleagues who can help to avoid mistakes and dead-end pursuits that result in failure. These consultations can be done at the convenience of the individual or be scheduled as a group discussion on a particular subject matter. 3) Access to capital – Development of collaborative approaches to create greater and more flexible access to capital for new business startups, inventory, expansion and market development for existing small businesses. Collaboration between lenders and government institutions should result in resource availability for businesses to use in order to capitalize on emerging opportunities. 4) New markets - Serve as an advocate to ensure that businesses can take advantages of bidding opportunities with municipal, state, and federal contracting opportunities as well as to develop 16

new marketing and publicity targeting new populations and geographical markets. 5) Bilingual JWU students (Spanish/English) will be used, when possible, to help facilitate the program for limited English speaking participants and non-Spanish speaking JWU students. Paid training facilitators (see budget) will provide the majority of the content delivery in a combination of Spanish and English.

Johnson & Wales University RI Small Business Development Center Primer Paso FastTrac Graduates 2008 Spring Graduates Maria Alvarado Matilde Barrera Alfonzo Acevedo Jorge Davila Katherine Denis Nelson J. Durango Lubia Garcia Oswaldo Garcia Juan Guzman Lissette Guzman Miriam Leticia Lara Urania Lara Johana Martinez Josue Martinez Pastora Medina Andres Morales Nurys Mosanto Julian Osorio Lydia E. Perez Pedro Pichardo Hilario Quezada Jose Aurelio Rodriguez Gloria L. Rubio Gisella Soriano Daniel Suero Jose Tejada Gabriela Torrealba

2007 Fall - Providence Luis Almanzar Mayra Andrade Graciela Boisvert Nelson León Cataño Ingrid Daniela Castro Pedro Pablo De La Rosa Esperanza Gómez José González Juan Henríquez Luis Jusino Viviana Knowles Wilma Lanza Luis Lee Johanna Lozano Vanessa Meléndez Candido Moya Pedro Moya Aurora Paúl Yuleida Pirela Juan Rosales Ivette Solivan Maria Sullivan Irma Toledo Ernesto Vega Argentina Villanueva

2007 Fall - Central Falls Paula Ajucun Federico Alcala Rivera Santiago J. Alvizures Maria Victoria Cano Boris Gonzalez Amparo Lagos Maria A. Lopes Juana Polanco Leonardo Posada Alvaro Reina Fernando Restrepo Sylvia B. Reyes Victor M. Reyes Francisca Rivera Zoraida Rodriguez Sohernis C. Sanchez Carmen R. Serrano Adriana Esther Simanca Maria C. Solano Franklin A. Solano Dominga Taveras Jorge Torres

2007 Spring Central Falls Esther Acevedo Gildardo Álvarez Mónica Betancur Roció P. Bolívar Jorge Boror Maria Cecilia Cano Jose Contreras Lourdes Contreras Alejandro Cortez Nancy Z. Faella Olga Lucia Florez Johanna Flores Antonio Guerrero Claudia Guzmán Luz Guzmán Maria Hernández Javier Juárez Jacqueline Lozada Olga Mendoza Lisbeth Mora Arnovia Navarro Hever Ortega Juan C. Ramírez Julio Restrepo Maria Restrepo Jose Saban Carlos Sánchez Jose Torrealba Dinorah Torres Antonio Zafra Erika Zafra

2007 Spring Providence Misiotis Alsina Pedro Baez Bernardo M. Bautista Perla Benítez Claudia Cardozo-Tarullo Ybett Collado Moress Fermín Jaime García Jose García Antonia Hernández Mariana Merchán Mariana Miranda Juan Pichardo Julio Ramos Roberto Reyes Jose Rodríguez Elvyz Ruiz Deyanira Vizcaino

2006 Fall Graduates Andres Almonte Fidel Calcagno Angela Canelas Wilfredo Chirinos Ramonita Cortes Cesar Cuevas Mirian Garcia Sandra Lake Veronica Martinez. Oscar Mejias Francis Parra Domingo Tejada

Fall 2005 Graduates Ivan A. Gallego Cesar H. Delcompare Maria Alexandra Izurieta Jose Moreno Yomaira E. Mercado Adriana Grajales Richard Toledo Alexander Permenidez

2004-2005 Graduates Jose Alba, Prov. Esperanza Ardila, C.F. Rolando Belen, C.F. Arnoldo Benitez, Prov. Luis Benitez, Prov. Javier Brown, Cumb. Maria Cuervo, C.F. Roberto Gallegos, Prov. Raul Garcia, Prov. Augusto Hedeman, Prov. John Ireland, E. Greenwich Asceneth Lazaro, C.F. Teresa LeBeau, Prov. Ney Leo, Prov. Maria Lopez, Prov. Liandra Martinez, Prov. Rodolfo Martini, Pawt. Vivian Moreno, Prov. Manuel Osorio, Pawt. Saul Pabon, Prov. Harold Smith Jr., N. Kingstown Zulimar Vidal, Prov. Andrew Zetina, Prov.

Primer Paso Three Year Review Interview How has Primer Paso grown as a program since last year? I think last year when I covered the program it was only offered at J&W? Now it is offered at Progreso Latino as well? Was it offered only in the winter last year? Did you add a spring program this year? Yes indeed the program has grown 70% compare to last year and as you remembered when we started last year we only had the program at Johnson & Wales in Providence and due to increased of interested participants we were force to expanded. As part of the expansion of the program we made the decision to expanded it to Progreso Latino in Central Falls due to the large number of individuals from the Blackstone Valley region interested in participating in the program, as well as a rejuvenated partnership with Progreso Latino under the leadership of Ramon Martinez and the establishment of a satellite office in their site. How much has participation increased from 2006 to 2007? How many participated in 2005, 2006, 2007? Since the program was first offered the program in the fall of 2004 with self imposed limit of 15 participants, the interest and participation has been increasing constantly having had to start a Spring program in 2005, with the same number of 15, but the demand kept increasing as word spread around the community and the decision was made to increase the attendance to 25 participants starting in the Fall of 2006, which was the first year under the umbrella of the SBDC which once again force us to develop parallel programs in the Spring of 2007 when we started the additional program at Progreso Latino increasing the participants to 50 per term for a total of 100 participants per year. If participation has grown, why do you think it has grown? The reason the program has grown so much is due to positive word of mouth the graduates of the program have shared with members of the community of their positive learning experience as participants of the program and the results in changing the way they go about planning and starting their business and in the case of existing business owners, they share having learn many business related strategies that they were not aware of during the start of their business, and have been provided with new tools manage and grow their business. And the obvious reason for such spreading of the success of the program is the great need that exist in the Latino business community and a reflection of why Rhode Island tied Georgia for second place with a 56% growth in the 2002 Economic Census, second only to New York state. 23

Has the program increased participantâ&#x20AC;&#x2122;s access to capital? How does the class help them get access to capital? After 4 years and 150 graduates we have began to see the participants starting to have access to capital on a more consistent fashion. The program helps the participants understand in order to improve their capital accessibility, they must begin with a feasibility analysis of their business ideas or their existing business and eventually transform their feasibility analysis into a fundable business plan and in order to accomplish that, they have become aware that they need to become more verse in business and financial planning. The other way the program is helping the participants increase their access to capital, is by involving some of the more successful participants of the program with the opportunity to be presenters and our Business to Business Investment Forums started back in March and introducing them to the Venture Capital world via this event and starting in 2008 they will have the option to strengthened their possibilities through and Investor Ready training seminar that has been develop by the SBDC How much capital were participants in the winter 2006 class able to get access to? The graduates of the 2006 class have been able to obtain about $200,000 in total capital; the biggest chunk of it having been Miriam Garcia who obtained a total of $85,000 in capital from Navigant Credit Union, Andres Almonte received $20,000 in a micro loan from the RIEDC Micro Loan program. Why did SBDC decide to work with Progreso Latino to have another program there? I know when you originally started Primer Paso it was with Progreso Latino. Originally when Primer Paso FastTrac started as partnership between Johnson & Wales University and the Progreso Latino Economic Development Center, in cooperation with the students from that Universityâ&#x20AC;&#x2122;s International Center for Entrepreneurship. The training aims were to facilitate the small business planning process by providing an initial overview, assessment and mapping plan for the potential entrepreneur and/or small business loan applicant. Coincidently in 2006 Progreso Latino went through a change of leadership as well as the Larry Friedman Entrepreneur Center which put the program of jeopardy but fortunately at the same time Johnson & Wales University won the bid for the Small Business Development Center and once John Cronin became the Executive Director, he made the decision to incorporate Primer Paso as a program of the SBDC and to strengthen the relationship with 24

Progreso Latino under the new leadership of Ramon Martinez and thereby expansion of the Program to Central Falls Has the class changed since last year? Have you added anything to it? The curriculum of the program is very much standardize by the Kauffman Foundation, therefore the content remains the same through out. Where I have the flexibility to change is the facilitators of the 12 different modules, and I have invited a diverse group of local professionals to facilitate some of the classes, as well as adding more local information to the mix. Have you noticed a difference in the types of entrepreneurs youâ&#x20AC;&#x2122;re seeing in the classroom? Are they coming more prepared than previous classes? What kinds of business ideas are you seeing most? Regarding differences in the participants since the start of the program, just like the growth of the program the type of participants has evolved with time and their eagerness to learn and develop their business plan has also evolve. One of the big differences that I have notice in that evolution is the increase participation of resident immigrants that have been in the country for a long period of time and bee educated here, but did consider starting a business or if they did, they did not know where to start, as well the increase participation of Latin American Professionals that previously did not participated in the program, creating a very good mix of individuals with the same goals of starting or growing their business. As far as ideas relates, itâ&#x20AC;&#x2122;s another change that has taken place. Initially the majority of the participants were in the retail business sector and restaurants were a very large segment of ideas among participants. Starting with the spring program I have witness an increase in professional services such as Accounting, Interpreting and Financial to name a few as well event planning, gourmet food and tutoring services. Do you see more cohesion among Latino entrepreneurs since the classes are becoming more popular, meaning are you seeing greater networking between entrepreneurs? Are they sharing best business practices? Are they joint-marketing their businesses? Are they doing cross promotions? Yes indeed. Itâ&#x20AC;&#x2122;s quite interesting receiving comments from some the presenters about seeing many of the program participant in their networking circles and seeing their increase interest to network with other business people. One of the advises that I give every class is that in order to improve our communities, we need make sure that the rotation of a dollar in our community increase by sharing best practices and it has had a positive 25

acceptance among the participants and therefore they have establish relationships that allows them to share best practices. Joint marketing and promotion is one of the areas that need to be develop. There’s been some of it at the grass root level such as the sponsoring of entertainment events. Also, do you see these entrepreneurs expanding outside of their comfort zone? Are they seeking customers outside the Latino community to expand their business? If so, why and How/why does the program encourage them to do that? Interestingly enough one of the graduates from the spring class who started a natural medicines boutique was surprised to find out that the majority of his clientele were from the general community instead of the Latino community, and was forced to change his marketing material to be bilingual. One of the goals of the program is to help the entrepreneurs get out of their comfort zone and venture into other general community. As you may recall from last years program one of advise to participants is that they need to evolve from being “Latino business” to being “business owners” the reason being that the Latino community is only 12% of the Rhode Island population, therefore by remaining in their comfort zone they are only exploiting 12 cents out of every dollar worth of business and in order to compete for the other 88 cents, they need to venture outside of their comfort zone. The other compelling reason that we encourage them to do it is because the major corporations are now vying for the business base which is the Latino community and therefore they need to expand their territory.

Primer Paso Spring 2008 Graduation PROVIDENCE – Wednesday May 14, 2008 Graduates of the Rhode Island Small Business Development Center at Johnson & Wales University 2008 Spring Primer Paso FastTrac program will receive certificates of completion. The program graduates, their families and friends will gather at Johnson & Wales University Larry Friedman Center for International Entrepreneurship for their graduation. But they won't be there for JWU's traditional ceremony.

The 26 adults who will be graduating want to start their own businesses, or are planning to grow their existing business and for 12 weeks, they've gathered at JWU for a class designed to teach members of the Latino community how to do that. The commencement will herald the end of the program and the skills the budding business owners have gained. The entrepreneur, the lifeblood of American commerce and their transformative influence on their family and community is the focus of Primer Paso/First Step FastTrac, a bilingual training program, established to provide small business education, support and networking opportunities to prospective and existing Latino business people. The basic idea behind the program is that enduring social progress for Rhode Island’s minority communities can only be achieved through economic development. Economic development, the premise concludes, can only be achieved through intensive training: hands-on instruction, partnerships with educational institutions and the support of local lenders and government officials. The program’s 12 nighttime workshops, covering such topics as finance, market research, pricing, product/service and cost-pricing strategies, was taught in by Tomás Ávila, Business Counselor and Administrator of the program who has been with the program since its development in 2004.

“For me this experience of being in such an interesting class has been very helpful, and allowed me to learned many concepts about starting my business, and got me to understand others that I did not understand.” Said Katherine Denise a young artist planning to start specialty greeting cards business. According to Lydia Perez, Executive Director of the Puerto Rican Institute for the Arts and Advocacy, “professional consultation and business planning support are the program’s most valuable resources”. "Here you can test the feasibility of your idea with professionals before you spend a dollar." John Cronin, executive director of the SBDC, said “Primer Paso FastTrac is important to the SBDC, because the Hispanic population in Rhode Island has grown 27 percent during the past five years”, “it’s our responsibility to help the Hispanic entrepreneurs and existing business owner improve their busimess”. Cronin sid According to the U.S. Census Bureau, Latinos represent the only demographic in the state that has gained population over the last five years. Not surprisingly, Latino-owned businesses are also growing, by 56.2 percent tying Georgia for second place behind New York, and now include more than 3,400 enterprises, with sales exceeding $210 million annually. The 2008 Spring Primer Paso graduates are:

Maria

Alvarado

Matilde

Barrera

Alfonzo

Acevedo

Jorge

Davila

Katherine

Denis

Nelson J.

Durango

Lubia

Garcia

Oswaldo

Garcia

Juan

Guzman

Lissette

Guzman

Miriam Leticia

Lara

Urania

Lara

Johana

Martinez

Josue

Martinez

Pastora

Medina

Andres

Morales

Nurys

Mosanto

Julian

Osorio

Lydia E.

Perez

Pedro

Pichardo

Hilario

Quezada

Jose Aurelio

Rodriguez

Gloria L.

Rubio

Gisella

Soriano

Daniel

Suero

Jose

Tejada

Gabriela

Torrealba

Primer Paso FastTrac Empowering the Latino Entrepreneur Through Education Apoyamos a los que ven oportunidades donde los demás ven dificultades.

Promocion 2008 Class

Back Row (L-R): Oswaldo Garcia D Country Landscaping, LLC, Jose Aurelio Mirna's Bakery, LLC, Johanna Martinez, Josue’s Transportation, Daniel Suero D & D Mortgage & Construction, LLC, Alfonzo Acevedo, America News, Jorge Davila, Davila Import & Export, Juan “Manny”& Lissette “Kathy” Guzman International Mattress, Hilario Quezada, H&Q Electrical Contractors, Gisella Soriano, Andres Morales, Miriam Leticia Lara, Nelson J. Durango Perla Jewelry, Nurys Mosanto, Medina Accounting Services, Urania Lara, Urania Design, Gabriela Torrealba, Torrealba Communications, Julian Osorio, Anthony Osorio, Gemini Custom Artworks Front Row (L-R): Katherine Denis, Kathy’s Greeting Cards, Lydia E. Perez Puerto Rican Institute for the Arts & Advocacy, Maria Alvarado, Guatemalan American Association of RI, Tomas Alberto Avila, RISBDC Business Counselor, Gloria L. Rubio Rubio Financial Group, Pastora Medina, Medina Accounting Services Missing from picture: Matilde Barrera, Lubia García, Josue Martínez, Josue’s Transportation, Pedro Pichardo Pichardo Solutions, LLC, José Tejada El Gran Salón Babershop

Se gradúan estudiantes de Primer Paso Primavera 2008 Por Alfonso Acevedo Americanewsne.com PROVIDENCE, RI. El 14 de mayo se llevó a cabo la entrega de certificados de completación del curso FastTrac por sus siglas en Inglés, Primer Paso. Por 12 semanas, 27 personas que representan a compañías establecidas y otras en formación y que recibieron entrenamiento en las distintas etapas de la planeación, formación y constitución de una empresa o negocio. Las familias y amigos de los participantes llenaron el recinto del centro para el pequeño negocio de RISBDC de Providence para celebrar un momento importante de sus vidas. Con la excelente orientación de Tomás Avila Administrador del Programa Primer Paso, y con el apoyo del Centro para el Desarrollo de Pequeños Negocios de Rhode Island de la Universidad Jonson & Wales se ha completado el cuarto curso de esta naturaleza, que según Tomás Avila ha preparado a más de 800 personas con este modelo de instrucción al comerciante y empresario. Tomás Avila hizo un recuento de las experiencias vividas durante este curso de la Primavera 2008 y se expresó complacido por la constancia, optimismo y espíritu de participación de este ejemplar grupo. Avila Hizo un paréntesis para felicitar efusivamente el esfuerzo de las familias de cada uno de los participantes. “Ellos, los familiares son quienes soportaron la ausencia de esas horas de sus padres, madres, esposos(as), para que lograran un escalón más en sus vidas”; a ellos va mi aplauso y sin demeritar el esfuerzo de los estudiantes, mi más sincero aplauso. También auguró éxitos a los que serán las corporaciones del futuro de los Estados Unidos. Narró casos de madres trabajadoras que cada miércoles dedicaron dos horas de su descanso para preparase en este curso. 31

También, el caso de Nurys Mosanto, un ejemplo de lucha y de superación por la condición de salud que la aqueja y que sin embargo, no le impidió completar el curso. Así mismo felicitó a personas que aún teniendo sus negocios establecidos decidieron entrar y recibir entrenamiento que fortalecerá los éxitos ya logrados. Destacó Tomás casos como los de Lydia Pérez que dirige PRIAA (Puerto Rican Institute for the Arts & Advocacy), que realiza una labor como artista Nacional y madre ejemplar. De Alfonso Acevedo, que con America News ha prestado un servicio con su empresa Editorial y Publicitaria y que hoy ofrece el segundo nivel con www.americanewsne.com y sin embargo da testimonio de que nunca se deja de aprender. Tomás Avila invitó a Lidia Pérez y a Alfonso Acevedo a dar su testimonio sobre la experiencia de Primer Paso. Durante la entrega de certificados por parte de John Cronin, Director Ejecutivo de RISBDC (Rhode Island Small Business Development Center at Jonson & Wales), ofreció las palabras de bienvenida y expresó la satisfacción de las entidades que el representa y felicitó a todos por los logros obtenidos. También destacó la labor de Tomás Avila, quien con su dedicación ha sacado adelante este proyecto futurista para esta comunidad empresarial. También Sixia DeVine Directora de Metro Providence Regional de RISBDC, con unas cortas pero sentidas palabras felicitó a los participantes y agradeció a Tomás por la labor encomiable en bien del progreso del pequeño empresario y al Director Ejecutivo de RISBDC por el apoyo a esta iniciativa. Junto con los certificados se entregó una citación del Secretario de Estado Ralph Mollis para cada uno de los participantes. El brindis de rigor por Tomás Avila, quien inspirado ofreció un pequeño discurso de felicitación y despedida. Con una suculenta selección de delicias latinas traídas por los participantes y coordinada por María Alvarado se dio comienzo a un momento de socialización 32

y las respectivas fotos para el recuerdo. Estos son los graduados: María Alvarado, Matilde Barrera, Jorge Dávila, Catherine Denis, Nelson J. Durango, Lubia García, Oswaldo García, Juan Guzmán, Lissette Guzmán, Miriam Leticia Lara, Urania Lara, Johann Martínez, Josué Martínez, Pastora Medina, Andrés Morales, Nurys Mosanto, Julián Osorio, Lydia E. Pérez, Pedro Pichardo, Hilario Quezada, José Aurelio, Gloria L. Rubio, Gisella Soriano, Daniel Suero, José Tejada, Gabriella Torrealba y Alfonso Acevedo.

Graduación del Programa Primer Paso FastTrac En el programa de primavera de Primer Paso FastTrac se graduaron 26 participantes

Providence En Español Publicado el 05-23-2008 Por Marisabel Brito/ PROVIDENCE EN ESPAÑOL

PROVIDENCE.- El Centro de Desarrollo de Pequeños Negocios(SBDC, siglas en inglés), una dependencia de la Universidad Johnson & Wales en Rhode Island, graduó a 26 empresarios hispanos y varios futuros negociantes de la comunidad, durante la ceremonia de entrega de certificados del Programa Primer Paso FastTrac, que tuvo lugar el 14 de mayo en Larry Friedman Center for Internacional Entrepreneurship. Acompañados por familiares y amigos, María Alvarado, Matilde Barrera, Jorge Dávila Katherine Denis, Nelson J. Durango, Lubia García, Oswaldo García, Juan Guzmán, Lissette Guzmán, Miriam Leticia Lara, Urania Lara, Johann Martínez, Alfonso Acevedo, Josué Martínez, Pastora Medina, Andrés Morales, Nurys Mosanto, Julián Osorio, Lydia E. Pérez, Pedro Pichardo, Hilario Quezada, José Aurelio Rodríguez, Gloria L. Rubio, Gisella Soriano, Daniel Suero, José Tejada y Gabriela Torrealba, recibieron sus certificados de participación en el programa. Primer Paso FastTrac es un programa bilingüe de 12 semanas, a través del cual sus participantes se instruyen para alcanzar sus metas y el progreso en su negocio, y aquellos que planean iniciarse en el área, aprenden a dar los primeros pasos para incursionar como pequeños empresarios. El programa se desarrolla con talleres y cubre los siguientes temas: finanzas, investigación de mercados, fijación de precios, productos y servicios en función de los costos y estrategias de fijación de precios. Dichos talleres están a cargo de Tomás Ávila Consejero de Negocios y Administrador de Primer Paso FastTrac desde 2004. En ese sentido, John Cronin, Director Ejecutivo de la SBDC, dijo: “Primer Paso FastTrac es importante para el SBDC, debido a que la población hispana en el estado ha crecido un 27 por ciento durante los últimos cinco años. Es responsabilidad del centro ayudar a los empresarios hispanos y mejorar sus negocios”. 34

Programa Primer Paso FastTrac Tomás Alberto Ávila Mayo 2008 ®

Primer Paso FastTrac es un práctico programa educativo creado por empresarios para empresarios. El programa está diseñado para ayudar a los negociantes afilar las habilidades que necesitan para crear, manejar y hacer crecer empresas exitosas. Desarrollado para aquellos empresarios que desean poner o hacer más grande su negocio, el programa incorpora materias del premiado programa FastTrac desarrollado por la fundación Kauffman en Kansas City. Primer Paso FastTrac® provee la fundación y los instrumentos para que los participantes exploren si están preparados y habilitados para ser empresarios o si desean hacer crecer su negocio ya existente. Los participantes aprenden a desarrollar un plan de factibilidad para evaluar el concepto de negocio que tienen. Este plan incluye: Un Resumen Ejecutivo, Los Productos y Servicios, Un Análisis del Mercado, Los Precios y el Análisis de la Capacidad de Ganancia, Un Plan para Acción Adicional Los participantes trabajan juntos con otros empresarios, compartiendo ideas y experiencias así como colocando la base para relaciones futuras en el negocio. A través de la clase los participantes participan en pequeñas sesiones en las que reciben consejos y asignaciones para completar fuera de clase con el fin de explorar asuntos relacionados con aspectos claves de las empresas. Los participantes determinan si la idea que tienen para su negocio tiene “alas”y si deben tomar la decisión de empezar el negocio. Los dueños de negocio ya establecidos también pueden beneficiarse de este proceso de planeamiento sistemático. La Guía de Maestros da instrucciones en pasos para permitir que las organizaciones entrenadoras den la clase con facilidad. Sin embargo, el Fondo del Primer Paso, que contribuyó decisivamente al desarrollo del programa FastTrac® y a la enseñanza de su materia desde que se inició en el año 1996, está disponible para ayudar u ofrecer apoyo en términos de entrenamiento y evaluaciones. Sí verdaderamente el programa ha crecido 70% comparado al año pasado y como usted recordara cuando empezamos el año pasado nosotros sólo tuvimos el programa en Johnson & Wales en Providence y debido al aumento de participantes interesados nosotros fuimos la forzados a expandir el programa. Cuando la parte de la expansión del programa nosotros tomamos la decisión a expandirlo a Progreso Latino en Central Falls debido a los muchos individuos de la región del Valle de Blackstone interesados en tomar parte en el programa, así como una asociación rejuvenecida con 35

Progreso Latino bajo el liderazgo de Ramón Martínez y el establecimiento de una oficina satélite en su sitio. Desde que el programa fue ofrecido en el otoño de 2004 con un límite de 15 participantes, el interés y la participación han estado aumentando habiendo tenido constantemente que empezar un programa de Primavera en el 2005, con el mismo número de 15, pero la demanda se ha mantenido aumentando con la referencia de los participante alrededor de la comunidad y tomamos la decisión de aumentar la participación a 25 participantes comenzando en el otoño 2006, que fue el primer año bajo el SBDC y nos fuerza una vez más a desarrollar programas paralelos en la Primavera del 2007 cuando empezamos el programa adicional en Progreso Latino y elevar a los participantes a 50 por el término para una suma de 100 participantes por año. La razón que el programa ha crecido tanto es debido a recepción positiva de los graduados del programa han compartido con miembros de la comunidad de su experiencia positiva que aprenden como participantes que ellos obtienen como resultado cambiando la manera que ellos toman de la planificación y empezar su negocio y en el caso de dueños existentes de negocio, ellos comparten haber aprendido mucho sobre negocio relacionado a estrategias de negocios que ellos no sabían durante el comienzo de su negocio, y han sido proporcionado con nuevos instrumentos para administrar y crecer sus negocios. Y la razón obvia para tal esparció y el éxito del programa es la gran necesidad que existe en las esferas empresariales latinas y un reflejo de porqué Rhode Island empató con Georgia por segundo lugar con un 56% de crecimiento en el Censo Económico 2002, segundo sólo al estado de Nueva York. Después de 4 años y 150 graduados hemos comenzado a ver a los participantes comenzar a obtener acceso a capital de una manera más coherente. El programa ayuda a los participantes entender mejorar su accesibilidad al capital, ellos deben empezar con un análisis de la factibilidad de sus ideas del negocio o su negocio existente y se transforman finalmente su análisis de factibilidad en un plan de trabajo de la empresa de funcionamiento y para alcanzar eso, ellos se han enterado que ellos necesitan llegar a ser más verso en el negocio y la planificación financiera. Los graduados de la clase 2006 han podido obtener acerca de $200.000 en capital total. Los graduados de nuestra promoción de primavera 2008 son los siguientes: Alfonzo Acevedo, (América News), Maria Alvarado, (Guatemalan American Association of RI y GAARI News), Matilde Barrera, Jorge Davila, (Davila Import & Export), Katherine Denis, (Kathy’s Specialty Greeting Cards), Nelson J. Durango (Perla Jewelry), Lubia García, Oswaldo Garcia (D Country Landscaping, LLC), Juan “Manny”& Lissette “Kathy” Guzman International Mattress, Miriam Leticia Lara, Urania Lara, Urania Design, 36

Josué y Johanna Martinez, (Josue’s Transportation), Pastora Medina, (Medina Accounting Services) Andres Morales, Julian Osorio, Anthony Osorio (Gemini Custom Artworks), E. Perez (Puerto Rican Institute for the Arts & Advocacy), Hilario Quezada, (H&Q Electrical Contractors), Gloria L. Rubio (Rubio Financial Group), Gisella Soriano, Nurys Mosanto, Medina Accounting Services, Pedro Pichardo Pichardo Solutions, LLC, Jose Aurelio Rodríguez (Mirna's Bakery, LLC), Daniel Suero (D & D Mortgage & Construction, LLC), José Tejada El Gran Salón Babershop, Gabriela Torrealba, Torrealba Communications, Durante nuestra participación y premiación en la conferencia nacional de agencias de la pequeña empresa (ASBDC), fuimos informado por la fundación Kauffman que nuestro programa Primer Paso aquí en RI es el mas antiguo y el mas exitoso en toda el país, y hemos sido referidos a organizaciones de otros estados como asesores sobre la implementación del programa Primer Paso FastTrac y compartir nuestras exitosas estrategias con ellos. Invitamos a la comunidad comercial para que participen en nuestro próximo programa a llevarse acabo del miércoles 10 de septiembre al miércoles 10 de diciembre. Resumen del Programa Primer Paso FastTrac Clase 1 Introducción al Primer Paso FastTrac®: Defina su visión y metas personales en esta introducción que examinará la Realidad de un Negocio Modelo. Clase 2 Comunicando El Concepto del Negocio: Transforme las ideas para empresas en declaraciones de conceptos de negocio. Clase 3 Recopilando Información Para Determinar la Viabilidad de la Empresa: Opine sobre las declaraciones de los conceptos de negocio y considere su preparación financiera personal. Clase 4 Los Productos y Servicios: Describa los productos y/o servicios, incluso las características, ventajas y el aspecto único de cada uno. Clase 5 37

Análisis del Mercado - Industria y Competencia: Enfoque sobre las oportunidades que hay en la industria y evalúe la competencia. Clase 6 Análisis del Mercado - Segmentos del Mercado y Estrategias: Defina el mercado objetivo y desarrolle estrategias para atraer este mercado. Clase 7 Los Precios y la Capacidad de Ganancia - Fijación de Estrategias para determinar los precios y el efecto Precios: que tienen los precios en la ganancia; análisis del punto de equilibrio. Clase 8 Los Precios y la Capacidad de Ganancia - Las Ganancias: La diferencia entre la ganancia y el dinero en efectivo; determinando los gastos para poner el negocio. Clase 9 Los Precios y la Capacidad de Ganancia - El Flujo de Caja: Usando la declaración del flujo de caja para evaluar la viabilidad; importantes cuestiones legales; los instrumentos para la proyección de ventas. Clase 10 Los Precios y la Capacidad de Ganancia - El Flujo de Caja: Finalizando la declaración del flujo de caja y consideración de cuestiones dominantes de la contabilidad. Clase 11 El Plan Para Acción Adicional - Los Próximos Pasos: La herramienta para completar el plan de viabilidad de negocio y los importantes recursos financieros. Clase 12 ¡Celebrando Nuestros Logros! Graduación y Presentación del Resumen Ejecutivo. 38

Providence Business Expo

Ronald Lurssen La Paz Wholesale (2007 Primer Paso), 2008 HACCRI Hispanic Business of the Year

Erick & Nuris Romero, Erick R. Photo Studio (2002 Latino Business Initiative Alumni)

Alexandra Izurrieta, Le Zulec Salon (2005 Primer Paso Alumni)

Ronald Lurssen La Paz Whole Food (2007 Primer Paso), Oscar Mejias, HITEP (2006 Primer Paso), Tomﾃ｡s ﾃ」ila, Wilfredo Chirinos, PC Repair (2006 Primer Paso, Latino Business Initiative 2002

Victor Cuenca, Providence En Espaﾃｱol and next generation, (1999 consulting initiative). Today largest Latino newspaper in Rhode Island

Developing A Successful Spanish Entrepreneurship Program Proposal to The ASBDC Programming Committee February 28, 2007 The workshop is geared is provide skills and expertise for SBDC staff in working with the fast-growing Hispanic business client in seeking new insights into more effective management and marketing of the SBDC Spanish program; in providing targeted outreach programs; and programs that provides Hispanic entrepreneurs with business insights, leadership skills and professional networking connections so that the participants are prepared to create new business or expand an existing enterprise. With the fast growth of Hispanic demographics, and fast paced entrepreneurial spirit in such community, there’s a need to develop programs that truly meet the needs of Latino business owners. The goal of the presentation is to share the experience of the Rhode Island Small Business Development Center success in developing, implementing and executing Spanish training programs in the fast growing Hispanic community and providing targeted outreach programs to such community. The expected outcome of the presentation is intended to provide consulting skills and expertise for SBDC staff in high growth Hispanic business communities’ with new insights into more effective management and marketing of the SBDC training program geared to the Spanish speaking communities across the country and provide an understanding of the Hispanic entrepreneur and entrepreneurial behavior. Abstract Agenda Outline Recommended Audience Level – Core, Advanced or Executive 1. Recommended Time Requirement 2. Non-SBDC Speaker Fee Information OR SBDC Presenter Section. NON-SBDC PRESENTERS – ASBDC has a limited budget for outside speakers. Please complete the section on speaker fees for consideration. SBDC PRESENTERS – All SBDC presenters must have the Agenda: Successful Implementation of the Primer Paso Entrepreneurship Program. Primary Value: Provide skills and expertise for SBDC staff in working with the fast-growing Hispanic business client 40

Secondary Value: Gives State and Regional Directors a good look at the Primer Paso program in action. Who Should Attend 1. ď&#x20AC; SBDC counselors and center directors interested in learning more about implementing Spanish programs in their centers 2. ď&#x20AC; SBDC center directors interested in increasing the visibility of their center to the fast growing Hispanic business community Time Requirement: 1.5 hours A one and a half interactive training session delivered live by Primer Paso Program Administrator of the Rhode Island Small Business Development Center as a successful case study. Theme: Preparing Hispanic Business through Entrepreneurship training. What is Primer Paso? Introduction to Primer Paso Opportunities in the Hispanic business Clients and stakeholders Program Structure Sessions Participants Criteria Program delivery Case Study Rhode SBDC Primer Paso implementation Summary: How to successfully implement Spanish Entrepreneurship program in your SBDC. Room Sets: Most meeting rooms will be set classroom or a combination classroom/theater with a head table and chair at the front of the room. A table will be set at the room entrance for handout materials. Audio-Visual: All meeting rooms will have a standard set to include: LCD Projector Screen one (1) flip chart with markers One (1) lavaliere microphone Summary: How to successfully implement Spanish Entrepreneurship program in your SBDC. 41

What is First Step FastTrac? First Step FastTrac is an education program created by entrepreneurs for entrepreneurs. Taught by seasoned entrepreneurs in your community, FastTrac's hands-on program uses your business concept as a case study giving you an opportunity to evaluate and perfect your idea in a safe and supportive environment. In class and in coaching sessions, you'll explore issues such as: What additional opportunities exist for entrepreneurs? How can I market my new business? How do I price my products and services? How do I begin developing a budget? By the time you finish the program, you'll know whether your idea has "legs" and if starting a business is the right decision for you. In First Step FastTrac, you will: ·

Explore strengths and opportunities for personal and professional development. · Develop a feasibility plan so you can evaluate your business concept. This plan will include: o An Executive Summary; o Product and Services; o Market Analysis; o Price and Profitability Analysis; o Plan for Further Action. Before you quit your job or invest your life savings, wouldn't it be nice to know whether your business idea has merit? In First Step FastTrac, you'll write a feasibility plan that examines your business idea from every angle. This plan helps you decide if your business is a "go" or a "no go" before you spend too much time or money. Designed for entrepreneurs with low- to moderate-incomes who are starting or expanding a small business, First Step FastTrac incorporates materials from the award-winning FastTrac program. You'll work closely with other entrepreneurs, sharing ideas and experiences, and laying the foundation for future business relationships. Through the program, you'll discover whether the life of an entrepreneur is right for you. First Step FastTrac: The program outline · · · · · 42

Introduction to First Step FastTrac Model Business Reality Check Communicating the Business Concept Gathering Information for Feasibility The Man and the Dream (An Entrepreneurial Fable)

· · · · · · · · · ·

Feasibility Plan Checklist and Sample Products and Services Market Analysis: Industry and Competition Market Analysis: Market Segments and Strategies Price and Profitability: Pricing and Product/Service Costs Price and Profitability: Profits Price and Profitability: Cash Flow Plan for Further Action: Resources for Success Plan for Further Action: Next Steps Feasibility Plan

BIO: Tomas Alberto Avila served Program Manager at the Rhode Island Small Business Development Center Enterprise Community Office, where he directed consulting operations through: meeting with business clients to assess their consulting needs/requirements. During this period he was an instrumental and played a key roll in the development of the RISBDC successful Latino Business Initiative pilot program which has graduated hundreds Latino business owners. Presently he is a Business Development Counselor with the RISBDC and administrator of its successful Spanish Business Planning program that has been lauded by participants and the local media.

Primer Paso FastTrac at Johnson & Wales University Visioning Tomas Alberto Avila August 10, 2007 速

FastTrac is a comprehensive entrepreneurship-educational program that provides entrepreneurs with business insights, leadership skills and professional networking connections so they are prepared to create a new business or expand an existing enterprise. The FastTrac program includes practical, hands-on business development programs and workshops for existing entrepreneurs, aspiring entrepreneurs, as well as entrepreneurship curriculum for college students. FastTrac is designed to help entrepreneurs hone the skills needed to create, manage and/or grow successful businesses. Participants don't just learn about business, they live it! They work on their own business ideas or ventures throughout the program - moving their venture to reality or new levels of growth. FastTrac programs are resources for entrepreneurs that have been developed by and with hundreds of successful entrepreneurs who have shared their knowledge, insights, and stories so that others might learn from them. In 1998 FastTrac won the Small Business Administration's Model of Excellence Award for Entrepreneurial Education. Simply put, FastTrac is one of America's leading entrepreneurial training programs and remains on the cutting edge by providing programs that are written by entrepreneurs...taught by entrepreneurs...for entrepreneurs. FastTrac programs are currently provided by over 300 organizations in 49 states. FastTrac programs are also being offered outside the U.S. in Australia and Russia. More than 165,000 aspiring and existing entrepreneurs have been reached through FastTrac programs in the United States since 1993. FastTrac programs were first launched through the University of Southern California's Entrepreneurship Program in Los Angeles in 1986. In an effort to launch the FastTrac program nationally and continue accelerating entrepreneurship in America, the Ewing Marion Kauffman Foundation became the major funder and supporter of FastTrac in 1993. Today the various FastTrac programs are offered in both urban and rural settings through organizations and colleges/universities that, like FastTrac, are "helping people pursue their entrepreneurial dreams." FastTrac is a success because of the strong partnerships with local organizations that have a passion for serving the entrepreneurs in their community. 44

Primer Paso/First Step FastTrac Primer Paso/First Step FastTrac, a bilingual training program, established through a partnership between Johnson & Wales University and Progreso Latino to provide small business education, support and networking opportunities to prospective Latino businesspeople.

Objectives The basic objective behind the program is that enduring social progress for Rhode Islandâ&#x20AC;&#x2122;s minority communities can only be achieved through economic development. Economic development, the premise concludes, can only be achieved through intensive training: hands-on instruction, partnerships with educational institutions and the support of local lenders and government officials. A major objective in planning and implementing this initiative is to provide economic development support for aspiring business people. Our primary and initial emphasis revolves around linking business enterprises with the mainstream economies of both the private and public sectors in our area while involving Johnson & Wales University business/entrepreneurship students in the process. Spearhead the creation of many community-based for profit economic development enterprise established to employ and train constituents, set industry excellence standards, and promote socially responsible entrepreneurs

Program Structure FastTrac Primer Paso is a comprehensive educational program that provides entrepreneurs with business insights, leadership skills and professional networking connections so that the participants are prepared to create a new business or expand an existing enterprise. This 12-session program provides participants with information on strategic planning, legal issues, market research and analysis, financial documents and cash flow management. It also covers financing methods and growth strategies for small business owners. National Network for Global Business.

Primer Paso classes offer solid business content, but also give entrepreneurs access to the bigger business community. Support Services Alumni Group Graduate Directory Mentor Program Capital Access Program Consulting Services

Statistics Progreso Latino

Spring 2007

Recruiting Report

Fall 2007

100%

Total Applicants

100%

73%

52%

Total Started

49%

27%

48%

Total No Show

51%

27%

22%

Total Dropped Outs

22%

72%

78%

Total Graduating

67%

Recruitment Medium ProgresoLatino Spring 2007

Recruiting Report

100%

Total Recruits

100%

27%

14%

Radio/Print Media

46%

27%

64%

Word of Mouth

19%

46%

20%

Direct Mail/Email

16%

02%

Existing Client

ProgresoLatino Spring2007 32

100%

75%

Graduate Report

100% Total Graduates 22%

Perfect Attendance

Fall 2007

Fall 2007 12

100%

42%

33%

2 Absence

33%

19%

44%

1 Absence

25%

44%

56%

Male

50%

56%

44%

Female

50%

56%

61%

Existing Business

75%

44%

39%

Pre-Venture

17%

19%

Opening Business

Dropouts

28%

22%

Visioning J&W to provide CE credit for Primer Paso/FastTrac graduates. NEASC (New England Association of Schools and Colleges) accreditation requirements Incorporate Primer Paso FastTrac into J&W continuing education program Offer FastTrac college program for SBDC entrepreneurs.

Next Level Offerings FastTrac GrowthVenture -An entrepreneurial program that assists entrepreneurs in evaluating their current business framework and determine the changes needed to improve performance and grow the business. FastTrac TechVenture - An entrepreneurial program that offers technology and life science entrepreneurs the tools needed to start or refine their business venture, including the business concept itself, learn to access capital, and advance their venture to the next business stage. Opportunities in the Hispanic Business Community It was estimated that by 2010 Hispanics would be the largest minority in the US. In 2003, the Hispanic population reached that milestone in 2000. Latino owned businesses in the United States totaled 1.6 million firms

The number of Hispanic-owned firms grew by 31 percent, three times the national average for all businesses between 1997 - 2002. Clients and Stakeholders Rhode Island shows that the state has a total of 3,415 Latino owned businesses with total sales and receipt of $213,718,000 annually. Rhode Island tied Georgia for second place with (56 percent each)as the states with the fastest rates of growth for Hispanic-owned firms between 1997 and 2002.

FastTrac® NewVenture™ An entrepreneurial program that assists the start-up entrepreneur in developing their business concept and evaluating it through each step of the business planning process. The road to successful entrepreneurship begins with passion about an idea, a business plan based on research and analysis, and the persistence to pursue the vision. Whether you have always dreamed of being an entrepreneur or recent circumstances triggered thoughts about starting a business, FastTrac® NewVenture™ is designed to introduce you to the key elements of successful entrepreneurship. Written by entrepreneurs for aspiring entrepreneurs, FastTrac® NewVenture™ offers essential business information to help you develop your entrepreneurial skills and build your business on a strong foundation. FastTrac® offers non-traditional, experiential learning with hands-on coaching sessions. Opportunities to network and learn from your peers as well as seasoned entrepreneurs and professionals who work with start-up businesses are a key part of the experience. In this program, you will develop a business concept and take it through each step of the business planning process. Through readings and research, activities and action steps, you will plan and analyze your entrepreneurial vision by creating a thoroughly researched and tested Business Plan. FastTrac® NewVenture™ is divided into two parts: concept analysis and the business planning process.

Concept Analysis The first three modules focus on developing a business concept that will help you achieve your goals. In these modules you will establish a personal vision, write your business concept statement, and research and analyze the concept for feasibility.

Business Planning The last seven modules will guide you through each step of the business planning process. A key outcome of this program is a researched, developed, and written Business Plan that articulates your business concept. After your plan is complete, you will use the Feasibility Checklist to test for product/service, market, and financial feasibility. This process will help you determine whether the business has a market, can make a profit, and can provide the money you need. A Business Plan will 51

also help you reduce the normal risks of start-up and increase your chances of success by replacing guesses with facts. You will build your Business Plan one section at a time by conducting the necessary research and answering relevant questions for each action step. FastTrac® offers non-traditional, experiential learning with hands-on coaching sessions. Opportunities to network and learn from peers as well as the facilitator, business coach, and guest speakers-seasoned entrepreneurs and professionals who work with entrepreneurs-are a key part of the experience. FastTrac® NewVenture™: The course outline

Concept Analysis Exploring Entrepreneurship Identifying and Meeting Market Needs Setting Financial Goals

Business Planning Planning the Product/Service Reaching and Analyzing the Market Reaching the Market Building the Organization and Team Planning for a Profitable Business Monitoring Cash Flow and Seeking Funds Implementing Next Steps

FastTrac® GrowthVenture™ An entrepreneurial program that assists entrepreneurs in evaluating their current business framework and determine the changes needed to improve performance and grow the business. FastTrac® GrowthVenture™ focuses on helping entrepreneurs take a step back, look at the big picture, and work ON their business, not just IN their business. Through this program, you can strengthen your ability to make critical decisions and equip yourselve with the knowledge and skills needed to improve the performance of the business. With FastTrac® GrowthVenture™, you'll create a framework to determine the best way to grow your business. The primary objectives are to help entrepreneurs effectively evaluate and improve their Overall business strategy and vision for the future. Ability to maintain a competitive advantage in the marketplace. Changing role in managing the business. Focus and alignment of all aspects of the business. FastTrac® GrowthVenture™ introduces practicing entrepreneurs to the key elements necessary to build the knowledge and skills necessary to continue to grow the business and be profitable. You will think strategically about your business. Developed by entrepreneurs for entrepreneurs, FastTrac® GrowthVenture™ focuses on the specific needs of these entrepreneurs: Thinking more strategically and critically in all aspects of the business. Focusing on the planning process-not a start-up plan-rather a business plan to grow the business and increase revenue and profitability. Reflecting on how they really want to manage the work, highlighting proven leadership strategies and providing insights into healthy organizational management. Structuring or operating the business with more efficiency. Realigning the strategic goals and the critical functions of the business. Outline specific action steps that will be taken to achieve their business' vision and goals. The program is grounded in the proven, proprietary business-planning process used in FastTrac® programs. Through readings and research, activities and action steps, peer-to-peer interaction, coaching, and facilitated discussions, each participating entrepreneur will work on the key aspects of assessing where the business is now and exploring opportunities for 53

sustainability and growth. FastTrac速 offers non-traditional, experiential learning with hands-on coaching sessions. Opportunities to network and learn from peers as well as the facilitator, business coach, and guest speakers-seasoned entrepreneurs and professionals who work with entrepreneurs-are a key part of the experience.

FastTrac速 GrowthVenture : The course outline Setting Direction Sizing Up Your Business Exploring Growth Opportunities Making Strategic Decisions Taking Action Using Financial Tools Strengthening the Product/Service Seizing the Market Leading the Organization Managing Operations for Growth Charting Financial Performance Making It Happen

FastTrac® TechVenture™ An entrepreneurial program that offers technology and life science entrepreneurs the tools needed to start or refine their business venture, including the business concept itself, learn to access capital, and advance their venture to the next business stage. FastTrac® TechVenture™ is a program designed for entrepreneurs in the fields of technology or life sciences. It focuses on the specific needs of entrepreneurs with businesses based on: Developing and marketing technology. Developing technology that enables creation or enhancement of a nontechnology business. Developing biotechnology and life sciences products and/or services. FastTrac® TechVenture™ sessions are led by experienced facilitators and business coaches who make tech entrepreneurship come alive by sharing real-world expertise, practical tips, and success stories. Expert guest speakers from the entrepreneurial, corporate, investment, legal, and financial communities are frequent contributors to the program. The goal of FastTrac® TechVenture™ is to enable you to develop your Elevator Pitch, Business Plan, and Investor Presentation in order to effectively communicate your: Market opportunities. Business concept. Financial plan. Investment potential.

Concept Analysis For those starting a business, the purpose of the Concept Analysis section is to help test your personal vision and the feasibility of your business concept through personal introspection, market definition, research and analysis, and development of a business concept statement. If you are already in business, this section provides an opportunity for critical review of your existing concept and can lead to enhancing or changing your concept. Upon completion of this critical step for both start-up and existing businesses, you will have created a Business Concept Statement and started practicing an 55

elevator pitch to effectively communicate your market opportunity and business strategy. Business Planning The purpose of the Business Planning section is to develop your business concept into a completed business plan. You will consider management, financial, and operations issues that will affect the future success of your enterprise. Upon completion of this section, you will be able to create a full business plan with the goal of obtaining outside financing. Your work in the this section will also enable you to create an investor presentation geared toward effectively communicating: Market opportunities. Business concept. Financial plan. Investment potential. FastTracÂŽ TechVentureâ&#x201E;˘: The program outline

Concept Analysis Exploring Entrepreneurship Defining the Target Market Conducting Market Research and Analysis Testing Your Business Concept Business Planning Entering and Capturing the Market Planning for Financial Success Building and Compensating Your Organizational Team Protecting the Business and Your Intellectual Property Identifying Funding and Working with Investors Managing Cash and Operating Your Business FastTrac ManufacturingTM

FastTrac Manufacturing : The bottom line TM

A custom entrepreneurship training program for manufacturers. What do you get out of FastTrac Manufacturing? That's easy. Control

of your business and your life. Graduates of FastTrac Manufacturing describe the program as one that encourages entrepreneurs to streamline their business processes, analyze strengths and shortcomings, and achieve more balance in their work and personal lives. By working closely with other entrepreneurs in the intensive, FastTrac Manufacturing environment, you'll find people with whom you can share ideas, strategies, and successes. You'll hone business skills that you'll use to shape your business for years to come. Through FastTrac Manufacturing you'll develop: A written business plan focused on growth strategies and effective business management that you can update as needed. A better understanding of market opportunities. Insight on how to use resources to your best advantage. A network of manufacturing peers. Valuable mentor relationships. An understanding of such key business concepts as marketing, market position, finance, customer relations, and operations. A library of business reference materials, including an interactive CD-ROM that you can use to update and modify your business plan.

What is FastTrac Manufacturing? FastTrac Manufacturing is an eleven-module, 38.5 hour, educational program created by experienced business owners to help you look at your entire operation. Delivered locally by skilled manufacturing specialists in the community, FastTrac Manufacturing's hands-on program uses your business as a case study, giving you the opportunity to put proven business practices to work for you. In class and in coaching sessions, you'll take a hard look at all aspects of your company and write a new business plan to address present and future needs and to help you manage your company on a daily basis. You'll also learn to address your competition, as well as legal aspects 57

associated with operating a business, marketing, customer relations, and financial management-critical issues in running a business today. Through FastTrac Manufacturing, you'll learn with a group of peers, entrepreneurs like yourself, who are working to improve their businesses. You'll also work with certified facilitators, people with real entrepreneurial business and manufacturing experience, who understand the challenges of operating and growing entrepreneurial business ventures. In this supportive environment, you'll incubate new business ideas, uncover areas that need reinforcing, and establish a foundation from which to make future decisions. FastTrac Manufacturing: The program outline Introduction to the Program and the Entrepreneurial Mindset 1. The Management Team 2. Legal Aspects 3. Marketing: Purpose and Research 4. Marketing: Analysis 5. Marketing: Penetration Tactics 6. Financials: The Foundation 7. Financials: Management Tools 8. Financials: Budgeting 9. Operations and Managing Growth Money Sources

First Step FastTracTM What is First Step FastTrac? First Step FastTrac is an education program created by entrepreneurs for entrepreneurs. Taught by seasoned entrepreneurs in your community, FastTrac's hands-on program uses your business concept as a case study giving you an opportunity to evaluate and perfect your idea in a safe and supportive environment. In class and in coaching sessions, you'll explore issues such as: What additional opportunities exist for entrepreneurs? How can I market my new business? How do I price my products and services? How do I begin developing a budget? By the time you finish the program, you'll know whether your idea has "legs" and if starting a business is the right decision for you. In First Step FastTrac, you will: Explore strengths and opportunities for personal and professional development. Develop a feasibility plan so you can evaluate your business concept. This plan will include: An Executive Summary; Product and Services; Market Analysis; Price and Profitability Analysis; Plan for Further Action. Before you quit your job or invest your life savings, wouldn't it be nice to know whether your business idea has merit? In First Step FastTrac, you'll write a feasibility plan that examines your business idea from every angle. This plan helps you decide if your business is a "go" or a "no go" before you spend too much time or money. Designed for entrepreneurs with low- to moderate-incomes who are starting or expanding a small business, First Step FastTrac incorporates materials from the award-winning FastTrac program. You'll work closely with other entrepreneurs, sharing ideas and experiences, and laying the foundation for 59

future business relationships. Through the program, you'll discover whether the life of an entrepreneur is right for you. First Step FastTrac: The program outline 1. Introduction to First Step FastTrac 2. Model Business Reality Check 3. Communicating the Business Concept 4. Gathering Information for Feasibility 5. The Man and the Dream (An Entrepreneurial Fable) 6. Feasibility Plan Checklist and Sample 7. Products and Services 8. Market Analysis: Industry and Competition 9. Market Analysis: Market Segments and Strategies 10. Price and Profitability: Pricing and Product/Service Costs 11. Price and Profitability: Profits 12. Price and Profitability: Cash Flow 13. Plan for Further Action: Resources for Success 14. Plan for Further Action: Next Steps 15. Feasibility Plan

Developing Your Family Child Care BusinessTM Family child care and business meet. You have chosen to fulfill the demand for a growing business in child care. It does, however, take more than caring and commitment to become successful in this area. You need to know how to manage your business. Learning the business skills Available now is an interactive, 24-clock-hour business-training program that can help someone like you create a business plan and a parent handbook. It is called Developing Your Family Child Care Business. The Developing Your Family Child Care Business program will help you combine your desire to provide child care, with the need to do it as a legitimate business. This program will cover everything to help you think and act as a business owner…to help you build a sustainable business that serves your own needs, as well as the needs of the children for which you care. What are the benefits? Here are some of the anticipated outcomes after you apply your knowledge to your business: You will have the right tools to be an effective business owner You will be able to stay in business longer You will now have a network of business and community connections The program includes... Participant guide – that walks you, as a beginning or established family child care provider, through a step-by-step learning process which will help you start and maintain a business. Community Resource guide – assists you with a direct link of agencies and facilitators that introduces you to business and community resources. The program outline – Introduction to Developing Your Family Child Care Business and What is an Entrepreneur? Networking Personal Development Starting the Business Plan Service & Products Marketing Your Service Pricing and Promotion Financials 61

Listening to Your BusinessTM The first in the Take Charge of Your Business workshop series What is it? Listening

to Your Business is a hands-on, facilitated workshop designed to provide entrepreneurs and business managers with the critical evaluation tools and action steps they need to maximize the growth and profitability of their businesses.

What will I do? This four-hour workshop will take you and a small group of fellow entrepreneurs through a four-step evaluation and action process designed to enhance your company's performance, now and into the future including:

Setting your three-year vision - A series of activities through which you will discover where your business is today and where you want to be in three years. Taking a snapshot of your business - A process to determine what stage of development your business is in today (concept, start-up, growth, maturity, innovation or decline) and what stage you want it to be in three years from now. Evaluating where you are in the planning process - Assess what plans are or are not in place (feasibility plan, business plan, strategic plan, operational plan) and how they can be adjusted or created to maximize your company's success. Translating your goals into action steps - Nail down the actions and resources that your company needs to reach its three-year vision.

Planning and Growing a Business Venture

Written by successful entrepreneurs, the 2004 FastTrac college series, Planning and Growing a Business Venture, offers a comprehensive package of instructional materials to guide students in new venture creation and growth. At the heart of this series is the text, Planning and Growing a Business Venture, which offers a practical, hands-on approach to entrepreneurship and leads students through the process of writing either a feasibility plan or a business plan. With over 400 pages of information, examples, and exercises, this text covers such topics as identifying business opportunities and concept development to market penetration and financial statements. In addition to traditional topics, this series expands your students' horizons through coverage of emerging entrepreneurial topics such as e-commerce, international business opportunities, and the speed of change in the business environment. Chapters begin with learner objectives and end with exercises that reinforce key concepts. To supplement the text, students can use The Business MentorTM CD-ROM and The Venture Planning WorkbookTM for guidance, inspiration and resources as they test business concepts and create feasibility plans and business plans. A strong technology component, The Business MentorTM CD-ROM, helps students save time writing a feasibility plan or business plan through the use of preformatted text and spreadsheet templates based on Planning and Growing a Business Venture. think through the planning process by considering pertinent, timely tips from other successful entrepreneurs and distinguished business coaches. access a variety of resources and on-line links to entrepreneurial information through the CD-ROM. With the planning tools, students may work sequentially or go directly to the sections that meet specific, immediate needs. The Venture Planning Workbook is also a tool to help students develop their planning skills. One of the biggest problems for students is trying to write feasibility and business plans when they don't know what questions or issues need to be addressed. The Workbook gives students focus and the question and answer format maps directly to the templates on The Business MentorTM CD-ROM. The integrated 2004 FastTrac package, developed and written by entrepreneurs, provides everything you and your students need: 63

Planning and Growing a Business Venture, student textbook The Venture Planning Workbook The Business MentorTM CD-ROM Instructor's Manual Overhead slides in PowerPointTM format Case studies With this text you have the flexibility of selecting material to use in a single course or to use the same text for two complementary coursesâ&#x20AC;&#x201D;eliminating redundancy and saving students money. Our highly praised Planning Workbook, updated for use with the new The Business MentorTM CD-ROM, is offered as a companion planning tool for your students. FastTrac provides your students with an in-depth view of the world of entrepreneurship and helps your students develop professional business planning skills. Planning and Growing a Business Venture: The course outline 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 64

The following topics are covered in the text: Entrepreneurs' personal and business criteria Entrepreneurial characteristics Entrepreneurial myths Identifying venture opportunities Entrepreneurial entry strategies Buying a business Business valuation Format and writing tips for feasibility and business plans Concept development Model business Building the management team and infrastructure Legal forms of organization Intellectual property Contracts and leases Protecting business interests Government regulations Market research for new ventures Analyzing the market Pricing Market penetration Budgeting Financial statements Financial ratios Money needs Traditional and alternative money sources The entrepreneur and the community

Planning the Entrepreneurial Venture Planning the Entrepreneurial Venture is innovative, blended e-learning course material that provides a dynamic, hands-on approach to discovering the world of entrepreneurship. Developed by the Ewing Marion Kauffman Foundation in partnership with Cisco Learning Institute, PEV blends rich online content with traditional classroom instruction, allowing students to learn through self-discovery as they research, develop, and write a start-up business plan. What will students learn? Students using this innovative course material will: explore whether their concept meets their personal vision and goals; learn strategies for how to market their business successfully; understand how to price their new product or service; and learn how to develop sound financial statements and access capital. Key benefits Students acquire the skills needed to realize the dream of owning their own business. Students actually experience what theyâ&#x20AC;&#x2122;re learning by participating in a highly interactive environment. Traditional classroom capabilities reinforce online content and provide opportunities for personal interaction with instructors, guest lecturers, and other students. Students hear and learn from successful entrepreneurs who share personal experiences and insights. Students leave with well-defined business plans designed to meet the specific goals of their ventures. Complete with both business plan and financial planning templates, videos and audio of real entrepreneurs, an extensive glossary, and interactive exercises. For instructors and the college

Turn-key, yet flexible course material with a complete instructor guide including case studies, PowerPointÂŽ presentation, test bank, and notes for each chapter The blended e-learning delivery method enables colleges to reach students they may not have been able to reach previously â&#x20AC;&#x201C; less in-class time. Access to one-on-one coaching by experienced entrepreneurship faculty. Course outline 1.

Becoming an Entrepreneur

Recognizing opportunities

Defining a Business Concept

Testing Feasibility

Management and Organization Planning

Product/Service Planning

Market Planning: Industry and Competition

Market Planning: Market Analysis

Market Planning: Penetration

10. Market Planning: Pricing 11. Financial Planning: Start-up Costs and Sales 12. Financial Planning: Inventory and Operating Expenses 13. Financial Planning: Cash Outlays and Sources 14. Financial Planning: Financial Statements 15. Finalizing the Business Plan Appendices Index

Strategic Planning Retreat Follow Up From: Tomas Avila Sent: Monday, August 13, 2007 10:10 AM To: Michael Franklin; John Cronin Subject: Ewing Kauffman Funding Guidelines Hi Mike; As follow through to last Friday's great strategic meeting and your questions regarding the Kaufman Foundation funding, following you'll find information about their guidelines, which fits our mission and our agenda as well as another program that was released in 2004. Ewing Kauffman Funding Guidelines http://www.kauffman.org/grants.cfm?topic=fundingguidelines Ewing Kauffman advised his associates to invest in people and be willing to take risks as we look for opportunities to promote positive education and accelerate entrepreneurship in America. We consider our grants to be investments, and we look for a return on the grant investments we make. Program Areas and Funding Guidelines We work in partnership with organizations that share our vision and passion for education and entrepreneurship. We look for ways to advance promising national programs and to leverage additional funding and resources in these two areas of interest. We work with partners by providing funding, consultation and technical assistance. We invest in organizations and programs only in these two areas of interest. Occasionally we operate our own programs. We decline a large number of otherwise worthy proposals that do not meet these objectives. Geographic Areas for Funding The Kauffman Foundation only funds programs within the United States. The majority of our education grants go to organizations within the Kansas City metropolitan area. The Kauffman Foundation's entrepreneurship efforts fund programs and activities nationally and within the Kansas City area. The Types of Grants We Fund

In general, Kauffman Foundation grants are limited to programs and/or initiatives that have significant potential to demonstrate innovative service delivery, in support of education and entrepreneurship. Organizations that work in the two areas of interest to the Kauffman Foundation are welcome to apply for funding. However, we are only able to fund a small number of the proposals received each year. What We Do Not Fund Please note below the types of grants we do not fund. Letters of inquiry regarding those types of projects are immediately declined so we discourage submissions of proposals in these categories. The Kauffman Foundation does not fund: ·

Requests from individuals, political, social, or fraternal organizations.

We also do not fund endowments, special events, arts, or international programs.

We do not provide loans, start-up expenses or seed capital funding for private businesses or scholarships requested by individuals.

The Foundation does not accept proposals submitted via audiotape or videotape.

The Foundation does not fund the following: ·

Institutions that discriminate on the basis of race, creed, gender, national origin, age, disability or sexual orientation in policy or in practice;

programs in furtherance of sectarian religious activities, impermissible lobbying, legislative or political activities;

programs targeted for people with a specific physical, medical or psychological condition;

medical research or profit-making enterprises.

Our Application Process The Kauffman Foundation does not use a grant application form or formal application process. We do not have proposal deadlines or established funding limits. We have not established maximum or minimum dollar amounts. Grant size ranges from a few thousand to several million dollars, 68

depending on the size of the organization and the scope of the project. We look at the amount needed for each specific project based on scope of work. After reviewing our funding priorities, if you feel there is a strong match with your request, you may submit a letter of inquiry, preferably less than three pages long. This letter should include the information shown below. Before You Apply We encourage all grant seekers to take time to learn about our funding priorities as discussed here before submitting a letter of inquiry. For an overview of our funding interests and descriptions of programs sponsored or funded by the Kauffman Foundation, please study this Web site. Who: A description of your organization and a brief summary of your organization's achievements in relation to the problem or need you are addressing in your proposal. What and How: A statement of the problem or need you plan to address and an explanation of how your organization will respond to it. Include a brief statement of what you expect to achieve through your efforts. When: Explain the timeframe for the proposed activities. How Much: Estimate the cost of the entire project or activity and include the specific amount requested from the Kauffman Foundation. If you are seeking or have secured funds from another organization to help support your proposal, include that information as well. Please Note: All grant funds are required to be used for direct project/program expenses. No portion may be used for indirect expenses. Due to the large volume of materials we receive, please do not send annual reports, publications, bound materials, letters of support, invoices, photographs, videos, cassettes, compact discs, news clippings, books, magazines or newsletters. < inquiry of letters> Grants Administrator Ewing Marion Kauffman Foundation 4801 Rockhill Road Kansas City, MO 64110-2046 Our Proposal Review Process We will honor your request by responding to all letters of inquiry. All letters are screened to determine if they relate to the Foundation's funding priorities, and a response will be sent. The route a grant proposal takes through the Foundation depends on the size of the investment, how closely it aligns with the Foundation's goals and whether funding is available. At this preliminary 69

stage, we discourage personal visits to the Foundation by prospective grantees. Along the way during the grant review process, we may contact the organization to clarify the request. Letters of inquiry that meet our initial criteria are reviewed in greater depth. However, the review process often takes several weeks to complete. If a grant request falls within the Foundation's programming interests and guidelines, and if the Foundation decides to further consider that request, we may ask the organization to develop a more detailed proposal. We also may respond to requests by approving or declining a proposal as it is submitted, or request clarification and/or offer technical assistance. Organizations selected to receive a grant will be expected to provide an Internal Revenue Service tax classification letter. Summary We realize that seeking funding can be a time-consuming and frustrating process. We remind grant seekers that the Kauffman Foundation is able to fund only a small percentage of the requests we receive. We, therefore, encourage grant seekers to learn about our funding priorities before taking time to apply for funding. We are unable to fund many proposals because they do not fall within our guidelines or they do not fall as high within our programming priorities as other requests that are before us â&#x20AC;&#x201D; not because there was anything lacking in the request. If a proposal does not match the priorities outlined here, we suggest grant seekers identify other potential sources of funding. One resource many find valuable is the Foundation Center, a clearinghouse for information on foundations nationwide. Visit the Web site at http://www.foundationcenter.org. Thank you for your interest in the Ewing Marion Kauffman Foundation and for taking time to learn about the education and entrepreneurship efforts that we support. ÂŠ 2007 Ewing Marion Kauffman Foundation. All rights reserved. (816) 932-1000 4801 Rockhill Road, Kansas City, MO 64110

October 25, 2007 Grants Administrator Ewing Marion Kauffman Foundation 4801 Rockhill Road Kansas City, MO 64110-2046 Dear Grant Administrator; After reviewing your organization funding priorities and interest, enclosed you will find our letter of inquiry in regards to your FastTrac Initiative, and our Primer Paso FastTrac Initiative at the Rhode Island Small Business Development Center for your consideration and review.

Thank you for your consideration and look forward to our program being of interest to your foundation.

Tomas Alberto ﾃ」ila Senior Counselor Administrator Primer Paso FastTrac

Ewing Marion Kauffman Foundation Primer Paso FastTrac Program Letter of Inquiry 1. Name of Foundation: Grants Administrator Ewing Marion Kauffman Foundation 4801 Rockhill Road Kansas City, MO 64110-2046

2. Name and address of the official organization/project grant recipient, and name, telephone number (and e-mail address, if available) of a contact person at the recipient organization: Rhode Island Small Business Development Center Johnson & Wales University 270 Weybosett Street, 4th Floor Providence, Rhode Island 02903 Contact person at recipient organization: Tomas Alberto Avila Senior Business Counselor Primer Paso FastTrac Administrator Johnson and Wales University 270 Weybosett Street, 4th Floor Providence, RI 02903 (401) 263-5130 tavila@jwu.edu

Who we are. The Small Business Development Center provides entrepreneurs with best fit resources to create and transform their businesses. Small is now BIG! We promote entrepreneurship and strengthen small business in Rhode Island by: 路

Serving as a focal point for the coordination of federal, state, municipal, academic, banking, and other resources to aid small business and to promote economic development.

路

Providing broad-based and high-quality, "No Cost" one-on-on counseling and low-cost group educational services.

The primary recipients of Small Business Development Center services are existing businesses. Certain specific services, notably educational programs, are offered to start-up businesses. Services are provided directly by experts and faculty/student teams in a variety of business disciplines at a network of offices throughout Rhode Island. The Small Business Development Center maintains an extensive resource pool of consultants. The Center identifies specific client needs and selects a consultant with the necessary skills to work with the client. Each consultant assigned to work with a client is contracted and paid for directly by the Center. There is absolutely no charge for any consulting services! Our consultants provide expertise representing the following industry sectors, as well as many others: Retail, Service, Hi-tech manufacturing, Restaurant, Wholesale construction, Home based, Family owned. Each counselor is required to participate in the New England Professional Development program, which administers core competency standards, personal professional development plans and counselor certification for Rhode Island Small Business Development Center. What and how. In October 2002 the RISBDC began building the framework for its Latino Business Initiative. Market research indicates that the Latino community is the fasting growing ethnic group in RI. Additionally, within this community also exists a growing monolingual business segment. As potential or existing business owners regardless of language, there exists a series of challenges that face entrepreneurs. What makes this situation even more challenging is if the entrepreneur speaks little or no English and they are not familiar with the resources available to them or understand how to navigate themselves through the maze of information. 73

This request for funding would petition the Kauffman Foundation to assist in providing for the continuation of the Primer Paso FastTracâ&#x201E;˘ program, which began in 2004 with the certification of our current, local facilitator, and administrator in the national curriculum FastTrac program, sponsored by the Kauffman Foundation. This project is based on a JWU test program started in October 2004 by Johnson & Wales University, Larry Friedman International Center for Entrepreneurship and the Rhode Island Latino non-profit support agency, Progreso Latino, Inc. This unique business development model incorporated business training, business planning, and access to capital and implementation support for Latino constituents, using the talents of Johnson & Wales University College of Business students to provide support to Progreso Latino program graduates as they implemented their business plans and strategies. Over 50 Latino participants participated in the programs that ran from October 2004 through January 2006. JWU received no external funding or support for creating, hosting, facilitating, and delivering much of the test programs. In July 2006, JWU acquired the Larry Friedman International Center for Entrepreneurship in partnership with Progreso Latino and reinstituted the Primer Paso program as its premiere business planning program for the fast growing Hispanic business community. Since then the program has quadruple in growth, due to the effectiveness of the program in helping local Latino entrepreneurs plan their business ventures and existing Latino business owners better manage and grow their businesses. To date over 200 Latino have graduated from the program, but while this growth has had a positive effect in our Latino business community, funding sources have been difficult to obtain and the organization funding from the state has been cut by 25%, creating a need to reevaluate our programs and seek alternative funding to secure the continuation of the Primer Paso FastTrac program. Johnson & Wales University, in partnership with the Rhode Island Small Business Development Center Association, proposes the following services for Latino constituents: 6) Training and skill development services - Services will support the acquisition of knowledge on managing a small business, personnel and accounting issues, marketing and production. These items will develop fundamental skills needed to successfully establish and grow businesses. 7) Consultation â&#x20AC;&#x201C; Expertise provided to secure the support services needed by individual businesses to develop effective strategies to develop their business and to make use of the experience of colleagues who can help to avoid mistakes and dead-end pursuits that result in failure. These consultations can be done at the 74

convenience of the individual or be scheduled as a group discussion on a particular subject matter. 8) Access to capital â&#x20AC;&#x201C; Development of collaborative approaches to create greater and more flexible access to capital for new business startups, inventory, expansion and market development for existing small businesses. Collaboration between lenders and government institutions should result in resource availability for businesses to use in order to capitalize on emerging opportunities. 9) New markets - Serve as an advocate to ensure that businesses can take advantages of bidding opportunities with municipal, state, and federal contracting opportunities as well as to develop new marketing and publicity targeting new populations and geographical markets. 10) Bilingual JWU students (Spanish/English) will be used, when possible, to help facilitate the program for limited English speaking participants and non-Spanish speaking JWU students. Paid training facilitators (see budget) will provide the majority of the content delivery in a combination of Spanish and English. Based on the success of the Primer Paso FastTrac program and the growing demand from the previous graduate we would also propose adding an additional component which would serve more mature businesses. When: The timeline projected for the implementation of this project is the spring of 2008 based on the ability to obtain the necessary funding. How Much: Based on quadrupling of the participants in the program requiring total of 4 classes annually of 200 participants (2 fall and 2 Spring) a financial investment of $160,000 will be required.

Fy07 Project Questionnaire Sheet Due to the large number of requests received by the Subcommittee, please assemble your request letter as indicated below. Also, please return this questionnaire and any supporting material that you would like to share with our office by March 1. Please contact Kimber Colton at Kimber.Colton@mail.house.gov, Laura Schiebelhut Laura.Schiebelhut@mail.house.gov, Rachael Bornstein Rachael.Bornstein@mail.house.gov or Dominic Nguyen Dominic.Nguyen@mail.house.gov with any questions or concerns on this questionnaire. 1. Name of Member of Congress: Congressman Patrick J. Kennedy 2. Congressional Staff contact, phone number, and email address: Kimber Colton, 202-225-4911, Kimber.colton@mail.house.gov 3. BLANK AREA FOR COMMITTEE USE 4. Name and address of the official organization/project grant recipient, and name, telephone number (and e-mail address, if available) of a contact person at the recipient organization: Johnson & Wales University College of Business 8 Abbott Park Place Providence, Rhode Island 02904 Assistant Dean: Dr. David M. Mitchell Phone 401-598-4791 Email DMitchell@jwu.edu Contact person at recipient organization: Patricia McLaughlin Senior Vice President 76

Institutional Advancement Johnson and Wales University 8 Abbott Park Place Providence, RI 02904 (401) 598-1010 PMclaughlin@jwu.edu 5. Provide a brief descriptive paragraph or two regarding the activity or project for which funding is requested. Focus: Funding is sought to expand a program currently being piloted by faculty and students from the College of Business at Johnson and Wales University. Students will serve as paraprofessional business coaches and researchers, directly mentored by qualified Johnson & Wales University faculty members, to members of the Latino community involved in his/her own business or demonstrating the desire to start their own Rhode Islandbased business. In an effort to reach as many individuals as possible while also maximizing the impact, the project would initially be targeted to the following selected urban and suburban areas: Central Falls, Pawtucket, Providence, East Providence, Warren and Newport. Description: Johnson & Wales University (JWU), Rhode Island Small Business Development Center (RISBDC) along with the collaboration of the College of Business (COB) students would work directly with existing or potential business owners throughout the targeted areas in the community on a wide variety of projects, including, but not limited to: -

helping community participants understand and perform business strategic planning (pre and post-launch); - developing target market research and competitive advantage formulation; - enhancing financial and accounting literacy; - increasing comprehension and application of macro/micro economic concepts; - assisting in product development, advertising, and business technology applications; - conducting industry research to macro and micro economic needs; - assessing and improving operation efficiencies and human resource functions; - mentoring expansion strategies and tactics and globalization; - networking and business acculturation for cross-cultural success. Community participants will have the opportunity to receive individualized assistance from the RISBDC. JWU COB students will also have the opportunity to assist the RISBDC staff to provide case management and 77

support. The students will in turn, receive the mentoring support of industryexperienced JWU COB faculty members. Additionally, participating JWU COB faculty members will redesign class curricula in order to accommodate group research and support on a wholesale level. Curricula design will be available to any other institutions wishing to institute and adapt said curricula. Currently, three existing JWU COB courses, grouped under the â&#x20AC;&#x153;Performance Excellenceâ&#x20AC;? concentration, provide a template for immediate Latino community support with active student involvement. This project is based on a JWU test program started in October 2004 by Johnson & Wales University, Larry Friedman International Center for Entrepreneurship and the Rhode Island Latino non-profit support agency, Progreso Latino, Inc. This unique business development model incorporated business training, business planning, and access to capital and implementation support for Latino constituents, using the talents of Johnson & Wales University College of Business students to provide support to Progreso Latino program graduates as they implemented their business plans and strategies. Over 50 Latino participants participated in the programs that ran from October 2004 through January 2006. JWU received no external funding or support for creating, hosting, facilitating, and delivering much of the test programs. In July 2006, JWU acquired the RISBDC which reinstituted the Primer Paso program which had originated at Progreso Latino. Since the July 2006 3 Primer Paso programs have been conducted with a total of about 80 participants to date. Among the principal services provided by the JWU RISBDC project will be: 1) Training and skill development services - Training services will support the acquisition of knowledge on managing a small business, personnel and accounting issues marketing and production. These items will develop fundamental skills needed to successfully establish and grow businesses. 2) Expert consultation â&#x20AC;&#x201C; secure the support services needed by individual businesses to develop effective strategies to develop their business and to make use of the experience of students, faculty, and, potentially, outside experts who can help participants avoid mistakes and dead-end pursuits that result in failure. 3) Access to capital - develop collaborative approaches to create greater and more flexible access to capital for new business startups, inventory, expansion and market development for existing small businesses. Collaboration between lenders and government institutions should result in 78

resource availability for businesses to use in order to capitalize on emerging opportunities. 4) New markets - serve as an advocate to ensure that businesses can take advantages of bidding opportunities with municipal, state, and federal contracting opportunities as well as to develop new marketing and publicity targeting new crosscultural populations and geographical markets. 5) Exposure and adaptation of JWU, non-Latino business students to a growing and vital segment of the regional and national economy. Increased understanding of Latino markets will be vital to these future business owners and leaders as they grow into positions of influence in their respective careers. We would also propose adding an additional component which would serve more mature businesses. The FastTrac® GrowthVenture™ is a national entrepreneurial program that assists entrepreneurs in evaluating their current business framework and determine the changes needed to improve performance and grow the business. FastTrac® GrowthVenture™ focuses on helping entrepreneurs take a step back, look at the big picture, and work on their business, not just in their business. Through this program, they will strengthen their ability to make critical decisions and equip themselves with the knowledge and skills needed to improve the performance of the business. With FastTrac® GrowthVenture™, they’ll create a framework to determine the best way to grow the business. The primary objectives are to help entrepreneurs effectively evaluate and improve their •

Overall business strategy and vision for the future.

•

Ability to maintain a competitive advantage in the marketplace.

•

Changing role in managing the business.

•

Focus and alignment of all aspects of the business.

FastTrac® GrowthVenture™ introduces practicing entrepreneurs to the key elements necessary to build the knowledge and skills necessary to continue to grow the business and be profitable. FastTrac® GrowthVenture™ focuses on the specific needs of these entrepreneurs: • Thinking more strategically and critically in all aspects of the business. •

Focusing on the planning process-not a start-up plan-rather a business plan to grow the business and increase revenue and profitability.

•

Reflecting on how they really want to manage the work, highlighting proven leadership strategies and providing insights into healthy organizational management.

•

Structuring or operating the business with more efficiency.

• Realigning the strategic goals and the critical functions of the business. • Outline specific action steps that will be taken to achieve their business' vision and goals. 6. Funding details: a. Total project cost (i.e., including all funding sources and all years): For 2007 the total cost would be $617,734 b. Amount you are requesting for this project in fiscal year 2007 (your FY 2007 request should not exceed the amount that will be used in one year): Total FY07 request: $499,140 c. Break down/budget of the amount you are requesting for this project in fiscal year 2007. (For example, salary $40,000; computer $3,000 etc.) -Johnson & Wales University administrative overhead for monitoring, tracking/writing payroll disbursements $35/hour =$

= 300 hours @ 10,500

-Faculty Mentoring of JWU COB student-coaches (up to 18 faculty members, 12 instructors only at 40 hours each (20 hours delivery/20 hours prep time) = $50/hour

480 hours @

24,000

-6 curricula developers and instructors at up to 200 hours each) = $70/hour 80

= $ 84,000

1,200 hours @

-Johnson & Wales University student coaches (up to 30 individual students, up to 264 hours total per project, three 11-week terms, eight hours/week) = 7,920 hours @ $17/hour = $ 134,640 -Johnson & Wales University student classroom-based researchers (up to 18 classes, involving up to 720 freshmen (CMS) through senior-level students, up to 30 hours each per project) -Printing/correspondence, telephone, transportation, speakers, text/workbook supplies, miscellaneous TOTAL PROJECTED COSTS

guest/expert

d. What other funding sources are contributing to this project? What amount does each of these funding sources contribute? Johnson & Wales University is the only other funding source for the project. That funding will contribute: office space Entrepreneurship) -

(Larry Friedman International Center for

classroom space

administrative overhead, including office staff, equipment (computers, projectors, photocopiers, fax machines, phone service, etc.) course release, as necessary, for faculty members to perform/coordinate these programs -

indirect cost rate ( 24%).

Total JWU funding:

$118,594

e. Has the potential recipient received funding for this project from any Federal agency or from an appropriations bill in the past five years? If yes, include information on the amount of funds, the years received, and the name of the Federal agency or Appropriations bill. 81

No federal funding has been received by Johnson & Wales University, College of Business as of this application for this project. 7. Describe the organizationâ&#x20AC;&#x2122;s main activities, and whether it is a municipality, public, private non-profit, or private for-profit entity. Johnson & Wales University is a private, non-profit institution of higher education, based in Providence, Rhode Island with campuses also in Miami, Florida, Denver, Colorado and Charlotte, North Carolina. The institution confers Associate of Arts, Bachelor of Science, Master of Science, Master of Business Administration, and Doctorate of Education degrees under New England Association of Schools and Colleges auspices. The approximately 16,000 students enrolled at the institution may pursue career education in business, culinary, hospitality or technology. 8. What is the national significance of the project, and what specific federal responsibility does the funding of this project or activity further? For example, what measurable improvements in health status, environmental or educational achievement, or similar outcomes will result from this project? This project will serve to develop and further models of economic self-dependence on both personal and business levels to an increasing, but underserved segment of the U.S. society (Latino populations). Pedagogy and methodologies developed will be available to other institutions willing and able to continue enhancement of the projects. For example, according to 2000 Census data, the populations for Pawtucket were 72,958 and 18,928 for Central Falls, respectively. 14% of Pawtucketâ&#x20AC;&#x2122;s population is Latino and 48% in Central Falls. This is well above the RI average of 8.7% and national 12.5% for Latino constituents. Approximately, 30% of families live below the poverty level, while the median family income remains well below the average for each city and for the State of Rhode Island as a whole. These low income statistics match up with the extraordinarily low home-ownership rate of less than 15%, compared to the 60% state homeownership rate and the 66% national home ownership rate. Through this program entrepreneurs will be given the tools and resources to assist them make better informed business decisions, build capacity, and strengthen their financial literacy which will all help to maintain sustainability. The potential growth of these businesses will help retain and create jobs in our communities, generate tax revenue, create greater financial freedom which will allow for homeownership and revitalize disadvantaged communities. 82

9. Please provide a real life example of someone or something to be helped by this project if funding is provided. If using a personal story or example, names are not necessary. Example #1 In pilot programs, hosted and coordinated by Johnson & Wales University, College of Business, along with Progreso Latino, Inc. and members of the greater Latino Community, existing and aspiring Latino entrepreneurs learned the basics of creating/running a successful business. Over the course of 20 months, over 50 Latino entrepreneurs gained valuable skills and insights into both growing their own businesses inside and outside of the Latino community. Several graduates of the pilot programs were able to make informed decisions, including how to expand their existing business and when to abandon an unsound business venture. The latter result is considered just as much of a success as the former in that wealth conservation was achieved, along with wealth creation. Under the RISBDC model since July 2006 many of the programs have had an extensive waiting list of individuals. As a result programs were added and additional dates had to be selected in order to meet the need of this growing business community. This proposed program will have a tremendous impact on this community given the response and feedback that the RISBDC has received. Example #2 Alexis Encarnacion, Miriam Garcia and Felix Rodriguez are three partners that pooled their capital to start Fiesta Meat Place at 723 Broad Street Central Falls who approached the SBDC for technical assistance to apply for funding sources. When they seeked the center they were going through the process of acquiring the necessary city permits to begin work in the local, and became aware that their funding was not going to be sufficient to allowed them to get their business out of the ground and needed to seek new funding sources and did not have necessary network to approach. Through the centers free consulting services, our consultant Tomas Alberto Avila worked with the partners in helping them prepare a business plan, and signed Miriam into the Primer Paso program in order to become educated in the development of a business plan, and the tools necessary to manage a business. The counselor also provided the partners with contact information to different financial institutions to approach once the business plan was completed. These services allowed the partners to contact the Credit Union of Central Falls and apply for a $50,000.00 equipment loan that allowed them to secure the purchase of all necessary 83

equipment. Furthermore they were able to obtain an additional funding for working capital. The partners were also provided with all the required licensing information from the Health Department as well help with the development of a marketing plan through the Primer Paso program, that allowed them to successfully open their business on February 17, 2007 and needless to say are very happy with the support services provided through the Primer Paso program and the Small Business Development Centerâ&#x20AC;&#x2122;s no fee services. 10. What is the local share for this project in a percentage? (Local share represents the percentage of the non-Federal contribution toward the cost of the project.) What is the Fiscal Year 2006 share in a percentage? (The FY '06 share describes the percentage that this year's request represents versus the total funds ultimately needed to complete the project.) Not applicable. Transportation Projects please also answer #11, 12, 13, 14 11. If a Transportation related project, is it on the State Transportation Improvement Plan (TIP) and what is the local share of the project? If it is a multi-year project, what percentage is the FY07 share?

Not applicable.

12. How much of the request can be spent in this Fiscal Year? Not applicable.

13. If this is a Federal Highway Administration related request, is the project considered by the State or Regional Transportation official to be critical to their needs? Not applicable. 14. Please describe any previous federal funding for the program. Not applicable.

Water and Sewer Projects please also answer the three below

15. If a Water and Sewer Projects Only, is this project authorized? if yes, please include citation. Not applicable.

16. If a Water and Sewer Project Only, are state/local matching funds available for this project? If Yes, how much state/local funding is available for this project? (ALL water/wastewater/CSO/SSO infrastructure requests will be funded through the EPA/STAG account that requires a 45% non-federal cost-share).Is the required 45% nonfederal cost-share available for this project?

Not applicable.

17. If a Water and Sewer Project Only, what is the exact location of project and the Project Name and the estimated total cost of project and money received or to be received from other source? Army Corps of Engineers, or WRDA Projects please also answer #18 Not applicable. 18. Please provide the description of the Projects Statutory Authorization (example, Sec 206 of WRDA)

Not applicable. 86

The RISBDC MBE Technical Assistance Project (MTAP) Building Capacity Initiative Aim to Help Emerging MBE Businesses Grow

By Tomﾃ｡s Alberto ﾃ」ila Business Counselor Rhode Island Small Business Development Center

About the Rhode Island Small Business Development Center The Small Business Development Center provides entrepreneurs with best fit resources to create and transform their businesses. Small is now BIG! We promote entrepreneurship and strengthen small business in Rhode Island by: 路

Serving as a focal point for the coordination of federal, state, municipal, academic, banking, and other resources to aid small business and to promote economic development.

路

Providing broad-based and high-quality, "No Cost" one-on-on counseling and low-cost group educational services.

Offerings 1. Client Centered Relationships: Accessible no cost counseling and low cost training

2. Best Fit Resource Network: connectivity to business specialists, University, Faculty and student research teams, investors and customers 3. Many Cultures-One Community: Multicultural, bilingual all businesses, all inclusive 4. Grassroots Business Development: Community based service centers in partnership with financial services, industry and chambers of commerce 5. National Network for Global Business: The RISBDC is part of a national model which is a proven cost effective way to grow the economy. o

State

Network of Business Resource Partners

6. Access to Capital

Partners of the RI Small Business Development Center Johnson & Wales University Johnson & Wales University is a world-class university, where students have an opportunity to pursue a career education in business, hospitality, culinary arts, or technology. Scores of majors and degree programs are offered at the undergraduate, graduate and doctoral level. Johnson & Wales' four campuses are located in Providence, Rhode Island; North Miami, Florida; Denver, Colorado; and Charlotte, North Carolina. Unique and flexible programs and facilities allow Johnson & Wales students access to unparalleled career education opportunities. Through special J&W programs, high school students can get a jump on success, and J&W students on any of our campuses can get the support they need to achieve. Here are some highlights: three-term schedule Our Academic calendar is divided into three 11-week terms per academic year. You take three or four classes each term, instead of the usual four or five. Carry fewer classes per term and lighten your load, or carry more and graduate sooner. It's your choice. upside-down curriculum You take courses in your major during the first year, learning right away if your career choice is the right one for you. two degrees in four years Students in most majors to earn two degrees in four years. At the end of two years of study, you earn an associates degree and the opportunity to go on to earn a bachelor's degree. experienced faculty The faculty and chef-instructors at Johnson & Wales have been in business and beyond, bringing real-world situations to the classroom. Personal experience is the key to instruction. hands-on training The world is a classroom for our students. University hands-on training sites include several hotels, a retail clothing store, a string of restaurants and bakeries, a travel agency, an equine Center and the oldest indoor shopping mall in the country. industry partners We work with key businesses to identify qualities necessary in the productive workforce of tomorrow, and we design our curriculum to fit those needs.

To connect your business with Johnson & Wales University expertise, call the RI Small Business Development Center at 401.598.2704 or email the Center’s executive director John Cronin.

U.S. Small Business Administration The U.S. Small Business Administration, established in 1953, provides financial, technical and management assistance to help Americans start, run, and grow their businesses. With a portfolio of business loans, loan guarantees and disaster loans worth more than $45 billion, the SBA is the nation’s largest single financial backer of small businesses. Last year, the SBA offered management and technical assistance through the SBDC network and other resources to more than one million small business owners. The SBA also plays a major role in the government’s disaster relief efforts by making low-interest recovery loans to both homeowners and businesses. America’s 23 million small businesses employ more than 50 percent of the private workforce, generate more than half of the nation’s gross domestic product, and are the principal source of new jobs in the U.S. economy.

Rhode Island Economic Development Corp. The Rhode Island Economic Development Corp. (RIEDC) is a one-stop full-service quasi-public corp. dedicated to helping new and existing companies grow and prosper. RIEDC serves to assist the business community by offering innovative financing packages, workforce development programs, site selection guidance, and general business counseling. Furthermore, EDC employs specialists in the fields of federal procurement, minority business development, business research and international trade. EDC created the Every Company Counts initiative in 2004 to build a network of Federal, State and Municipal partners that work with small business in areas including:

• Financing • Exporting Products • Training Employees 91

• Market Research and many more Every Company Counts, Rhode Island’s Small Business Advantage, helps small business do just that by connecting them to quality resources quickly and efficiently, 24/7. Every Company Counts puts Rhode Island’s government and not-for-profit business service resources at your fingertips – one phone call or mouse click away. We provide access to over 50 business service resources, On-line learning and Peer-to-Peer Learning Opportunities.

RI Small Business Development Center Team The Rhode Island Small Business Development Center program is a unique alliance of partners dedicated to providing counseling and assistance to the RI business community. Center services are primarily funded by the US Small Business Administration, with additional funding/grants from the RI Economic Development Corporation, Johnson and Wales University, and the private sector. The Center is administered by Johnson & Wales University, America’s Career University. This allows for direct access to many of the business development, and management programs and curriculum which have been developed by Johnson and Wales University. The Rhode Island Small Business Development Center provides no cost consulting services to businesses requesting assistance and conducts a variety of training programs.

RI Small Business Development Center at Johnson & Wales University 270 Weybosset Street, 4 Floor, Providence, RI 02903 T: 401-598-2702 F: 401-598-2722

The MBE Technical Assistance Project (MTAP) The Rhode Island Small Business Development Center (RISBDC) is seeking to provide business development capacity building through a customized technical assistance; including training; to the Disadvantaged Business Enterprise (DBE) community of construction MBEs and suppliers. The MBE Technical Assistance Project (MTAP), designed to build capacity among MBE business enterprises by providing participants with growth-orientated solutions and strategies that they can incorporate into their existing business plans. A key component of the initiative is the utilization of the expertise of leading consultants and executive coaches who are uniquely able to assist their MBE-owned businesses with capacity-building strategies. Conceptual Overview: It is the intent of this proposal to establish collaboration between the RISBDC and the New England MBE Supplier Development Council (NEMSDC) to provide business development through a customized technical assistance, including training, to the Disadvantaged Business Enterprise (DBE) community of procurement-opportunities with and servicing the MBE business enterprise (MBE) community. RISBDC will work very closely with a network of local business partners to provide a customized technical assistance approach designed to meet the specific needs of local MBE business enterprise (MBE) clients and ensure increased numbers of ready and able MBE. Through RISBDC, qualified business consultants will provide the MBE business enterprise (MBE) with effective business development as methods to meaningfully increase MBE performance and increasing participation in New England procurement opportunities. The Vision To go beyond the traditional approach to supplier diversity and to create a project that focuses on capacity building for certified MBE businesses. The project plan to utilized a strategy for advancing the growth of emerging MBE business enterprises, using a combination of management education and one-on-one consulting and executive coaching services delivered by MBE professionals. 93

The projectâ&#x20AC;&#x2122;s goal is to build the capacity of emerging MBE business enterprises so that they can better compete in the corporate marketplace. The project has six specific objectives. The first is to develop the entrepreneurial skills necessary to take businesses to a higher level through technical training. The second is to provide consulting services focused on capacity building. The third is to assist the business owners attain certification as a MBE Business Enterprise. The fourth is to help participants expand vendor relationships within the corporate marketplace. The fifth is to position supplier diversity and small business banking to support capacity building among MBE business enterprises. And the last is to demonstrate a measurable impact on MBE business growth. Detail the Project Background In order to provide for increased MBE participation among those businesses defined as Disadvantaged Business Enterprises (DBE(s)), underutilized or as an emerging small business, the Rhode Island Small Business Development Center will develop a 10-week program with 40+ hours of instruction for established small business owners and/or upper management personnel who have been in business at least 2 years and are looking to take their business to the next level in procurement opportunities. The focus of the programs and services will be to increase participation in, and stabilize performance of underutilized MBE, emerging, marginalized and start-up businesses that are currently performing or have the potential of performing value added services to the New England economy. The proposal promotes effective business development and access to adequate business education as methods to meaningfully increase MBE performance and participation. The proposal design will make improvement in existing programs and develop new solutions to address the need of increased utilization of MBEs within our DBE program population. The desired outcome would be for DBE businesses to acquire opportunities that will lead to a more equitable distribution of award opportunities. The RISBDC has identified its training programs as an area where improvements can be made in the diversity of programming and the quality of instruction. Traditional programs in business planning, marketing, and financing have been quite successful and well received by early-stage businesses. However, the programming for existing businesses and experienced business owners is quite limited. Further, most of the training is at the introductory level. It is suitable for entrepreneurs at a certain level of business development, but more in-depth customized training is called for as well. The advent of RISBDCâ&#x20AC;&#x2122;s FastTrac educational program represents an 94

opportunity to combine an improved instructional design with new and innovative methods of providing training to Disadvantaged Business Enterprises (DBE(s)), underutilized or emerging small business. The heart of the program will be the One-on-One Technical Assistance component, which will involved selected MBE business enterprises. This component of the program focuses on assessing the functional areas of each firm’s operation, including strategic direction, marketing, technology financial management, and human resources. Following an initial assessment, a report capturing the findings will be presented to each MBE business with recommendations for capacity building. Participants in this component also receive coaching from leading subjectmatter experts in a number of disciplines, including information technology, accounting, public relations, advertising, website development, and marketing communications. Some participants will also be matched with individual coaches who will provide invaluable insight and assistance. Through this effort, the goal will be for the RISBDC is to conduct complete and customized technical assistance, including training, that will result in an enhanced, delivery that meets the specific needs of targeted RISBDC MBE clients and ensure increased numbers of ready and able DBE clients. For this purpose the RISBDC intends to: v Provide customized technical assistance to targeted DBE clients, v Help obtain MBE Certification with the NEMSDC v Obtain certification with RI Department of MBE Business Enterprise (MBE) v Help build capacity for the targeted entrepreneurs and their businesses, v Help build sustainable businesses in the targeted community, v Help design and conduct a set of customized business trainings, v Work very closely with current resource partners, v Help prepare measurement tools and reports MBE Business Certification Certification procedures are lengthy, and may take between 60 to 90 days to complete once all documents necessary are provided. The program participants will be require to attend a FREE Educational seminar open to applicants interested in becoming a certified Minority Business Enterprise Certification Process. To understand the certification guidelines for "ownership, managerial and operational control." Evaluation/Assessment The overriding set of principles to be used in this program is an initial assessment and a post-program evaluation. For the program described above, participants will have an assessment of their current “pre-program” status. Following the program they will participate in a “post-program” evaluation to 95

determine the extent of their learning. RISBDC intends to fully participate in providing valuable and factual information that would enable DBE to properly measure the desirable outcomes. The RISBDC conducts such an evaluation as part of its overall program. The RISBDC requests an evaluation of every technical assistance and training program. Every component of this project will be evaluated in terms of activity and quality. Customized Training Units May 1, 2009

Training Attendees May 1, 2009

200

Loan Applications/Preparations May 1, 2009

Contracts awarded May 1, 2009

Bonding Secured May 1, 2009

Loans Received

May 1, 2009

Funding The Johnson & Wales University Small Business Development Center (JWU SBDC) is seeking a coalition of sponsoring companies to support future classes of the successful FastTrac® program in 2008 and beyond. From 2003 through 2007, approximately 10 FastTrac® classes were delivered to approximately 150 owners and senior managers of growing small businesses throughout Rhode Island, and 8 classes are planned for 2008. The enthusiastic response to these programs clearly shows there is a large demand for local, cost-effective training of small businesses. To meet this demand, we are seeking expanded sponsor support in the areas of referrals, scholarships, and financial sponsorships. Referrals – Organizations that make referrals of qualified small business prospects to FastTrac® programs provide valuable assistance in the marketing process. 96

Scholarships – Each $1,000 scholarship will enroll one business owner. Sponsors may consider funding a number of scholarships in their annual budgets. Partial scholarships are an option to leverage training funds. Financial Sponsorships –Financial sponsorship may be for general program support or used to pay specific expenses such as class refreshments, course books, and promotional items for class participants. Support may be in the form of a one-time check, an annual contribution from a sponsor’s budget, or a larger charitable foundation gift that could support FastTrac® for one or more years. Any amount of financial support is welcomed. Financial Sponsors will be recognized in the following ways: · · ·

Sponsors at a level of $35,000 or more will be identified as a “Major Sponsor” and have their logo printed on all brochures, websites, and other promotional materials. Financial and in-kind sponsors at any level will receive recognition in promotional materials and events. Sponsors will be given the opportunity to participate in FastTrac® classes as guest speakers.

The Educational Program FastTrac® GrowthVenture™ This 10-week program with 40+ hours of instruction is for established small business owners and/or upper management personnel who have been in business at least 2 years and are looking to take their business to the next level. FastTrac® GrowthVenture™ focuses on helping entrepreneurs take a step back, look at the big picture, and work ON their business, not just IN their business. Through this program, you can strengthen your ability to make critical decisions and equip yourself with the knowledge and skills needed to improve the performance of the business. With FastTrac® GrowthVenture™, you'll create a framework to determine the best way to grow your business. The primary objectives are to help entrepreneurs effectively evaluate and improve their; Overall business strategy and vision for the future. -

Ability to maintain a competitive advantage in the marketplace. Changing role in managing the business. Focus and alignment of all aspects of the business.

Overall business strategy and vision for the future.

Ability to maintain a competitive advantage in the marketplace.

Changing role in managing the business.

Focus and alignment of all aspects of the business.

FastTrac® GrowthVenture™ introduces practicing entrepreneurs to the key elements necessary to build the knowledge and skills necessary to continue to grow the business and be profitable. You will think strategically about your business. Developed by entrepreneurs for entrepreneurs, FastTrac® GrowthVenture™ focuses on the specific needs of these entrepreneurs:

Thinking more strategically and critically in all aspects of the business.

Focusing on the planning process-not a start-up plan-rather a business plan to grow the business and increase revenue and profitability.

Reflecting on how they really want to manage the work, highlighting proven leadership strategies and providing insights into healthy organizational management.

Structuring or operating the business with more efficiency.

Realigning the strategic goals and the critical functions of the business.

Outline specific action steps that will be taken to achieve their business' vision and goals.

The program is grounded in the proven, proprietary business-planning process used in FastTrac® programs. Through readings and research, activities and action steps, peer-to-peer interaction, coaching, and facilitated discussions, each participating entrepreneur will work on the key aspects of assessing where the business is now and exploring opportunities for sustainability and growth. FastTrac® offers non-traditional, experiential learning with hands-on coaching sessions. Opportunities to network and learn from peers as well as the facilitator, business coach, and guest speakers-seasoned entrepreneurs and professionals who work with entrepreneurs-are a key part of the experience.

The course outline Setting Direction Sizing Up Your Business Exploring Growth Opportunities Making Strategic Decisions Taking Action Using Financial Tools Strengthening the Product/Service Seizing the Market Leading the Organization Managing Operations for Growth Charting Financial Performance Making It Happen Module 1: Sizing Up Your Business Create a framework to improve the performance of your business and build a structure for future growth. Sharpen your strategic thinking skills to begin making decisions based upon facts. Learn to push beyond the status quo to answer the strategic question “Is this business ready for a goals-based plan?” Module 2: Exploring Growth Opportunities The most successful entrepreneurs don’t question whether or not they should grow their businesses, but rather how, when and how much. Making decisions about growth requires careful analysis, as well as clarity in personal values, vision and goals. Learn how to set your business on a trajectory for growth. 99

Module 3: Making Strategic Decisions Strengthen your ability to make strategic decisions as work continues on a strategic plan. The plan will describe how you will accomplish desired goals and achieve your business vision. Module 4: Using Financial Tools Achieve your goals by focusing on the financial aspects of the business. Understand how all parts of the business work together to support your vision. Examine each area in the businessâ&#x20AC;&#x201D;products or services, market, management, operations, and financesâ&#x20AC;&#x201D;to create a financial plan. Module 5: Strengthening the Product/Service Think through ways to improve your products and services based on market needs. Learn how to protect the business from competition and to adjust pricing in response to competitive changes. Module 6: Seizing the Market Develop a marketing plan that will encompass your industry, your customers and your competitive advantages and weaknesses. Module 7: Leading the Organization Think about your changing roles as you lead the organization. Work on your Management and Organization Plan to explore proven leadership strategies and ideas for hiring, compensating and motivating your team. Module 8: Managing Operations and Growth Do current operating systems allow you to fulfill your vision and goals? Concentrate on implementing the best processes needed to monitor and manage the business. Module 9: Charting Financial Performance Make specific changes to improve profitability and increase the overall wealth of the business. Once you have determined how much money it will take to grow the business, learn how to maximize internal cash, as well as how to find external sources of cash. Module 10: Making it Happen Review the strategies youâ&#x20AC;&#x2122;ve developed for business success and identify immediate priorities. You will identify specific actions, the person responsible and deadlines for key strategies to be completed. You will finish with a completed business plan and venture presentation.

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The RISBDC will engage appropriate consultants who have the capacity to effectuate change and build capacity in participating target companies. The RISBDC will coordinate all technical assistance activities, client meetings, training seminars, etc. In addition, the RISBDC will assist in developing resources for the appropriate program funding through partnership with major corporations and government institutions involved in the construction and MBE procurement diversity programs. Program Participants FastTrac® programs target small businesses that are generally: · · · ·

More than two years in operation. Have at least three employees, but usually without a fully functioning management team. Have annual revenues of approximately $200,000 to $10 million. Offer a wide range of products and services including technology, transportation, manufacturing, construction, wholesale, retail, or business services.

All business owners who fit this profile are encouraged to apply, and special effort is made to recruit MBE-owned, woman-owned, and veteran-owned businesses. Program Objectives The goal of FastTrac® is to develop the entrepreneurial skills necessary to take businesses to a higher level. This is accomplished through facilitated interaction of the participants in which they share “best practices” with peers and through presentations from guest speakers who are experts in their fields. The participants are also encouraged to discuss business issues with classmates, fostering cooperative efforts to improve their businesses. Program Structure FastTrac® targets principal executives of businesses that have high growth potential. A maximum of 30 companies participate in each class session. Participants are selected based upon the size, potential growth of their businesses, and the owner’s level of commitment to seek training. Classroom time is approximately 45-50 hours in a combination of 10 halfday and full-day sessions. For additional information about the program content, see the following course outline or visit www.fasttrac.org Each participant receives the following FastTrac® materials: 1. FastTrac® textbook for background reading, planning formats, and action items. 101

2. Access to web-based templates and tools helpful in the planning process. To review the on-line resources, go to www.fasttrac.org/toolkits . Program activities that make FastTrac® unique include: 1. Facilitated Training – provides participants an environment to network, and to share problems, success, and best practices. 2. Prominent guest speakers – provides focused, practical insights on the topic of the day. 3. Small group activities – participants work together to complete workbook exercises and develop strategies for their individual businesses. 4. One-on-one consulting – SBDC staff works with all participants individually, providing management assistance and applying the class concepts to each participant’s business. This service starts during the class and will continue for as long as the participant wants. Program Outcomes Participants leave FastTrac® training with: 1. A strategic business plan focused on growth strategies and effective business management 2. An improved understanding of marketing, finance, human resources, and operations concepts 3. A library of excellent business resources 4. Action plans to grow to the next level 5. A network of entrepreneurial peers 6. On-going support from the SBDC Consultants 7.

Contact Tomás Alberto Ávila Business Counselor Johnson & Wales University Rhode Island Small Business Development Center Larry Friedman International Center fro Entrepreneurship 10 Abbott Park Place Providence, RI 02903 P: 401-263-5130 f: 401-598-2722 tomas.avila@jwu.edu

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Office of Minority Business Development The Office of Minority Business Development (OMBD) is a special initiative of the Johnson & Wales University Small Business Development Center. This Division was created to provide special attention to the needs of minority entrepreneurs by identifying procurement opportunities, locating sources of capital, and supporting outreach efforts of minority business people around the state. The Office of Minority Business Development (OMBD) is an agency in the Johnson & Wales University Small Business Development Center that promotes growth and competitiveness of the Rhode Island Minority-owned businesses. Office of Minority Business Development (OMBD) stated mission is "to actively promote the growth and competitiveness of minority-owned businesses by providing access to public/private debt and equity financing, market opportunities, and management and business information; coordinating and leveraging public and private resources; and, facilitating strategic alliances." The main feature of the organization and it's site is to provide free consulting services to minority business developers. There are four detailed guidlines for the following: access to markets, access to capital, management and technical assistance, and education and training. The Rhode Island SBDC Network Entrepreneur Scholarship Fund You can help Rhode Island entrepreneurs excel! Your generous, tax-deductible gift to the Rhode Island SBDC Network Entrepreneur Scholarship Fund helps qualified entrepreneurs attend select SBDC Continuing Education programs. A committee of the Rhode Island SBDC Advisory Council awards training scholarships for programs such as FastTracÂŽ GrowthVentureâ&#x201E;˘, an intensive, 10-module facilitated peer-learning course for business owners seeking to substantially accelerate growth. The Entrepreneur Scholarship Fund helps the SBDC fulfill its overall mission to improve the economic well-being of the state through educational services to small businesses that result in enhanced job growth and wealth creation. 103

RISBDC Gradúa 5ta Promoción Del Curso De Formación Empresarial PRIMER PASO Por ClaveHispana.Com Jueves, 13 Diciembr e 2007 Providence, RI—El Centro para el Desarrollo de Pequeños Negocios en la Universidad Johnson & Wales, llevó a cabo anoche la quinta ceremonia de graduación del curso de formación empresarial PRIMER PASO. El evento educacional fue posible gracias al trabajo conjunto de instituciones como el Centro para la Mujer Empresaria, Progreso Latino, La Asociacion de Profesionales Latinos de Rhode Island, MIDC/RICMI, el programa Cada Compañía Cuenta (Every Company Counts) y el Centro Empresarial Internacional Larry Friedman. Igualmente valioso fue el compromiso de expositores como Tomás Alberto Ávila, Sixcia Devine, Pedro Báez, Rudy Sequeira, Itzel Jordan, Claudia Cardozo, Adriana Dawson, Elvys Ruiz, Andrés Almonte, Monah Rhodes, León Jaime Meza, Oscar Mejías y Nancy Faella, quienes impartieron todas las clases en el transcurso de 12 semanas. El acto de graduación tuvo lugar en el Centro Empresarial Internacional Larry Friedman. Tomás A. Ávila informó a ClaveHispana.com, que el programa de estudio incluyó temas tan esenciales como: Introducción a primeros pasos (visión, metas, y negocios modelos), Plan de factibilidad, productos y servicios, análisis de mercado, y precios y ganancias, entre otros. Durante el acto hablaron el senor John Cronin, Director Ejecutivo del Centro para el Desarrollo de Pequeños Negocios de Rhode Island (RISBDC, por sus siglas en inglés); Sixcia Devine, Gerente Regional del Área Metropolitana de Providence; y Cándido Moya, quien fue escogido por sus companeros para ofrecer su testimonio personal a nombre de todos. En total, 25 personas asistieron a las 12 semanas de clases y recibieron sus certificados de participación. Estos son: Luis Almánzar, Johanna Lozano, Mayra Andrade, Vanessa Meléndez, Graciela Boisvert, Cándido Moya, Nelson León Cataño, Pedro Moya, Ingrid Daniela Castro, y Aurora Paul. 104

También recibieron sus certificados de participación, los señores Pedro Pablo de la Rosa, Yuleida Pirela, Esperanza Gómez, Juan Rosales, José González, Ivette Solivan, Juan Henríquez, María Sullivan, Luis Jusino, Irma Toledo, Viviana Knowles, Ernesto Vega, Wilma Lanza, Argentina Villanueva, y Luis Lee. Al dirigirse a los egresados del Curso PRIMER PASO, Tomas Alberto Avila les expreso que la culminacion del mismo, “es solo el comienzo de una relacion cn el Centro de Desarrollo de Pequenos Negocios.” “No van a estar solos”, reitero Avila. Monah Rhodes, del Rhode Island Minority Investment, alento a los partipantes agradeciendoles “por tratar”. “Este es el primer paso”, agrego Rhodes, quien tambien se mostro confiada en que estos tendran recursos disponibles para iniciar sus negocios, lo cual considero dificil, pero que no deben dejarse vencer, sino tratar. En tanto que la senora Carmen Diaz, en representacion del “Center for Women & Enterprise”, dijo que su organizacion esta disponible para ayudar. “Quisiera decirles que hay una red de personas para ayudarlos”, dijo Diaz.

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Johnson & Wales University RI Small Business Development Center Primer Paso FastTrac Graduates 2007 Fall - Providence Luis Almanzar Mayra Andrade Graciela Boisvert Nelson León Cataño Ingrid Daniela Castro Pedro Pablo De La Rosa Esperanza Gómez José González Juan Henríquez Luis Jusino Viviana Knowles Wilma Lanza Luis Lee Johanna Lozano Vanessa Meléndez Candido Moya Pedro Moya Aurora Paúl Yuleida Pirela Juan Rosales Ivette Solivan Maria Sullivan Irma Toledo Ernesto Vega Argentina Villanueva

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The Rhode Island Small Business Development Center El Centro para el Desarrollo de Pequeño Negocio de Rhode Island Johnson & Wales University Fall 2007 Primer Paso Graduation/ Graduación Primer Paso Otoño 2007 Opening Remarks/Apertura y Observaciones Tomás Alberto Ávila Primer Paso Administrator/Administrador Welcoming Remarks/Palabras de Bienvenida John Cronin Executive Director/Director Ejecutivo RISBDC Sixcia Devine Metro Providence Regional Manager Testimony/Testimonio Candido Moya Dignitaries/Dignatarios Certificates Presentation/Entrega de Certificados

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Luis

Almanzar

Johanna

Lozano

Mayra

Andrade

Vanessa

Melendez

Graciela

Boisvert

Candido

Moya

Nelson Leon

Cataño

Pedro

Moya

Ingrid Daniela

Castro

Aurora

Paul

Pedro Pablo

De La Rosa

Yuleida

Pirela

Esperanza

Gomez

Juan

Rosales

José

Gonzalez

Ivette

Solivan

Juan

Henriquez

Maria

Sullivan

Luis

Jusino

Irma

Toledo

Viviana

Knowles

Ernesto

Vega

Wilma

Lanza

Argentina

Villanueva

Luis

Lee Closing Remarks/Oservaciones de Cierre

Primer PasoFastTrac Primer PasoFastTrac® es un programa empresarial-educativo completo que proporciona a empresarios con visiones de negocio, habilidades, liderazgo y conexiones profesionales para que estén preparados para crear un nuevo negocio o crecer una empresa existente. El programa de FastTrac incluye el desarrollo práctico de negocio programa y talleres para empresarios, aspirantes a empresarios, así como el plan de la iniciativa empresarial para estudiantes colegiales. Primer Paso FastTrac esta diseñado para ayudar a empresarios adquirir las habilidades necesarias para crear, manejar y/o hacer crecer negocios exitosos. ¡Los participantes no aprenden solamente acerca de negocio, ellos lo viven! Ellos trabajan en sus propias ideas de negocio o aventuras a través del programa -convirtiendo sus ideas a la realidad o nuevos niveles de crecimiento en sus negocios. Primer PasoFastTrac® FastTrac® is a comprehensive entrepreneurship-educational program that provides entrepreneurs with business insights, leadership skills and professional networking connections so they are prepared to create a new business or expand an existing enterprise. The FastTrac program includes 110

practical, hands-on business development programs and workshops for existing entrepreneurs, aspiring entrepreneurs, as well as entrepreneurship curriculum for college students. FastTrac is designed to help entrepreneurs hone the skills needed to create, manage and/or grow successful businesses. Participants don't just learn about business, they live it! They work on their own business ideas or ventures throughout the program - moving their venture to reality or new levels of growth. Our Mission We help entrepreneurs create, transform, sustain and grow their businesses Nuestra Mision Ayudamos a empresarios crear, transformar, sostener y crecer sus negocios We thank the following individual and organizations for their collaboration Damos gracias a los siguientes individuos y organizaciones por su colaboraci贸n Pedro Baez Claudia Cardozo-Tarullo Adriana Dawson Sixcia Devine Michelle & Rick Harkins Leon Jaime Meza Monah Rhodes Elvyz Ruiz Johnson & Wales University Larry Friedman Center for International Entrepreneurship Every Company Counts Center for Women & Enterprise MIDC/RICMI Progreso Latino Rhode Island Professional Latinos Association 111

Luis Almanza

Mayra Andrade

Graciela Boisver

Nelson Le贸n Cata帽o

Pedro Pablo De La Rosa

Experanza Gomez

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Jos茅 G贸nzalez

Luis Jusino

Viviana Knowles

Wilma Lanza

Johana Lozano

Vanessa Melendez

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Candido Moya

Pedro Moya

Juan Rosales

Maria Sullivan

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Yuleida Pirela

Ernesto Vega

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Argentina Villanueva

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The Rhode Island Small Business Development Center El Centro para el Desarrollo de Pequeño Negocio de Rhode Island Johnson & Wales University &

Progreso Latino, Inc. Fall 2007 Primer Paso Graduation/ Graduación Primer Paso Otoño 2007 Opening Remarks/Apertura y Observaciones Tomás Alberto Ávila Primer Paso Administrator/Administrador Welcoming Remarks/Palabras de Bienvenida John Cronin, Executive Director/Director Ejecutivo RISBDC Ramon Martinez President/CEO Progreso Latino Testimony/Testimonio Franklin Solano Federico Alcala Rivera Dignitaries/Dignatarios Certificates Presentation/Entrega de Certificados

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Paula Ajucun

Sylvia B. Reyes

Federico Alcala Rivera

Victor M. Reyes

Santiago J. Alvizures

Francisca Rivera

Maria Victoria Cano

Zoraida Rodriguez

Boris Gonzalez Amparo Lagos

Sohrenis C. Sanchez

Maria A. Lopes

Carmen R. Serrano

Juana Polanco

Adriana Esther Simanca

Leonardo Posada Alvaro Reina Fernando Restrepo

Maria C. Solano Franklin A. Solano Dominga Taveras Jorge Torres

Closing Remarks/Oservaciones de Cierre

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Paula Ajuncun

Federico Alcala

Maria Victoria Cano

Boris Mendez

Maria Lopes

Alvaro Reina

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Fernando Restrepo

Silvia Reyes

Victor Reyes

Sorhenis C. Sanchez

Carmen R. Serrano

Adriana Esther Simanca

Franklin Solano

Maria C. Solano

Dominga Taveras

Jorge Torres

Tomﾃ｡s Alberto ﾃ」ila & Adriana Dawson

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Central Falls Primer Paso Graduation

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Central Falls Primer Paso FastTrac

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2007 Primer Paso FastTrac Memoir Book

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Entrevista de Revisión de Año Natalie Myers PBN 30 de noviembre de 2007 ¿Cómo Paso ha crecido el programa Primer Paso FastTrac desde el año pasado? ¿Pienso el año pasado cuando cubrí el programa que sólo fue ofrecido en J&W? ¿Ahora es ofrecido en Progreso Latino también? ¿Fue ofrecido sólo en el invierno el año pasado? ¿Agregó usted una primavera programa este año? Sí verdaderamente el programa ha crecido 70% comparado al año pasado y como usted recordara cuando empezamos el año pasado nosotros sólo tuvimos el programa en Johnson & Wales en Providence y debido al aumento de participantes interesados nosotros fuimos la forzados a expander el programa. Cuando la parte de la expansión del programa nosotros tomamos la decisión a expandirlo a Progreso Latino en Central Falls debido a los muchos individuos de la región del Valle de Blackstone interesados en tomar parte en el programa, así como una asociación rejuvenecida con Progreso Latino bajo el liderazgo de Ramón Martínez y el establecimiento de una oficina satélite en su sitio. ¿Cuánto ha aumentado la participación de 2006 a 2007? ¿Cuántos tomaron parte en 2005, 2006, 2007? Desde que el programa fue primero ofrecido en el otoño de 2004 con el límite auto impuesto de 15 participantes, el interés y la participación han estado aumentando habiendo tenido constantemente que empezar un programa de Primavera en 2005, con el mismo número de 15, pero la demanda se ha mantenido aumentando con la extensión de palabra alrededor de la comunidad y la decisión fue hecha para aumentar la asistencia a 25 participantes que empiezan en el otoño 2006, que fue el primer año bajo el SBDC que nos fuerza una vez más a desarrollar programas paralelos en la Primavera de 2007 cuando empezamos el programa adicional en Progreso Latino y elevar a los participantes a 50 por el término para un suma de 100 participantes por año. ¿Si la participación ha crecido, por qué usted piensa que ha crecido? La razón que el programa ha crecido tanto está debido a palabra de boca positiva de los graduados del programa han compartido con miembros de la comunidad de su experiencia positiva que aprenden como participantes del programa que ellos obtienen como resultado cambiando la manera que ellos van acerca de la planificación y empezar su negocio y en el caso de dueños existentes de negocio, ellos comparten haber aprendido mucho sobre negocio 141

relacionado a estrategias de negocios que ellos no sabían durante el comienzo de su negocio, y han sido proporcionado con nuevos instrumentos para administrar y crecer sus negocios. Y la razón obvia para tal esparció y el éxito del programa es la gran necesidad que existe en las esferas empresariales latinas y un reflejo de por qué Rhode Island empató con Georgia por segundo lugar con un 56% de crecimiento en el Censo Económico 20022002, segundo sólo al estado de Nueva York. ¿Ha aumentado el programa el acceso de participante a capital? ¿Cómo los ayuda la clase conseguir acceso a la capital? Después de 4 años y 150 graduados que hayamos comenzado a ver a los participantes que empiezan a tener acceso a capital de una manera más coherente. El programa ayuda a los participantes entender para mejorar su accesibilidad al capital, ellos deben empezar con un análisis de la viabilidad de sus ideas del negocio o su negocio existente y se transforman finalmente su análisis de viabilidad en un plan de trabajo de la empresa de fundable y para alcanzar eso, ellos se han enterado que ellos necesitan llegar a ser más verso en el negocio y la planificación financiera. La otra manera que el programa ayuda a los participantes aumentar su acceso a capital, está implicando parte de los participantes más exitosos del programa con la oportunidad de ser presentadores en nuestros Foros de Inversión empezados en marzo y los introduce al mundo del Capital riesgo vía este acontecimiento y empezando en 2008 ellos tendrán la opción a reforzar sus posibilidades con Inversionista se Prepara la instrucción el seminario que ha sido desarrolla por el SBDC. ¿Cuánta capital fue obtenido por los participantes en la clasede invierno 2006? Los graduados de la clase 2006 han podido obtener acerca de $200.000 en capital total; siendo el más grande de ellos habiendo sido Miriam García que obtuvo la suma de $85.000 en capital de la Unión de crédito de Navigant, Andrés Almonte recibió $20.000 en un préstamo micro del RIEDC el programa Micro del Préstamo. ¿Por qué decidió SBDC trabajar con Progreso Latino para tener otro programa allí? ¿Sé que cuando usted empezó Primer Paso FastTrac originalmente Progreso Latino estuvo asociado con la Universidad? Originalmente cuándo Primer Paso FastTrac empezó como una asociación entre la Universidad Johnson & Wales y el Centro de Desarrollo Económico de Progreso Latino, en cooperación con los estudiantes del Centro Internacional de la Universidad para la iniciativa empresarial. Los objetivos de instrucción fueron de facilitar el proceso de plan de trabajo de la pequeña empresa proporcionando una vista general inicial, la evaluación y el plan de negocio para el empresario y/o la pequeña empresa potenciales solicitante de 142

préstamos. Coincidentemente en 2006 Progreso Latino atravesó un cambio de liderazgo así como el Centro de Empresario Larry Friedman que ponen el programa en riesgo pero afortunadamente al mismo tiempo la Universidad Johnson & Wales ganó la oferta del Centro del Desarrollo de la Pequeña Empresa y una vez que John Cronin llegó a ser el Director Ejecutivo, él tomó la decisión de incorporar Primer Paso FastTrac como un programa del SBDC y para reforzar la relación con Progreso Latino bajo el nuevo liderazgo de Ramón Martínez y con lo cual la expansión del Programa a Central Falls. ¿Ha cambiado la clase desde el año pasado? ¿Que Le ha agregado usted a el programa? El plan de trabajo del programa es estandardizado por la Fundación Kauffmann, por lo tanto el contenido se queda el mismo por fuera. Dónde yo tengo la flexibilidad para cambiar es los facilitadores de los 12 diferentes módulos, y yo he invitado un grupo diverso de profesionales locales a facilitar algunos de las clases, así como agregando información más local a la combinación. ¿Ha observado usted alguna diferencia en los tipos de empresarios que usted ve en el aula? ¿Vienen ellos más preparó que las clases previas? ¿Qué clases de ideas de negocio ve usted la mayoría de ellos? Con respecto a diferencias en los participantes desde el comienzo del programa, igual que el crecimiento del programa el tipo de participantes ha evolucionado con el tiempo y sus ansias de aprender y desarrollar su plan de trabajo de la empresa también ha evolucionado también. Uno de las grandes diferencias que he notado en esa evolución es el aumento de la participación de inmigrantes residentes que han estado en el país por largo tiempo y educados aquí, pero consideraron empezar un negocio o si ellos no supieron donde empezar, también el aumento de la participación de Profesionales latinoamericanos que previamente no tomaran parte en el programa, creando una combinación muy buena de individuos con las mismas metas de empezar o crecer su negocio. En cuanto a las ideas, es otro cambio que ha sucedido. Inicialmente la mayoría de los participantes estaban en el sector del comercio al por menor y los restaurantes era un segmento muy grande de las ideas entre los participantes. Empezando con el programa de la primavera he observado un aumento en servicios profesionales tales como Contabilidad, Interpretando y Financiero para mencionar unos pocos como también planificación financiera, alimento gourmet y los servicios de clases privadas. ¿Ve usted más cohesión entre empresarios Latinos desde que las clases llegan a ser más populares, el significado es usted viendo más grande hacer contactos entre empresarios? ¿Comparten ellos mejores prácticas empresariales? ¿Son ellos el conjunto-marketing de sus negocios? ¿Hacen ellos las promociones de la cruz? 143

Verdaderamente que Sí. Interesantemente bastante los comentarios recipientes de algunos los presentadores acerca de ver muchos de al participante del programa en su hacer contactos los círculos y ver su interés del aumento hacer contactos con otros empresarios. Uno del aconseja que doy cada clase es que mejorar nuestras comunidades, nosotros necesitamos la marca segura que la rotación de un dólar en nuestro aumento de la comunidad compartiendo mejores prácticas y hemos tenido una aceptación positiva entre los participantes y por lo tanto ellos tienen establecen las relaciones que permite ellos compartir mejores prácticas. La coyuntura que vende y la promoción es uno de las áreas que necesitan ser desarrolla. Ha habido algún de ello en la raíz de césped plana tal como el patrocinar de acontecimientos de entretenimiento. ¿También, ve usted a estos empresarios que ensanchan fuera de su terreno conocido? ¿Buscan ellos a clientes fuera de la comunidad latina para ensanchar su negocio? ¿Si eso es el caso, por qué y Cómo/POR QUE ellos que el programa alenta a hacer eso? Interesantemente uno de los graduados de la clase de primavera que empezó una boutique natural de medicinas fue sorprendido de descubrir que la mayoría de su clientela fue de la comunidad general en vez de la comunidad latina, y fue forzado a cambiar su materia de marketing para ser bilingüe. Uno de las metas del programa es de ayudar a los empresarios salen de su terreno conocido y la aventura en otra comunidad general. Cuando usted puede recordar de último programa de años uno de aconseja a participantes es que ellos necesitan evolucionar de es el "negocio latina" a es "dueños de negocio" que la razón que es que la comunidad latina es sólo 12% de la población de Rhode Island, por lo tanto quedando en su terreno conocido ellos sólo explotan 12 centavos fuera de cada valor de dólar del negocio y para competir para el otro 88 Los centavos, ellos necesitan aventurarse fuera de su terreno conocido. La otra razón compulsiva que nosotros los alentamos a hacerlo es porque las corporaciones mayores ahora rivalizan para la base del negocio que es la comunidad latina y por lo tanto ellos necesitan ensanchar su territorio

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Primer Paso FastTrac® en el Centro del Desarrollo de Pequeña Empresa de Rhode Island en la Universidad Johnson& Wales Durante la Primavera de 2004, el Centro del Desarrollo Económico de Progreso Latino juntó con Milenio Associates, LLC copatrocinaron un programa técnico de negocio de 12 partes en la Universidad Johnson & Wales, en cooperación con los estudiantes del Centro Internacional para la iniciativa empresarial Larry Friedman. El "Primer Paso FastTrack" apunta en facilitar a la pequeña empresa el proceso de planificacion de trabajo proporcionando una vista general inicial, la evaluación y el plan de cartografía para el empresario y/o el pequeña empresa potenciales solicitantes de prestamos. Los estudiantes del Centro de la Universidad para la iniciativa empresarial proporcionaran apoyo técnico uno a uno a los graduados delprograma. El programa utiliza muchos socios locales para dirigir efectivamente las referencias calificadas a los recursos apropiados y proporcionando seguimiento documentado. Los asistentes recibiran un certificado de logro cuando ellos completan las doce clases y tienen acceso al apoyo y servicios progresivos. "Estoy complacido que las iniciativas de la Universidad de Johnson & Wales proporcionarán apoyo de puesta en marcha de seminarios y mentoria a los empresarios aspirantes a que utilizen ambos estudiantes del colegio de negocio de JWU y la facultad," dijo Larry Bennett, el director del el Centro Internacional para la iniciativa empresarial Larry Friedman en el Colegio de la Universidad de Negocio. Bennett agregó, "UN objetivo mayor en la planificación y apliicación de esta iniciativa es de proporcionar apoyo de desarrollo económico a los los empresarios aspirantes. Nuestro énfasis primario e inicial gira alrededor de ligar empresas de negocios con las economías convencionales de los sectores privados y públicos en nuestra área al implicar estudiantes de negocio/iniciativa empresarial de Universidad Johnson & Wales en el proceso. ". "Con el lanzamiento de Primer Paso, Progreso Latino encabezará la creación de muchos comunidad-basado para la ganancia la empresa económica del desarrollo estableció para emplear y entrenar componentes, los estándares fijos de la excelencia de la industria, y promover a empresarios socialmente responsables", dijo Tomás Avila, el Presidente, los Socios de Milenio. Progreso Latino es una agencia multi-servicio, no lucrativo, la comunidad se basó la organización, cuya misión es de proporcionar completo y los servicios de calidad que promueven la educación, el desarrollo económico, el liderazgo y el progreso social para latina y otros inmigrantes. 145

"Gracias al compromiso de nuestros muchos miembros maravillosos de socios y comité consultivo, nosotros nos cercioraremos El Centro es "el un centro de la parada en cuanto al negocio en busca de recursos disponibles así como desarrollando y nuevos programas coordinadores no actualmente disponible en el estado de Rhode Island," dijo que Edwin Cancela, el Director ejecutivo, Progreso latina. En julio 2006, JWU adquirió el Centro del Desarrollo del Pequeña Empresa de Rhode Island y el Director ejecutivo John Cronin incorporó el programa de Paso de Pintura base como uno de su programa Primer de plan de trabajo de la empresa para el crecer rápido las esferas empresariales hispanas. Desde entonces el programa tiene cuádruple en el crecimiento, debido a la eficacia del programa en empresarios latinas, locales y auxiliares planea sus aventuras del negocio y dueños latinas existentes de negocio manejan mejor y crecen sus negocios. Para fechar más de 200 latina se ha graduado del programa, pero mientras este crecimiento ha tenido un efecto positivo en nuestras esferas empresariales latinas, financiando las fuentes han sido difícil de obtener y la financiación de la organización del estado ha sido cortada por 25%, creando una necesidad de reevaluar nuestros programas y buscar la financiación de la alternativa para asegurar la continuación del programa de Paso de Pintura base FastTrac. Johnson & la Universidad de Gales, asociado con el Desarrollo del Pequeña Empresa de Rhode Island la Asociación Central, propone los servicios siguientes para componentes latinas: 1) Entrenando y los servicios del desarrollo de la habilidad - los Servicios sostendrán la adquisición del conocimiento a manejar un pequeña empresa, el personal y los asuntos de contabilidad, vendiendo y la producción. Estos artículos desarrollarán las habilidades fundamentales necesitaron establecer exitosamente y para crecer los negocios. 2) la Consulta – Pericia proporcionó para asegurar los servicios de apoyo necesitados por negocios individuales para desarrollar las estrategias efectivas para desarrollar su negocio y para utilizar la experiencia de colegas que pueden ayudar a evitar los errores y los persecuciones sin salida que tienen como resultado el fracaso. Estas consultas pueden ser hechas en la conveniencia del individuo o son planificadas como un debate en grupo en un tema particular. 3) el Acceso a la capital – el Desarrollo de enfoques cooperativos crear el acceso más grande y más flexible a la capital para nuevos inicios del negocio, el inventario, la expansión y el desarrollo de mercadotecnia para existir los pequeña empresa. La colaboración entre instituciones de prestamistas y gobierno debe tener como resultado la disponibilidad del 146

recurso para negocios para utilizar para capitalizar en oportunidades nacientas. 4) Nuevos mercados - Sirve como un abogado para asegurar que los negocios puedan tomar las ventajas de la orden las oportunidades con municipal, el estado, y contratar federal las oportunidades así como desarrollar nuevo marketing y la publicidad que concentran en nuevas a poblaciones y mercados geográficos. 5) Estudiantes Bilingües de JWU (español inglés) serán utilizado, cuándo posible, para ayudar a facilitar el programa para inglés limitado que habla a participantes y hablar no-español JWU estudiantes. Pagado entrenando faciltadores (ve el presupuesto) proporcionará la mayoría de la entrega contenta en una combinación de español e inglés.

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In First Step FastTrac, you will: Explore strengths and opportunities for personal and professional development. 路 Develop a feasibility plan so you can evaluate your business concept. This plan will include: o An Executive Summary; o Product and Services; o Market Analysis; o Price and Profitability Analysis; o Plan for Further Action. Before you quit your job or invest your life savings, wouldn't it be nice to know whether your business idea has merit? In First Step FastTrac, you'll write a feasibility plan that examines your business idea from every angle. This plan helps you decide if your business is a "go" or a "no go" before you spend too much time or money. Designed for entrepreneurs with low- to moderate-incomes who are starting or expanding a small business, First Step FastTrac incorporates materials from the award-winning FastTrac program. You'll work closely with other entrepreneurs, sharing ideas and experiences, and laying the foundation for future business relationships. Through the program, you'll discover whether the life of an entrepreneur is right for you.

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First Step FastTrac: The program outline 1. Introduction to First Step FastTrac 2. Model Business Reality Check 3. Communicating the Business Concept 4. Gathering Information for Feasibility 5. The Man and the Dream (An Entrepreneurial Fable) 6. Feasibility Plan Checklist and Sample 7. Products and Services 8. Market Analysis: Industry and Competition 9. Market Analysis: Market Segments and Strategies 10. Price and Profitability: Pricing and Product/Service Costs 11. Price and Profitability: Profits 12. Price and Profitability: Cash Flow 13. Plan for Further Action: Resources for Success 14. Plan for Further Action: Next Steps 15. Feasibility Plan FastTrac速 is a comprehensive entrepreneurship-educational program that provides entrepreneurs with business insights, leadership skills and professional networking connections so they are prepared to create a new business or expand an existing enterprise. The FastTrac program includes practical, hands-on business development programs and workshops for existing entrepreneurs, aspiring entrepreneurs, as well as entrepreneurship curriculum for college students. FastTrac is designed to help entrepreneurs hone the skills needed to create, manage and/or grow successful businesses. Participants don't just learn about business, they live it! They work on their own business ideas or ventures throughout the program - moving their venture to reality or new levels of growth. FastTrac programs are resources for entrepreneurs that have been developed by and with hundreds of successful entrepreneurs who have shared their knowledge, insights, and stories so that others might learn from them. In 1998 FastTrac won the Small Business Administration's Model of Excellence Award for Entrepreneurial Education. Simply put, FastTrac is one of America's leading entrepreneurial training programs and remains on the cutting edge by providing programs that are written by entrepreneurs...taught by entrepreneurs...for entrepreneurs. FastTrac programs are currently provided by over 300 organizations in 49 states. FastTrac programs are also being offered outside the U.S. in Australia and Russia. More than 165,000 aspiring and existing entrepreneurs have been reached through FastTrac programs in the United States since 1993. 149

FastTrac programs were first launched through the University of Southern California's Entrepreneurship Program in Los Angeles in 1986. In an effort to launch the FastTrac program nationally and continue accelerating entrepreneurship in America, the Ewing Marion Kauffman Foundation became the major funder and supporter of FastTrac in 1993. Today the various FastTrac programs are offered in both urban and rural settings through organizations and colleges/universities that, like FastTrac, are "helping people pursue their entrepreneurial dreams." FastTrac is a success because of the strong partnerships with local organizations that have a passion for serving the entrepreneurs in their community.

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Primer Paso FastTracTM ¿Qué es Primer Paso FastTrac? Primer Paso FastTrac es un programa de educación creado por empresarios para empresarios. Enseñado por expertos empresarios en su comunidad, el programa práctico de FastTrac utiliza su concepto del negocio como un caso dándole una oportunidad de evaluar y perfeccionar su idea en un ambiente seguro y sostenedor. En la clase y las sesiones de entrenamiento, usted explorará asuntos tales como: ¿Qué oportunidades adicionales existen para empresarios? ¿Cómo puedo vender yo mi nuevo negocio? ¿Cómo valoro yo mis productos y los servicios? ¿Cómo empiezo yo a desarrollar un presupuesto? Cuando usted termina el programa, usted sabrá si su idea tiene "piernas" y si empezar un negocio es la decisión correcta para usted. • En Primer Paso FastTrac, usted hace: Explora las fuerzas y las oportunidades para el desarrollo personal y profesional. Desarrollara un plan de la viabilidad tan usted puede evaluar su concepto del negocio. Este plan incluirá: · Un Resumen Ejecutivo; · Producto y servicio; · Análisis de mercado; · Análisis de Precio y la · Capacidad de ganancia; · el Plan para la Acción Adicional. ¿Antes que usted deje su trabajo o invierte sus ahorros de vida, no sería agradable saber si su idea de negocio tiene mérito? En Primer Paso FastTrac, usted escribirá un plan de viabilidad que examina su idea de negocio de todo ángulo. Este plan le ayuda a decidir si su negocio es un "va" o un "no va" antes usted gaste demasiado tiempo o dinero. Diseñado para empresarios con que empiezan o crecen un pequeña empresa, Primer Paso FastTrac incorpora las materias del programa premiado de FastTrac. Usted trabajará de cerca con otros empresarios, compartiendo las ideas y las experiencias, y colocar la base para relaciones comerciales futuras. En el programa, usted descubrirá si la vida de un empresario tiene razón para usted. Primer Paso FastTrac: 1. 2. 3. 4.

El resumen de programa La Introducción del programa Primer Paso FastTrac Cheque Modelo de Realidad de Negocio Comunicar el Concepto del Negocio 151

5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15.

Reúne Información para la Viabilidad El Hombre y el Sueño (Una Fábula Empresarial) Lista de verificación de Plan de Viabilidad Productos de Servicios Análisis de mercado: El Análisis de mercado de la industria Competencia: El mercado Divide y las Estrategias Valoran Capacidad de ganancia: Valorar y Costos de Producto/Servicio Valoran y la Capacidad de ganancia: Las ganancias Valoran Capacidad de ganancia: El Plan de Flujo de caja Acción Adicional: Los recursos para el Plan de Exito Acción Adicional: Próximo Plan de Viabilidad de Pasos

FastTrac® es un programa empresarial-educativo completo que proporciona a empresarios con penetraciones de negocio, habilidades, liderazgo y profesional conexiones profesionales para que esten preparados para crear un nuevo negocio o crecer una empresa existente. El programa de FastTrac incluye el desarrollo práctico de negocio programa y talleres para empresarios, aspirantes a empresarios, así como el plan de la iniciativa empresarial para estudiantes colegiales. FastTrac esta diseñado para ayudar a empresarios adquirir las habilidades necesarias para crear, manejar y/o hacer crecer negocios exitosos. ¡Los participantes no aprenden apenas acerca del negocio, ellos lo viven! Ellos trabajan en sus propias ideas del negocio o aventuras a través del programa moviendo su aventura a la realidad o nuevos niveles de crecimiento. Los programas de FastTrac son los recursos para empresarios que han sido desarrollados por y con centenares de empresarios exitosos que han compartido su conocimiento, las penetraciones, y las historias para que otros quizás aprendan de ellos. En 1998 FastTrac ganó el Premio de la Excelencia para la Educación Empresarial Modelo de la Administración de Pequeña Empresa. Poniendolo simplemente, FastTrac es uno de los programa de capacitación empresariales en la vanguardia proporcionando programas que son escritos por empresarios. ..dictados por empresarios para empresarios. Los programas FastTrac proporcionados actualmente por más de 300 organizaciones en 49 estados. Los programas FastTrac son ofrecidos también fuera de los EE.UU. en Australia y Rusia. Más de 165.000 aspirantes y empresarios existentes han sido alcanzados por programas de FastTrac en los Estados Unidos desde 1993. Los programas FastTrac fueron lanzados Primer por la Universidad del Programa Meridional de la iniciativa empresarial de California en Los Angeles en 1986. En un esfuerzo de lanzar el programa de FastTrac nacionalmente y continuar la iniciativa empresarial que acelera en América, 152

fundacion de Ewing Marion Kauffman lleg贸 a ser el inversor y el partidario mayor de FastTrac en 1993. Hoy los varios programas de FastTrac son ofrecidos en ambos escenarios urbanos y rurales por organizaciones y las colegios/universidades que, como FastTrac, "ayudan a personas siguir sus sue帽os empresariales". FastTrac tiene un gran 茅xito a causa de las asociaciones fuertes con las organizaciones locales que tienen una pasi贸n para servir a los empresarios en su comunidad.

FastTrac curriculum CLASS

DESCRIPTION Orientation

153

Ongoing Services Alumni Group This group meets monthly to network, share resources, and learn from guest speakers and presentations. Graduate Directory All graduates who are in business may be listed in the First Step Fund Graduate Business Directory at no cost to the graduate. Microloan Program Any Alumni Group member may apply for a loan from the First Step Fund to purchase supplies and/or equipment for his or her business. All loans are reviewed by the Borrowers' Group, which is made up of current and past First Step Fund borrowers. Mentor Program Any Alumni Group member is eligible to be matched one-on-one with a mentor who is a successful small business owner. Case Management All participants have access to a Case Manager while they are completing training and after graduation.

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Johnson & Wales University Rhode Island Small Business Development Center Primer Paso FastTrac 2007 Fall Semester Class Statistics Providence Applicant Report Total Applicants

100%

Total Started

49%

Total No Show

51%

Total Dropped Outs

22%

Total Graduating

67%

Graduating Class Perfect Attendance

21%

2 Absence

33%

1 Absence

46%

Male

50%

Female

50%

Existing Business

50%

Opening Business

Pre-Venture

42%

Dropouts

17%

Recruitment Medium Total Recruits

100%

Email Marketing

Referral

Direct Mail

Existing Client

155

Johnson & Wales University Rhode Island Small Business Development Center Primer Paso FastTrac 2007 Fall Semester Class Statistics Central Falls Applicant Report Total Applicants

100%

Total Started

78%

Total No Show

17%

Total Dropped Outs

18%

Total Graduating

82%

Graduating Class Perfect Attendance

35%

2 Absence

30%

1 Absence

35%

Male

65%

Female

35%

Existing Business

70%

Opening Business

Pre-Venture

30%

Dropouts

18%

Recruitment Medium Total Recruits

156

100%

Email Marketing

Referral

Direct Mail

Existing Client

Un testimonio de un Pequeño Empresario con un Gran Corazón! Testimonio de Victor Reyes: Fuente: EveryCompanyCounts.com Agradezco mucho al programa Every Company Counts (ECC), particularmente a su digna representante Hispana Claudia Cardozo, por toda la información ofrecida, la cual ha sido de mucha ayuda en el desarrollo de mis ideas como pequeña empresa, aunque personalmente pienso que: “Pequeño es el mundo para conquistarlo”. Claudia me conectó con el Centro de Desarrollo del Pequeño Negocio en Rhode Island, o como es conocido en Ingles: “The Rhode Island Small Business Development Center -SBDC", de la Universidad Johnson & Wales. Ahora me encuentro tomando la clase “Primer Paso” la cual es dictada en español, y con base en el currículo de la Fundación Kauffman. Estas clases son impartidas gentilmente por Tomás Ávila. He tomado el compromiso de invertir doce semanas para informarme y educarme con expertos en el ambito empresarial. Me alegra saber que organizaciones como el SBDC y Progreso Latino hagan alianzas para el beneficio de nosotros los pequeños empresarios. Para mi es mucho mas facíl desplazarme a las instalaciones de Progreso Latino, que ir a la universidad en el centro de la ciudad. En las clases estamos aprendiendo a desarrollar nuestro propio plan de negocio y obtenemos información de las diferentes áreas de gestión y de otras agencias que están para ayudar a la pequeña empresa. Para mi ha sido de mucha ayuda, puesto que recién empecé mi propio negocio en este país, y es mucho lo que hay que entender y conocer para que el negocio pueda operar correctamente. Por ultimo aprovecho esta oportunidad para dejarles saber que estoy a sus órdenes cuando deseen encontrar música y libros, entre otros artículos, que nos acercan a la Vida Cristiana. Sinceramente, Víctor Reyes Visión Librería Cristiana

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Primer Paso - Un Acertado Paso En Firme Para El Éxito Empresarial!! Nelson León Cataño cortesia: Every Company Counts

El Centro para el Desarrollo de Pequeños Negocios de R.I (RISBDC) ofrece un excelente proyecto: "Primer Paso FastTrac", el cual ha sido muy bien definido como: "un programa práctico-educativo creado por empresarios para empresarios, con el fin de estructurar a los negociantes para desarrollar y/o mejorar las habilidades que son requeridas para la creación, manejo y crecimiento éxitoso de las empresas. Es un programa ceñido a los pequeños empresarios en pos de incentivar su crecimiento y desarrollo". "Primer Paso FastTrac,"coloca los fundamentos y da las herramientas que facultan a los participantes para planear y proyectar la visión de un negocio, de replantearla o de concluir sobre la viabilidad de mantenerla o no. De allí, que se torne en la más importante herramienta el aprender a elaborar un plan de factibilidad que nos permita planear y evaluar el negocio, bien sea, ya establecido o por constituirse. El estudio y aprendizaje de la elaboración de tan importante herramienta, como lo es el plan de factibilidad, se hace en forma didáctica, sistemática y guiada; apoyándose en un texto guía llamado: "El Manual del Empresario"; que desarrolla paso a paso y de manera práctica y con sólidos cimientos técnicos-profesionales temas tales como: "Estudio de Factibilidad; Resumen Ejecutivo; Productos y Servicios; Análisis de mercados; Precio y Rentabilidad; Clientes Potenciales; Plan de Acción adicional; Recursos y Glosario". Es de resaltar la forma sencilla, adecuada, amena y didáctica, como se trata cada temática y como se va adentrando al participante en su aprendizaje, comprensión y aplicación práctica. Como complemento se lleva una personalizada orientación por parte del instructor y administrador 158

del programa, Señor Tomás Ávila, quien va asesorando a cada participante en la elaboración del Plan de Factibilidad para cada negocio en particular; con una sapiente consejería avalada por su vasta experiencia en la consultoría empresarial. Tomas Avila ha sido distinguido como la ESTRELLA ASBDC 2007 del Estado de Rhode Island; durante la celebración de la Conferencia Nacional de la Asociación de los Centros del Desarrollo de la Pequeña Empresa (ASBDC), en el pasado mes de Octubre/07. De Tomas se dijo allí: "que desde el 2006 ha estado en el Centro con una variedad de responsabilidades incluyendo el de instructor y administrador del programa "Primer Paso FastTrac; el cual de acuerdo con la fundación Kauffman es el Más Éxitoso del País. Se destacó que Tomás es un consejero de negocios especialista en negocios Hispanos y que su dedicación con sus clientes y la comunidad minoritaria de negocios de R.I es extraordinaria. Además, se le calificó de ser un gran valor para la organización que se siente altamente satisfecha de tenerlo en sus filas; terminó indicando el director del Estado John Cronin. Por último, se acentuó: "que Tomás Ávila fue seleccionado por sus excepcionales contribuciones al SBDC de su región y a la red SBDC de R.I. Tomás fue descrito como estratégico y futurista. Se concluye señalando que la ASBDC concede anualmente una ESTRELLA DEL ESTADO a los empleados excepcionales de SBDC, que son ejecutantes ejemplares, hacen contribuciones significativas a su Estado o región y demuestran una fuerte dedicación a la Pequeña Empresa....." Tomás Ávila, pues, no solo es un consultor empresarial de alto nivel, especialista en la pequeña empresa y el mercado Hispano, sino que también se ha destacado como un honesto y sobresaliente líder de nuestra comunidad, que ha sabido anteponer los intereses comunitarios a los intereses personales; lo que le ha facilitado ejercer un liderazgo independiente, sin negociados, sin oportunismos personalistas; consecuente e inteligente. Su mentalidad creativa lo ha llevado a plantear el desarrollo de nuestra comunidad no a través de dádivas condicionantes, sino incentivando el espíritu emprendedor de la gente, "enseñándole a pescar", mediante 159

programas como profesionalización.

"Primer

Paso

FastTrac";

educación

"Primer Paso FastTrac",entonces, es un programa que se hace de curso indispensable para todos los pequeños empresarios, ya establecidos o por establecerse, porque les permite prepararse en las modernas técnicas de gestión empresarial para aprender de forma profesional el manejo de la planeación, programación; ejecución y control, amparados en un plan de factibilidad que como dice Tomás: " no nos garantiza, como por arte de magia, el éxito, pero si nos asegura minimizar los riesgos para obviar fracasos por desconocimiento, imprevisión e improvisación" y tener un desempeño con altas posibilidades de éxito. Como comunidad pujante, en crecimiento poblacional y en la magnitud de un gran mercado se hace menester prepararnos como Empresarios y dar irrestricto apoyo, con la participación decidida, a este tipo de programas y eventos en esta dirección. Hoy ya hemos comenzado a ver los frutos fértiles manifestados en empresas que han comenzado a destacar y ocupar sitios importantes en el mercado y en las preferencias del consumidor en general. Compañías que fueron concebidas, planeadas, proyectadas y orientadas por empresarios Hispanos que decidieron dar ese "Primer Paso Acertado y Firme", al hacer parte del programa "Primer Paso FastTrac". Como participante de este programa, puedo concluir diciendo que "Primer Paso FastTrac", es el obligado y correcto paso que usted como empresario tiene que dar!!

Nelson León Cataño-Consultor Empresarial

160

161

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Coffee Entrepreneur Taking Her Lumps In Stride By Natalie Myers PBN Reporter Posted Dec. 3, 2007 Providence Business News SMALL BUSINESS Like so many inventors, Nancy Zapata Faella got an idea for something new by contemplating something old – in this case, instant coffees, teas and sugar cubes. She thought there should be a way to combine instant coffee, sugar and flavors such as mocha, cappuccino or hazelnut into one cube that could be easily dropped into a steaming cup of hot water or milk to create a convenient drink. Faella, who lives in Lincoln, thought it would be popular among college students, military personnel and the general public. She discussed the idea with her brother, who lives in Colombia, where she is from. Three years later, she and her brother have created 25 patented formulas for cubed coffee and teas. The tea cubes are infused with fruit flavors. The siblings formed Violet’s Coffee Inc., though it was originally called Victory Coffee, she said, because when they finally got the formula right it felt like a victory. When they found out the name was taken, they had to think of another name that started with a “V” because it was part of the logo. Faella’s brother chose violet because it was the color on the logo. Soon after, Faella found out that the violet is the state flower of Rhode Island, which seemed fitting, she said, because the idea was hatched in Rhode Island.

163

Now Faella and her brother are ready to launch Violet’s Coffee products in Colombia, the United States and Spain, all places where they have found interest, Faella said. But the entrepreneurs are missing one crucial ingredient: $2 million for mass production and marketing. “We are giving a lot of presentations,” she said. “It’s launching beautifully [in Colombia],” where the product is already available in a few stores. Faella hopes to make the cubes available locally, perhaps at universities, early next year. The company doesn’t have the production capacity to respond to the fullscale demand, she said, which is why it hasn’t been able to sign contracts with distributors anxious to sell the product to grocery stores or specialty shops. She says $2 million is needed to purchase equipment and establish a factory in Colombia, where the cubes would be produced and then shipped to other markets, including Rhode Island. To help raise the funds, Faella decided to participate in the R.I. Small Business Development Center’s third Business to Business Venture Forum last month. The forum provides inventors with a venue to present their ideas to a room of investors, bankers and other entrepreneurs. Some of the investors are angels, said John Cronin, executive director of the RISBDC, which leverages expertise from the Cherrystone Angel Group, based in Providence, and the Brown Forum for Enterprise to prepare the inventors before giving their 20-minute presentations. The RISBDC recently created a special “Investor Ready” series, which supplies the presenters with coaches who help them fine tune their presenting skills and the content of their message prior to the event. The “B2B Venture Forum” series was created and launched in March, in response to the need of inventors to have an informal venue to practice presenting their ideas and to network with other entrepreneurs, Cronin said. It is designed for entrepreneurs who do not have access to the types of resources that scientists and others from academia have access to. Past participants include Mark Wholey, a commercial artists and sculptor from Warren, who invented a patented paint brush with a right angle handle designed to reduce wrist and hand fatigue while applying brush strokes and Jon Smythe, the North Kingstown Power Lifting Special Olympics coach, 164

who invented a new kind of decorative crutches for children called Sidekicks. Faella said she has received some funding as a result of the forum, but nothing near her goal of $2 million. So far all the money used to develop the product has come out of pocket. Like other inventors, Faella works full-time during the day. She is a data entry clerk and judicial interpreter for the fourth division district court in Wakefield. She also has a husband and two daughters, Michelle, 12, and Alejandra, 9. Faella said working full time and starting a company can be stressful. “You have your good days and your bad days,” she said. “It’s important to never give up.”

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A Piece Of Home At The Local Grocer By Marion Davis PBN Managing Editor Posted Nov. 19, 2007 MAIN STREET The space is just a small, narrow warehouse, indistinguishable from any other along this shabby stretch of Rathbone Street. But behind the doors of La Paz Food Distributor, in boxes piled up to the ceiling, are items treasured by thousands of New England residents. Nothing fancy, no – just little pieces of Central America, Mexico and the Caribbean. Del Frutal juices and La Maya horchata (a cold, sweet rice drink). Yucca chips, chicharrones (Latin-style pork rinds), tropical fruit and vegetable preserves. And not just any hot sauce, but Tapatío from Mexico, or Picamás from Guatemala. Even the simple things you might find cheaper in the supermarket – spices, teas, chicken broth and beef bouillon mix, rice and beans – or personal care items like shampoo and soap, are just so much better sometimes when they’re precisely the kind you grew up with, the kind you long for when you’re feeling homesick. The Lurssen brothers understand this because they’re immigrants themselves, from Guatemala, living in the United States for 18 years now, but still immersed in the culture they were born into. Their mom, Marina, works with them at the warehouse; their dad, Fernando, does deliveries. Every day, they work with bodega owners whose livelihood revolves around immigrants, and several times a year, they travel to Central America. Almost everything in the boxes at La Paz is there because somebody longed for it. “People ask us, ‘Why don’t you bring this?’ or ‘Why don’t you bring that?’ ” said Ronan Lurssen, who manages the company. “And we have people in Guatemala who will go out and look for the items, and in the next container, we’ll have the products.” 166

The brothers – along with Ronan, there’s Byron, the sales manager, and Denzel, who oversees deliveries – got their education in the ethnic-products wholesale business by working for Goya, the company that has long dominated the U.S. Latin American foods market. But as they traveled around New England, working directly with grocers, they started to see a shift: Confident that immigrants would always prefer their own countries’ brands to Goya if they could find them on store shelves, small companies began importing those products. The supermarkets, for the most part, still wouldn’t have them, but in ethnic neighborhoods, Mexican products, Colombian products, Dominican products became more and more common, and the businesses importing them did well. The Lurssens decided to carve out their own niche, catering to Central American immigrants. Most bodegas around here, Ronan Lurssen said, are owned by Dominicans or other non-Central Americans, but the merchants were happy to accept their help stocking products that immigrants in their neighborhoods wanted to buy. They started with about 10 items, he said. Today they carry about 250 – about 95 percent imported directly by La Paz from Guatemala, El Salvador and Honduras, and the rest purchased from other importers (primarily Mexican and Colombian goods). Their customers, about 400 at this point, are primarily neighborhood grocers, Lurssen said, along with taquerias and a few other eateries. And the end consumers are, overwhelmingly, Latinos, though just last week, an Indian man e-mailed them inquiring about buying the coconut water they stock, because he liked the flavor. La Paz has grown a great deal since its inception, Lurssen said, but the pace has accelerated in the last year, and the brothers have several ideas for how to get to the next level. For starters, they’re diversifying, scoping out new products to make themselves more attractive to Dominicans, Puerto Ricans and Mexicans in this market. They are also preparing proposals for major supermarket chains, aiming to get some of their brands on the shelves early next year. And next month, Ronan Lurssen is moving to Miami to set up an operation there. All imports from Central America come in through Miami, so to thrive, La Paz needs to be in the middle of the action, he said. His brothers will stay in Providence to run the rest of the operation.

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With the help of the R.I. Small Business Development Center, they also obtained a bank loan for the first time this year, from Coastway Credit Union. It’s helping finance the Miami office. So they’re pretty confident right now. “We’ve grown about 50 percent faster in the last year than we did in the two previous years,” Lurssen said. “One year from now, I believe we could be in the chains, competing with large companies like Goya and La Fe.”

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Next Generation Of Entrepreneurs Climbs Ladder By Natalie Myers PBN Staff Writer Posted Dec. 24, 2007

FOCUS: MINORITY BUSINESS

Finees Mendez grew up watching his father become the second Latino in the state to earn a masterelectrician license, and then go on to start his own business, Victor General Electric. Mendez, an immigrant from the Dominican Republic who moved to Rhode Island with his family when he was 9 years old, was inspired to go to college and become an entrepreneur himself. After graduating with a bachelor’s degree in computer science and math from the University of Rhode Island, Mendez joined friends in starting RI Marketing & Advertising in 2001. Since then, Mendez, 26, has become the sole owner and marketing director of the six-employee company. He has shifted the company’s

PBN PHOTO / BRIAN McDONALD

FINEES MENDEZ, left, is the owner of RI Marketing & Design, which he helped found in 2001. With him are Elisha Hicks, center, the firm’s graphic design director, and Priscilla Collado, its general manager.

COURTESY XZITO CREATIVE SOLUTIONS

THREE FRIENDS with complementary skills – from left, Jairo Gomez, Jeshua Zapata and Juan Gomez – pooled their resources in 2004 to found marketing and Web-development firm Xzito Solutions.

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focus from printing and graphic design to supplying marketing packages for small businesses, including printed material, Web design, public relations, branding and graphic design. Mendez’ entrepreneurial success is hardly the exception in the Latino community, says Tomás ávila, Latino business developer at the R.I. Small Business Development Center. He’s seen an increase in the use of RISBDC services to start or improve businesses by Latinos whose parents were immigrants. Most of the entrepreneurs have either started or are thinking of starting professional-service firms in areas such as accounting, interpreting, event planning and tutoring, he said. Those businesses mark an evolution from the mom-and-pop food service, cleaning, retail and construction businesses more commonly started by the initial adult immigrants. Similarly, Claudia Cardozo-Tarullo, small business accountant executive at R.I. Economic Development Corporation’s Every Company Counts, said she has been helping more offspring of immigrants who themselves came as children, as well as those who are U.S. citizens because they were born here, with their professional-service companies. “Many of the second-generation Latinos saw their parents work hard and long hours, whether in entry-level jobs or as business owners,” Avila said. “They have become professionals to better prepare [themselves] to move along the economic scale, but are also aware of the great opportunity they have as bilingual professionals providing their services to Latinos and the general public.” Mendez said about 75 percent of his clientele is minority-owned businesses because that is his “sphere of influence,” but also because the company is located in South Providence – where many minority-owned businesses cluster. But Mendez is working on building a clientele of mainstream businesses interested in using his bilingual skills to market to the Latino community, which has needs he understands. “We already work with nonprofits that target services to the minority community,” Mendez said, citing the Urban League of Rhode Island and the John Hope Settlement House as examples. Xzito Creative Solutions LLC, a Pawtucket-based branding, Web development and marketing firm, also caters to minority businesses and mainstream businesses. 170

“We know both cultures,” said Jeshua Zapata, 25, co-founder and businessoperations director for the company. “That’s really one of the biggest edges we have. We grew up in both cultures.” Zapata and co-founding brothers Juan Gomez, 25, director of Web development, and Jairo Gomez, 25, director of graphic design, all have roots in Colombia but were either born in Rhode Island or moved here at a young age. Like Mendez, who started his company with friends, the Xzito co-founders started their company in 2004 because they were friends with complementary skills. Zapata had earned a bachelor’s degree in business administration from Bryant University. Juan and Jairo Gomez earned bachelor’s degrees in graphic design from Rhode Island College. “I think little by little the second generation is getting more educated,” Zapata said. At first Xzito catered primarily to the Latino community because that was its comfort zone. “We could offer them something they didn’t have: development of a brand,” Zapata said. “Our job is to educate them on how they need to build a brand. It makes them stronger.” And though their clientele is about 70 percent Latino-owned businesses, Zapata said, the firm landed mainstream clients such as Teknor Apex, Spardello’s, TCI Press and most recently the branding for We Mean Business. The latter is an initiative of Every Company Counts and the R.I. Office of the Secretary of State that aims to make accessing government easier for small businesses. Mendez also has provided campaign branding for local Latino politicians because he wants to support the Latino presence in local government and encourage Latino leadership. Both Mendez and the Xzito founders funded their startups with their own money, relying on sales in the first year to build the resources to slowly grow their businesses. “We thought, why not do it now, while we’re young with no huge responsibilities of a family,” Zapata said. •

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Immigrant Startups Are Maturing In Nature Posted Dec. 24, 2007

PBN EDITORIAL It is a well-established pattern played out in every new wave of immigration – the first generation opens businesses to serve their countrymen. And the easiest businesses to get started and keep going are those that address the basics – groceries, cleaners, retail shops. But the next generation becomes the connective tissue that helps to integrate the new Americans with the rest of the country and unlock the full potential of those who came here looking for a better life. As Providence Business News’ Focus on Minority Business this week shows, the second generation from the immigrant community is reaching out and serving as a bridge to the wider culture – and the broader business community. And they are doing it with professional services such as accounting firms, marketing businesses and the like. Thankfully, the state’s economic-development agencies are very active in reaching out to these new businesses and providing guidance and capital. It won’t be long before today’s immigrants are tomorrow’s successful entrepreneurs and leaders. •

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Workshop Draws Fledgling Hispanic Entrepreneurs By Natalie Myers PBN Staff Writer Posted Dec. 10, 2007

SMALL BUSINESS In this follow-up to a 2006 PBN series on the R.I. Small Business Development Center’s Primer Paso business planning workshop for Latino entrepreneurs, we see how participants are doing a year later and how the workshop has grown. ECAS Theater, the state’s only Latino theater group, has taken great financial strides since taking the Primer Paso workshop last winter, artistic director Francis Parra says. The theater is still waiting to receive nonprofit status from the Internal Revenue Service, a process that can take two years, Parra said. But the volunteer-based group has received a $130,000 grant from Hispanics in Philanthropy, a global nonprofit dedicated to strengthening Latino communities by increasing resources for the Latino and Latin American civil sector. About $20,000 is being used to hire a consultant to develop a plan to raise funds for a permanent location for educational classes and performances, Parra said. The rest will be used for the theater’s first-ever salaried staff and for technology improvements, such as development of a better Web site. The theater group uses space at Rhode Island College to conduct theater classes and perform plays and this year began performing at the Sandra Feinstein-Gamm Theater in Pawtucket. “From Primer Paso we understood that we definitely needed a strategic plan,” she said. “Having the consultant is good. We don’t have time to be writing the plan in good English.” In addition, through contacts at the R.I. Small Business Development Center at Johnson & Wales University, which facilitates the Primer Paso business planning workshops taught in Spanish, Parra was able to get help organizing ECAS Theater’s first fundraising gala dinner in October. 173

“We never realized we had the tools to have a gala dinner,” she said. “This is very important for public relations.” Though the theater didn’t raise much money from the actual event, Parra said, 200 people attended and as a result new institutions are supporting the theater. While ECAS Theater is growing, results have been mixed for the rest of the 12 graduates from the 2006 Primer Paso class. Some have opened and closed businesses, others are struggling to survive. And most are still trying to raise money. Tomás Ávila, Latino business developer at the RISBDC and instructor for the classes, says that’s not a bad thing because it saved them from going into debt. The 12 graduates together gained access to more than $200,000 in capital, Avila said. Miriam Garcia, who opened Fiesta Meat Place, a meat market in Central Falls, received $85,000 in loans from Navigant Credit Union, he said. But she and her business partners have since closed the business because interest on the debt financing they received was more than the revenue they were generating. Andres Almonte, owner of ABC Insurance on Atlantic Avenue in South Providence, was able to secure a $20,000 micro-enterprise loan from the R.I. Economic Development Center, which helped purchase new equipment, such as a fax machine, copier and three computers. The money also helped upgrade software on existing computers and open a second office for his son, also a licensed insurance agent, on Manton Avenue in the Olneyville neighborhood of Providence, he said. But his business is suffering this year compared to last year, Almonte said. “The economy is a little bit down,” he said. “So many of my clients are moving out of state … People say because we are the smallest state we are feeling the economy more … this year less people are buying new cars and getting insurance.” As for the workshop itself, it has expanded since last year, he said. It is now offered in two locations – at Johnson & Wales University downtown and Progreso Latino in Central Falls – and it is offered in the spring and the fall, rather than just the latter. Demand necessitated the expansion, Avila said. On Dec. 12, 47 Latino entrepreneurs were to graduate from the latest Primer Paso workshop. Total participation has grown 70 percent since last year.

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Oscar Mejias, a 2006 Primer Paso graduate, says the program helped him develop confidence and a plan for his business. He’s launching tour operator software he developed at the Travel Industry Association of America’s International Pow Wow May 2008 in Las Vegas. “Definitely the knowledge I got from Primer Paso led me to have a better vision about the future of my business,” he said.

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Reconocen Labor De Médico Colombiana Por ClaveHispana.Com Miér coles, 05 Diciembr e 2007 Central Falls, RI—Esperanza Gómez es una prominente médico de Cali, Colombia, quien desde hace varios años reside en Rhode Island, donde ha desarrollado una intensa y continua labor educadora sobre salud en la comunidad latina, sobre todo desde su posición en el Centro de Bienestar de Progreso Latino en Central Falls, así como a través de su participación en programas de educación en diversas organizaciones y hospitales de Rhode Island. La doctora Gómez fue entrenadora del Programa M2B que se llevó a cabo en varias agencias con el patrocinio del Departamento de Salud; ha participado en innumerables grupos de enfoque organizados con propósitos investigativos y educacionales, así como en múltiples eventos, como ferias de salud y otras actividades comunitarias, ya sea representando al Centro de Bienestar de Salud de Progreso Latino, o bien sea representando al Hospicio de Rhode Island, entidad que la contrató como parte de una iniciativa dirigida a la comunidad latina. En Progreso Latino, la doctora Gómez, al ver el enorme número de personas que tienen diabetes, decidió crear un grupo para proverles información y ayudarlos a que puedan controlar por sí mismos la enfermedad. Como resultado, el Centro para el Control de la Diabetes (CDC, siglas en inglés), con asiento en Washington, D.C., visitó el grupo junto a la Coalición Multicultural para la Prevención y Control de la Diabetes (RIDOH), del Departamento de Salud de Rhode Island, para conocer los progresos que habían tenido los y las participantes, concluyendo, a través de un cuestionario e intercambio de impresiones, que los resultados logrados por la doctora Gómez son impresionantes. Como resultado de las entrevistas del CDC y RIDOH a los grupos de apoyo de Progreso Latino y West End Community Center, la Coalición 176

Multicultural para la Prevención y Control de la Diabetes y el Departamento de Salud de Rhode Island, decidieron otorgar una placa de reconocimiento a la doctora Gómez, la cual le fue entregada en el transcurso de un evento que tuvo lugar recientemente en el West Valley Inn en Warwick, Rhode Island. El Grupo de Apoyo para el Control de la Diabetes de Progreso Latino está compuesto por unas 20 personas y ha estado activo por unos tres años. Los participantes han mostrado una mejoría notable al educarse sobre la manera de mantener controlada la enfermedad, y en algunos casos, sobre cómo aplicar medidas preventivas. La doctora Esperanza Gómez tiene un extenso historial médico en su natal Colombia y actualmente está preparándose para culminar los exámenes nacionales que la acreditarían para ejercer completamente como galeno. A parte, se ha mantenido estudiando y proveyendo entrenamientos, incluso, a pesar de su vasta experiencia profesional, al llegar a los Estados Unidos se preparó para poder llevar a cabo su labor de educadora sobre salud, al tiempo que toma clases continuas de inglés y trabaja para Home and Hospice Care of Rhode Island. Es una comprometida colaboradora de ClaveHispana.com.

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Tomas Alberto Avila Awarded 2007 Rhode Island SBDC State Star at the National Conference of the Association of SBDCs Providence - During the National Conference of the Association of Small Business Development Centers (ASBDC) held in Denver, Colorado, September 17-19, Tomas Avila was recognized as the 2007 Rhode Island State Star for his outstanding contribution and creative excellence with the Small Business Development Center www.risbdc.org at the Johnson & Wales University www.jwu.edu.

"Tomas's commitment to his clients and the minority business community of Rhode Island is nothing less than extraordinary,” said State Director John Cronin. “He's a valued asset of our organization and I'm thrilled to have him as a network member of the Rhode Island SBDC." Rhode Island’s “State Star” was selected from among the entire state’s Small Business Development Network. A “State Star” must demonstrate exemplary performance in assisting Rhode Island’s Small Business Development customers; and show a strong commitment to the small business community they serve. The State Star Award is presented annually to one employee in the SBDC network. The Association of Small Business Development Centers (ASBDC) annually awards a State Star to outstanding SBDC employees who are exemplary performers, make significant contributions to their state or region and show a strong commitment to small business. "It is an honor to accept this award," said Avila, "and to have the opportunity to help so many people achieve the dream of starting and succeeding in their own business." Avila has been with the center since 2006, performing a variety of duties, including instructor, Primer Paso Administrator, Business Counselor and Minority Business Specialist. Tomas was selected for his outstanding accomplishments and contributions to his region’s SBDC and to 178

the entire Rhode Island SBDC’s network. Avila is described as “engaging, forward thinking, thoughtful and progressive” by his network colleagues. He has been proactive in bringing business development services to the growing Hispanic clients in his region; assisted in meeting training and participation goals for the program; facilitated in the Primer Paso FastTrac feasibility planning program, which targets citizens of the state’s Hispanic business community and provides assistance to entrepreneurs interested in developing the skills necessary to successfully form a business; and has been vital in the implementation of this program in the in Rhode Island SBDC. Tomas Avila’s hard work and dedication is an asset to his community, colleagues and the entire Rhode Island SBDC network. With his guidance and knowledge, he has effectively helped countless entrepreneurs in managing their small businesses, starting new businesses, increasing sales and creating new jobs for Rhode Island. The Rhode Island SBDC offers one-on-one business management counseling to existing and prospective small business owners and managers; training on business topics; loan packaging, and access to business information. Services are offered through regional centers located throughout Rhode Island. The Rhode Island SBDC is a state-wide network of 5 service locations, satellite centers, and outreach sites. For further details, go to www.risbdc.org. -30-

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Avila Honored for SBDC Services to R.I. Latinos Posted Oct. 22, 2007 Rhode Island & Massachusetts News Briefs PROVIDENCE – Tomas Alberto Avila of the R.I. Small Business Development Center at Johnson & Wales University has been honored by the Association of Small Business Development Centers with the 2007 ASBDC Rhode Island State Star. The award, for what the group called “his outstanding contribution and creative excellence,” was presented at the ASBDC’s 2007 National Conference in Denver. Since joining the R.I. SBDC last year, Avila – administrator of the Primer Paso FasTrac businessfeasibility planning program – has also served as an instructor, business counselor and minority business specialist. “Tomas’ commitment to his clients and the minority business community of Rhode Island is nothing less than extraordinary,” SBDC Director John Cronin said in a statement. “He’s a valued asset.” The State Star is presented annually to one employee in each state’s SBDC network; honorees must be “exemplary performers [who] make significant contributions to their state or region and show a strong commitment to small business.”

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Avila Honored For Bringing SBDC Services To Latinos Providence Business News Posted Oct. 16, 2007 DENVER – Tomas Alberto Avila, of the R.I. Small Business Development Center at Johnson & Wales University, has been honored by the Association of Small Business Development Centers, with the 2007 ASBDC Rhode Island State Star. The award, for what the group called “his outstanding contribution and creative excellence,” was presented at the ASBDC’s 2007 National Conference in Denver. Avila is the administrator of the R.I. SBDC’s Primer Paso FasTrac businessfeasibility planning program, which was the subject last year of an awardwinning series by Providence Business News staff writer Natalie Myers Since joining the SBDC last year, he also has served as an instructor, business counselor and minority business specialist. Network colleagues describe him as “engaging, forward thinking, thoughtful and progressive,” the local SBDC said. “Tomas’ commitment to his clients and the minority business community of Rhode Island is nothing less than extraordinary,” state SBDC Director John Cronin said in a statement. “He’s a valued asset of our organization, and I’m thrilled to have him as a network member.” The State Star is presented annually to one employee in each state’s SBDC network. The ASBDC says it presents the awards to “exemplary performers [who] make significant contributions to their state or region and show a strong commitment to small business.” With Primer Paso and other programs, Avila “has been proactive in bringing business-development services to the growing Hispanic clients in his region,” the SBDC said. “It is an honor to accept this award,” Avila replied, “and to have the opportunity to help so many people achieve the dream of starting and succeeding in their own business.” 182

PBN’s Myers Joins 5 Others In Receiving Metcalf Award By Mark S. Murphy PBN Editor Posted May. 21, 2007

Providence Business News Staff Writer Natalie Myers was given one of seven Michael Metcalf Awards for Diversity in the Media by Rhode Island for Community & Justice this morning at the Marriott Providence Downtown hotel. Myers was recognized, in the print weekly/bi-weekly category, for her series of stories on the Primer Paso businessdevelopment program hosted by the Small Business Development Center at Johnson & Wales University. Primer Paso is a Spanish language program that uses weekly classes to help entrepreneurs develop new business ideas as well as improve existing businesses. Myers attended all 12 classes last fall, and the subsequent series of stories had a significant effect on the businesses that participated. According to Tomas Avila, the director of the program, subsequent to its publication, businesses that participated have been able to garner $200,000 of capital to build their businesses, while even more potential financing partners have approached the Primer Paso graduates. Other winners honored this morning included: • Deb Ruggiero, in both the radio and television categories, for the series on WPRO-AM and Rhode Island PBS, “Rhode Island Amazing Women.”

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• Joseph Fitzgerald, daily print, The Woonsocket Call, “The New Americans.” • Denise Dowling, monthly print, Rhode Island Magazine, “The Reluctant Warrior.” • Reza C. Clifton, technology of the new millennium, rezaritesri.com, “Jerusalem Women Speak, R.I. Woman Answers.” • Paul Davis, history coming to life, The Providence Journal, “The Unrighteous Traffick.” The Metcalf Awards were established in 1998 to honor Michael Metcalf, late publisher of The Providence Journal, and to showcase the commitment of journalists and media to promote understanding and respect for all members of the Rhode Island community. Primer Paso

Read PBN reporter Natalie Myers’ award-winning Primer Paso series: ‘Primer Paso’ a first step for Hispanic firms, Sept. 25, 2006. An entrepreneur’s dream requires some homework, Oct. 2, 2006. Entrepreneur is gearing up to grow his repair business, Oct. 9, 2006. Lead-safety trainer aims to open interpreting firm, Oct. 16, 2006. Couple want to build their business right this time, Oct. 23, 2006. Big dreams begin with Latino plantain treats, Oct. 30, 2006. An accomplished Latina wants to mentor others, Nov. 6, 2006. Immigrant sees potential for year-round pool firm, Nov. 13, 2006. To grow, insurance agent finds he’ll need to invest, Nov. 20, 2006. Software creator focuses on tour operators’ needs, Nov. 27, 2006. Theater gains confidence to seek nonprofit status, Dec. 11, 2006 Primer Paso’s new grads already see improvement, Dec. 16, 2006.

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Tomas Alberto Avila, Rhode Island Small Business Development Center (RISBDC) Administrator Facilitator Primer Paso FastTrac and Business Counselor with award winning reporter Natalie Myers of Providence Business News.

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Journal’s Davis among Metcalf Awards winners Providend Journal Wednesday, May 23, 2007 Journal staff writer Paul Davis was honored for his six-part 2006 series about Rhode Island’s involvement in the American slave trade at yesterday’s Metcalf Diversity in the Media Awards breakfast at the Providence Marriott. The Metcalf Awards are sponsored annually by Rhode Island Community & Justice in an attempt to recognize media outlets and individual journalists in Rhode Island who do an exemplary job in promoting diversity in a way that is entertaining and tells an important story. Davis, who received Metcalf awards in the print category both in 2005 and 2006, was named yesterday as the first recipient in a new category, History Coming Alive, for his six-part series “Unrighteous Traffick,” which was published in March last year. The Journal’s deputy executive editor, Carol Young, said Davis’ months of reporting and research showed that while many people think of slavery as a Southern phenomenon, Colonial Rhode Island reigned over the American slave trade for 75 years, sending more ships to Africa and bringing more Africans to the New World than any other North American colony. Davis’ series described how the slave trade became the colony’s first economic engine. “Paul did not break the news of the slave trade; [but] he unearthed it and elevated that dark past to its rightful place in state history. He did so in a way that appealed to a mass audience,” said Young. The RIJC Metcalf Diversity in Media Awards are named for Michael Metcalf, a former publisher of The Providence Journal who died in a bicycle accident in 1987. Toby Ayers, RICJ’s executive director, said entries this year focused on a variety of topics ranging from the traditions of the Narragansett Indians to the role minorities play in the electoral process and the history and economy of the state. Other award recipients were: Television broadcast: Deb Ruggiero and Rhode Island Public Broadcasting Station for “Rhode Island’s Amazing Women.” Print, daily: Joseph Fitzgerald and the Woonsocket Call for the series “New Americans.” 186

Print, weekly: Natalie Myers and the Providence Business News for the series “Primer Paso.” Radio Broadcast: Deb Ruggiero and Citadel Radio WPRO-AM for “Amazing Women.” Technology for the New Millennium Award: online publisher Reza Clifton and RezaRitesRi.com for “Jerusalem Women Speak, RI Women Answer.”

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2007 RICJ Metcalf Diversity In The Media Awards Natalie Myers

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2007 SBA Rhode Island Small Business Journalist of The Year Natalie Myers

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R.I. reaches out to Latino entrepreneurs Providence Journal Thursday, March 15, 2007 By Benjamin N. Gedan Journal Staff Writer PROVIDENCE — Relying on $500,000 in loans, Acelia Adaligisa Terrero transformed a small catering business operated out of her kitchen into a popular bakery, restaurant and banquet hall housed in a historic building on Broad Street that she purchased and refurbished three years ago. Terrero, who immigrated from the Dominican Republic in 1984, said the loans were crucial to her success, and she is quick to credit her many benefactors: the Bank of Rhode Island, the U.S. Small Business Administration, the Providence Economic Development Partnership and the Rhode Island Economic Development Corporation. But despite their eagerness to help, Terrero said, securing the money proved challenging and her success has rarely been replicated in the neighborhood. “I got it because I’m a very tenacious woman,” Terrero recalled recently, sitting beside a glass case displaying her Cuban beef stew, Puerto Rican custard and mashed plantain. “It was very difficult for me because of the lack of information in Spanish. It would have been impossible if I couldn’t speak some English.” The independent and governmental agencies that assist small businesses appear to be getting that message. As Latino businesses proliferate in Providence, Central Falls and Pawtucket, resources to support them are increasingly being advertised and delivered in Spanish. Last month, Every Company Counts — the EDC’s small-business program — hosted its first lecture delivered in Spanish and aimed at Latino merchants. The event, held Feb. 7, drew about 70 people, many of whom learned about it from fliers advertising it in Spanish. The EDC also pitched the tax seminar in a Spanish-language e-mail, and on a Spanish radio station, Latina 100.3 FM. In January, the EDC hired a fluent Spanish speaker, Claudia CardozoTarullo, to improve its outreach to Latinos. Beginning in May, she will edit a Spanish newsletter and help launch a Spanish version of the Every Company Counts Web site, everycompanycounts.com

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“We don’t want these Hispanic businesses falling through the cracks,” said Sherri Lynn Carrera, the operations manager for Every Company Counts, which was created in 2004. “We want them to have the same opportunity as every other business.” The EDC is already planning a second Spanish-language workshop that will discuss the importance of creating a business plan, as well as seminars catering to the preferences participants in the Feb. 7 program expressed in a survey. “Sometimes they don’t really understand all the resources available to them,” said Cardozo-Tarullo, who immigrated from Colombia in 2002. “We need to help the Latino community to succeed and to connect with the American market.” The Rhode Island Small Business Development Center, a business training agency based at Johnson & Wales University, has also been increasing its Spanish-language offerings. In 2002, while still based at Bryant University, the center started a Latino Business Initiative. Those efforts have intensified since July, when the center moved to a headquarters in downtown Providence that is more accessible to would-be business owners who rely on public transportation. Courses taught in Spanish are filling up so fast that at least one — Primer Paso (First Step), a 13-week workshop about how to start a business — is being offered simultaneously in Providence and Central Falls. “Traditionally, all the material and workshops were in English,” said Adriana I. Dawson, a regional director for the SBDC who recorded her voice-mail greeting in Spanish and English. “What people failed to realize is you have a large, growing non-Englishspeaking community that is extremely entrepreneurial.” The center now employs four bilingual staff members, a response to what its executive director, John Cronin, calls a “demographic imperative.” “We have seen a lot of potential in the Latino businesses we serve,” Cronin said. “It means a lot to the community.

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Program Guides Latino Business Owners Business Digest Providence Journal Friday, February 9, 2007 The Rhode Island Small Business Development Center at Johnson & Wales University has launched the â&#x20AC;&#x153;Primer Paso-Fast-Trackâ&#x20AC;? Spanish business training program at Progreso Latino in Central Falls. The program began on Feb. 1 and will run through April 26. The purpose of the program is to help the small-business planning process by providing an initial overview, assessment and mapping plan for the Latino business owners, entrepreneurs and/or small-business loan applicants. Primer Paso-Fast-Trac started in 2004 as part of the Progreso Latino Business Development Center services, as a partnership among Progreso Latino, Johnson & Wales University and Milenio Associations LLC to develop and offer the Spanish version of the nationally renowned Kaufman Foundationâ&#x20AC;&#x2122;s Fast Trac program in Rhode Island.

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Rhode Island Small Business Development Center (RISBDC)

Front Row – Elizabeth Priote, Maureen Stenberg, Lelani Bomer, Douglas Jobling, & Tomás Alberto Ávila. Back Row – Larry Gadsby, Adriana Dawson, Sixcia Devine, John Cronin, Ardeana Lee-Fleming, Michael Franklin and Stacey Carter.

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Primer Paso - Un Acertado Paso En Firme Para El Éxito Empresarial!! Nelson Cataño El Centro para el Desarrollo de Pequeños Negocios de R.I (RISBDC) ofrece un excelente proyecto: "Primer Paso FastTrac", el cual ha sido muy bien definido como: "un programa práctico-educativo creado por empresarios para empresarios, con el fin de estructurar a los negociantes para desarrollar y/o mejorar las habilidades que son requeridas para la creación, manejo y crecimiento éxitoso de las empresas. Es un programa ceñido a los pequeños empresarios en pos de incentivar su crecimiento y desarrollo". "Primer Paso FastTrac,"coloca los fundamentos y da las herramientas que facultan a los participantes para planear y proyectar la visión de un negocio, de replantearla o de concluir sobre la viabilidad de mantenerla o no. De allí, que se torne en la más importante herramienta el aprender a elaborar un plan de factibilidad que nos permita planear y evaluar el negocio, bien sea, ya establecido o por constituirse. El estudio y aprendizaje de la elaboración de tan importante herramienta, como lo es el plan de factibilidad, se hace en forma didáctica, sistemática y guiada; apoyándose en un texto guía llamado: "El Manual del Empresario"; que desarrolla paso a paso y de manera práctica y con sólidos cimientos técnicos-profesionales temas tales como: "Estudio de Factibilidad; Resumen Ejecutivo; Productos y Servicios; Análisis de mercados; Precio y Rentabilidad; Clientes Potenciales; Plan de Acción adicional; Recursos y Glosario". Es de resaltar la forma sencilla, adecuada, amena y didáctica, como se trata cada temática y como se va adentrando al participante en su aprendizaje, comprensión y aplicación práctica. Como complemento se lleva una personalizada orientación por parte del instructor y administrador del programa, Señor Tomas Avila, quien va asesorando a cada participante en la elaboración del Plan de Factibilidad para cada negocio en particular; con una sapiente consejería avalada por su vasta experiencia en la consultoría empresarial. Tomas Avila ha sido distinguido como la ESTRELLA ASBDC 2007 del Estado de Rhode Island; durante la celebración de la Conferencia Nacional de la Asociación de los Centros del Desarrollo de la Pequeña Empresa (ASBDC), en el pasado mes de Octubre/07. De Tomas se dijo allí: "que desde el 2006 ha estado en el Centro con una variedad de responsabilidades incluyendo el de instructor y administrador del programa "Primer Paso FastTrac; el cual de acuerdo con la fundación Kauffman es el Más Éxitoso del País. Se destacó que Tomas es un consejero de negocios especialista en 196

negocios Hispanos y que su dedicación con sus clientes y la comunidad minoritaria de negocios de R.I es extraordinaria. Además, se le calificó de ser un gran valor para la organización que se siente altamente satisfecha de tenerlo en sus filas; terminó indicando el director del Estado John Cronin. Por último, se acentuó: "que Tomas Avila fue seleccionado por sus excepcionales contribuciones al SBDC de su región y a la red SBDC de R.I. Tomas fue descrito como estratégico y futurista. Se concluye señalando que la ASBDC concede anualmente una ESTRELLA DEL ESTADO a los empleados excepcionales de SBDC, que son ejecutantes ejemplares, hacen contribuciones significativas a su Estado o región y demuestran una fuerte dedicación a la Pequeña Empresa....." Tomas Avila, pues, no solo es un consultor empresarial de alto nivel, especialista en la pequeña empresa y el mercado Hispano, sino que también se ha destacado como un honesto y sobresaliente líder de nuestra comunidad, que ha sabido anteponer los intereses comunitarios a los intereses personales; lo que le ha facilitado ejercer un liderazgo independiente, sin negociados, sin oportunismos personalistas; consecuente e inteligente. Su mentalidad creativa lo ha llevado a plantear el desarrollo de nuestra comunidad no a través de dádivas condicionantes, sino incentivando el espíritu emprendedor de la gente, "enseñándole a pescar", mediante programas como "Primer Paso FastTrac"; la educación y la profesionalización. "Primer Paso FastTrac",entonces, es un programa que se hace de curso indispensable para todos los pequeños empresarios, ya establecidos o por establecerse, porque les permite prepararse en las modernas técnicas de gestión empresarial para aprender de forma profesional el manejo de la planeación, programación; ejecución y control, amparados en un plan de factibilidad que como dice Tomas: " no nos garantiza, como por arte de magia, el éxito, pero si nos asegura minimizar los riesgos para obviar fracasos por desconocimiento, imprevisión e improvisación" y tener un desempeño con altas posibilidades de éxito. Como comunidad pujante, en crecimiento poblacional y en la magnitud de un gran mercado se hace menester prepararnos como Empresarios y dar irrestricto apoyo, con la participación decidida, a este tipo de programas y eventos en esta dirección. Hoy ya hemos comenzado a ver los frutos fértiles manifestados en empresas que han comenzado a destacar y ocupar sitios importantes en el mercado y en las preferencias del consumidor en general. Compañías que fueron concebidas, planeadas, proyectadas y orientadas por empresarios Hispanos que decidieron dar ese "Primer Paso Acertado y Firme", al hacer parte del programa "Primer Paso FastTrac". Como participante de este programa, puedo concluir diciendo que "Primer Paso FastTrac", es el obligado y correcto paso que usted como empresario tiene que dar!! 197

Tomás Ávila Certified as Fast Track New & Growth Venture Facilitator, Business Coach and Administrator Providence, RI. September 20, 2007 – Tomás Ávila Business Counselor at Rhode Island Small Business Development Center became Certified Fast Track New and Growth Venture Facilitator, Business Coach and Administrator. Designed to provide entrepreneurs with business insights, leadership skills and professional networking connections so they are prepared to create a new business or expand an existing enterprise. FastTrac is a program of the Ewing Marion Kauffman Foundation, the country’s leading philanthropic organization focused on entrepreneurship. Avila successfully completed FastTrac Administrator Orientation and Certification at the 2007 Association of Small Business Conference in Denver, Colorado, last week. He was also trained as a facilitator for FastTrac Growth Venture Administrator, designed to support entrepreneurs. Avila was first certified as First Step FastTrac Primer Paso program in 2004, and has been administering and facilitating the program since then. This program guides entrepreneurs as they develop a business concept and learn how to obtain the funding necessary to launch or grow their venture. Expert business consultants and staff at the RISBDC have already been helping entrepreneurs launch and grow companies for more than 23 years. RISBDC will soon schedule FastTrac workshops, providing local business owners with new entrepreneurial education opportunities. More than 165,000 participants have completed FastTrac classes in the United States alone. Today, FastTrac programs are being provided by 300 partner organizations in 49 states domestically, as well as in Canada, Australia and Russia. FastTrac was first offered 20 years ago in Los Angeles by the University of Southern California’s Entrepreneurship Program. The Ewing Marion Kauffman Foundation became a major supporter and funder in 1993. FastTrac is a comprehensive entrepreneurship-educational program that provides entrepreneurs with business insights, leadership skills and professional networking connections so they are prepared to create a new business or expand an existing enterprise. The Rhode Island SBDC offers one-on-one business management counseling to existing and prospective small business owners and managers; training on business topics; loan packaging, and access to business information. Services are offered through regional centers located throughout Rhode Island. -30198

Tomas Alberto Avila Awarded 2007 Rhode Island SBDC State Star at the National Conference of the Association of SBDCs Providence September 20, 2007 During the National Conference of the Association of Small Business Development Centers (ASBDC) held in Denver, Colorado, September 17-19, Tomas Avila was recognized as the 2007 Rhode Island State Star for his outstanding contribution and creative excellence with the Small Business Development Center www.risbdc.org at the Johnson & Wales University www.jwu.edu. "Tomas's commitment to his clients and the minority business community of Rhode Island is nothing less than extraordinary,” said State Director John Cronin. “He's a valued asset of our organization and I'm thrilled to have him as a network member of the Rhode Island SBDC." Rhode Island’s “State Star” was selected from among the entire state’s Small Business Development Network. A “State Star” must demonstrate exemplary performance in assisting Rhode Island’s Small Business Development customers; and show a strong commitment to the small business community they serve. The State Star Award is presented annually to one employee in the SBDC network. The Association of Small Business Development Centers (ASBDC) annually awards a State Star to outstanding SBDC employees who are exemplary performers, make significant contributions to their state or region and show a strong commitment to small business. "It is an honor to accept this award," said Avila, "and to have the opportunity to help so many people achieve the dream of starting and succeeding in their own business." Avila has been with the center since 2006, performing a variety of duties, including instructor, Primer Paso Administrator, Business Counselor and Minority Business Specialist. Tomas was selected for his outstanding accomplishments and contributions to his region’s SBDC and to the entire Rhode Island SBDC’s network. Avila is described as “engaging, forward thinking, thoughtful and progressive” by his network colleagues. He has been proactive in bringing business development services to the growing Hispanic clients in his region; assisted in meeting training and participation goals for the program; facilitated in the Primer Paso FastTrac feasibility planning program, which targets citizens of the state’s Hispanic business community and provides assistance to entrepreneurs interested in 199

developing the skills necessary to successfully form a business; and has been vital in the implementation of this program in the in Rhode Island SBDC. Tomas Avilaâ&#x20AC;&#x2122;s hard work and dedication is an asset to his community, colleagues and the entire Rhode Island SBDC network. With his guidance and knowledge, he has effectively helped countless entrepreneurs in managing their small businesses, starting new businesses, increasing sales and creating new jobs for Rhode Island. The Rhode Island SBDC offers one-on-one business management counseling to existing and prospective small business owners and managers; training on business topics; loan packaging, and access to business information. Services are offered through regional centers located throughout Rhode Island. The Rhode Island SBDC is a state-wide network of 5 service locations, satellite centers, and outreach sites. For further details, go to www.risbdc.org. -30-

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Latino Entrepreneurs Looking To Succeed Editorials Published 12/16/2006 Issue 21-36 For three months, readers of Providence Business News have followed the experiences of a dozen Latino entrepreneurs as they made their way through a R.I. Small Business Development Center program designed to help them succeed. The challenges they face are daunting. In addition to a language barrier that serves to isolate them, some lack basic business skills and don’t know how to find and gain access to capital. What our readers have also come to realize is that this is not just an individual problem for the immigrant business men and women – it is a brake on the state’s economic development. According to the U.S. Census Bureau, Latinos represent the only demographic in the state that has gained population over the last five years. Not surprisingly, Latino-owned businesses are also growing, and now include more than 3,400 enterprises, with sales exceeding $210 million annually. The only rational response to these facts is to reach out in a concerted way to the Latino business community with partnerships and training programs that will help them not just succeed, but thrive. The Latino business community is hungry for such opportunities, and many would-be entrepreneurs are doing their part to reach out themselves (the RISBDC’s next class for Spanish-speaking entrepreneurs starts Jan. 31). But they need to see the larger community reaching back to them.

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Primer Paso’s New Grads Already See Improvement By Natalie Myers, Staff Writer Providence Business News Published 12/16/2006 Issue 21-36

Latinos are the fastest-growing segment of Rhode Island entrepreneurs. To get a sense of the issues they face, Providence Business News followed 12 people through a 12-week business planning course for Latino entrepreneurs at the R.I. Small Business Development Center. This is the last of 12 PBN PHOTO BY STEPHANIE EWENS articles in the series. ALL DONE: A dozen Latino For the entrepreneurs who entrepreneurs celebrated their graduation participated in the R.I. Small this month from the 12-week Primer Paso Business Development Center’s course. first Primer Paso FastTrac program, the graduation ceremony was more than just a celebration. It was a validation of their desires to grow their existing small businesses or start new ones. “We are 12 people with 12 different ideas for business,” Oscar Mejias told his classmates at the event. “We are different in our thinking, but with the same dream.” Each entrepreneur walked away from the experience with a changed perspective on how to start, operate and grow a business, he said. And many already have applied what they learned in their businesses. Andres Almonte said participating in the free, 12-week business planning workshop – taught in Spanish – has changed his ideas on how to best differentiate his business, ABC Insurance, from its competitors. 202

Since taking the first class on Sept. 13, Almonte said, he has begun to hold weekly meetings with his three-employee staff to discuss ways to improve customer service. One offshoot of those meetings has been the adoption of customer-service follow-up calls. His firm also has started marketing to existing clients who have let their car, homeowner’s or life insurance policies expire. In addition, Almonte has begun seeking a microloan from the R.I. Economic Development Corporation, so he can hire more employees to manage his growing client base. Miriam Garcia, another participant, said she believes she was able to qualify for a $50,000 loan from Credit Union Central Falls as a direct result of her participation in Primer Paso. “They liked my business plan,” Garcia said, adding that she had used the SBDC’s services to help her compile the business plan while taking the class. Learning how to manage cash flow also helped her, she said, especially when communicating with her accountant. Garcia is midway through opening a meat market, called Fiesta Meats, in Central Falls. Wilfredo Chirinos said he has noticed an increase in customers since he began taking the workshop. Its marketing lessons changed the way Chirinos markets his computer repair and maintenance business, PC Repair & Network, he said. Now he offers coupons and discounts on services in order to generate business. Tomas Avila, an SBDC business counselor and the class facilitator, said he estimates 52 percent of the business-owning participants enhance their existing businesses while taking Primer Paso. He estimates 30 percent of those who wanted to start a new business actually will. Those statistics are based on past Primer Paso participants, whom Avila taught when the program was part of Progreso Latino’s services, before the SBDC picked it up. Asked how he measures the growth of his students’ abilities from when they start taking the class to graduation, Avila said, “I’ve come to accept the fact that the most measurable aspect of the participants is in their change of mind, as to how they view their business and how they implement change in their business ideas or their existing business.” 203

Avila cited Veronica Martinez as an example. When she started Primer Paso, he said, she had been thinking of starting a life-coaching or spa business with a friend. The class helped her to refocus her attention on a more viable business model. Now, Martinez is taking serious steps to open a translating business, because it is something she already has the knowledge and capacity to do, he said. It will be a professional extension of the translating services she already provides for her community. “At the beginning of the class, I was lost,” Martinez said. “Now, I know I’m going to have to sit down and do the business plan. I’m going to need several people to help me. … It’s not something I’m going to jump into without planning.” Avila said he will follow up with each participant through scheduled appointments. He also will invite them to participate in Primer Paso alumni group meetings, so they will continue networking with each other and will meet new graduates of the class. John Cronin, executive director of the SBDC, said he hopes the Primer Paso participants will return for a series of business-to-business forums as well. The forums would give them an opportunity to network with a wider array of entrepreneurs, not just with fellow Latinos. “By building a strong network of Latino entrepreneurs, we can connect the mainstream entrepreneurs with them to make [all of the state’s] businesses stronger,” Cronin said. “The state needs to take advantage of its creative entrepreneurs. … It’s our job to connect them.”

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Ya Son Graduados Marisabel Brito / Roberto Taboada

Providence En Español Publicado el 12-07-2006 Primer Paso, un programa del Centro para el Desarrollo del Pequeño Negocio de la Universidad Johnson & Wales (RISBDC, siglas en inglés), que consiste de 12 semanas de capacitación para futuros empresarios latinos, tuvo su segunda graduación esta semana. Durante el desarrollo del programa, los asistentes tienen la oportunidad de aprender sobre principios básicos para crear un negocio y desarrollar mejores prácticas para aumentar la productividad. El RISBDC imparte estas clases y promueve la creación de negocios por medio de la coordinación recursos federales, estatales, municipales, académicos y bancarios. En una breve ceremonia en el Larry Friedman International Center de la universidad, se graduaron: Fidel Calcagno, Angela Canelas, Andrés Almonte, Wilfredo Chirinos, César Cuevas, Ramonita Cortés, Sandra Like, Miriam García, Oscar Mejías, Verónica Martínez, Domingo Tejada y Francis Parra. Tres de los graduados hablaron de su experiencia durante el programa “Primer Paso FastTrac” y lo que significó en sus vidas empresariales. El primero en hacer uso de la palabra fue Andrés Almonte, quien lleva 13 años al frente de su propio negocio. “Creí que lo sabía todo y aquí descubrí que cada día se aprende algo nuevo. Mi negocio hoy marcha mejor por que estoy poniendo en práctica los conocimientos que adquirí en este programa”, dijo. Oscar Mejía, quien también fue parte del programa, expresó agradecimiento y el de sus compañeros por la oportunidad. “Somos un grupo de 12 personas de países diferentes e incluso diferente manera de pensar, pero con un sueño en común: Iniciarnos como empresarios o consolidarnos como tales. Es un esfuerzo de muchas personas y agradecemos infinitamente a Johnson & Wales University, Rhode Island Small Bussines Development Center”. La tercera promoción de estudiantes comenzará clases en febrero del 2.007. Para más información puede llamar a Sandra McNamara, Coordinatora de Capacitación del RISBDC, al teléfono (401) 598-2702, o visitar las páginas de Internet: www.jwu.edu, www.risbdc.org.

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2da Graduación de Primer Paso FastTrac Roberto Taboada Providence En Español Publicado el 11-30-2006 Miriam García aprendió que todo tiene una secuencia. María Alexandra Izurieta aprendió más sobre los negocios, y espera que eso le ayude en dos proyectos futuros. Ellas son sólo dos ejemplos de las latinas que se gradúan del programa Primer Paso FastTrac, que el próximo miércoles 6 de diciembre tendrá su segunda clase de graduados. Primer Paso es un programa del Centro para el Desarrollo del Pequeño Negocio de la Universidad Johnson & Wales (RISBDC), que consiste de 12 semanas de capacitación para empresarios latinos que quieren comenzar sus propios negocios o mejorarlos. Durante el programa, los asistentes tienen la oportunidad de aprender los principios básicos sobre cómo crear un negocio y desarrollar mejores prácticas para aumentar la productividad y obtener más utilidades. El RISBDC imparte estas clases y promueve la creación de negocios por medio de la coordinación recursos federales, estatales, municipales, académicos y bancarios, entidades que comparten varios de los mismos propósitos. Una de sus graduadas de este año es Miriam García, quien decidió abrir una carnicería. Para esto, nos comentó García, ella y dos asociados se involucraron en el programa del RISBDC luego de escuchar a uno de sus directores hablar de la necesidad de tener un plan de negocios. ¿Cuál es la lección más grande que ha aprendido del programa? “Que todo tiene un paso. Nosotros empezamos este negocio de arriba hacia abajo y es al revés. Escogimos el local primero, lo que fue una bendición, en un lugar donde pasa mucha gente y donde están lugares importantes cerca, como la alcaldía. Aprendimos que todo tiene una secuencia, que se debe hacer por partes y tienen que hacerse todos los papeles, desde los del Departamento de Salud, a los permisos, la ayuda financiera que requiere qué clase de clientela tienes”. La señora García nos dijo que, aunque fue bastante difícil, ahora es más fácil seguir los pasos delineados para abrir un negocio nuevo, y que “si no lo hubiera estudiado hubiera caído en retrasos y no estaríamos donde estamos ahora, que ya sabemos qué hacer”. Fiesta Meat Place (723 de la calle Broad, en Central Falls), tiene una fecha tentativa de apertura para principios de este mes.

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María Alexandra Izurieta tiene su negocio desde 1.993, pero quiere que crezca. Dueña de Izulec Beauty Salón (498 de la calle Dexter, en Central Falls), la participante de la clase del 2.005 de Primer Paso, tiene planeado empezar una franquicia. “Me llamó la atención por que me pareció un proyecto interesante, algo que he podido emplear en mi propio negocio todo el año y como base para desarrollar una franquicia de Izulec en otros estados”, dijo. Pero sus deseos de crecimiento no terminan allí. Otro aspecto que le interesa, nos dijo, es la idea de que sus salones sean como una escuela de peluquería, no sólo para latinos pero especializado para que ellos puedan aprender lo importante que el profesional hispano necesita para aprobar el difícil examen estatal de cosmetología. La señora Izurieta dijo sobre esto que “se ha descubierto que el porcentaje de latinos que aprueban el examen de cosmetología es muy bajo, que ni el 10 por ciento de graduados de las escuelas de cosmetología pasa el examen del estado, y ellos no son los latinos”. “Es también educar a cada persona para que sepa las técnicas para poder pasar este examen estatal. Es difícil. Y no es en la parte práctica, en la que sobresalimos, sino en la escrita, por falta de educarse más. Es la teoría, por que tiene mucho que ver con sanidad, con leyes y cosas así.” De la clase del 2.005, Izurieta dijo haber aprendido más sobre los aspectos legales de los negocios, de cómo no son tan pequeños, sino una parte importante de la economía local. La graduación se llevará a acabo el miércoles 6 de diciembre, en el Larry Friedman International Center for Entrepreneurship de Johnson & Wales University, ubicado en el 10 Abbott Park Place, en Providence. La tercera promoción de estudiantes comenzará clases en febrero del 2.007. Para más información puede llamar a Sandra McNamara, Coordinatora de Capacitación del RISBDC, al teléfono (401) 598-2702, o visitar las páginas de Internet: www.jwu.edu, www.risbdc.org.

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‘Primer Paso’ A First Step For Hispanic Firms By Natalie Myers, Staff Writer Published 09/23/2006 Issue 21-24 Latinos are the fastest-growing segment of Rhode Island entrepreneurs. To get a sense of the issues they face, Providence Business News is following 14 people through a 12-week business planning course for Latino entrepreneurs at the R.I. Small Business Development Center. This is the first article in the series. Hector Monzon wants to open a Guatemalan restaurant. Marta Alvisuriz wants to start a laundromat. Miriam Garcia wants to open a meat market. Domingo Tejada wants to start a small construction company. Wilfredo Chirinos owns a computer service and repair company, but he and partner Oscar Mejias want to expand into software development. Fidel Calcagno sells Web-site domains on the Internet, but he’s looking to purchase a water treatment company. Cesar Cuevas wants to expand his restaurant, Papiajo Frituras. Each of these entrepreneurs is a participant in a 12-week program held every Wednesday at the R.I. Small Business Development Center, at Johnson & Wales University. This is the first year the SBDC will sponsor and facilitate the course, entitled Primer Paso (literally “First Step”) FastTrac, which was developed by the Kansas City-based Ewing Marion Kauffman Foundation, a national organization that supports the creation of an entrepreneurial society through grants and other programs. The course “looks at the whole process of starting a business or growing a business,” said Tomas Avila, an SBDC business counselor and course facilitator. “It gives them the opportunity to analyze themselves and the idea they have.” In 2004, Avila said, he became the first bilingual FastTrac facilitator certified by the Kauffman Foundation. He also was one of the first to translate the course into Spanish two years ago, when it was part of Progreso Latino’s programming. 208

Since then, he’s followed it to the SBDC, which took over the course because Progreso Latino wanted to focus its attention on other areas, Avila said. Over the class’s 12 weeks, the 14 participants will each develop a feasibility plan, based on their business idea and research, he said. That will include gathering information for a market analysis, developing pricing strategies, determining financial feasibility through cash-flow analysis, and finalizing a cash-flow report. The first class was an introduction. “This is your show,” Avila told the class. “Everybody gets the same information,” he said. “But each feasibility plan ends up different.” Avila said he often works with participants one-on-one over the course of the 12-week program. And he follows up with them, once it’s over. “It’s an eye-opener to the business community,” he said. “Many with an existing business, if they [were to] continue the way they are going, would fail.” It’s important to the state’s federally funded SBDC, which started a Latino initiative four years ago, because the Hispanic population in Rhode Island has grown 27 percent during the past five years, said John Cronin, executive director of the SBDC. The number of Hispanic-owned businesses has grown even more sharply, by 56.2 percent from 1997 to 2002, to 3,415 statewide with about $200 million in annual sales, according to U.S. Census Bureau data. Cronin added that the accountants and bank managers he spoke with during a needs assessment of the SBDC’s services and programs noted they are noticing an emerging community of savvy Latino entrepreneurs, who, because of the language, aren’t getting the business training they need. Four years ago, the SBDC started offering a 10-week business planning workshop in Spanish, to address the specific challenges Latino business owners face. About 600 entrepreneurs have attended that workshop since its inception. The addition of Primer Paso, Avila said, “brings with it the whole structure, all the steps necessary to do the feasibility plan prior to going into the business plan.” Avila told the class it is time to disassociate the word “Latino” from their businesses. Many Latino business owners are missing out on 90 percent of the business in Rhode Island, he said, because they migrate to areas 209

dominated by Spanish speakers. Doing so allows them to cater to the Latinos who last year made up about 10.3 percent of the state’s population, according to Census Bureau estimates. But, Avila said, “They are missing out on opportunities to grow outside the Latino community.” Luis Rodriguez won’t have any trouble reaching outside the Latino community. He owns Wayland Bakery, in Wayland Square, on the East Side of Providence. Rodriguez has a business plan in his head, he said, but the day-to-day operations of his bakery have kept him too busy to write it down. Like many others, he didn’t always own a business. An elementary school in Guatemala, Rodriguez had to find a new career upon moving to the United States about eight years ago, he said. He said he got involved in the business by working for Daily Bread for about five years, before it folded. He worked his way up to head baker – then, when the opportunity arose to purchase Daily Bread’s Wayland Square bakery, he took it. Rodriguez said he is taking the class because he wants to learn. “If I want to expand, I’ll need loans,” he explained. And to get loans, he’ll need a business plan.

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An Entrepreneur’s Dream Requires Some Homework By Natalie Myers, Staff Writer Published 09/29/2006 Issue 21-25 Latinos are the fastest-growing segment of Rhode Island entrepreneurs. To get a sense of the issues they face, Providence Business News is following 15 people through a 12-week business planning course for Latino entrepreneurs at the R.I. Small Business Development Center. This is the second article in the series. Miriam Garcia fondly remembers her father’s “social club” in Brooklyn. She can recall the pride he took in maintaining the club’s juke box, pool table, bar and display cases. She remembers the way he interacted with customers. That was before he died and her mother took Garcia, then 16 years old, and her four sisters to Puerto Rico. Garcia lived there for about 10 years before returning to the U.S. mainland. Now she has her own children – one 17, the other 13. She assesses new students for the Providence public schools to determine where they will be placed. But like her father, she wants to run her own business, and so, with two partners, she is opening a meat market in Pawtucket. She also hopes to open a day care center, after she retires from her school district job. That’s why Garcia is taking the Primer Paso FastTrac 12-week business planning course, taught by business counselor Tomas Avila at the R.I. Small Business Development Center at Johnson & Wales University. Avila is teaching the class in Spanish as part of an effort to reach out to the Latino business community. Garcia said that, although she is fluent in both Spanish and English, her partner’s primary language is Spanish, so she chose this class to help her as she, Felix Rodriguez (a butcher of 25 years) and Alexis Encarnacion open Fiesta Meats, off Broad Street. They hope to open the meat market by Oct. 28. But Garcia said they still have a lot of work to do. They are tearing up the uneven concrete floors, and building space for a walk-in cooler. “I’m still working on paperwork,” she said. 211

Despite the difficulties of starting a business, the process also has helped to inspire Garcia’s day-care aspirations. “At first, you don’t want to take the risk,” she said. “We think we will fail … then you see there’s a chance. It’s going to take time and a lot of money to invest, but you can do it.” From the meat market, Garcia said she’s learned a few things “not to do,” such as spending money on rent, equipment and renovations before creating a business plan, acquiring the necessary permits and getting floor plans approved by the R.I. Department of Health. Avila told the class recently that many entrepreneurs start their businesses that way. “Most people spend the money, and then they plan.” “The development of a business plan is not just for the purpose of obtaining a loan, but instead, its main purpose is to secure a successful business that will grow and produce positive revenue.” Garcia said she hadn’t realized a business plan was so involved. She thought it should be a basic outline, like a teacher’s lesson plan. “I didn’t know it was that important. I didn’t know it was important to grow your business,” he said. As homework, Avila gave the class a personal financial budget worksheet. “It’s pretty much for the individuals starting a business,” as opposed to those with existing businesses, he said. “Anyone who starts a business needs to make sure that their financials are in order.” As for Garcia, she said she is becoming anxious about Fiesta Meats’ opening this month, but she is gaining confidence about her plan to for a day-care center. There is a need for day care, she said. She sometimes sees 20 to 25 students a day coming into Providence’s school system to register for classes, and very often, they have young siblings. Garcia earned a degree in education in Puerto Rico and currently tutors children. “I think it’s one of my talents,” she said. But first, she must write a business plan. “That’s why I’m taking the class,” she said. “I want to do the first steps.”

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Entrepreneur Is Gearing Up To Grow His Repair Business By Natalie Myers, Staff Writer Published 10/07/2006 Issue 21-26 Latinos are the fastest-growing segment of Rhode Island entrepreneurs. To get a sense of the issues they face, Providence Business News is following 15 people through a 12-week business planning course for Latino entrepreneurs at the R.I. Small Business Development Center. This is the third article in the series. Wilfredo Chirinos’ computer repair business, PC Repair & Network, used to be a one-man enterprise. He didn’t need much capital to start it – just a computer with Internet access, some basic tools and reference materials, and a small office. Most of his customers are referrals from friends or family, he said. That’s how he’s created a customer base while spending little money on marketing. And he’s managed to stay in business for five years. “Right now, I want to grow,” said Chirinos, who moved to Providence from Venezuela in 1994. Chirinos formed a partnership with Oscar Mejias two months ago to aid in expanding the business. But the pair is still short of resources to meet customer demand, he said. Their services include hardware maintenance and repair, virus and spyware removal, and network and software troubleshooting for individuals and small businesses. But expanding even more would mean hiring employees, purchasing more equipment and moving to a bigger space, and that is a “little scary,” he said. So Chirinos and Mejias are taking the R.I. Small Business Development Center’s Primer Paso FastTrac 12-week business planning course to determine how much money they will need for expansion and find the best possible way to finance it. Finance was the topic of a recent session of the class. SBDC business counselor Adriana Dawson spoke about personal credit 213

scores – what they are, how they are calculated, how to improve them, and how important they are for securing a loan. “I would consider this the first phase of the educational piece on the loan process,” said Dawson, who is also the SBDC’s regional director for Pawtucket and Central Falls. “People might want to work on [improving] their credit scores three to four months before going to get a loan.” Credit management is a challenge for owners of existing businesses, she said, because they often use personal credit to finance the startup phase. “It can have a negative impact on their credit.” That was not the case for Chirinos. He said he started PC Repair & Network with his own money, while he was working as a quality-control inspector for a manufacturer of parts for refrigerators and air conditioners. “I didn’t have any problems with credit,” he said. “I was in very good standing.” But the class did give Chirinos helpful new information about the R.I. Economic Development Corporation’s microenterprise loan program. Carmen Lorenzo, account executive for the RIEDC’s Every Company Counts program, said loans range from $5,000 to $50,000 for startups and $5,000 to $75,000 for existing businesses. They charge interest only for the first six months; then, borrowers are given a five-year payment plan. Every Company Counts’ micro-loan program started one year ago, said Louis Soares, director of business development and innovation at the RIEDC. The program evolved from conversations with small business owners in urban communities, many of them minorities, Soares said. “We didn’t have a finance package for smaller microenterprise,” he said. “We simply saw a market need.” Chirinos said such a loan might be an option for funding his company’s expansion. The program was one he hadn’t heard of before. Meanwhile, he said, he will continue planning to “develop the capacity to fulfill all clients’ needs.” He hopes to grow his business to “ensure the future of my sons,” he said. One is 6 years old; the other is 2. “This is a good time to take the class.”

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Lead-Safety Trainer Aims To Open Interpreting Firm By Natalie Myers, Staff Writer Published 10/14/2006 Issue 21-27 Latinos are the fastest-growing segment of Rhode Island entrepreneurs. To get a sense of the issues they face, Providence Business News is following 15 people through a 12-week business planning course for Latino entrepreneurs at the R.I. Small Business Development Center. This is the fourth article in the series. Veronica Martinez has been providing translation services and filling out immigration paperwork for people in the Latino community for 10 years now. It is something she does at home at night and on weekends, as a favor. Her dream is to turn that sideline into a full-time, full-service translation business that also provides notary services, income-tax return preparation, immigration paperwork and an insurance brokerage – all bilingual. To help bring her dream to life, Martinez is taking the 12-week Primer Paso FastTrac business planning course, taught by R.I. Small Business Development Center business counselor Tomas Avila. Identifying the value that products and services bring to the consumer was the topic of a recent session of the class, which meets at Johnson & Wales University’s Larry Friedman International Center for Entrepreneurship in downtown Providence. Avila encouraged the members of the class to think of reasons people might choose their products and services and ways to differentiate themselves from their competitors. “I’m trying to get them to think outside the box” when it comes to products and services, Avila said. As an example, he said, a person who sells cell phones also might think about selling iPods and other small electronics, to broaden the client base. Martinez said she wants to offer interpreting services via conference calls, with three-way phone conversations between the interpreter, the client and the third party with whom the client wishes to communicate. The objective is to allow her client to access the interpreting service 215

conveniently, from home – instead of having to travel to an office, as competitors often require. “Nobody has that, as far as I know,” she said. She also wants to emphasize customer service, she said. She wants to train her staff to be helpful and pleasant, because in her experience and that of many acquaintances, those skills are lacking, even in businesses that should be customer-focused. “I want to have a business where I’m going to bring pleasure to people,” she said. Martinez, who moved to Providence from Guatemala with her family when she was 15, hopes that by taking the business planning class, she will learn how to avoid classic mistakes, such as poor management of finances. “I’ve learned how difficult it is to write a business plan – but more importantly, to execute it,” she said. Avila said many entrepreneurs “will have to struggle at being masters of everything, as opposed to being masters of the one position they held as employees.” Martinez currently works at the Community College of Rhode Island, as a training specialist for general contractors and tradesmen. She teaches them how to protect themselves while working with lead paint. Her goals for her business, she said, are to make it grow and prosper so she can retire and live comfortably while continuing to provide for her three children, who are 27, 19 and 16. Martinez said she is not going to limit her translating services to the Latino community. She hopes to offer services in as many languages as possible. The reason she started offering translation services from her home was to fill a need, she said. Her early clients “had no one” to help them communicate with the gas company or landlords or government agencies, Martinez said. And she saw other translators were filling out immigration papers without explaining the process properly to their clients. “I tell them what can happen if they lie,” she said. “They could get a fine or go to jail.” Martinez said she knows that starting her own business is “not going to be an easy task.” “But I am excited,” she said.

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Couple Want To Build Their Business Right This Time By Natalie Myers, Staff Writer Published 10/21/2006 Issue 21-28 Latinos are the fastest-growing segment of Rhode Island entrepreneurs. To get a sense of the issues they face, Providence Business News is following 15 people through a 12-week business planning course for Latino entrepreneurs at the R.I. Small Business Development Center. This is the fifth article in the series. Domingo Tejada knows construction. He started building and fixing houses with his uncles and cousins in the Dominican Republic when he was 17. So, when he moved to Providence in 2001, Tejada decided to continue in the business he’s known for 21 years. A year later he met his fiancée, Rosa Vizcaino, and they decided to start their own construction business, D-N-R Building and Construction Inc. (The D-NR stands for Domingo ’n’ Rosa.) Things were OK for about three years, Vizcaino said. They put up vinyl siding and did interior remodeling – putting up wallboard, installing floors, installing cabinets, sinks, windows and doors. Tejada did the manual work, while Vizcaino handled the administration. Then, “in the middle of 2005, things went haywire,” Vizcaino said. People were rejecting contract proposals because they thought the company’s estimates were too high. Customers would return to them, she said, after the cheaper contractor asked for money up front, then didn’t return to finish the job. But, “They wanted us to eat the cost [they had lost from the scam],” Tejada said, “We couldn’t absorb the cost on our own, starting up.” In addition, Vizcaino said, people would ask for financing on jobs, which the company also couldn’t afford. Funds were running low and requests for jobs were growing sparse, so the couple put their business on hold. Tejada started subcontracting, while Vizcaino began working part-time at the R.I. Coalition for Minority Investment and AIDS Care Ocean State. 217

Then, Vizcaino found out about the R.I. Small Business Development Center’s Primer Paso FastTrac business planning workshop – a 12-week course taught in Spanish to reach out to the growing number of Latino entrepreneurs. She encouraged Tejada to take the class, she said, because “I wanted him to see what can happen. … I wanted him not to get discouraged.” So far, it’s working. In a recent class, Tomas Avila told the students about the importance of researching their industry: “Many times, businesses fail because they stay in an industry that’s going downhill.” He encouraged them to study their competitors and they can find their own niche. “They have to specialize rather than be a generalist,” he said. “They have to find another way to compete.” Tejada plans to compete by offering timely delivery of services, plus a oneyear warranty written into every contract, because “there are many people in the industry, many promising contracts with individuals and not fulfilling services.” The couple had his contractor’s license number printed on their business cards. And on the back of the cards, they explained how to check a contractor’s license and record at www.crb.ri.gov. Still, Tejada wants to focus on preparing a business plan; he said part of the reason their first business failed was a lack of planning and finances. Vizcaino – who is taking the same course as Tejada, but in English, with the R.I. Coalition for Minority Investment – said she is hoping to take another swing at construction. Her parents owned and operated four restaurants while she was growing up in Providence. “I knew nothing else but to be selfemployed.” Tejada said his hope for the future is “to grow the business, to grow and provide employment, provide better services.” He added: “I know there are many companies out there, and many obstacles, but that shouldn’t stop us from pursuing our dream and our vision.”

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Big Dreams Begin With Latino Plantain Treats By Natalie Myers, Staff Writer Published 10/28/2006 Issue 21-29 Latinos are the fastest-growing segment of Rhode Island entrepreneurs. To get a sense of the issues they face, Providence Business News is following 15 people through a 12-week business planning course for Latino entrepreneurs at the R.I. Small Business Development Center. This is the sixth article in the series. Cesar Cuevas has a vision. He would like to have a Papiajo Frituras food vending truck or restaurant in every city and town in Rhode Island. His specialty product is a plantain basket stuffed with meat or vegetables and fried. It’s called “papiao.” Cuevas started the business three years ago, by purchasing a food vending truck and equipment. He operates in the evenings, from 6 p.m. to 1 a.m., near the corner of Broad Street and Prairie Avenue in South Providence. “Every month, I see more new customers,” he said. “More people are asking for the same product.” To grow, he’ll need another truck or a bigger truck or a permanent location, he said. That’s why Cuevas is taking the R.I. Small Business Development Center’s Primer Paso FastTrac business planning workshop – a 12-week course, taught in Spanish to reach out to the state’s growing number of Latino entrepreneurs. At a recent class, SBDC business counselor Tomas Avila invited marketing consultant Leon Mesa to speak. Mesa described the perfect marketing mix as consisting of four P’s: product, price, promotion and publicity. The first goal is to differentiate the product or service, he said. The second, to price it. Before thinking about promotion and publicity, “you have to define your marketing segment and customer segment,” he said. “The more we identify and get to know our client the better we’ll be able to satisfy them.” 219

Cuevas said his client base is mostly Hispanic families and young adults. And they tell him what they want. He recently started making larger orders of papiao for parties and other events, because his product works well as an appetizer. But Cuevas hasn’t done any promotion or advertising, because he doesn’t have the resources to supply a large influx of customers. Even those like Cuevas who haven’t invested in business cards, a Web site or ads, Mesa said, can use price as a marketing tool. “You can sell at a low cost when you have a variety of complementary products that will allow you to recoup the loss on a particular product,” he said. “You can sell a product at a higher price than your competition when you have a superior and differentiated product.” Cuevas charges $1 per papiao, he said, because he wants his product to be affordable to his customers but also profitable. Cuevas moved here in 1993 from New York City. A native of the Dominican Republic, where he was a police officer, he has a wife and three daughters, ages 12, 13 and 16. He had worked in construction and as a taxi driver before going into businessm because “it’s a better economic base for my family.” From the class, Cuevas said, he’s learned “the importance of giving to people the best service and trying to be different from others doing the same business.” No one, to his knowledge, makes papiao in Providence besides him, he said. He also stands out by singing to customers sometimes. Even having a phone number and proper answering-machine message are marketing, Avila said, because they help represent the business. “Everything [they] said is new for me,” Cuevas said, adding that’s why he took the class, to gain more knowledge before expanding. He would like to eventually have a Papiajo Frituras in every state, like McDonald’s. “It’s in my head,” he said. “I can dream.”

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An Accomplished Latina Wants To Mentor Others By Natalie Myers, Staff Writer Published 11/04/2006 Issue 21-30 Latinos are the fastest-growing segment of Rhode Island entrepreneurs. To get a sense of the issues they face, Providence Business News is following 15 people through a 12-week business planning course for Latino entrepreneurs at the R.I. Small Business Development Center. This is the seventh article in the series. Sandra Lake started the Extraordinary Woman Awards because she admires the many women who, like her, came to the United States from other countries and are improving themselves and their communities here. Lake established the program as a nonprofit almost immediately after moving to Providence in 1999. Each year, it honors nine local women and one woman abroad who have achieved personal or professional improvement in one of 10 categories. Most of the winners are Latinas, she said, but the award isn’t limited to them. The awards ceremony is held on March 8 every year – declared International Women’s Day by the United Nations 31 years ago. This year, about 200 people attended. Now, after seven successful years, Lake said, she is ready to expand the nonprofit to add workshops and seminars and help women improve their personal and professional lives year-round. But first, she’ll need more capital. That’s why she is taking the R.I. Small Business Development Center’s Primer Paso FastTrac business planning workshop – a 12-week course taught in Spanish to reach out to the growing number of Latino entrepreneurs. In a recent class, marketing consultant Leon Mesa taught the entrepreneurs how to balance expenses with pricing to come to a break-even point. Mesa said he doesn’t believe a business has to lose money to make money. He told the class to strive to meet the break-even point in their first year of business, and then build profit through pricing in subsequent years. Lake, who wants to keep her company as a nonprofit, said she already breaks 221

even. She raises funds by selling ads in the awards ceremony’s program. But to function year-round, she’ll need more ways to raise funds, said Tomas Avila, an SBDC business counselor and the class facilitator. He is helping Lake develop a proposal she can send to corporations, inviting them to buy tables at the event or make donations. Whatever she does, Lake said, she will continue to honor exceptional women. Even when men share in the responsibilities, she said, women do “double work,” at home and on the job. It’s even more of an accomplishment, she said, for women who are also adapting to a new country, new customs and a new language. She can identify with that challenge. Eight years ago, she moved to New York City from the Dominican Republic with her husband and three daughters, now 13, 15 and 16. She had the equivalent of a bachelor’s degree in education and 16 years’ teaching experience, she said, but with limited English skills, she had to take a job in a factory. Since then, Lake said, she has worked hard to improve her English, and she’s now a special education teacher’s assistant in a Providence school. By expanding her nonprofit, Lake said, she will be able to help others. “I can improve myself,” she said. “I can become an employer. I can build a future for my family.” Lake also wants to eventually own and operate a preschool, she said, because “the early years are the best years to teach good things, to model the personality.” From Primer Paso, she said, she is learning the first steps of organizing her business. “I don’t want to start and then learn; I want to learn before I start.”

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Immigrant Sees Potential For Year-Round Pool Firm By Natalie Myers, Staff Writer Published 11/11/2006 Issue 21-31 Latinos are the fastest-growing segment of Rhode Island entrepreneurs. To get a sense of the issues they face, Providence Business News is following 15 people through a 12-week business planning course for Latino entrepreneurs at the R.I. Small Business Development Center. This is the eighth article in the series. Fidel Calcagno wants to buy a Woonsocket-based pool maintenance and supply company. It’s a perfect fit for him, he says, because before moving to Providence two years ago, he owned a similar business in the Dominican Republic, and he has 20 years’ experience. Being an entrepreneur comes naturally to him as well. Upon moving to the United States, Calcagno started a domain registration and Web site hosting business called Web Service America. He also works as a freelance translator for local health care and education clients. But the real reason he wants to buy the pool supply company is independence. “I realized it’s a better way to make more money than being an employee for someone,” Calcagno said in an interview. Purchasing a business is easier than starting one, he said, because an existing business has an established customer base, equipment and market knowledge. Calcagno said he would use the company’s existing attributes to expand the business. By offering new services, such as water filtration, reverse osmosis and water softening systems, he plans to turn the pool supply company into a year-round business. But in order to obtain funds to purchase the business, Calcagno needs a business plan. He said he is attending the 12-week Primer Paso FastTrac business planning workshop at the R.I. Small Business Development Center because he will need a loan and a line of credit to cover the $200,000 to $300,000 purchase and startup costs. At a recent class, marketing consultant and guest teacher Leon Mesa reminded the group of Latino entrepreneurs to focus their marketing on those potential customers for whom their products or services would fulfill a need.

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Calcagno sees his market as not just swimming pool owners, but anyone who uses running water, whether at home or in a business. “Water comes with a lot of impurities,” he said. “And hard water, when used in a washing machine and dishwasher, doesn’t react well with the soap. In the shower, it can damage the skin. And soft water is better for water heaters.” Calcagno said he gained much of his knowledge and marketing skills through the experience of owning a water treatment company for three years. If he is able to purchase the pool supply company, he said, he plans to spend much of his time on marketing – from cold-calling, to direct mail, to e-mail blasts, to door-to-door visits. “I have expertise in this area,” he said. “I know about water treatment technically and I know how to sell it.” As far as pricing and costs, Calcagno said, he has a basic idea of how much the products, equipment and services will cost, and of how to price them, but hasn’t established a financial statement that outlines the monthly income and expenses. When asked how he would differentiate his product from others, Calcagno said he would focus on customer service as the No. 1 differentiator from the competition. He plans to offer full-year packages for pool maintenance, supplies and water filtration systems, and he will be on call 24 hours a day, he said. He also plans to survey customers and find the best prices from suppliers. He plans to employ three people, including his 22-year-old son and 18-year old daughter, both of whom have prior experience working with him in the industry. His dream, Calcagno said, is to be “successful and happy, to enjoy the job and make money while doing it.”

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To Grow, Insurance Agent Finds He’ll Need To Invest By Natalie Myers, Staff Writer Published 11/20/2006 Issue 21-32 Andres Almonte Started ABC Insurance 13 years ago. Since then he’s grown the business from 70 clients to 1,342 today. By the end of 2007 he would like to be serving 3,000 clients and have a second office in Providence fro his son, who recently obtained his insurance license. He sees the potential to grow, because everyone needs insurance. According to him people come to him because he provides more than just insurance. He provides translation services for his Latino clientele who make up the majority of his business and serves as mentor to small business owners when they need advise. Providing that extra service has allowed Andres to build a close relationship with his clients and earn their loyalty. He knows he could attract more clients, he said but he’ll need to hire at leas two more employees, bringing his staff to a total of five. He’ll also need to upgrade his office equipment and build some capital for marketing. Until now his marketing has depended on word of mouth. That’s why Almonte is participating in the R.R. Small Business Development Center’s Primer Paso FastTrac 12 week business planning workshop. His goal is to qualify for a loan so he can expand his business. After nine week of attending the class Almonte is half way to accomplishing his goal. He applied for a $35,000 micro enterprise loan from the Rhode Island Economic Development Corporation and is awaiting a response. (Victor Barros, Urban Development Manager at the EDC, attributed the delay partly to the absence of the EDC’s bilingual account executive, who has been out of the office for weeks due to complications from a car accident.) In addition to helping him apply for the loan, Almonte says the class is teaching him the importance of planning ahead, Previously he said, he was just selling and selling with no focus or plan for the future. Though the business is profitable, he doesn’t have enough employees to make follow up calls and provide other services to meet clients’ needs.

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In a recent class Almonte said, he also learned the importance of keeping track of cash flow. Though he already has an accountant and accounting software, it was good to hear the concept reiterated, he said. Almonte has come a long way since he moved to Providence from the Dominican Republic in 1984. It took him about six years of working in a factory and taking English classes at night to prepare for the test required for his insurance license. Then he worked for John Hancock Insurance and Financial Services in Warwick for three year. Today though he is not the only bilingual insurance agent in town, Almont said, he still n good position. I think one of the biggest advantages I have is the ability to communicate with people.

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Software Creator Focuses On Tour Operators’ Needs By Natalie Myers, Staff Writer Published 11/27/2006 Issue 21-33 Latinos are the fastest-growing segment of Rhode Island entrepreneurs. To get a sense of the issues they face, Providence Business News is following 15 people through a 12-week business planning course for Latino entrepreneurs at the R.L Small Business Development Center this is the 10th article in the series. Oscar Mejias has already developed his software, called TravelSot, to help tour operators manage hotel reservations, travel packages and contracts with vendors and travel agencies. He has tested it with tour operators in Orlando and Puerto Rico, and has gotten positive feedback. Now, he is ready to take his project to the next level. He has almost completed a business plan, which he plans to pitch to the Slater Technology Fund. Mejias said he knows how difficult it can be to get funding for a technology startup, given the fierce competition. That’s why he decided to participate in the RI. Small Business Development Center’s Primer Paso FastTrac 12-week business planning course, which is being taught in Spanish to reach out to the state’s growing Latino business community. Mejias said he enrolled in Primer Paso because he wanted to be sure he was taking the right steps .to make his software company attractive to investors. At a recent class, SBDC business counselor and Primer Paso instructor Tomas Avila stressed the importance of improving cash flow, which he said is the No. 1 issue for most small business owners. “Most of the time, they are concentrating on what’s coming in and what’s going out, without understanding how to maintain positive cash flow,” Avila said. As Mejias has compiled figures for his business plan, he has determined that he needs an operating budget of at least $150,000 to sustain the company for its first three years. In addition, he will need startup funds to assist in developing his software for the commercial market -specifically, to add self-installation and backup features, as well to translate the product into Spanish and Portuguese. Mejias wants to market TravelSot to Latin American tour operators, because he sees a need in that market to replace old software. 227

For example, he said, much of the software he has seen in the industry was made to be used with Microsoft’s preWindows DOS operating system. Mejias built TravelSot to be compatible with Microsoft Windows, and with MS Word and MS Excel. And he added accounting and payroll applications to make the software a more comprehensive solution to travel companies’ needs. For 14 years after earning his degree in computer engineering, Mejias worked in the IT department of an oil company in Venezuela. Then, in 2003, he moved to Florida. He started developing his travel software while working part-time for a tour operator in Orlando. He continues to provide technical support for the company though he moved to Providence in August. Mejias said he became interested in developing software for the tourism industry because his close connection through the operator in Orlando convinced him “it’s a big industry”. “They manage a lot of money,” he said. After heavily researching the industry he determined that with a quality product and successful marketing plan, he could turn his startup into a fairly lucrative business. “This is a market that is growing,” Mejias said. If his dream comes true, he’ll “have millions.

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Theater Gains Confidence To Seek Nonprofit Status BY NATALIE MYERS MYERS@PBN.COM

By Natalie Myers, Staff Writer Published 12/9/2006Issue 21-36 Latinos are the fastest -growing segment of Rhode Island entrepreneurs. To get a sense of the issues they face, Providence Business News is following 15 people through a 12-week business planning course for Latino entrepreneurs at the R.L Small Business Development Center This is the 11 Article in the series. Francis Parra has been the driving force behind ECAS Theater, the state’s only Latino theater group, since 1997. She says the empowerment of theater is what keeps her going as she runs the volunteer-based group in addition to working full-time as a kindergarten teacher at the International Institute Charter School in Pawtucket. Theater is a necessary form of expression in every culture, Parra said. When she moved to Providence in 1996, there was no theater group performing in Spanish. That’s why she co-founded the Educational Center for the Arts and Sciences. Since forming ECAS and establishing the ECAS Theater, Parra said, she has watched the actors rediscover them selves. Some are mothers, now working in factories, who used to act before mov ing to the United States. Parra herself was an actor in the Dominican Republic before she moved to California in 1993. She studied acting under Germana Quintana, a wellknown theater director in the Dominican Repub lic. Pat-if’s doesn’t act much anymore. But she and the volunteers who keep the enterprise running want to take ECAS Theater to the next level finding a per manent venue for its productions, which draw 300 to 400 people on average. "We know there is a demand," she said. "I need to prove this is going to be a good business." Taking the R.I. Small Business Development Center’s Primer Paso 12week business planning course, Parra said, has helped her understand how to formulate a business model and make financial projections for ECAS Theater. 229

Now she is applying for 501(c) (3) non profit status, with help from the Rhode Island Foundation, so ECAS Theater can apply for grants that will help the organization afford to rent a permanent location. Before taking the class, which the SBDC teaches in Spanish, to reach out to Latino entrepreneurs, Parra had thought she would have to hire a consultant to cre ate the strategic plan for the 501(c) (3) application. It would have cost $3,000, she said. "[This course] has completely changed my outlook," Parra said. "I think it’s bet ter if we do our own strategic plan, because we know what we want to do. We know what happened at each play, what made us successful." Tomas Avila, an SBDC business coun selor and the course facilitator for Primer Paso, said it is not unusual for people run ning a nonprofit to apply for 501(c) (3) sta tus while taking the course. "They might have the idea, but because they aren’t used to planning, they don’t pursue it," Avila said. "Once they take the class, they get used to the planning. Then the light bulb goes off and they say Oh, I can do this.’" Parra said her main goal is to turn the theater into a nonprofit that can support itself through a combination of sub scriber-type memberships and grants. a combination of sub scriber-type memberships and grants. ECAS Theater now performs six to seven weekends per year, usually in March, she said, but could do more per formances if it had its own space. The average play costs $8,000, she said, and is funded through private donations from the Rhode Island Foundation, Citizens Bank and small Latino-owned businesses. Parra’s second goal is to build income for the theater through drama classes for youth. Over the past nine years, through ECAS, she has taught drama sporadical ly in Spanish to 6-to 14-year-olds who oth erwise might not be exposed to the art form because they lack English skills. She said she wants to make the class a permanent offering because she has seen how it changed the lives of her students. One is now studying film in Los Angeles. "It is inspiration for them," Parra said. "Theater is going to be with them for the rest of their lives."

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Fidel Calcagno

Angela Canelas

Wilfredo Chirinos

Ramonita Cortes

Cesar Cuevas

Sandra Lale

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Miriam Garcia

Veronica Martinez

Oscar Mejias

Francis Parra

Domingo Tejada

Natalie Myers

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Melba Depena Tomas Avila & Sixcia Devine

Oscar Mejias, Tomas Avila & Irma Toledo

Cesar Cuevas, Sandra Lake & Andres Almonte

Oscar Mejias & Fidel Calcagno

Sandra Lake, Andres Almonte, Fidel Calcagno & Cesar Cuevas

Julio Ramos, Irma Toledo & Tomas Avila

Fidel Calcagno,Sandra Lake, Natalie Myers & Tomas Avila

Sixcia Deveine, John Cronin & Denise Barge

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Wilfredo Chirinops, Oscar Mejias & Tomas Avila

Tomas Avila & Alexandra Izurrieta

Tomas Avila , Miriam Garcia Alexis Encarnacion

Tomas Avila & Andres Almonte

Dominmgo Tejada & Tomas Avila

Wilfredo Chirinos, Tomas Avila Oscar Mejias

Cesar Cuevas, Tomas Avila Andres Almonte

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PBN Primer Paso Assesment How will I follow up? Once the Primer Paso program is over, I follow up with each of the participants by consulting with them in a regular basis regarding their business or their ideas on a schedule basis. The participants will also have access to me and all the services provided by the Rhode Island Small Business Development Center to help them. The other segment of the program that I am activating with this class is the Alumni Group. This group will meet quarterly to network, share resources, and learn from guest speakers and presentations. The first schedule meeting of this group will be March 13, 2007 which will mark the 6th month since the class started on September 13th, 2006.

Statistics Regarding participants starting their business, I like to mention that since the inception of the program we have tried to focus recruitment of existing business regardless of size. Therefore most of the participants 75% in this class are already in business even when they initially said they did not own a business, base in their idea of what a business is. The statistics that I have collected based on the 2 years of the program are as follow: 52% of participants start or enhance their business after taking the class. 30% of graduates start a business

Measurement As for measuring their growth during and after their participation in the program, I use many of the established formulas such as revenue, or the development of their business plan, but I’ve become to accept the fact that the most measurable aspect of the participants is the change of mind as to how they view their business and how they implement change in their business ideas or their existing business. As an example I’ll refer to Veronica Martinez, who came to the program with the idea of starting a “life Coach” business based on a partnership she was to establish with a friend of hers, but once she started the program and try to get her friend involved in the training became aware that she needed to concentrate her efforts in a business she was already doing informally which to is translating for Latino customers. The other example I can mentioned is Maria Alexandra Izurieta who participated in last year’s program, and was considering selling her business and moving to Atlanta and after taking the program and our 236

consulting services helped her understand that she should be transferring her experience as a beautician to the development of a franchise program of her successful business in Central Falls, and is now analyzing such opportunity.

Length of time in business So far everyone that has participated in the program and was in business prior to participating in the program still in business working in their business and the others that started their business are also still in business. Based on such on this the average business has been in business 3.5 years. Return to use other SBDC services 38% of participants return to use other SBDC services. They seek help in marketing, financials, tax advice and other business consultation. The average return time is about 3 times after they go through the program. Based on previous participantâ&#x20AC;&#x2122;s statistics the program graduate contribute $350, 00 into the state economy.

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Primer Paso â&#x20AC;&#x201C; FastTrac Final Report September 13 â&#x20AC;&#x201C; November 29, 2006 Applicant Report Total Applicants

100%

Total Started

49%

Total No Show

51%

22%

67%

Perfect Attendance

42%

2 Absence

33%

1 Absence

25%

Male

50%

Female

50%

Existing Business

75%

Opening Business

Pre-Venture

17%

Dropouts

28%

Total Dropped Outs Total Graduating Graduating Class

Recruitment Medium

238

Total Recruits

100%

Radio Poder 1110

46%

Referral

19%

Direct Mail

16%

Existing Client

Primer Paso â&#x20AC;&#x201C; FastTrac Final Report September 13 â&#x20AC;&#x201C; November 29, 2006

Applicant Report Total Applicants

100%

Total Started

49%

Total No Show

51%

22%

67%

Total Dropped Outs Total Graduating

Graduating Class Perfect Attendance

42%

2 Absence

33%

1 Absence

25%

Male

50%

Female

50%

Existing Business

75%

Opening Business

Pre-Venture

17%

Dropouts

28%

Recruitment Medium Total Recruits

100%

Radio Poder 1110

46%

Referral

19%

Direct Mail

16%

Existing Client

239

Graduating Participants Name

Last

Business

Class Hours

1. Andres

Almonte

ABC Insurance Services

2. Fidel

Calcagno

A.C. Pool Supply

3. Angela

Canelas

Avon Product

4. Wilfredo

Chirinos

Computer Servicios Inc

5. Ramonita

Cortes

Pre -Venture

6. Cesar

Cuevas

Papiajo Frituras

7. Miriam

Garcia

Fiesta Meat Place

8. Sandra

Lake

Extraordinary Woman

9. Veronica

Martinez

Lead Inspector

10. Oscar

Mejias

Software Development

11. Francis

Parra

ECAS Theater

12. Domingo

Tejada

D-n-R Construction

Grand Total Class Hours Bold

266

Perfect Attendance

Andres Almonte Started ABC Insurance 13 years ago. Since then heâ&#x20AC;&#x2122;s grown the business from 70 clients to 1,342 today. By the end of 2007 he would like to be serving 3,000 clients and have a second office in Providence fro his son, who recently obtained his insurance license. He sees the potential to grow, because everyone needs insurance. According to him people come to him because he provides more than just insurance. He provides translation services for his Latino clientele who make up the majority of his business and serves as mentor to small business owners when they need advise. Providing that extra service has allowed Andres to build a close relationship with his clients. Andres plans to expand his personnel to 5 and needs to upgrade his equipment and is presently applying for the Rhode Island Economic Development Corporation Micro Business Fund. Fidel Calcagno Fidel Calcagno wants to buy a Woonsocket-based pool maintenance and supply company. Itâ&#x20AC;&#x2122;s a perfect fit for him, he says, because before moving to Providence two years ago, he owned a similar business in the Dominican 240

Republic, and he has 20 years’ experience. Being an entrepreneur comes naturally to him as well. Upon moving to the United States, Calcagno started a domain registration and Web site hosting business called Web Service America. He also works as a freelance translator for local health care and education clients. But the real reason he wants to buy the pool supply company is independence. Angela Canelas Angela Canelas arrived to the United States back in 1975 with her parents to the city of New York where they resided until she moved to Rhode Island 6 years ago. According to Angel she has always wanted to own her own business, but did no have the support of her husband and she did not wanted to try it by herself. She finally got the encouragement to pursue her dream, after she started taking ESL classes at the Dorcas Place and got inspired to learning again and when she heard in the radio about the Primer Paso program she decided to apply and get the necessary knowledge. She presently has a business selling Avon products, but she has not treat it as a business, but instead as pocket change source of income. Her daughter helps her with the business and she has also developed a client base of her own. Angela also sales clothing to subsidize her business income. Wilfredo Chirinos Wilfredo Chirinos’ computer repair business, PC Repair & Network, used to be a one-man enterprise, he moved to Providence from Venezuela in 1994.He didn’t need much capital to start it – just a computer with Internet access, some basic tools and reference materials, and a small office. Most of his customers are referrals from friends or family, he said. That’s how he’s created a customer base while spending little money on marketing. And he’s managed to stay in business for five years. He’s planing to grow his business and expand into software development. Cesar Cuevas Cesar Cuevas has a vision. He would like to have a Papiajo Frituras food vending truck or restaurant in every city and town in Rhode Island. His specialty product is a plantain basket stuffed with meat or vegetables and fried. It’s called “papiao.” Cuevas started the business three years ago, by purchasing a food vending truck and equipment. He operates in the evenings, from 6 p.m. to 1 a.m., near the corner of Broad Street and Prairie Avenue in South Providence. Cuevas said his client base is mostly Hispanic families and young adults. And they tell him what they want. He recently started making larger orders of papiao for parties and other events, because his product works well as an appetizer.

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Miriam Garcia Miriam Garcia fondly remembers her father’s “social club” in Brooklyn. She can recall the pride he took in maintaining the club’s juke box, pool table, bar and display cases. She remembers the way he interacted with customers. That was before he died and her mother took Garcia, then 16 years old, and her four sisters to Puerto Rico. Garcia lived there for about 10 years before returning to the U.S. mainland. Now she has her own children – one 17, the other 13. She assesses new students for the Providence public schools to determine where they will be placed. But like her father, she wants to run her own business, and so, with two partners, she is opening a meat market in Pawtucket. She also hopes to open a day care center, after she retires from her school district job. Sandra Lake Sandra Lake started the Extraordinary Woman Awards because she admires the many women who, like her, came to the United States from other countries and are improving themselves and their communities here. Lake established the program as a nonprofit almost immediately after moving to Providence in 1999. Each year, it honors nine local women and one woman abroad who have achieved personal or professional improvement in one of 10 categories. Now, after seven successful years, Lake said, she is ready to expand the nonprofit to add workshops and seminars and help women improve their personal and professional lives year-round. But first, she’ll need more capital. That’s why she is taking the R.I. Small Business Development Center’s Primer Paso FastTrac business planning workshop. Veronica Martinez Veronica Martinez has been providing translation services and filling out immigration paperwork for people in the Latino community for 10 years now. It is something she does at home at night and on weekends, as a favor. Her dream is to turn that sideline into a full-time, full-service translation business that also provides notary services, income-tax return preparation, immigration paperwork and an insurance brokerage – all bilingual. Oscar Mejias Oscar Mejias is an Information Engineer originally from Venezuela who use to work for the Venezuelan oil company Petroleos de Venezuela, S.A. (PDVSA) until 3 years ago when President Hugo Chavez changed the personnel in such industry and fired the existing personnel that did not agree with his government. 3 year ago he was contracted by a major tourism operator in Florida to work in the replacement of its outdated MS-DOS booking and selling program with a Windows based program that would allow the operator faster and more efficient operation of the business, while maintaining the integrity of the original program. Oscar completed such 242

project successfully and the operator transfer to the new window based program was successfully integrated into its operations and still performing according to the agreed specification and continues to improve such program in a contractual fashion. Now that Oscar resides in RI, he is interested in obtaining the technical assistance to package the travel reservation program by establishing relationships with a Graphic Designer that will help him developed the branding of the software and develop the commercialization of the product. Francis Parra Since 1997 ECAS Theater has earned a reputation as New England's premiere Latino theater company by presenting quality, affordable Spanishlanguage theater to audiences of all ages and backgrounds. ECAS Theater has also hosted touring productions from the Dominican Republic, Miami, Oregon and New York's prestigious Repertorio Español. As a non-profit, volunteer-based theater company, ECAS depends on the generosity of individuals, foundations and private sponsors to sustain its programming. Please click here if you would like to support our work. Francis Parra, Artistic Director received her degree in advertising and art from APEC University in the Dominican Republic, and studied theater and acting under Germana Quintana and at the prestigious Casa de Teatro. She has performed extensively throughout the Dominican Republic, including several productions at the Teatro Nacional, the nation's premiere theatrical venue. Francis has produced and directed more than a dozen plays in Rhode Island and has directed ECAS theatrical programs since 1997. She is a teacher at the International Institute Charter School in Pawtucket, Rhode Island. Domingo Tejada Domingo Tejada knows construction. He started building and fixing houses with his uncles and cousins in the Dominican Republic when he was 17. So, when he moved to Providence in 2001, Tejada decided to continue in the business he’s known for 21 years. A year later he met his fiancée, Rosa Vizcaino, and they decided to start their own construction business, D-N-R Building and Construction Inc. (The D-N-R stands for Domingo ’n’ Rosa.) Things were OK for about three years. They put up vinyl siding and did interior remodeling – putting up wallboard, installing floors, installing cabinets, sinks, windows and doors. Tejada did the manual work, while Vizcaino handled the administration. Then, “in the middle of 2005, things went haywire,” Vizcaino said. People were rejecting contract proposals because they thought the company’s estimates were too high.

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2006 Primer Paso FastTrac Memoir Book

http://www.blurb.com/my/book/view/31300

244

Johnson & Wales teaches with hands-on experience By Justin Sayles, Staff Writer Providence Business News Published 03/18/2006 Issue 20-49

INTERVIEW Irving Schneider POSITION: President of Johnson & Wales University, Providence Campus Background: After teaching at Johnson & Wales for 16 years, Schneider was promoted to dean of the business division in 1986. In 1997, he was promoted to vice president of academic affairs and, in 2000, to vice president of the Providence Campus. Schneider assumed the role of president of the Providence Campus in January 2004. EDUCATION: B.S. in marketing from Husson College, Bangor, Maine, in 1968; IRVING SCHNEIDER, M.A. technical and industrial education president of the Johnson & Wales from the University of Connecticut, 1975; University Providence Campus, Ph.D. in technical and industrial says the school's biggest strength education, University of Connecticut, is its 'experientially based' 1982. curriculum. RESIDENCE: Warwick AGE: 61 Irving Schneider calls it turning an “eyesore into an asset.” That’s how the Johnson & Wales University Providence Campus president describes the plans for Harborside Village, an apartment complex for students built on a rehabbed brownfield. PBN sat down with Schneider to talk about the project, the university’s curriculum, and its place in the community. 245

PBN: Why is there a need to build the Harborside Village, with about 575 apartments? SCHNEIDER: The purpose of building more housing on campus is really not to increase our student enrollment, but to have better housing for the students that we have on campus. Also, we want to make our housing more centralized. We had housing out in Warwick at the Airport Center East residence hall. … We used to have to bus students to campus. We sold that property to the airport. We still have a lease, but had decided to close the residence hall. Now, we’re trying to bring more people on campus. There’s more housing planned besides the Harborside Village. That project will be completed in September. … This is what we call phase one. If the project is successful, there will be a phase two. PBN: Johnson & Wales University is known for its culinary and hospitality programs, but what other programs attract students? SCHNEIDER: The hotel college is well-known; the culinary college is wellknown. But the business college is really what drives us here. The foundation of this institution has always been business. … There are people out there in the general public that haven’t gotten the message that we do have a graduate school and we do have majors other than culinary arts. We also have a school of technology and a school of education. PBN: What educational experiences do you offer that will help students once they graduate? SCHNEIDER: I think the key that intrigues people about Johnson & Wales programs in general is the experientially based curriculum. Even though not every program has that requirement, they will. … That’s what sells. And what industry likes about us – students that come out of our campus are willing to work hard and they graduate here with a portfolio that indicates that they have worked in some capacity while they were going to school. … We also recruit well and have a strong admissions group that markets the institution. PBN: Do they focus mainly on attracting local students? SCHNEIDER: We have students here from 50 states and close to 90 countries. … We aggressively recruit from there. We have an international admissions department, which is an entity under admissions that specifically deals with our marketing overseas. PBN: What are you doing in the community? 246

SCHNEIDER: Our students spend hours doing volunteer work. Specifically regarding business, we have applied for a small-business development center grant. … If we get that, it will help the Larry Friedman Entrepreneurial Center, which reaches out to small businesses through the Small Business Administration and offers seminars and training for small businesses. Currently, we have the Progreso Latino program that we run through the center. Our students are working with minority startups, going over basics of developing business plans. Some of that training is done in English and some of it is done in Spanish. PBN: Could you explain the situation with the Beacon Charter School? SCHNEIDER: Beacon was in the process of losing its charter. … I was approached by some folks up there to do something. They wanted us to be a guarantor of a loan, which we could not do because of our nonprofit status. I told them that because they have programs in the arts – culinary is one of their programs – and in business, there was a possible synergy with Johnson & Wales. … I told them I would provide our human resources, but not capital. We helped with finding new leadership. Because Johnson & Wales got involved, I truly believe that [Gov. Donald L. Carcieri] and the R.I. Department of Education extended the school’s charter. They’re having some pains, but they’re surviving. A lot of it has to do with Johnson & Wales supporting that institution because we want to make sure that students that are interested in those arts are going to get the education they needed. PBN: Any other initiatives the university is slated to launch? SCHNEIDER: At Harborside, we’re working on an initiative called Exchange City. … It is a business and economics program offered to middle and high school students. They learn 25 hours of their business curriculum in a high school and the last five hours they actually come into a “city.” It’s in a building and the city has 14 to 16 businesses. They each have a role to play. They learn how to do banking, they learn how to write checks and they learn how to deposit checks. There’s a “City Hall,” so they learn about local government. There are so many different things. … It ties in to what we do here because it’s experientially based. PBN: Any plans to expand the university’s presence downtown? SCHNEIDER: There may be some opportunities, and I know Brown University is looking for those opportunities as well. When the Interstate 195 relocates, there may be some opportunities for us. We’d like to do some construction at some point in that area. There’s a master plan that we have some of the land that we own in the part of the city. Right now, the hospitality college and the college of business are in the same building. Our plans are to have the college of business stay where it’s at and have a separate facility for the hospitality. 247

2005 Winter Primer Paso Graduates

Ivan A. Gallego , Cesar H. Delcompare, Maria Alexandra, Izurieta, Jose Moreno, Yomaira E. Mercado, Margarita Guedes (Program Director), Adriana Grajales, Richard Toledo, Alexander Permenidez. Second row William Fenton, Bank of America, Larry Bennett Johnson & Wales University, Tomas Alberto Avila, Milenio Associates, LLC.

248

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Progreso, JWU Honor First Graduates David Casey The Pawtucket Times 04/15/2005 PROVIDENCE -- "The backbone of the U.S. economy is small business," said Ned Levine, chief strategy officer for Johnson and Wales University, "because every business started out as a small business." The entrepreneur, the lifeblood of American commerce, and her transformative influence on her family and community was the focus of Primer Paso/First Step FastTrac, a bilingual training program, established through a partnership between Progreso Latino and Johnson & Wales University to provide small business education, support and networking opportunities to prospective Latino businesspeople. Local and state dignitaries, from Lieutenant Gov. Charles Fogarty to Secretary of State Matt Brown were on hand to celebrate the achievement, not only of the program’s first 24 graduates, but the success of the program itself, a collaboration between the university’s Larry Friedman International Center for Entrepreneurship and Progreso Latino, the state’s largest direct services agency. The basic idea behind the program is that enduring social progress for Rhode Island’s minority communities can only be achieved through economic development. Economic development, the premise concludes, can only be achieved through intensive training: hands-on instruction, partnerships with educational institutions and the support of local lenders and government officials. The success of a motivated few, said Cancel, will not only create jobs within the community, but increase its future crop of motivated entrepreneurs. It was conceived by Progreso Latino’s executive director, Edwin Cancel; the agency’s Economic Development Center director, Margarita Guedes; and JWU Larry Friedman International Center director, Larry Bennett. "The standard approach is to teach large numbers of people some basic entrepreneurial skills," Cancel said. "But we decided it would be more advantageous to train a small number of people who are capable of succeeding, and give them the support and guidance to ensure they do 250

succeed, to give them the skills and knowledge they need to create a viable business plan, and to bring the local lending community into the conversation, so they can build a relationship with lenders along the way." The program’s 12 nighttime workshops, covering such topics as finance, market research, pricing, product/service and cost-pricing strategies, were taught in English (First Step) and Spanish (Primer Paso) by Tomas Avila, the managing partner of Milenio Associates real estate and former president of the Rhode Island Latino Political Action Committee. Javier Brown, a first-generation Venezuelan immigrant who is contemplating his second Ocean State business, is one of Primer Paso’s inaugural graduates. "I’ve already opened a packaging company called O2J Inc., and now I’m getting into the food manufacturing business," said Brown, who conjured up the recipe for a canned snack with the help of his wife, Ana. "It is a cake, in a can with pudding and fruit or chocolate -- we call it Ana Brown Products." According to Brown, professional consultation and business planning support are the program’s most valuable resources. "A lot of people start businesses and spend a lot of money before they know how successful they will be," he said. "Here you can test the feasibility of your idea with professionals before you spend a dollar." The reception was a particularly special occasion for Cancel, who will step down from his three year directorship in two weeks. In recognition of Cancel’s contribution to the Latino community, and inasmuch as Latinos are the fastest growing segment of the state’s population, Rhode Island’s economy, state Treasurer Paul J. Tavares presented Cancel with a citation. "This has been an incredibly special night for me," Cancel told The Times, "not only because we are here celebrating the success of our graduates but because we have consummated an ongoing relationship with a top-notch university like Johnson and Wales." The 2005 graduates are: Jose Alba, Prov. Esperanza Ardila, C.F. Rolando Belen, C.F. Arnoldo Benitez, Prov. Luis Benitez, Prov. Javier Brown, Cumb. Maria Cuervo, C.F. Roberto Gallegos, Prov. 251

Raul Garcia, Prov. Augusto Hedeman, Prov. John Ireland, E. Greenwich Asceneth Lazaro, C.F. Teresa LeBeau, Prov. Ney Leo, Prov. Maria Lopez, Prov. Liandra Martinez, Prov. Rodolfo Martini, Pawt. Vivian Moreno, Prov. Manuel Osorio, Pawt. Saul Pabon, Prov. Harold Smith Jr., N. Kingstown Zulimar Vidal, Prov. Andrew Zetina, Prov.

ÂŠThe Pawtucket Times 2006

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Latinos Taking New Entrepreneurial Skills To Market By JULIETTE WALLACK Special to the Journal The Providence Journal Wednesday, April 13, 2005

Editor's note: Students in an advanced feature writing class at Brown University were assigned to write a feature story about a street that conveys a sense of place. The project, in its seventh year, presents aspects of city life from the perspective of college journalism students. PROVIDENCE -- Tomorrow, 12 Rhode Island residents and their families will gather at Johnson & Wales University for a graduation. But they won't be there for JWU's traditional ceremony. The 12 adults who will be graduating want to start their own businesses, and for weeks, they've gathered at JWU for a new class designed to teach members of the Latino community how to do that. The commencement will herald the end of the course and the skills the budding business owners have gained. Some are in their 20s; others are middle-aged. Every Wednesday night since the beginning of the year, they have come to class at the Larry Friedman International Center for Entrepreneurship. The large, airy center is used during the day by JWU students. Just before 6 p.m. on this class night, the Latino students begin to trickle into the center, carrying binders and bags. Greeting each other, "Hola, buenos tardes," and shaking hands, the students settle down at tables. . Located in an old mill building that echoes Providence's former industrial economy, the center at 10 Abbott Park Place is nestled at the edge of a tiny park abutting Weybosset Street, tucked between JWU's administration building and Beneficent Congregational Church. In a building in which jewelry was once manufactured, students formulate business plans and work with Rhode Island businesses to gain practical experience, integrating technology with their endeavors. Computer 253

kiosks sit near industrial-style support columns, where machinery likely once sat, providing a portal to the Internet. Pipes and ducts in the exposed ceiling hang above stylish light wood floors. The 12-week course -- known as First Step FastTrac -- teaches the entrepreneurs how to make a business plan and could help them secure start-up financing, according to Margarita Guedes, director of economic development for Progreso Latino, the Central Falls-based organization that is sponsoring the course. . An English version of the course is available around the country, but this is the only one in New England in Spanish, Guedes said. This class will be the first to graduate from what Guedes hopes will become a twice-yearly offering. "Buenos tardes," Javier Brown says as he walks in. He's a stocky man who comes in smiling every week and is known as the student who always asks a lot of questions. Tonight, he carries a duffel bag and a small red picnic cooler. "Buenos tardes," responds Tomas Avila from the front of the classroom. Avila works as a consultant to small Latino-owned and operated businesses and is teaching the course. Brown, a 38-year-old who owns and runs a successful Pawtucketbased jewelry packaging business, sits at a table toward the back of the classroom. The class is given at the dinner hour, and some participants arrive with takeout food, but Brown doesn't open the cooler. Instead, he leafs through his binder of course material. Tonight's class will feature a guest speaker: JWU's entrepreneurship center director Larry Bennett. Bennett doesn't speak Spanish, so a JWU student will translate. But before Bennett takes the podium, Brown raises his hand and tells Avila he needs to make a presentation. Standing up, he strides to the front of the room, carrying his red cooler. As he speaks, Brown pulls little plastic containers from his cooler with evident pride. The contents of these containers are what his business idea is based on. . Inside is a simple mixture -- instant pudding, canned fruit and lady fingers -- and Brown wants to get the sweet treat on 254

grocery shelves. This is the first time the class has seen or tried Brown's product. He passes around plastic spoons, and class members dig in. "Bueno," nods one class member. "Si," another murmurs after his first bite. "Es muy bueno," another one cries. Brown grins, hands out the remaining samples and settles back into his seat. Brown, who emigrated from Venezuela five years ago, has high hopes for the pudding concoction. The mixture was one of his wife's staple recipes, but when friends and relatives started requesting it at gettogethers and events, Brown got an idea. "My plan is to sell this stuff," he said, though he doesn't know when it will be on grocery store shelves. "That's why I'm here," learning how to start a business oriented around a product. Brown, who lives in Cumberland, has business experience, but making and marketing a product is new for him. The product will be called Anna Brown, he said, which is his wife's name. It's a nondescript name because he hopes to expand into other products. "Like Sara Lee," he proclaimed. "She started with cake, and now she has everything!" About 30 people applied for the 12 spots in this class, and they were selected after interviews. Those whose business ideas weren't mature enough were directed toward other resources, Guedes said. Those who were admitted have some business experience, either in the United States or in their previous country of residence. The students hope to open businesses that include a hair salon, a construction company, a clothing store, a recording studio and a consulting firm. "It was a detailed application process," Guedes said. "We wanted to get the right profile of people who will follow through." One of those selected was Zulimar Vidal, 21, who has arrived early to talk with Avila about ordering business cards. Vidal, who is Puerto Rican, is the youngest in the class. Her youth is deceiving. She's already run a business out of her Providence home, selling costume jewelry to friends, relatives and others who heard about her through word of mouth. She called her business Lady Cartel Fashions but after some success, she started losing money. 255

She's wants to get things back on track. She hopes to eventually expand to sell a clothing line integrated with popular music styles. She thinks there's a niche for people who want to "dress hip-hop or dress rock." Vidal is one of the class's more advanced students. She already has a business portfolio, several months in business behind her, and she's thinking about designing clothing and opening a store in Rhode Island. She says she's learning new things in the class that will be helpful. "It's a great opportunity, especially for the Latino community," she said, her long hair bouncing as she spoke. "They don't even know what the resources are out there." Latinos are a significant part of the Rhode Island economy. According to the Census Bureau, almost 9 percent of state residents in 2000 were Hispanic -- a number that is expected to grow over the next 15 years, according to JWU's Bennett. And in 2002, Rhode Island was among five states with the fastest growing number of Hispanic-owned businesses. In 1997, the latest year for which statistics are available, 2,186 Rhode Island businesses, or 7.7 percent of all businesses in the state, were Latino-owned and operated. Avila said that number has increased. ut people of Hispanic descent still have a hard time securing loans from banks and investors, says Guedes, and that's something she hopes will change with this course. As the entrepreneurs educate themselves, they realize what they need to have to impress financial backers, she says. Avila said he sees a common trait among his students. They're much like the "typical small business owner," who "start businesses with what they have. In many cases, they're not familiar with the different laws, structures." Liandra Martinez, 31, wants to open a consulting firm that caters to Latinos and nonprofit organizations. As an Olneyville community organizer, she's been toying with the idea of going into business for a while. "As far as the consulting, there are not a lot [of firms] that are Latinobased," says Martinez.

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But her idea is changing as the course progresses; because of the course, she's thinking about her potential clients and about whether she should have an office or work out of her home. Martinez said she's "excited about the help we're going to get. We don't have support networks." When she was planning the course last fall, Guedes approached several colleges, but JWU seemed like the best fit, largely because of Bennett's eagerness to involve students in the process. During the last few weeks of the course, JWU students helped the Latino entrepreneurs research their businesses and write business plans. "The students get the real life experience," Guedes said, and the "bicultural experience that the students have" is particularly valuable. "They're there for a common goal." Tonight, JWU senior Silvano Grego, a 25-year-old native of Argentina, is serving as an interpreter for Bennett, who is teaching the class about different types of marketing and advertising. Many Latino entrepreneurs have trouble defining and expanding their market, according to Guedes. Many find it easiest to sell to a Latino clientele. But to make a business grow, any entrepreneur needs to consider selling to multiple communities. "So here, through this exercise, they spend time really researching," Guedes said, gesturing at the center's main room. "If you're thinking of just a Latino market as your customer base are you satisfied?" Bennett asks the class. The students shake their heads no --they've learned that they need to draw a large number of customers, regardless of ethnicity. The students are attentive while Bennett speaks, taking notes and peppering him with questions. One, who wants to expand his appliance sales business, pesters Bennett about what type of advertising is better -- radio or newspaper. After an hour and a half of lecture and discussion, Bennett wraps things up; it's already past 8 p.m. But the students don't rush out. Some pack their items slowly, talking to their classmates about what was discussed in class. Others stop to compliment Brown on his dessert. "Gracias. Gracias," he says, smiling. 257

Progreso Latino Economic Development Center Will sponsor Primer Paso program to strengthen local small businesses Central Falls, RI (December 2, 2004) - Progreso Latino, Inc., the region’s largest Latino service agency, will sponsor through its Economic Development Center and its partners a program to develop technical, management and lending assistance programs that will allow small businesses owners to refine their business skills and expand their networks of federal, state and local resources. Starting on February 7, 2005, the PLEDC and Milenio Associates will cosponsor an 11-part day technical business course at Johnson and Wales University, in cooperation with the students from that University’s International Center for Entrepreneurship. The “Primer Paso, fast-track” training aims to facilitate the small business planning process by providing an initial overview, assessment and mapping plan for the potential entrepreneur and/or small business loan applicant. Students from the University will provide one on one technical support to program graduates. The program will use numerous PLEDC partners more effectively by directing qualified referrals to the proper resources and providing documented follow up. Attendees receive a certificate of certification when they complete the twelve classes and have access to ongoing support and services. An open house for registration will take place on Tuesday January 4, 2005 from 6:00 p.m. to 8:00 p.m. at Progreso Latino Inc., 626 Broad Street, Central Falls, RI. Progreso Latino’s Economic Development Center (PLEDC) is a public initiative that was established as a result of a vision to promote the economic advancement of the micro-business community in Rhode Island. The PLEDC in partnership with municipalities and city government agencies, lending institutions, universities and other community-based organizations will address the needs of the small business community in Rhode Island. "I am pleased that Johnson & Wales University's initiatives will provide start-up seminars and mentoring support for aspiring entrepreneurs utilizing both JWU business students and faculty," said Larry Bennett, director of the Larry Friedman International Center for Entrepreneurship at the University's College of Business. Bennett added that, "A major objective in planning and implementing this initiative is to provide economic development support for aspiring business people. Our primary and initial emphasis revolves around linking business enterprises with the mainstream economies of both the 258

private and public sectors in our area while involving Johnson & Wales University business/entrepreneurship students in the process.” “With the launch of el Primer Paso, Progreso Latino will spearhead the creation of many community-based for profit economic development enterprise established to employ and train constituents, set industry excellence standards, and promote socially responsible entrepreneurs”, said Tomas Avila, President, Milenio Associates. Progreso Latino is a multi-service, non-profit, community based organization, whose mission is to provide comprehensive and quality services that promote education, economic development, leadership and social progress for Latinos and other immigrants. “Thanks to the commitment of our many wonderful partners and advisory committee members, we’ll make sure The Center is “the one stop center” for business in search of available resources as well as developing and coordinating new programs not currently available in the state of Rhode Island,” said Edwin Cancel, Executive Director, Progreso Latino.

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Tomás Ávila Certified as First Step Fast Track Facilitator Business Coach and Administrator Providence, RI. (October 30, 2004) – Tomás Ávila Managing Partner of Milenio Consulting becomes the first Certified First Step Fast Track bilingual (English/Spanish) Facilitator and Business Coach in the Kauffman Foundation-sponsored program in the state of Rhode Island. Designed to

provide entrepreneurs with business insights, leadership skills and professional networking connections so they are prepared to create a new business or expand an existing enterprise. The FastTrac program includes practical, hands-on business development programs and workshops for existing entrepreneurs, aspiring entrepreneurs, as well as entrepreneurship curriculum for college students. Ávila partner with Progreso Latino the largest Rhode Island Latino social service agency and Johnson & Wales University Business School Larry Friedman International Center for Entrepreneurship, serving as the development administrator and facilitator in the development of the (Primer Paso) First Step Fast Track Program, through its Business Resource Center directed by Margarita Guedes. The center helps entrepreneurs develop their businesses and help residents looking to grow their business. Joining forces with Johnson & Wales University and the Kauffman Foundation-sponsored program the center plans to bring higher education and the Latino business community together in helping them grow their businesses. Avila who served as Interim Program Manager at the Rhode Island Small Business Development Center Enterprise Community Office, in Providence directed consulting operations at the center through meeting with business clients to assess their consulting needs/requirements; assigning consultants can that best meet the client's needs, has extensive experience working with growing Latino community of the state. He also served as a consultant to RISBDC Spanish speaking clients, and was the lead consultant in the development of the SBDC successful 10 week Latino Business Initiative Spanish Entrepreneurship Series “Serie Empresarial”.

Progreso Latino Workshops To Train Small-Business Owners Thursday, October 14, 2004 The Providence Journal Progreso Latino, through its Economic Development Center and partners, is sponsoring programs that will allow small-business owners to refine their skills and expand their networks of federal, state and local resources. Sessions on opening and running a restaurant will be offered in Spanish by Johnson & Wales University's Larry Friedman International Center for Entrepreneurship. A business expert will take participants through a basic business plan, marketing, staffing, scheduling and more. The course will meet on Mondays and Wednesdays, Oct. 18, 20, 25 and 27, from 6 to 8 p.m., at the university's Center for Entrepreneurship, 10 Abbott Park Place, Providence. Materials are provided. A second program will begin next month, when the Progreso Latino Economic Development Center and Milenio Associates will cosponsor an 11-day technical business course at Johnson & Wales in cooperation with students from the university's International Center for Entrepreneurship. The training aims to facilitate small-business planning with an initial overview, an assessment and a map. Students from the university will provide one-onone technical support to program graduates. For more information, call Margarita Guedes at (401) 728-5920, ext. 317.

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Progreso Latino Creates Center To Help Small-Business Owners The center will help put business owners in touch with resources such as training classes and lending institutions. BY TATIANI PINA Journal Staff Writer The Providence Journal Tuesday, March 30, 2004 CENTRAL FALLS -- Progreso Latino has joined forces with universities, lending institutions, business training centers and the mayors of two cities to open an economic development center at the social agency. The center will help entrepreneurs to develop their businesses and help residents looking to start new ventures. Progreso's executive director, Edwin Cancel, announced the creation of the center and the appointment of its director during a news conference yesterday in a conference room on the agency's fourth floor. Margarita Guedes, who ran South Side Broad Street in Providence, was named the director of the Economic Development Center. Guedes said there is a "huge gap" between small businesses and resources such as training and lending institutions. "We want to serve as a clearing house," she said. The agency will put business owners and those looking to start a business in touch with training classes, university resources and lending institutions. To assure that the center is successful, Progreso has created an advisory committee that includes representatives from Roger Williams and Johnson & Wales universities, Dexter Credit Union, Fleet Bank, Rhode Island Micro Enterprise Association, the Small Business Development Center and the mayors of Central Falls and Pawtucket. Progreso is also working with mayors Charles Moreau, of Central Falls, and James E. Doyle, of Pawtucket, to start a business association that can meet regularly to establish needs that can be brought back to the advisory committee, Cancel said. Progreso Latino's Economic Development Center is a great way to bring higher education and the business community together, said Mark A. Kravatz, community service learning coordinator for the Alan Shawn Feinstein Enriching America Program at Johnson & Wales. "The resources you can get from working with the businesses and colleges, we can give great support to you through our faculty," Kravatz said. 262

Steven Bravo, who runs Cineramalatino.com, a small company that brings Latin American films to Providence, said that small businesses need training and the help of lending institutions to be viable. He participated in business training before he launched his enterprise. "Those are the kinds of resources we need if we are to grow and get stronger and become part of the economy," Bravo said.

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The Latino Economic Development Center Tomas Alberto Avila November 1997 The Latino Economic Development Center is a project of the Latinos for Community Advancement (LCA) whose principal purpose is to promote the economic advancement of the Latino community in Rhode Island. The Latinos for Community Advancement (LCA) in partnership with community-based organizations established the center to address the needs of the Latino small business community. Serving Latino businesses through the existing infrastructure of the agencies located in their neighborhoods, the Center will avoid duplicating existing services by acting as a clearinghouse of available resources as well as developing or coordinating new programs not currently available. The Center will also help larger firms to improve their connections with other Latino businesses and professionals by developing an interactive database and a directory of businesses. Mission The Latino Economic Development Center mission is: "To transform the current business environment in our communities into one of a partnership support system. To improve our communities by supporting the creation and retention of jobs. To transfer economic development and management skills to emerging businesses." The initial programmatic thrust of the Center is focused on the economic development of Latino merchants, with primary emphasis on linking Latino business enterprises with the mainstream economies of the private and public sectors. To that end, the Center collaborates with its partners in developing technical and management assistance efforts that allow business owners to enhance their skills and access networks of federal, state and local resources. Among the principal services provided by the Center in conjunction with its local partners are: Technical and management assistance to existing and emerging Latino small business enterprises throughout the State (such assistance includes the development of business plans, information on private and public sources of financing, operations and management assistance, market and business development); Information and training on the acquiring of minority business certification to successfully access local and state minority set-aside programs. 264

Development of a comprehensive database of Latino-owned business enterprises with Emphasis on creating networking mechanisms for maximum Latino participation in all aspects of economic life; and Development of a computerized database of Latino professionals interested in business development and entrepreneurial opportunities. Statewide Programs and Activities The Center works with the various Latino communities across the state in implementing programs and activities, which have widespread interest and impact. Following are illustrative examples of statewide programs, services and activities: Statewide Networking Successful networking is an important component that propels both formal and informal interaction. The Latino Economic Development Center is the vehicle by which community-based organizations involved in local economic development activities can work out mutual needs. Both the formal and informal nature of the network serves to enhance new relationships that hopefully will mature into new patterns approaching community development. Informational Database A "one-stop" location where community based organizations, public and private entities can obtain information on wide range of issues relating to community economic development issues, programs, and initiatives. Service Brokering By providing informational linkages to experts in different field of small business development and local community development the Center expects to meet local demand for professional and technical services. The Center will coordinate the services of volunteers in order to provide communitybased organizations with professional support conductive to effective and efficient local effort. Community Planning The Center will provide community planning and management assistance to community-based organizations interested in strengthening private sector investment and targeting public sector investment. A key product of community planning is the providing to technical assistance to collaborating organizations in the development of commercial revitalization strategies, which encourage new enterprise formation.

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Best Practices The Center will, from time to time, examine those critical factors, which lead to successful small business development and create opportunities for neighborhood and community economic development. These will be documented and disseminated to member organizations. Promotion and Development Working with such organizations as the Latino Economic Development Consortium and the Rhode Island Alliance for Small Contractors, the Center will continue its work with business enterprises desiring to seek contracting and procurement opportunities with local and state government entities. Public Relations and Advocacy Working with local communities and organizations in promoting greater social and economic investments in distress neighborhoods. Fundraising Providing social marketing assistance to assist in fundraising initiatives designed to promote the work of the Center on a local and statewide basis. Conferencing The Center is expected to offer a conference on a yearly basis. The purpose of the conference is to bring practitioners, small business owners, and community activist, public officials to discuss community economic development issues. A major focus to the conference is to provide a linkage mechanism for the Latino community in order to fully benefit from public and private resources.

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Economic Development in the Latino Community: Our Path To the 21st Century By Tomรกs Alberto Avila November 8, 1997 Providence, RI Building a community requires a strong foundation upon which to develop neighborhoods into thriving productive areas. Frequently community leaders tend to dwell on the problems and deficiencies of their community as their basis for producing a strategic plan to guide neighborhoods and individuals in building their community. Communities are study for these problems and subsequently become consumers of human and social services. Often before embarking on a new project, a need assessment is undertaken to identify and determine the specific needs of a target group or community so that a program can properly be structured to meet those needs. Organizations are accustomed to focusing on the gaps in the community in addressing those related needs. Most of the funding directed to lower income communities is based on the problem-oriented data collected in need assessment. Targeting resources based on deficiencies directs funding not to residents but to service providers. This mentality can also have a negative effect on the nature of local leadership. If for example one measure of effective leadership is the ability to attract resources, then local leaders are in effect being force to belittle their neighbors and their community by highlighting their problems and deficiencies, and by ignoring their capacities and strengths. This direction should be regarded as one of the root causes of the sense of hopelessness that pervades discussions about the future of local communities. Typically, this has been the most common strategy however; a foundation based on deficits makes it difficult to realize the goals of a strong community As the youngest, fastest growing minority group in the country, Hispanics have immense electoral and consumer-market potential. Hispanic consumers already spend over $350 billion a year, and their influence will inevitably grow in national and economic affairs. We need to demand the support of business and Corporate America to help our Hispanic citizens realize their great potential, instead of highlighting the problems and deficiencies in our communities. Investing in Hispanic America makes good business sense. In today's global economy, Latin America has emerged as a key region for trade and investment opportunities for the United States. Opportunities exist 267

in almost every sector of the Latin American economy, including: communications, software, construction, transportation, agriculture, health and energy. Hispanic Business in the U.S. continues to expand at a higher rate than ever before, with over 1.3 million Hispanic business owners in the U.S. today, generating nearly 200 billion dollars in annual gross receipts. Through this growth, Hispanic entrepreneurs have become a strategic partner for Latin American businesses. Our community leaders and organizations should proclaimed themselves ready to dive deeply into the issue of economic development, with a multifaceted plan to help our people increase their economic self sufficiency. This agenda should signal a clear economic direction for the Latino community in the 21st century. This agenda should focus specifically on the way to shape the economic future of Latinos, and should provide how-to strategies on becoming entrepreneurs, accessing capital, getting involved in urban revitalization and partnering with large companies to engendered self sufficiency and wealth building in the Latino community of RI. The organizations will endeavored to build individual and collective wealth, increase business and home ownership, prepare people for gainful employment, and promote academic excellence. The next 30 months should be a time of serious soul searching for Latino organizations. We should be asking ourselves how we could best serve our constituencies in the next century. In most cases, this soul searching should lead to a more sharply defined and targeted approach to achieving our communityâ&#x20AC;&#x2122;s economic objectives. Just like Afro American civil right organizations are shifting their civil right agendas to an economic agenda, Latino organizations need to start focusing on the economic empowerment of our communities. Why should economic development be the agenda of choice for the Latino community and other minority groups? Despite some improvement in the last decade, more economic development is crucial if Hispanics are ever to attain a full and equal place in American society. Latino leaders need to furnish Hispanic businesses with training services and management expertise. Leaders also need to assist entrepreneurs in starting new businesses and helps small businesses expand. Because the current environment has shifted from the government to corporate America and the community entities, the politicians in Washington are a lot more inhospitable now than in the past and itâ&#x20AC;&#x2122;s tougher getting equal rights laws pass. Since this time is not conducive for government activism, selfsufficiency has become the watchword. With the advent of major corporations right sizing, the white working class is suffering from the same anxiety as other ethnic groups, and to just make a 268

statistical statement about needing to hire more Latinos won’t necessarily work. White workers are starting to view this tactics as a power grab, which has lessened the public relations benefit and the moral authority. Economic Development for the Latino community should not only mean accumulation of capital, but more importantly the development of an infrastructure within our communities, economic development, business development, job creation all have to do with developing a community. Economic development is the active participation in the creation of individual and collective wealth in the community where one lives, participating in the economic revitalization of our own neighborhoods as producers’ manufacturers and sellers. A community will remain powerless when it only consumes. Economic development provides the fuel to exercise political clout. For mobilizing our ballots power so that politicians who covet our vote don’t take us for granted. For influencing national elections outcome, which as we have learned the hard way of late, shape the composition of the federal courts that ultimately rule on issues close to home. The Latino leaders should work on developing role models within the business community and invest the capital into educational opportunities. This will empower the participants and the community to create it’s own jobs, hire Latinos, contribute to candidates of it’s choice and will exhort Latinos to demonstrate the same entrepreneurial zest that has existed in every community through the following strategies. It should urge Latinos to lessen their dependence in a weekly paycheck by saving and pooling their individual and collective resources and investing them wisely. It should encourage our organizations to build up local business districts in Latino neighborhoods across the state, instead of standing around waiting for the government to do it, while other cash in the financial benefits. With our small businesses and entrepreneurs, we have the right stuff to take advantage of any huge opportunity that’s unfolding under our noses. There are new opportunities downtown, in many urban neighborhoods and nearby suburbs. Increase home ownership in our neighborhoods, and produce more executives in income-producing divisions of corporate America Educate young people that academic excellence is the key to competing at a world-class level, and encourage Latinos to become players of our own destiny, and not just bystanders. We should become involved in the merger proceedings if local banks plan to merge, so they won’t fail to make provisions to establish credit pools for the Latino community and secure that retail and business loans flow to the Latino community. Financial institutions have to go beyond window dressing when it comes to community reinvestment. They have to stop just making donations, and instead make low interest money available to the community. They should start making the 269

process easier. The real spirit of community reinvestment is to do those kinds of things, Institute pilot economic development programs and then make successful models available to other community organizations. In order to secure the success of this agenda, the organization needs to make sure that the adequate amount of resources is in place to support it. Utilizing the community reinvestment Act to its fullest extent to bring capital into Latino businesses and neighborhoods. Mainstream companies are eagerly tapping into the new energy and immense purchasing power in cities. The key question is: Are we going to be players? Shame on us if we let the opportunity slip by, only to moan years from now that weâ&#x20AC;&#x2122;re still on the outside looking in. Offering the understanding of neighborhood conditions and the long-term focus that the community requires. For example teaching residents about their options and rights concerning housing. Training young Latinos in the various careers involved in the development of the needed infrastructure. Past experiences indicate that significant community development takes place when local community individuals are committed to investing themselves and their resources in a joint effort. Another reason for accentuating the development of the internal economic development of local urban neighborhoods is the dismal prospect for outside help from forces outside the community. The passive action of sitting around and waiting has been exhausted and proven unworthy to the minority communities. Economic development must start from within the community. One of the biggest obstacles facing local leaders today is revitalizing and expanding the economic life of a community. As a result of various cutbacks and downsizing, smaller neighborhoods and communities have been virtually unplugged from the mainstream economy. In order to reenter the economy, communities need a major commitment to economic development. A creative approach works best in situations where traditional methods of economic development havenâ&#x20AC;&#x2122;t work. Question to consider, while establishing a strategic economic development plan. How may community builders recognize and capture the full economic development potential of all local institutions and organizations? How can community builders capture local savings and expand the availability of vital capital and credit for community economic development purposes? How can local development leaders maximize the creative uses of all the physical assets of the community? 270

Even in most devastated neighborhoods there exist materials needed to construct a path toward economic development. It is necessary to harness the underutilized economic power of local institutions. Non-economic institutions have the potential to be key players in building stronger, healthier economies depending on how they use their resources. Local institutions, which invest in neighborhood, demonstrate commitment to the economic health and well being of the neighborhood. In general there are eight basic methods for local institutions to invest in building their community: 1. Local purchasing 2. Freeing potential productive economic space 3. Local investment strategies 4. Mobilizing external resources 5. Creating alternative credit institutions 6. Hiring locally 7. Developing new business 8. Developing human resources Another method that can be utilized to rebuild community economies is to begin looking at physical liabilities and devise alternatives for how they can be transformed into assets. Communities can begin by reclaiming vacant lots and abandoned spaces. This process involves four basic steps: Make an inventory of vacant and abandoned spaces Acquire the space, using variety approaches, often with the help of partners. Initiate and develop an appropriate project. Maintain a viable ongoing project. Whole Community Mobilization Concentrating on maximizing local assets and generating new relationship is not enough. The real challenge presents itself in developing comprehensive assets base strategy, one, which might involve virtually the entire community in the complex process of regeneration. Whole community mobilization may be envisioned and may begin being implemented by a five step process: 1. Mapping completely the capacities and assets of individuals, citizens associations and local institutions. 2. Building relationships among local assets for mutually beneficial problem solving within the community. 271

3. Mobilizing the communityâ&#x20AC;&#x2122;s assets fully for economic development and information sharing purposes. 4. Convening as broadly representative groups as possible for the purpose of building a community vision and plan. 5. Leveraging activities, investments and resources from outside the community to support asset based, locally defined development. 6. All together these steps comprise the process of achieving an asset based, internally focused and relationship driven community economic development.

Reference Altshuler, Alan A. and Jose A. Gomez-Ibanez. 1993. Regulating for Revenue: The Political Economy of Land Use Exactions. Washington, DC: The Brookings Institution. Avila, Alberto, TomĂĄs Community Leadership Development Initiative Structure & Vision, Providence, RI January 1, 1997 Blakely, Edward J. and David Ames. 1992. "Changing Places: American Planning Policy for the 1990s." Journal of Urban Affairs 14:423-446. Bogart, William T. 1993. "'What Big Teeth You Have!': Identifying Motivations for Exclusionary Zoning." Urban Studies 30:1669-1682. Clingermayer, James C. and Richard C. Feiock. 1993. "Constituencies, Campaign Support, and Council Member Intervention in City Development Policy. Social Science Quarterly 199-215 Dear, Michael and Allen Scott, eds. 1986. Urbanization and Urban Planning in Capitalist Society. New York: Methuen. Fleet Bank, 20/20 Vision CRA Symposium, Washington DC November 4-6, 1997 Rodriguez, Ralph, Governor's Advisory Commission on Hispanic Affairs Action Forum Report, Providence RI, November, 1997

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Our Neighborhoods Economies (ONE) One Community/One Economic Development Strategy By Tomﾃ｡s Alberto ﾃ」ila 09/25/1997

Executive Summary Just as our economic difficulties stem from more than the effects of single factors such as defense down-sizing or selected high taxes, fixing our economic problems will require more than developing a single program here, or passing single legislation there. The New Economy is characterized by political institutions and cultures that are more participatory and collaborative. In the new global economy, "an infrastructure for collaboration" is a key component of success. As Harvard Business School Professor Rosabeth Moss Kantor states in World Class, "politics involves battles over distribution: who gets which slices of the pie. A community's social infrastructure, m contrast, offers the prospect for expanding the pie. Yet, the social infrastructure (for collaboration) is too often neglected; allowing the area to remain fragmented and balkanized1. This social capital, the ability of people to work together for a common purpose in groups and organizations, is a characteristic of successful regional economies around the world, from Silicon Valley in California to the Emilia-Romagna region in Italy.9 These places have begun to work collectively and to see their competition as coming not from another part of the state, but from outside the state, region, and nation. In this environment, the biggest threat becomes the lack of change itself. For example, Silicon Valley, a region most would consider as being free from economic difficulties, was so concerned about the effect of its "culture of blame" on economic development that it made a commitment to work together to develop the "Silicon Valley, Joint Venture Way" a partnership of business, government and community-based organizations to collectively address and solve pressing issues that were holding back the communities' economic future.

Rosabeth Moses , World Class (New York, NY: Simon & Schuster, 1995). Francis Fukuyama, Trust (New York, NY: The Free Press, 1995). 1

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In fact, successful communities and states are those that are better at responding to economic change -- at developing a shared understanding of changes, at crafting innovative solutions, and most importantly, at coming together to place the collective interest of the community above a narrow interest in maintaining the status quo. Yet, Rhode Island's industrial, political and social legacy has made the development of a more collaborative civic culture difficult. The Rhode Island historian William McLaughlin argued that in the 1800s and early 1900s the legacy of industrialization and patterns of immigration meant that economic and social divisions were magnified by religious and political antipathies. He states: "by 1923, Rhode Island was a bitterly divided state, socially, economically, and politically." In the 1950s, there was "factionalism preventing the consistency and long range planning that might have helped the state out of its economic decline."" In 1977, the Providence Journal wrote "if the people of Rhode Island conclude that 'free for all' individualism must give way to more cooperation, more balance and sharing, more planning in economic, political, and social affairs, the state may be on the brink of a major shift in its patterns of thought and behavior. In that breakthrough may lie Rhode Island's real 'Hope."' In spite of the recent progress, this legacy of division and mistrust remains a central barrier to Rhode Island's economic rejuvenation. These divisions occur at all levels. Business blames government. Government distrusts business and all too often assumes the worst of intentions. Citizens distrust political leaders and the political process. Aquidneck Islanders distrust Capital City interests. But perhaps the largest division is between labor and business. Too many workers see business as selfish, focused only on profit and exploitation of the workingman and woman, and are quick to call up the conflict-ridden history of exploitative mill owners as an illustration of business practices today. For their part, too many business leaders blame unions for all economic and political ills. Yet, both clearly have a stake in a healthy and prosperous Rhode Island economy that generates good jobs, high profits, and a more healthy state fiscal condition. Yet, compared to some other states, such as Pennsylvania and Michigan, that have also had a history of contentious labor management relations, Rhode Island has not done enough to put this behind us and begin an era of cooperation." In general, we frame issues too often as win-lose, rather than win-win. Too often valuable political and institutional energies are spent fighting over pieces of a shrinking pie, instead of building a larger pie of more jobs, better wages, and higher profits. Such divisiveness may have been acceptable years ago when there was little interstate competition and when change was slow. Now, it gets in the way of the serious task of building our economy. 274

Developing the sense that all Rhode Islanders -- rich and poor, white and minority, labor and management, north and south, are in this together, is a critical first step in the process of beginning to compete in the New Economy. Recent efforts suggest that we have taken steps in the right direction. But we need to do more. We need to create a culture in which people "come to the table" looking for a collaborative solution, not to stake out an adversarial position." We need to cast off the culture of blame and divisiveness and embrace a culture of responsibility and partnership. Building on the shared vision of all sectors of the Rhode Island economy, we must begin the process of healing the divisions of the old economy, and working together to build hope in the New Economy. Goals 1. Becoming promoters and participants of our community economic development. 2. Empowering our community to envision ourselves becoming economically empowered in order to be able to create wealth in our neighborhoods. 3. Teach community residents to overcome the social mentality and transform such mentality to an economic development mentality. 4. To take control of our economic future, Rhode Island needs to put in place a competitive business climate and a comprehensive and innovative economic development system. 5. Achieving these goals will require a concerted effort on the part of all Rhode Islanders: business, government, workers, and citizens. ONE economic strategy should be based on a comprehensive plan for community-controlled revitalization crafted by community stakeholders. This plan should outline the blueprint for a locally based economic development strategy based on the concept of an Urban Village. Other initiatives around the country have demonstrated that community-based planning and organizing can produce quality affordable housing and a network of social services increasingly responsive to residentsâ&#x20AC;&#x2122; needs. The Board of Directors needs to develop a series of Urban Village Visioning sessions to convey the organizationâ&#x20AC;&#x2122;s intention in the neighborhood. One of these visioning sessions should be Community Economic Power, which should identify the key leverage points to move from our vision to the reality of a vibrant multicultural urban village. ONE basic approach is to create an environment of opportunity that encourages and supports sustainable business development and asset accumulation, and increases the purchasing power of ONE neighborhood residents. We need to build on the communityâ&#x20AC;&#x2122;s many strengths, and rely on 275

residents to set the direction. This communityâ&#x20AC;&#x2122;s many assets include its unique ethnic composition (African American, Latino, Cape Verdean, and white) to name afew, a widespread interest in gardening and agriculture, the richness of its colonial history as well as the current interest in its revitalization efforts, point the way to certain assets-based approaches. This bottom-up, integrated community approach often puts us at odds with the conventional wisdom in community economic development. A number of observers, most notably Melvin Oliver and Thomas Shapiro in Black Wealth/White Wealth: A New Perspective on Racial Inequality and Michael Sherraden in Assets and the Poor: A New American Welfare Policy explained that many previous attempts to spur the economic revitalization of central cities have fallen short of expectations because they do not address barriers to wealth creation or create asset building mechanisms. They note that in order to truly escape poverty, the so-called economically disadvantaged must not only raise their incomes, but acquire wealth through asset accumulation as well. Conventional wisdom has fostered strategies for urban revitalization that focus on job creation. ONE economic power strategy places the emphasis on both jobs and the creation of wealth. To date no organization has developed a coherent strategy for building both community and individual assets. More importantly, local institutions have given little guidance to communities on how to manage their existing and emerging assets in a way that will stabilize their communities and encourage individual wealth. "Revitalize Communities Through Asset Building" by Ben Hecht. While asset accumulation is crucial to long-term community viability and sustainability, income derived from employment is what families need in order to purchase groceries and pay the bills. A series of surveys conducted by the Harvard School of Business under the direction of Michael Porter estimate that the purchasing power of the residents of Greater Providence is more than $3 billion. Porterâ&#x20AC;&#x2122;s study also shows that overall; Providenceâ&#x20AC;&#x2122;s urban neighborhoods are currently experiencing a $1 billion trade deficit. That is to say, $1 billion that residents spend on goods and services currently flows out of their neighborhoods. ONE residents shall be willing to take their time and build a sustainable economy whose foundation is composed principally of local businesses owned and operated by residents employing residents. They shall opt to devote the bulk of their energy and resources to generating homegrown economic power as opposed to attempting to import economic development from beyond their boundaries.

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Following the identification of Community Economic Power as a key leverage point, we shall design a community thinking process to do contingency planning around economic development. In these "What Ifâ&#x20AC;Ś?" sessions, we tested various strategies against possible scenarios in order to identify "resilient elements" that helped approaches and projects survive many possibilities. These elements were summarized as: 1. build on community diversity 2. local/community ownership and control 3. circulate dollars locally 4. community cooperation 5. more good jobs / livable wage 6. community education 7. personal development 8. political clout 9. organizational infrastructure 10. harnessing outside resources 11. diverse economic activities 12. sustainability These resilient elements are now being crafted into a community assessment tool so that residents can examine and design projects that have the best chances of survival and the greatest community benefit. We have started to look at our own ideas, as well as other proposals, with this lens. The ultimate goal of ONE sustainable economic development strategy is to create a healthy, safe and secure neighborhood and to create real wealth within the community. Real wealth is created through the development and nurturing of individual and community assets. Economic development is thus seen as a means to an end, not the end itself. The ONE Street strategy for sustainable development is resident-directed and will build upon the community's inherent and acquired strengths and assets which include: its strategic location with respect to Providence and major transportation routes, available labor force, vacant land, a comprehensive revitalization plan, location within Enhanced Enterprise Community (EEC), strong community partners including CDCs, philanthropies, historic landmarks and sites, cultural diversity, and a business base. Implementation Oneâ&#x20AC;&#x2122;s Sustainable Economic Development Strategy is a comprehensive approach to create an environment of opportunity that encourages and supports sustainable business development and increases the purchasing power of Oneâ&#x20AC;&#x2122;s neighborhood residents. Although we recognize that this plan and the initiatives to support the strategies described above are ambitious, they strategically build on the area's strengths and resources and ONE's capacity to undertake the needed organizing and leveraging of resources to 277

address the needs we have identified through our work in the community. While the bulk of the initial planning and ongoing organizing work associated with this effort will be coordinated and carried out by ONE staff, the successful implementation of our Strategy for Sustainable Economic Development will require the assistance of many others. For example, our community partners -- particularly our local community development corporations -- will have key roles to play. We will also continue our work with various levels of government, university-based, and community environmental agencies/organizations to package technical assistance and resources for both existing businesses and to possibly redevelop brownfields for productive use. Wherever possible, graduate students from local business schools and policy and planning programs will assist us with market studies, business planning, and related research. However, we expect that specialists may be required on a contract basis to support implementation of a number of the objectives described in the above plan (for example, to develop ownership structures should we identify worker-owned business opportunities). In addition, the Resident Development Institute (RDI) that is being developed as the cornerstone of ONE's participation in the Annie E. Casey Rebuilding Communities Initiative (RCI) will be the primary vehicle for encouraging resident participation. Currently two RCI staff members and organizing staff are focusing their work on strategy similar to ONE to help develop resident economic power.

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