audience insights analysis

Deliverable 1

Audience Insights Analysis

Trifecta PR

Dec. 2015

2

Table of Contents

Audience Insights Analysis .................................................................................................................. 3

Introduction .............................................................................................................................. 3

Current Audience – Key Stakeholders ..................................................................................... 4

Aspirational Audience – Corporate CSR Partners ................................................................... 6

Aspirational Audience – Think Tanks & Local Government .................................................. 7

Appendix 1: Interviews with Current Stakeholders ........................................................................ 9

Current Audience 1: Foundation (Grant Donor) ...................................................................... 9

Current Audience 2: Corporate Partner .................................................................................. 11

Appendix 2: Interviews with Aspirational Audiences .................................................................... 13

Aspirational Audience 1: Corporate CSR Partners ................................................................ 13

Aspirational Audience 2: Think Tanks ................................................................................... 17

Aspirational Audience 3: Local Government ......................................................................... 19

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Introduction

The audience insights analysis provides strategic direction to the messaging and storytelling

deliverables. Before shaping organizational messages, or crafting a story to suit a purpose, we must

understand what we wish to communicate to our audiences and how best to communicate it.

This audience insights analysis is based on in-depth stakeholder interviews. A survey would have

lower statistical validity given the existing sample size of audience contacts for each audience group.

A mix of aspirational and current audiences have been chosen jointly by Byte Back and Trifecta from

an exhaustive list of all audiences. The choices reflect gaps in existing knowledge of stakeholder

perceptions. Trifecta PR developed the contact list for aspirational audiences through research and

cold calls.

The questions asked of audiences prioritize discovering and confirming fit and mutual purpose

between Byte Back and its audiences. This is the immediate priority; however, this deliverable forms

only the beginning of exhaustive audience research. The next step is to develop the insights found in

this document through channel and collateral research i.e. determining which channels and collaterals

are best suited to reach each audience group.

This deliverable pairs closely with Deliverable 2: Potential Partner List. The latter consists of ‘warm’

contacts who participated enthusiastically in audience research and in our view constitute a good

strategic fit with Byte Back. They can be contacted to pave the way for mutually beneficial

partnerships.


Potential Partner List

Elastic Messaging

Strategic Storytelling

Media Kit

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Current Audiences Key Stakeholders

Insight Stakeholder Perception Quotes Strengths:

Byte Back is perceived to be extremely

competent in providing computer and digital

skills training to DC residents.

Ratings of its leadership and effectiveness are

favorable.

“I believe because of Byte Back, the digital divide has

narrowed in DC.” Foundation Stakeholder.

“Byte Back also has great executive leadership.”

Corporate Stakeholder.

Adding value:

Integrates nicely with other workforce

development programs and the work other

grantees are doing.

Serves same or similar underserved

communities as stakeholder wishes to.

“Many more grantee organizations are able to provide

computer training as part of their on-sight, workforce

development programs.” Foundation Stakeholder.

“The community that Byte Back serves is the same

community we want to share our low cost internet

service with.” Corporate Stakeholder.

Character:

Transformative.

Collaborative.

“Catalyst for change.” Foundation Stakeholder.

“Can transform the trajectory of a family for

generations.” Corporate Stakeholder.

Priorities:

Suggested priority:

o Develop a sustainable revenue source

outside government funding.

Perceived priorities:

o Serving underserved communities.

o Marketing and thought leadership.

o Fundraising.

“Developing a business model that provides sustainable

revenues for the agency. I've been concerned about the

high percentage of government funding in their funding

portfolio.” Foundation Stakeholder.

“Serving underserved communities and sharing

information about their services to a wider audience.”

Corporate Stakeholder.

Future:

Bright.

Go-to resource for under-skilled youth and

others with gaps in their professional lives.

The whole DC community is improved by

Byte Back’s work.

“There will always be a need for Byte Back”

Foundation Stakeholder.

“Lots of organizations, not just Comcast, want to see

Byte Back succeed.” Corporate Stakeholder.

Is communication strategic?

Some uncertainty about what the messages

are. Difficulty of recall.

Yes, the organization’s communications fit

its priorities.

“I do recall that their main message in years past has

been to close the digital divide—which I think is

effective.” Foundation Stakeholder.

“Yes.” Corporate Stakeholder.

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Some key takeaways for Byte Back to consider in communications with its current audiences

corresponding to the above insights:

Recommendation Why?

Continue stressing efficacy of its programs. Evidently Byte Back is in the ‘top of mind’ position for

the type of work it does.

Stress alignment with other workforce

development programs and stakeholder

communities.

Stakeholders are impressed with Byte Back’s ability to

work with organizations doing similar work.

Capitalize on the traits ‘transformative’ and

‘collaborative.’

The former lends itself to messages and stories of impact,

while the latter grounds messages and stories in culture.

Focus on the sustainability of operations,

particularly in terms of funding. Allay any fears about reliance on government funding.

Use theory of change to focus on whole-

community benefits and broader effects of

poverty alleviation, not just the immediate impact

on the served individuals.

Establishes the integral role Byte Back plays in holistic

community development, and mirrors the goodwill

generated by its work.

Use unified messaging to drive communications

strategically in the future.

To ensure that all stakeholders experience minimum

difficulty in recalling the key messages of Byte Back’s

communications.

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Aspirational Audiences Corporate CSR Partners

Partnership Insight Aspirational Audience Quote Areas to demonstrate strategic fit:

Education.

Health & wellness.

Veterans.

“The four priority areas of our sustainability and corporate

responsibility work are STEM education, national security,

families, ethics and compliance, and wellness programs.”

Leidos.

“We have 3 pillars: education, employment, health and recovery.

We also do a lot of work with veterans.” Deloitte.

The ideal CSR partner:

Demonstrates fit with strategic CSR

priorities.

Measures performance and is

successful.

Engages beyond funding.

“It’s a real bonus if employees are already engaged with the

nonprofit.” Leidos.

“We also look for long-term potential, such as a nonprofit that is

engaged with our clients or leadership.” Deloitte.

Benefits the CSR partner expects:

Measuring ROI.

Employee engagement

opportunities.

Branding and marketing.

Media opportunities.

“We prefer organizations that have the ability for our employees

to volunteer.” Leidos.

“We are figuring out how to measure the return on investment

on our CSR. This could, for example, take the form of a talent

pipeline for Deloitte, as our education and veteran work does.”

Deloitte.

Benefits Byte Back can expect:

Financial support.

Volunteer contribution.

Advocacy for nonprofit mission.

“We share [updates] with 19,000 employees – in effect we

become apostles for the nonprofit cause.” Leidos.

“Almost everything we do for clients is available as a potential

pro-bono service for nonprofits.” Deloitte.

Interest in digital inclusion or workforce

development:

Workforce development with local

emphasis could be of interest.

“What we do in our communities leads to an increase in

employability of people overall.” Leidos.

“What we are primarily looking for is fit with our CSR pillars

and strategy.” Deloitte.

What they’d like to change about existing

partnerships:

Alignment with CSR strategy.

Reduce and focus on deep

engagement.

“We are a team of two in a $5 billion, 19,000 employee

company. We rely on a vast coalition of the willing to support

all [our CSR work].” Leidos.

“We would like to develop and maintain a coherent story and

strategy for CSR.” Deloitte.

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Think Tanks

Partnership Insight Aspirational Audience Quote Areas of common ground:

Studies, op-eds and videos

Research

“We’ve collaborated [with nonprofits]…on working groups,

public events, studies, op-eds, and video products.” American

Enterprise Institute.

“We learn about problems from people who are working in the

field. We conduct research on the topic.” Economic Policy

Institute.

Method of partnering:

Case by case collaboration

Coalitions

“Since AEI does not take institutional positions, each instance of

external collaboration is handled on a case-by-case basis with

individual scholars.” American Enterprise Institute.

“In most cases, we work in coalitions.” Economic Policy Institute.

Benefits of partnering:

Research and data expertise

Information sharing

Interview preparation

“We offer expertise in interviews – and we provide data in forms

the campaigns can use and share.” Economic Policy Institute.

Concerns in partnering with Byte Back:

Message alignment

Scale of impact

“In the case of a small nonprofit in DC – we would want to make

sure our messages are in alignment. Probably a more appropriate

local partner would be the DC Fiscal Policy Institute – they are

like a mini-EPI right in DC.” Economic Policy Institute.

Local Government

Partnership Insight Aspirational Audience Quote Benefits of Partnering

Get the name out

Help with current projects

“We can act as mechanism for helping to get the word out to the

community.”

“Two of our current projects are working on homelessness and

noise in downtown DC. On the homeless issue, we are helping

inform out constituents about what is being done and we are

providing feedback to the City Council, mayor’s office, MPD, and

other governmental agencies and NGOs. We are helping

nonprofits meet and communicate better in an effort to reduce

redundancy and improve both effectiveness and efficiency. We are

also representing the other interests impacted by homelessness,

like residents and businesses" Advisory Neighborhood

Commission

Future Partnership Opportunity

Create internship opportunity for

Byte Back graduates

“We are looking for some technical assistance keeping our website

current. We need someone who can log on to our site a few times

a month and post news items, our minutes, the agenda, etc. We

have very little money set aside for this but we may be able to pay

$100 a month. Would any of your graduates be interested in that

kind of thing? If they are, I can talk to the other commissioners to

see if we can approve the expense. It isn’t much money, but it may

look good on a resume.” Advisory Neighborhood Commission

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Some key takeaways for Byte Back to consider in communications with its aspirational audiences

corresponding to the above insights:

Recommendation Why? Stress strategic fit with corporate CSR programs

by stressing both education and wellness aspects

of the Byte Back curriculum.

CSR departments are often under-staffed and over-

worked. They are most motivated to work with partners

who demonstrate fit with their strategic priorities.

Celebrate donor and partner engagement in

storytelling: create different types of stories with

different purposes and audiences in mind.

By making the donor or partner the protagonist or one of

the central characters, you give credit and provide them

marketing collateral. CSR departments also highly value

employee engagement and this is one way to record such

outcomes.

Explore shared desires in developing messaging.

The shared desires that should be stressed are

local impact and living wage employment.

Think tanks do not immediately see the value of partnering

with ‘small’ nonprofits. To build up to pitching op-eds

together and participating in joint studies or research, you

need to lay the foundation of compelling messaging and a

theory of change that conveys mutuality.

Byte Back’s beneficiaries have experienced non-

linear transformation. Your messaging and

storytelling should position Byte Back in that area

of expertise.

Think tanks value expertise. They already have policy-

making and research expertise. What they require is field

expertise to add value to their research and bring it to life.

Leverage word of mouth with the local

government.

Byte Back already counts student word of mouth among

its strongest communication assets. What it needs to

realize is that other stakeholders are equally willing to

advocate for Byte Back. Prepare them to do so by

providing suitable collaterals, particularly a brochure

developed from elastic messaging.

Pitch stakeholders for internship opportunities for

Byte Back graduates.

At first sight, this is not a communications

recommendation. Nevertheless, based on our interactions

with your stakeholders, we believe this is a standout

operational opportunity that will also strengthen

communications with stakeholders. Let them be part of the

Byte Back transformational journey by sponsoring your

students in internships. This will make your stakeholders

staunch advocates, as people are more likely to advocate

for causes to which they contribute actively.

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Appendix 1

Interviews With Current Stakeholders

Foundation (Grant Donor)

Interviewee: Bob Wittig, Executive Director of Jovid Foundation

Date: November 17, 2015

Question 1: What are strengths that are unique to Byte Back?

Byte Back provides a continuum of classes that serve the novice to more advanced computer users. I

believe because of Byte Back, the digital divide has narrowed in DC. In addition to computer

classes, reclaiming old computers and giving them to low-income adults, youth and children is also a

unique and significant contribution to the community.

I also believe that the way in which Byte Back utilized stipend and unpaid volunteers results in the

organization to efficiently and economically reach many more individuals, increasing their impact.

Question 2: How does Byte Back add value to the Jovid Foundation?

Byte Back has always been very collaborative--as such, the agency's ED's and board members have

become valued partners to other Jovid grantees and also actively participated in two long-term

collaborative efforts--HIRE DC (which is a collaborative database) and The Work Place DC (which

is co-location of Jovid grantee organization). In addition, because of Byte Back, many more Jovid

grantee organizations are able to provide computer training as part of their on-sight, workforce

development programs and services.

Question 3: How would you describe Byte Back's character; which key words come to mind?

Collaborative, respected partner, catalyst for change, effective.

Question 4: Where do you think Byte Back's priorities lie?

The main challenges from my perspective would be developing a business model that provides

sustainable revenues for the agency. I've been concerned about the high percentage of government

funding in their funding portfolio. I also believe over the past five years the agency has had

tremendous growth and success; the focus now should be to ensure revenues can support what's been

created as well as focus on very strategic growth in the future.

Being sure the organization continues to have a set of metrics that demonstrate mission impact.

Question 5: Going forward, what do you think Byte Back's future looks like?

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There will always be a need for Byte Back---many low-skilled and low-income adults and youth will

continue to rely on their programs and services to gain computer literacy to enable them to enter the

workforce, continue on with more advanced computer training, or both.

Question 6: What do you think about Byte Back's current messaging, do you think it matches up

with their priorities?

I am not 100 percent sure what their current messaging is—I do recall that their main message in

years past has been to close the digital divide—which I think is effective. I believe that this

messaging supports their programmatic priorities.

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Corporate Partner

Interviewee: Stacy Burnette, Senior Director Government and Regulatory Affairs of Comcast

Cable


Question 1: In your view, what are Byte Back’s unique strengths?

Training. What really stands out is Byte Back trains people in the DC metropolitan area. Its trainers

are educated and smart but can relate to diverse people. It has a niche – a clear focus on computer

literacy and digital skills training and certification. They do that well.

Byte Back also has great executive leadership. Elizabeth Lindsey is a highly strategic individual. The

COO Nicole is amazing at attaining objectives effectively. Marianne is highly effective as a Director

of Development. Without experienced and successful Development Directors most nonprofits don’t

do well.

Question 2: How does Byte Back add value to your organization?

We have a low-cost internet service we offer low-income families. Many program participants of

Byte Back come from low-income families. We see that as a perfect marriage, because the

community that Byte Back serves is the same community we want to share our low cost internet

service with. They help us and we help them.

Question 3: When you describe Byte Back’s character, what words come immediately to mind?

Transformative. By giving people skills needed in different organizations and corporations, Byte

Back transforms lives and families. That can transform the trajectory of a family for generations. I

always describe the work Byte Back does as transformative.

Question 4: As an organization, where do you think their priorities lie?

It appears their priorities are:

1. Serving underserved communities.

2. Sharing information about their services to a wider audience: they’re trying to get more people

interested in and aware of what they do.

3. Marketing.

4. Fundraising so that they can increase the number of trainers they have, buy some additional

property, expand and grow their business.

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Question 5: Going forward what do you think Byte Back’s future looks like?

Bright. They do great work in the DC community and beyond. More organizations are interested in

investing in them. When you provide needed skills to DC residents, the whole community is

improved. Lots of organizations, not just Comcast, want to see Byte Back succeed.

Question 6: When you look at Byte Back’s messaging and communications, do you feel what they

say matches their priorities?

Yes.

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Appendix 2

Interviews With Aspirational Audiences

Corporate CSR Partners

Interview 1

Interviewee: Mike Coogan, Director, Community Relations and Corporate Responsibility at

Leidos


Background:

Headquartered at Reston. 19-20,000 employees globally.

Most of our work for the national security community. Also own a health and engineering

portfolio.

Think of ourselves as a solutions company with an interesting portfolio.

At least 15% of our employees are veterans.

Used to be called Science Applications International Corporation (SAIC), headquartered in San

Diego. Originally about 40,000 employees. Separated into two companies: SAIC and Leidos.

I head corporate responsibility which includes preponderance of our charitable giving;

community relations; local chambers of commerce, nonprofits, and more broadly, all aspects of

reporting on sustainability, compliance, ethics, governance.

1.8 million$ of charitable giving in FY2014 on a 5$ billion revenue.

Don’t have a foundation. Nonprofit doesn’t go through a grant process. They approach through a

website or contact me.

4 priority areas of our sustainability and corporate responsibility work:

- STEM education.

- National security families.

- Ethics and compliance.

- Wellness programs.

Series of partners within each of these 4 areas. Longstanding, don’t change much.

Question 1: What are the focus areas of Leidos’ CSR program?

Answered in background discussion; not repeated.

Question 2: What characteristics does an ideal partner have?

501-c organization.

Fit with our code of conduct – can’t be politically motivated or religiously motivated. Must be

inclusive. Alignment with our values and code of conduct.

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Alignment with who we are socially as a company. Fit with those 4 broad priority areas.

Aligning charitable giving with employee engagement. Opportunity for employees to be engaged.

Bonus if they’re already engaged.

Question 3: What benefits do you expect for Leidos from a CSR partnership?

Nonprofit mission support should fit into our CSR priorities. Mission alignment.

Employee engagement opportunities. We do make charitable donations without that aspect but by

and large we prefer organizations that have the ability for our employees to volunteer.

We are a relatively new company – there is a branding aspect. We like to have our employees out

there, logo placement on the website. Ancillary to other factors mentioned, but CSR is part of our

overall branding and advertising. Would expect to be highlighted by the nonprofits we work with.

Question 4: What benefits does Leidos provide nonprofits in a partnership?

Financial support: spending we undertake to help their specific program / cover operating costs.

Volunteer contribution. We have 19,000 employees, many of whom are very active volunteers.

Workforce multiplier effect.

Promoting and spreading the word about the mission of the nonprofit organization. We share with

19,000 employees – in effect we become apostles for the nonprofit cause.

Question 5: Are digital inclusion or workforce development causes that your group cares about,

and if so, which would you be interested in exploring further?

Probably, it would be workforce development. We are tackling veteran homelessness to STEM

education, which ties in well with workforce development. We work for underserved populations

across all the four areas of our priorities.

Even in terms of ethics programming, what we do in our communities leads to an increase in

employability of people overall. We have undertaken workforce development type programs over

time – dress for success, mentoring etc.

We’d be supportive of digital inclusion, probably more so the other.

Question 6: Is there anything you’d like to change about the partnerships with nonprofits?

Very happy with the partners in general.

We’re trying to do too much. We have too many partners (roughly 50). Most of them have some

engagement enterprise wide, in terms of the nation or the globe. We try to provide some

opportunities for our employees to get involved.

Habitat for Humanity is a good example. We’re operating in over two dozen states with dozens of

projects – a nationwide campaign. Our employees are supporting projects all over the country. A

huge undertaking in and of itself.

Reduce and focus is likely the way to go.

Perhaps not engage with all nonprofit partners – some of them could be pure financial support

and we could engage deeper with a selected few.

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Why? Mostly due to staffing constraints. We are a team of 2 in a $5 billion, 19k employee

company. Rely on a vast coalition of willing who are willing to support all of this.

I always refer interested parties to our Leidos microsite dedicated to sustainability, including its

social, economic, and environmental aspects.

Interview 2

Interviewee: Allison Solomon, Corporate Citizenship Manager at Deloitte


Question 1: What are the focus areas of Deloitte’s CSR program in Washington?

We have 3 pillars: education, employment, health and recovery. We also do a lot of work with

veterans. Within education, we have a college access program and a college persistence program.

We also focus on veteran wellness. This is not CSR performed in a vacuum. It has the benefit of a

talent pipeline for Deloitte.

There is some flexibility outside the mentioned strategic areas for local issues such as affordable

housing and homelessness.

Question 2: What characteristics does an ideal CSR partner organization have?

We look for fit within the strategic issue buckets mentioned. We also look for long-term potential,

such as a nonprofit that is engaged with our clients or leadership. As an organization, we are data-

centered, so we look for successful partners who measure impact and performance. It’s essential to

have a chance to engage beyond funding, for example, if our employees have volunteered for a year

or two with the nonprofit before the partnership commences, or if we can perform a pro-bono project

with our professionals acting as mentors.

Question 3: What benefits do you expect for Deloitte from a CSR partnership?

We are figuring out how to measure the return on investment on our CSR. This could, for example,

take the form of a talent pipeline for Deloitte, as our education and veteran work does. Sometimes

there is room for media opportunities or community engagement. To some extent, partnerships

involve a marketing or advertising element.

Question 4: What benefits can Deloitte provide a nonprofit partner?

We have an entire pro-bono portfolio of services, which not many professional services can boast of.

Almost everything we do for clients is available as a potential pro-bono service for nonprofits. Note

that our social impact service offering is not to be confused with CSR.

https://www.leidos.com/about/corporate-responsibility

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Question 5: Are digital inclusion or workforce development causes that Deloitte is interested in

and if so, which would you be interested in exploring further?

Not a lot currently.

Question 6: Is there anything you’d like to change about the partnerships you currently have with

nonprofits?

We are a huge firm and CSR teams are small. A lot of nonprofits approach us without knowing our

CSR strategy. We would like to get more people within Deloitte behind the CSR strategy we have.

We would like to develop and maintain a coherent story and strategy for CSR.

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Think Tanks 1

Interview 1

Interviewee: Elizabeth Rose, Communications Director of Economic Policy Institute


Question 1: How have you partnered with other organizations in the past?

We partner with organizations all the time. In most cases, we work in coalitions. We learn about

problems from people who are working in the field. We conduct research on the topic.

Question 2: In partnerships, think tanks are normally tasked with providing research and

evaluation insights over a set period of time; are there other ways Economic Policy Institute

collaborates?

We offer expertise in interviews – and we provide data in forms the campaigns can use and share. We

testify before Congress. We help allies weigh in by directing some of their action (like we

encouraged people to file comments with the Department of Labor on overtime pay by helping with

their comments and by providing the expertise needed.)

Question 3: How does EPI decide which organizations to work with?

Sometimes organizations come to us. Other times we are members of a coalition.

Question 4: As EPI’s focus on the economic condition of low- and middle-income Americans and

their families, might it take an interest in a nonprofit such as Byte Back?

In the case of a small nonprofit in DC – we would want to make sure our messages are in alignment.

Probably a more appropriate local partner would be the DC Fiscal Policy Institute – they are like a

mini-EPI right in DC. The other thing is that even though what you are doing is really very valuable

in our society – I cannot see how EPI would work with Byte Back. Byte Back could definitely use

some of our figures in a report but how exactly would we work together? I cannot see it but perhaps

you see something I do not.

Question 5: Are there more specific qualities that are desirable to EPI?

We are a research institution primarily.

We do have a policy agenda for raising wages – you can see it here.

We normally work with partners around this policy agenda.

http://www.epi.org/pay-agenda

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Interview 2

Interviewee: Janine Nichols, Manager, External Affairs at American Enterprise Institute


We’ve collaborated with a variety of other think tanks, nonprofits, direct service organizations, and

academic institutions on working groups, public events, studies, op-eds, and video products. Since

AEI does not take institutional positions, each instance of external collaboration is handled on a case-

by-case basis with individual scholars.

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Local Government

Interviewee: Jeffrey Higgins, ANC Commissioner at Advisory Neighborhood Commission 2C


Question 1: What things do you look for when you are trying to determine which organization to

conduct Council member activities? (Activities examples: giving speeches, making appearances

and bringing press along to visit important causes/nonprofits)

Our ANC-2C Commission has monthly public meetings. These meeting are open to the public and

we encourage residents, business owners/managers, non-profits, and others to attend. The meetings

are designed to address quality of life issues for residents; to provide support, or not, for business

applications to ABBRA and other governmental bodies; to support special events permits; and to

address issues affecting the entire downtown, such as homelessness and noise. We also hold other

forums, like our Homelessness Public Forum two weeks ago.

Businesses and non-profits seeking permits generally make presentations to the ANC as their first

step in the process of getting government approvals. DC agencies are required to give "great weight"

to ANC opinions. We also allow non-profits and new businesses to make short presentations to let

the community know about their mission or business plan. The ANC acts as a mediator between all

of the stakeholders in our community. In this role, we lean towards transparency and usually allow

presentation whenever our schedule allows it.

Question 2: How do you and your organization usually acquire information from nonprofits in

terms of volunteering opportunities, fundraisers and other programs?

In the case of Byte-Back, I was familiar with their organization and invited them to present to our

constituents. We are contacted through our website, at www.anc2C.us, through our official DC email,

or by phone. When organizations have events open to or affecting the community, we can list them

on our website, make an announcement in our circulated agenda, or have them present in person. We

can act as a mechanism for helping to get the word out in the community.

Question 3: How can nonprofit organizations, especially Byte Back, get involved to help any of the

projects or initiatives?

Two of our current projects are working on homelessness and noise in downtown DC. On the

homelessness issue, we are helping inform our constituents about what is being done and we are

providing feedback to the City Council, mayor's office, MPD, and other governmental agencies and

NGOs. we are helping non-profits meet and communicate better in an effort to reduce redundancy

and improve both effectiveness and efficiency. We are also representing the other interests impacted

by homelessness, like residents and businesses.

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On the noise issue, we are pushing the City Council to write new legislation to address the current

realities, while continuing to protect first amendment rights. We are also making sure the Mayor's

Office know how the issue is hurting businesses and residents.

Organizations like Byte Back are always welcome to get involved in any way they can. by

improving communication in our districts, we hope to link resources with a variety of

organizations. We are really dependent on these organizations getting involved and contacting us if

they need assistance.

Question 4: Are digital inclusion or workforce development important causes to you and your

organization?

Not so much with our ANC, but these are important issues with many of the businesses in Downtown

DC. It may be beneficial to have Byte Back reach out to the community, through our ANC, to let

businesses know what Byte Back graduates have to offer. We are looking for some technical

assistance keeping our website current. We need someone who can log on to our site a few times a

month and post news items, our minutes, the agenda, etc... We have very little money set aside for

this, but we may be able to pay $100 a month. Would any of your graduates be interested in that kind

of thing? If they are, I can talk to the other commissioners to see if we can approve the expense. It

isn't much money, but it may look good on a resume.

audience insights analysis

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