The document provides an analysis of current and aspirational audiences for Byte Back based on in-depth stakeholder interviews. It identifies strengths, priorities, and opportunities for Byte Back as perceived by current funders and partners. The analysis also explores how Byte Back can demonstrate strategic fit and mutual benefits to aspirational audiences like corporate CSR departments, think tanks, and local government.

1. Deliverable 1
Audience Insights Analysis
Trifecta PR
Dec. 2015

2. 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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Audience Insights Analysis
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.
Audience
Insights
Analysis
Potential
Partner List
Elastic
Messaging
Strategic
Storytelling
Media Kit

4. 4
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.

5. 5
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.

6. 6
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.

7. 7
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

8. 8
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.

9. 9
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?

10. 10
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.

11. 11
Corporate Partner
Interviewee: Stacy Burnette, Senior Director Government and Regulatory Affairs of Comcast
Cable
Date: November 24, 2015
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.

12. 12
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.

13. 13
Appendix 2
Interviews With Aspirational Audiences
Corporate CSR Partners
Interview 1
Interviewee: Mike Coogan, Director, Community Relations and Corporate Responsibility at
Leidos
Date: November 6, 2015
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.

14. 14
 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.

15. 15
 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
Date: November 9, 2015
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.

16. 16
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.

17. 17
Think Tanks 1
Interview 1
Interviewee: Elizabeth Rose, Communications Director of Economic Policy Institute
Date: November 2, 2015
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.

18. 18
Interview 2
Interviewee: Janine Nichols, Manager, External Affairs at American Enterprise Institute
Date: November 2, 2015
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.

19. 19
Local Government
Interviewee: Jeffrey Higgins, ANC Commissioner at Advisory Neighborhood Commission 2C
Date: November 1, 2015
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.

20. 20
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.