This document discusses managing small business mentoring programs online. It describes the SBMS mentoring program in Melbourne, Australia, which is presented by Blake Escudier. It outlines common pitfalls for mentoring programs and how SBMS addresses them through their online management system. This allows activities like client intake, payments, and evaluations to be managed digitally, freeing up staff time. The SBMS connects experienced business mentors with clients to help small businesses succeed through analysis, planning, and challenging ideas.

1. Managing your Mentoring Programs
Online: A view of the SBMS in
Melbourne, Australia
Presented by: Blake Escudier Ph.D
Entrepanalysis LLC

2. Mentoring Small Business
Management Functions
Pitfalls for Most Mentoring Programs
SBMS Online Management Success

3. Program Side Basics
Activities beyond working with a business owner!
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Funding the Program
Managing Mentors
Communicating with Community
Managing Client In-take
Managing Mentor-Client Conflicts
Capturing & Maintaining Client Records
Reporting for Host Organization & Funding Sources
Reporting to Client
Maintain Office Operations (Office staff, Accounting, etc.)

4. Foundation for Small Business Mentoring
Small Business mentoring programs exist through
formal and informal mentoring relationships
developed through organizational assistance.
A fundamental goal for all organizations
managing mentoring programs is to provide a
system that best matches mentors with clients.
If clients are not able to self-assess, a best
practice process is needed to find the best
fitting Mentor

5. A Theory on Mentoring Assistance
Tacit & Explicit Knowledge
Amount, Intensity and
Breadth of Assistance
• Knowledge Gap
Intervention: Business
• Efficacy, Self-Efficacy and Owner Contribution
Self-Selection
Theory of
Outsider
Assistance
Contextual and
Experiential Knowledge
Transfer
Outsider Assistance
Evaluation

6. Common Program Pitfalls
1. Inadequate personnel and/or resources to run the
mentoring program.
2. Program manager has no commitment, passion, vision.
3. Mission and goals are not integrated into all parts of the
program.
4. Lack of partnering and/or networking within the
community.
5. Program staff has superficial contact with its mentors.
6. Nothing is special or unique about the program.

7. Pitfall: Inadequate personnel and/or resources to run
the mentoring program.
Best Practices:
Most pervasive problem as many programs are stretched to
the limit of their personnel. The staff is not stretched between
a number of duties.
SBMS Solution:
Most basic operational functions are managed online
through the SBMS website application allowing Management
and Staff more time for program growth functions.
Client Intake information
Client payments securely online
Client Evaluation for Selection of Mentor

9. How do you start?
Click on the START button to find a program and Mentor
that is right for you, or alternately, under the Mentoring
drop down, choose the Mentor Directory to find your
Mentor first and then select the programs they offer.
Once you have your Mentor and program you can pay for
the service online.
Your Mentor will contact you within 2-3 days to arrange
your first session.

10. Website - www.sbms.org.au
The client can look
at the CV’s of all our
Mentors as well as
see which Mentors
are available and
located nearby.
The client can also
choose a Mentor
based on an industry
or skill.

11. Pitfall: Program manager has no commitment,
passion, vision
Best Practice:
A. mentoring program is only as good as its leadership.
They should be prepared to tell people what mentoring is,
why it is so needed, and why their particular program is so
effective.
SBMS Solution:
SBMS is a not-for-profit association incorporated under the associations
Incorporations act 1981. Its affairs are managed by a Committee of
Management through the CEO. The association operates under the
requirements of the Act and its Constitution as approved by the
Department of Justice.
The Volunteer Mentors are the Membership and comprise the COM.

12. SBMS Working Party Heads
Presentations:
Roger James
COM Member
SEO & E-Marketing
Guy Ward &
Blake Escudier
Survey/
GM review
Rene Blaszak
COM Member
MCC
Programs
Keith Irvine
COM Member
Bushfire Support
Bruce Hall and
Anthony Turner
COM Member
Relationship
Officers
Matilda Parisi
Experts & New
Mentor Support
Mike Curtain
COM Member
Awards
Joanne Tadmore
COM Member
Tools/Templates
Keven Diggens
COM Member
New Contract &
Regional
Development
Terry Manwaring
COM Member
Emeritus
Joan
O’Shannassy

13. Pitfall: Mission and goals are not integrated into all parts
of the program
Best Practice:
.
Mission statements, goals and objectives are created – to be used
within the program and not forgotten.
Outcomes should go beyond the basic funder requirements allowing
use for future funding requests.
SBMS Solution: Keep it simple and focused!
SBMS Mission Statement:
To provide assistance for development, growth, increased
profitability and employment to the small business
community, by providing affordable and ongoing mentoring

14. What is the SBMS?
The Small Business Mentoring Service (SBMS) is an
Independent, Not for Profit organisation made up of
volunteers who are retired or semi-retired business people.
Working with small business owners to:
• Analyse the key business issues.
• Challenge preconceived ideas.
• Build an action plan.
• Help them to succeed.

15. Pitfall: Lack of partnering and/or networking within the
community.
Best Practice:
Developing partnership may promote programs, reduce
management work loads, and aid in recruiting mentors.
SBMS Solution:
The primary purpose and objective of SBMS is to help
new and existing small businesses throughout Victoria
through the delivery of mentoring programs. SBMS works in
close cooperation with the Department of Innovation
Industry and Regional Development (DIIRD) and Small
Business Victoria (SBV) to deliver high quality, low cost
services.

16. SBMS Client fees may be paid through partnerships

17. Pitfall: Program staff has superficial contact with its
mentors.
Best Practice:
Management of mentors should include consistent and
“hands on” involvement. Good Management / Mentor
relationships promote good Mentor / Client relationships.
SBMS Solution:
The membership has regular monthly meetings to
conduct organizational business and to provide direct
contact with the SBMS CEO, staff and partner programs.
The CEO personally interviews potential new Mentors for
membership and opens a direct connection with each
mentor.

18. Real People
Real Mentors

19. SBMS delivers a consistent
message throughout contact
with our community. From a
clients first contact with the
online experience through
the mentor relationship,
reporting, and long-term
follow-up, the SBMS works
to provide a quality value for
Victoria.

20. Pitfall: Nothing is special or unique about the program
Best Practice:
Programs need to constantly strive to move from the
ordinary to the extraordinary.
SBMS Solution: The Small Business Mentoring Service Inc. (SMBS) is
an independent not-for-profit organization supported by Small
Business Victoria a state government department. The SBMS has
operated for over 22 years and have assisted more than 20,000 small
businesses. (SBMS, 2010) The mentors at SBMS are all volunteers
and give their time for free. This enables the service to be very cost
effective. The mentors, who are members of the organization, are
selected for their experience, people skills and their passion for
helping businesses succeed.

21. SBMS an Online Mentoring Management Program = Best Practices
Since implementation of the SBMS online management
application in 2007, the SBMS has increased annual client
sessions by 170% without increasing mentoring costs (as a
percent of income), and SBMS has lowered operating
costs by more than 10%
SBMS Experienced Business Mentors
“helping you make your business better”