Thursday, April 3, 2014
BioChar
What is BioChar?
BioChar is only one of the profitable outputs of the Thermal Recovery Pyrolysis Unit employed in the Electronic Community's Enterprise Recovery and Empowerment Zone project.
Pyrolysis - The Thermal Recovery Unit
About the TRU - Thermal Recovery Unit
The unit that we will employ is a mobile Pyrolysis unit mounted on a trailer allowing us to determine at some point whether it will remain on site to continue providing electricity and biochar or being moved on to the next site.
This unit produced Electricity and Biochar.
Monday, March 31, 2014
Friday, February 14, 2014
MOP Sorbent on Water
Please note: MOP has recently changed hands and is being managed by a new company. They intend to produce their own videos. These older videos are intended to provide you with an overview of the processes and products but will certainly be replaced by more professional videos in the near future.
MOP Sorbent on water
MOP Sorbent on Land
MOP RESCUE Process
WMUR TV
https://www.youtube.com/watch?v=_6kj49mxzqY
Thursday, March 21, 2013
Conducting a Media Campaign
Training
Conducting a Media Campaign
by Wayne D. King
A successful media campaign
can give your business or organization a lot of free publicity without tapping
into your budget resources. There is no other more cost-effective way to
generate publicity and credibility for your organization.
Some people refer to the media attention received
by a media campaign as free media, but the actual term for this is "earned
media" because your organization earns its recognition by telling its
story. Free media almost never happens. . . it must be earned and that means
you need to be proactive.
But getting the media interested in your story is
not an easy task. Reporters and editors everywhere are bombarded with
hundreds of news releases every day. To increase the chance of having your
story published, you must make the editors' job easier by presenting your news
release in a format and style that appeals to them. Here are some tips for
successfully doing so.
1) Choose Your Issues Carefully
Is your company/organization working on a project
that is particularly interesting? Is there a natural nexus between a high
profile media story and the work in which you are engaged? Has some high
profile news story mislead the public or provided "facts" that you
can countervail? All of these things provide opportunities for your organization
to get its message out to a broader public. Generally this can be done through
news releases but you may also wish to consider news conferences as well.
2) Make a list, prioritize your list,
schedule your releases and media opportunities.
A very effective way to do this is to add 15
minutes into a weekly organizational meeting to brainstorm ideas. Select one
person (your media specialist if you have one) and have that person take notes
and include them in any memo that is written regarding the meeting and
distributed among staff members. You will be surprised at how many new ideas
will be generated at the next meeting if people read about this in a memo.
As your list develops prioritize it and group
stories and issues that relate to one another. Use this list and schedule as a
set of measurable goals for your media campaign. Follow it, but don't be so
rigid that you miss an opportunity to respond to some other timely issue
because you were staying on schedule. If events warrant a change in the schedule
then take advantage of those events to broaden your campaign.
3) Draft News Releases and media advisories around
your schedule of issues.
If you have a readily available
media, choose some issues around which you can build a news conference and
invite the media to attend. Be sure to give them advance notice with a Media
Advisory and follow up if possible with telephone calls and emails to remind
them.
4) Develop Relationships and Gain Credibility with
the News Media:
A relationship and credibility with the media
creates a two-way stream of opportunity for your media campaign. Up until now
we have only discussed how your organization can proactively create and
distribute its message. As you gain credibility with the media, you will find
them calling you when a news story merits a response from your
organization.
Don't expect to gain credibility with the news media or
the general public right away. This is a process that takes time – AND NEVER
ENDS. you will constantly be tried and tested by the public and the media. Any
organization that begins to lose site of the importance of conveying their
message in a way that reflects both style and substance will eventually begin
to see its support among institutions and individuals wane.
5) Honesty is Always the Best Policy:
Finally,
(and it may sound strange coming from a recovering politician) it is sound
advice to say “Always be honest” with the public and the media, whether this is
in the context of a news release, an interview with a reporter, a newsletter or
an annual report. Your credibility over the long term rests on the ability of
people to trust you. Better to admit a mistake than to suffer the consequences
associated with trying to rationalize it or justify it.
Friday, March 19, 2010
Bridging the Digital Divide in the Developing World
Bridging the Digital Divide in the Developing World.
Wayne D. King
You have undoubtedly heard it said
before: The Chinese symbol for crisis is also the symbol for opportunity.
While one is tempted to scoff at
this as an overused cliché, the value of the lesson inherent in it is too
timeless to allow those of us who believe it possible to create a better world
to ever succumb to such rank cynicism.
Each generation that faces the challenges of building a better future
for our children must always see the opportunity in crisis or we will cease to
advance the cause of humanity.
Today I want to speak about a
developing crisis within the United States, its implications and its inherent
opportunities for the developing world. Specifically, I want to address the vast
number of computers surplused every year by both individuals and corporations
in the US, the environmental implications of disposal of those computers and
the opportunities for providing new life to those computers in the developing
world.
I realize fully that these remarks
will not be without controversy.
First from the camp that argues
that developing nations be provided the same technology that Americans are
accustomed to. Whether that argument is made from the standpoint of the
technophile who obsesses about compatibility and thinks that the latest bells
and whistles of cutting edge computers must be provided to NGOs in the
developing world or from the soft hearted (and sometimes soft-headed)
standpoint that it is a principle of fairness.
Second from the camp that equates
used hardware donations to developing nations as merely a sophisticated form of
illegal hazardous waste disposal.
I acknowledge this controversial
aspect to what I am about to say immediately because each viewpoint represents
significant truths that must be confronted if we are to successfully take
advantage of this opportunity.
According to a 1997 report by
Carnegie Mellon University, approximately 325 million personal computers in the
United States will have become obsolete between 1985 and 2005. Some more recent
studies place that number significantly higher. For example a National Safety
Council study predicts 300 million computers in the 4 year period from 2000 -
2004.
Let us first acknowledge that the
term obsolete is a subjective term. Those of us who work regularly in the
development field know that often what is obsolete to US or Western European
standards is quite useful in other regions of the world. The free market itself
has often proven that point as products considered "out of date" in
the US like printing presses and automobiles make their way into other nations.
When it comes to computers the
subjective nature of the term obsolete is even greater. Why? Because North
Americans and many from other developed nations as well have a unique love
affair with technology that spurs them to embrace the latest technology and spurn
anything that doesn't represent Mega-giga-cool-stuff to them. In short, most
computers are considered obsolete long before their logical life span is over
yet the EPA estimates that currently 80% of these "obsolete"
computers end up in landfills.
Congress and the Executive branch
of government have been slowly moving toward a definition of used computers in
the waste stream as a form of hazardous waste. They know that they must, but at
the same time they are paralyzed by the fear of how such a decision might
ripple through the economy and the communities that must cope with new
restrictions on disposal of these things.
At the very same time, the
developing world, already plagued with massive problems that create an income
gap - better described as a chasm - is subject to a technology gap (now
referred to as the "Digital Divide") that threatens to further
exacerbate this income chasm. For most of these countries, despite the
necessity of technology to competitiveness in the information driven world, computers
are a luxury that must be considered a low priority when compared with problems
such as AIDS, environmental degradation and poverty. Yet in many ways, access
to technology and the informational opportunities inherent, offer the
opportunity to address these other problems far more effectively.
NGOs in the developing world understand this. Businesses in the developing world understand this. Governments are too busy putting out fires - - and in still too many cases robbing the national treasury - - to pay attention.
Make no mistake about it. The
world will not be changed by governments in these countries. It will be
changed in spite of them. It will be changed because NGOs and the private
sector will create a tidal wave of public advocacy and pressure that force
government to respond and evolve.
NGOs and businesses are crying out
for the technology and the training because they realize its power to enhance
their effectiveness. Our small organization alone has over 3,000 requests for
computers and training.
Herein we have the problem and the remarkable opportunity - Millions of surplus computers, most of which are
disposed of rather than recycled - despite their usefulness. And tens of
thousands of NGOs throughout the developing world. Heroes struggling to bring
stability and economic vitality to their countries, yet without the most
powerful resource of our lifetime.
Seems like a very logical
situation…two problems that present solutions to one another by their very
existence. Yet almost nothing is being done about it.
For a few years in the early
1990's it seemed as if that might change. Organizations such as the East West
Education Development Foundation, the Lazarus Foundation and the Detweiler
Foundation arose, specifically to remanufacture computers - although mostly for
US based institutions. Today they are gone. Yet the imperative of the problems and
the obvious nature of the solution are more evident than ever.
So where is the disconnect? Why
isn't there a constant flow of surplus technology into the areas where the need
is greatest?
I suggest that there are a number
of significant barriers but there appear to be two common threads among them:
lethargy, complacency and an allegiance to the status quo within government and
the funding community; and, techno-elitism that blinds us to the opportunities
of older technology.
Lets start with the latter since
we have already mentioned it in speaking about our love affair with
Mega-giga-cool-stuff.
Despite the fact that many from
developed nations are obsessed with having the biggest and fastest computer on
their block, most NGOs and Businesses in developing nations are starting from
ground zero when it comes to technology. Just having a computer that can handle
word processing and list management is a huge step forward for them.
Furthermore, access to the Internet is not dependent upon the speed of the
computer but rather the speed of the modem and the bandwidth available. I would
submit that most NGOs and businesses in the developing world would take a giant
leap forward with even (heaven forbid!) 486 technology or the equivalent Mac
system and a reasonably fast modem.
It is probably useful at this
point to remind most people here, at least those who are older than 30, of the
learning curve for us - even in this environment of technological literacy. I
would venture to say that I was not the only one who considered throwing my
computer out the window as I struggled to learn to use the Internet and the
basics of my new computer.
Our experience is that it takes
two years of having a computer for most organizations in developing countries
to even begin to conquer the learning curve and start to realize some of the dramatic
possibilities for enhancing their effectiveness. This is particularly true
where one computer is shared by many people competing for face time. Three
years generally sees them beginning to fully utilize their current technology
and by the fourth year they have developed all the symptoms of US consumers -
longing for all the bells and whistles. This is as it should be - a natural
progression - and one that we can take advantage of. Yet this success also
creates its own unique problems. The organizations that have reached the
technophile stage are often the ones who have developed the closest relationships
with funders and policy makers. Self interest too often dictates that they
therefore become advocates of the mega-giga-cool-stuff philosophy that prevents
others from stepping onto the ladder that they have just successfully climbed.
So logically we arrive at the
second thread: Lethargy, complacency and allegiance to the status quo among
governments and funders.
As I stated previously, government
within developed countries are slow to make changes to the solid waste laws
that reflect the true nature of computer disposal. Those changes alone -
recognizing the hazardous nature of computer disposal - would force a major
change in the marketplace and create a downward pressure for recycling and
refurbishment. . . and concurrently forcefully freeing up the funding resources
for it from both private sector companies seeking responsible ways to surplus
equipment to agencies and funders providing more resources to cope with the problem.
Getting funders to respond is more
of a challenge. Too often they are so mired in the status quo that they cannot,
or will not, face the real challenges and real solutions. If the World Bank,
for example, held the Governments of developing nations, to whom they give
billions, to the same set of standards that they hold nonprofits seeking the
scant dollars that they allocate for NGOs, they would never loan a penny to
anyone. Yet if they were to make a real commitment to NGOs, they would force
the accountability to happen by creating a powerbase in each country to which
corrupt governments would be forced to respond. Let me not single out the World
Bank for criticism. Too often cronyism and patronage are just as endemic to the
major Foundation community as they are to governments. This must change if real
progress is to be made.
Here are a few suggestions for
steps that could be taken beyond those I have already addressed. They employ
both market forces and regulatory and funding forces to bridge the digital
divide by employing a theoretical ladder to the Internet and higher levels of
technology within developing nations.
1.
Establishment of
recycling centers in developing nations: utilizing current technologies for
recycling and refurbishing computers. Currently most of the remanufacturing and
recycling of surplus computers is done in the US. Support for the establishment
of refurbishing and recycling centers in regions of the developing world would
create high value added jobs, training opportunities for technicians and usable
refurbished computers.
2.
Development of Web
Based technical support systems. The Electronic Community functions as a Web
based technical support system at a basic level providing training and
information to NGO's throughout West Africa. More of this needs to be done but
we also need to move beyond it to develop the ability for most technical support
to be provided remotely. For example, the technology used by the company Webex
that allows group meetings via the Internet and most important to this concept
allows each user to access the desktop of other users demonstrates that the
technology exists already to perform most technical support remotely.
3.
Funding for Hardware:
Funders must begin to allow hardware to be included in the budget for grants.
The vast majority disallow funding for hardware. Grantees are pushed into the
uncomfortable position of either fudging their request or seeking funds
elsewhere for the hardware component. In addition, entrepreneurial mechanisms
must be established for generating more recycling/refurbishment dollars by
creating consortiums of corporations that commit both hardware and dollars to
the recycling effort. This will happen faster if government moves more quickly
to upgrade the waste classification of hardware, but should happen irrespective
of this.
There is absolutely no reason that we should not be able to make dramatic progress in bridging the digital divide within the developing world in the next 10 years. It will, however, require some fundamental changes in the way technology is viewed and the approach that the private sector and funders take to assure that our efforts are effective.
We, who are working to bridge the
digital divide, must likewise always be vigilant to assure that conscientious environmental
ethics are observed and that we do not end up providing cover for those who
would dump useless technology on the developing world. But these are
responsibilities that we are fully capable of handling. To take the easy road
of just avoiding the hard work involved is an irresponsible shirking of our
obligations and the dramatic opportunity for constructive change.
Wednesday, March 10, 2010
Developing an Information Management Master Plan
Training Module for Electronic Community NGOs and other interested parties
Developing an Information Management Master Plan
A Primer for the Development of a Long Term Technology Plan
Index
What is an Information Master Plan?
Why should my organization have an Information Master Plan?
Plannaging – Planning and Managing Change with your
Information Master Plan
Taking Inventory
Backplanning
Budgeting for Your Plan
Explanation & Example of the Template
View & Save A Blank Template
Search the
Internet: Everytime you use the Electronic Community Searchpage to search the
Internet, The Electronic Community receives a small contribution to further our
important work. Click here to place this page in your toolbar favorites.
-=-=-=-=-=-=-=-
What is an Information Master Plan?
An Information Master Plan is a carefully drafted, organic,
plan for adding and utilizing technology related to information systems.
Carefully crafted because it requires you to think through the process of
adding or upgrading technology based upon the needs of your organization and
its financial capability; Organic because it is an evolving, growing and
changing document reflecting the above. In other words as your organization
grows, shifts mission focus, sees changing financial support patterns, etc.
your IMP should be revised to reflect these changes. Thus allowing you to
monitor your success and shortcomings.
An IMP allows your organization to utilize technology as it
was intended. Owning a computer or printers are not an end in and of themselves
but , rather, they are a means for achieving the mission of the organization
more efficiently and effectively. Otherwise your hardware is in danger of
becoming little more than an expensive paperweight sitting on your desk – or
the desk of a colleague or employee.
If the development of an IMP does not reflect the mission
and goals of your organization – and,hopefully, an overall long term strategic
plan that you have adopted – then it will do little to assist you in either
budgeting or enhancing your mission.
The three most important questions to ask about an IMP are:
1.
Does it reflect the mission and goals of my organization?
2.
Does it reflect the mission and goals of my organization? And ,
3.
You guessed it - - Does it reflect the mission and goals of my organization?
In truth, there are indeed important questions to ask
yourself about an IMP but none is more important than the question of whether
it helps you reach the goals that you have set for your organization – no
matter how humble or grand.
Why should my organization have an Information Master Plan?
Table of Contents
-=-=-=-=-=-=-=-
Why should my organization have an Information Master Plan?
While engaged in the never ending struggle for funds to keep
your organization alive sometimes seems as if it is the measure of your success
and strength, the real strength of an organization comes not from financial
capital but from its human capital . . . in other words, the people within your
organization and those that you serve are the lifeblood of your organization
and its reason for being.
Effective planning for information systems that enhance the
ability of your organization’s staff to carry out their mission will add
tremendously to your capacity to serve the people your organization was
intended to serve. Unplanned, additions to your hardware or software or
training capacity may contribute little to the effectiveness of the
organization and its mission and may drain critical financial resources that
could have been used for other mission specific activities.
This primer is intended to assist you in the development of
an IMP by describing the considerations, the categories and the methodology of
crafting a plan. However, it is largely dependent upon your vision as an
organization. If you find that you are simply guessing about numbers of staff,
computers, printers telephone lines etc, then you have probably not done long
term strategic planning for your organization – or you are not utilizing the
planning that you have done. Every organization should be “visioning their
future” and attempting to determine where it will be in 5 years based upon its
mission and the changing landscape. This does not necessarily mean that your
organization will be bigger. Perhaps your mission does not require growth in
terms of numbers of employees. It does, however, mean that you will be more
effectively and efficiently fulfilling the tasks that you have set before
yourself to accomplish.
Plannaging – Planning and Managing Change with your
Information Master Plan
Table of Contents
-=-=-=-=-=-=-=-
Plannaging – Planning and Managing Change with your
Information Master Plan
There are many methodologies that have been developed for
creating long term plans – whether they are general plans of technological
ones. One of the simplest and most efficient methods for doing this is a method
developed by Fred Jervis who is the spark behind an organization called the
Center for Constructive Change, located in Durham NH, USA. Their term for it is “Plannaging” an abbreviation
for planning and managing change but very simply it can be viewed as
“Backplanning”.
What is “Backplanning”?
Simply put Backplanning involves 3 simple steps:
1.) Taking inventory of where you are now.
2.) Envisioning where you would like to be in a specific period of time;
and,
3.) Planning backward to create a timeline for achieving your goals.
Be sure to create measurable goals and benchmarks, so that
you have a means for determining whether you are sticking to your plan or
diverging from it: For each aspect of your IMP create an inventory statement
(or simply a number); a measureable statement about where you will be in 5
years. Then, fill in the space in between with measurable goal statements or
numbers describing where you will be at each particular point in time.
Taking Inventory
Table of Contents
-=-=-=-=-=-=-=-
Taking Inventory
Unlike an inventory that a grocer or shop owner would take,
your inventory will require you to look at both technology resources, human
resources and goals (preferably already outlined in a general long term
strategic plan for your organization). It will require you to take stock of
where you are, to envision where you hope to be and to construct a “roadmap” of
how you will utilize technology for getting there.
When you have finished reading this and answered the
questions, go to the IMP form and fill them in. Or download an excel
spreadsheet template for easier updating and fill it in. If you use the HTML
form, be sure to leave the form open in order to fill in all the information.
Mission Driven Inventory
What is the overall mission of your organization? Okay,
you’re getting tired of being told this. However, it is critical that you
consistently keep this in mind as you inventory, envision and map your
technologic future.
How many offices do you currently have? Are there too many,
too few, or just the right number to serve your mission today?
How many phone lines do you have currently? Are they
sufficient to meet your current needs?
Personnel Inventory
How many people are employed by your organization? Are they
dispersed among various offices or all under the same roof? Is your staffing
adequate to meet your current needs?
What are the technology skill levels of your employees
today? Are they adequate? What changes need to be made to assure their adequacy
- particularly in, light of where your IMP will take the organization?
Equipment Inventory
How many computers, printers, laptops, servers, etc., does
your organization have currently? Are there enough to meet your current needs?
(Don’t forget that if you don’t have employees who know how to use the
computers they will not be of any use to you and the longer they sit idle the
greater the chances become that they are less helpful in meeting your needs and
more intimidating to your staff).
Are there other types of technological equipment that your
organization might need to more successfully fulfill your mission? Ie:
Scanners, binding equipment, sound or video editing equipment? How will you
plan for adding these things?
What is Backplanning?
Table of Contents
-=-=-=-=-=-=-=-
Backplanning
Utilizing the two ends of the spectrum that you have created, plan
backwards for achieving the goals you have outlined, using measurable
objectives in the form of a number or a statement.
A measurable objective is exactly what it sounds like. An
objective that you can measure, thus allowing you to determine at any point
your progress in meeting the goals outlined in your masterplan.
What if you haven't met your objectives?
There are several possible reasons for an organizations
failure to meet their measurable objectives.
*
Unrealistic Goals: Perhaps you hoped for too much. If this is the case you will
want to make revisions to your master plan to make it more realistic. An Information
Master Plan is only helpful to your organization if your goals and objectives
are realistic. Overstating those goals will lead to frustration among your
staff, and disappointment among your supporters. Review your Information Master
Plan, in all areas and determine if you need to make revisions that reflect
more reasonably your operating environment.
*
Organizational Crisis: Perhaps an unexpected problem within the organization
created a more immediate crisis that required the expenditure of either human
or monetary resources that diminished the capacity to reach your goals. Assess
first whether this crisis is really unique or whether you just failed to
anticipate at least one unexpected problem that would require immediate
attention. How often does your organization experience these kinds of
"urgent" problems and how does that effect your ability to focus
attention on those things that are "important". If you are regularly
trying to put out "fires" within your organization, this may be a
sign that your planning process is flawed. It is critical that your
organization does not lose sight of what is important to its mission because it
is always facing a crisis that is urgent.
Understand that you are not obligated to the first number or
statement that you put down. As you look at the plan on a line by line basis
and on an overall basis, you may see inconsistencies. Go back and make
adjustments to reflect a realistic point of view.
Budgeting for Your Plan
Table of Contents
-=-=-=-=-=-=-=-
Budgeting for Your Plan
Now that you have what you consider to be a well thought out
roadmap to your technological and mission driven future, how does this plan
impact your budget? Can you raise sufficient funds to match the challenges that
you have set out for yourself? Are there ways of achieving similar results with
less expenditure (for example – peer to peer training may be sufficient for
some kinds of skill training. It is less expensive – but you must still plan
for it and execute your plan).
Using the Excel Template you should fill in a budget
estimate for each of the items that you list (each of your measurable
objectives). At the bottom of your template you will note a budget total line
where the running total for that year appears. This is the bottom line cost for
your goals. If it is unrealistic in terms of your fundraising abilities then
you must rethink your IMP or your strategies for fundraising - whichever seems
a more likely avenue for success.
Rethinking the IMP requires of course that you substitute
new (realistic) budget estimates next to each of your measurable objectives and
determine whether you now have a budget that is within reach of your
fundraising capacity.
-=-=-=-=-=-=-=-
Sample IMP Matrix
Today
One
Year Two
Years Three
Years Four
Years 5
Years Measurable
Outcome Statement
Mission
Offices A
separate plan should be created for each office with an overall plan for the
full organization
Personnel
Total 2
10
There
will be ten employees
Management 1
2
employees will manage the enterprise
Technical 1
1
technical person will administer the technology
Mission Oriented 1
4
people will focus on the mission of the organization
Public Relations 1
person will do publicity & media relations
Development/Funding 1
person will focus their energy on fundraising & development
Maintenance 1
person will maintain the facilities
Hardware All
mission critical staff will have a computer
Desktop Computers 1
3
5
6
7
9
All
auxilliary staff will have access to a shared computer
Laptop Computers 0
1
2
Servers 0
1
1
Telephones 1
2
3
Cellular Phones 0
1
2
Printers
Software
General Compatability
Unified Platform
Mission Specific
Website
Training
Technical Training Intro
for 1 staff 1
intermediate, 1 beginner 1advanced,
1 intermediate, 1 beginner
Unified Software Training Inform
Staff Unified
software training All
staff will utilize a unified selection of software
email Training 1
person trained Peer
to peer training for all Peer
to peer training for all Peer
to peer training for all Peer
to peer training for all All
staff will be trained to send and receive email (
WWW Training 1
person trained Peer
to peer training for all Peer
to peer training for all Peer
to peer training for all Peer
to peer training for all All
core staff will be trained to browse & use the Web
Mission specific software Tr None
Currently Acquire
mission specific software
Procure
training for current employees Peer
to peer training for all mission staff Peer
to peer training for all mission staff Peer
to peer training for all mission staff Will
have mission related software
Infrastructure &
proved training for all mission specific personnel
Network None
Peer
to peer network
Printers one
email None
1
address & email Desktop
email for mission critical, shared email for auxillary staff
WWW Access None
1
Access Point 10
Access Points Desktop
access to WWW for all Mission Critical, Shared for Auxilliary
Website Web
address & email link Informational
Page FR,
ENG, PTG Commerce
Enhancing Full
Commerce A
website with an electronic storefront selling member products
Data Management
No
Data management All
staff able to manage individual Create
Server for Shared Files All
employees able to utilize network By
year 5 all data management will be overseen by a Technical specialist
desktops
appropriately &
other documents. Institute Unified to
manage data effectively
Software
Platform. Remove all other
unauthorized
software
User Management
Backup Management
Budget Costs
-=-=-=-=-=-=-=-
Blank Information Master Plan Matrix
Today
Budget
One
Year Y1
Budget Two
Years Y2
Budget Three
Years Y3
Budget Four
Years Y4
Budget 5
Years Y5
Budget Measurable
Outcome Statement
Mission
Offices
Personnel
Total
Management
Technical
Mission Oriented
Public Relations
Development/Funding
Maintenance
Hardware
Desktop Computers
Laptop Computers
Servers
Telephones
Cellular Phones
Printers
Software
General Compatability
Unified Platform
Mission Specific
Website
Training
Technical Training
Unified Software Training
email Training
WWW Training
Mission specific software Tr
Infrastructure
Network
Printers
email
WWW Access
Website
Data Management
User Management
Backup Management
Budget Costs
-=-=-=-=-=-=-=-
-=-=-=-=-=-=-=-
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