General group strategy presentationPresentation Transcript
Group Strategic Quarterly Review of Overall Operations and Preview of New Horizons
Overview of News, Previous Quarter
The PresenTense Group board met to determine strategic direction for the coming years
Board determined the Community Entrepreneur Partnerships, previously known as the fellowship programs, are top priority
Determination of CEPs for Next Year (Sept 2010 –2011)
For this coming year, three new CEPs will open up. NYC, Tel Aviv, and Cleveland (which is a Mid model).
Coordinators will be trained over summer, July 12-22
I. Goals for Previous Quarter (Jan – Mar’10):
Close on 5770 CEP programming locations, ideal 6 locations
Consolidate strategic focus of operations
Develop clear budget with 24 month projection
Finalize 501c3 process
II. Achievements of Previous Quarter:
5 locations chosen for CEP; due to intensity of activity in NYC, this number is ideal. Jerusalem, NYC and TLV have PT-coordinator; Boston and Cleveland have local Federation employee.
Organizational strategy moving towards alignment; CEP gaining acceptance as group-wide goal
New marketing materials and storyboarding provide actualization of this goal of alignment
Budget structure developed; needs tweaking. Group sustainable at current levels for 24 months.
Strategic decision to focus on sustainable product lines on the verge.
501c3 process still on-going due to IRS review
Unclear due date; once status is granted, move to create backoffice on the ground in the US.
III. Goals for Next Quarter (Apr - Jun 2010)
Successful close of pilot CEPs in Jerusalem and Boston; outsized demand by core constituency for Launch Night.
Press coverage of fellows and Group growth.
Threading of Community/Magazine-Fellowship-PTInvestment cycle, showing how a value chain might work.
Finalization of Coordinator Course Curriculum, and attendees of the course.
Movement forward in negotiation with platform organizations (JFNA, JA, JCCA, Hillel, etc)
Assessment of pilot CEPs, and rebuilding curriculum for year two.
Board enhancement process complete for current stage; four board committees operating smoothly and effectively.
IV. Risks for Next Quarter
Low-launch night quality, due to low demand for attendance, low quality presentations.
Disconnect between Group divisions causes discord and saps resources; mini-issue celebrating fellows misses deadline and value is not spread between divisions, causing PTG to disappoint partners.
Assessment of CEPs reveals deep curricular flaws that tax the successful creation of coordinator course.
Platform organizations determine to create indigenous programs that compete with PTG, taking from PTG's open-source content and "growing their own
Payments from Chair sponsors are delayed or forfeit due to low satisfaction with candidates.
Global Fellowship strategic shifts, including housing stipend decisions, create undue pressure on local resources, and take over Group operations.
V. Actions to Manage Risks
Group resources invested in Launch Night PR and invitations are significant; work with fellows prior to Launch on pitches needs to be emphasized.
Weekly updates between parties involved necessary, especially between Deborah, Elana and Ariel to ensure mini-issue reflects CJP/PresenTense Fellowship. PTInvestments under Shelby needs to come into the picture as fellowships are wrapping up, to give sense of on-going PT support for ventures.
Midterm assessments provided course-correction advice to bend curriculum as it goes.
Emphasis on codification of methods and material production ensures PTG retains value-add exclusivity. E. Co-Directors need check-in with Chair Sponsors to keep them in the conversation.
Clear responsibility for staff roles during summer need be set; Regular staff check-ins during summer should re-align focus on non-local work as well.