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General group strategy presentation

General group strategy presentation






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    General group strategy presentation General group strategy presentation Presentation Transcript

    • Group Strategic Quarterly Review of Overall Operations and Preview of New Horizons
    • Overview of News, Previous Quarter
      • Strategic Retreat
      • 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.