General group strategy presentation

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General group strategy presentation

  1. 1. Group Strategic Quarterly Review of Overall Operations and Preview of New Horizons
  2. 2. Overview of News, Previous Quarter <ul><li>Strategic Retreat </li></ul><ul><li>The PresenTense Group board met to determine strategic direction for the coming years </li></ul><ul><li>Board determined the Community Entrepreneur Partnerships, previously known as the fellowship programs, are top priority </li></ul><ul><li>Determination of CEPs for Next Year (Sept 2010 –2011) </li></ul><ul><li>For this coming year, three new CEPs will open up. NYC, Tel Aviv, and Cleveland (which is a Mid model). </li></ul><ul><li>Coordinators will be trained over summer, July 12-22 </li></ul>
  3. 3. I. Goals for Previous Quarter (Jan – Mar’10): <ul><li>Close on 5770 CEP programming locations, ideal 6 locations </li></ul><ul><li>Consolidate strategic focus of operations </li></ul><ul><li>Develop clear budget with 24 month projection </li></ul><ul><li>Finalize 501c3 process </li></ul>
  4. 4. II. Achievements of Previous Quarter: <ul><li>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. </li></ul><ul><li>Organizational strategy moving towards alignment; CEP gaining acceptance as group-wide goal </li></ul><ul><ul><li>New marketing materials and storyboarding provide actualization of this goal of alignment </li></ul></ul><ul><li>Budget structure developed; needs tweaking. Group sustainable at current levels for 24 months. </li></ul><ul><ul><li>Strategic decision to focus on sustainable product lines on the verge. </li></ul></ul><ul><li>501c3 process still on-going due to IRS review </li></ul><ul><ul><li>Unclear due date; once status is granted, move to create backoffice on the ground in the US. </li></ul></ul>
  5. 5. III. Goals for Next Quarter (Apr - Jun 2010) <ul><li>Successful close of pilot CEPs in Jerusalem and Boston; outsized demand by core constituency for Launch Night. </li></ul><ul><ul><li>Press coverage of fellows and Group growth. </li></ul></ul><ul><li>Threading of Community/Magazine-Fellowship-PTInvestment cycle, showing how a value chain might work. </li></ul><ul><li>Finalization of Coordinator Course Curriculum, and attendees of the course. </li></ul><ul><li>Movement forward in negotiation with platform organizations (JFNA, JA, JCCA, Hillel, etc) </li></ul><ul><li>Assessment of pilot CEPs, and rebuilding curriculum for year two. </li></ul><ul><li>Board enhancement process complete for current stage; four board committees operating smoothly and effectively. </li></ul>
  6. 6. IV. Risks for Next Quarter <ul><li>Low-launch night quality, due to low demand for attendance, low quality presentations. </li></ul><ul><li>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. </li></ul><ul><li>Assessment of CEPs reveals deep curricular flaws that tax the successful creation of coordinator course. </li></ul><ul><li>Platform organizations determine to create indigenous programs that compete with PTG, taking from PTG's open-source content and &quot;growing their own </li></ul><ul><li>Payments from Chair sponsors are delayed or forfeit due to low satisfaction with candidates. </li></ul><ul><li>Global Fellowship strategic shifts, including housing stipend decisions, create undue pressure on local resources, and take over Group operations. </li></ul>
  7. 7. V. Actions to Manage Risks <ul><li>Group resources invested in Launch Night PR and invitations are significant; work with fellows prior to Launch on pitches needs to be emphasized. </li></ul><ul><li>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. </li></ul><ul><li>Midterm assessments provided course-correction advice to bend curriculum as it goes. </li></ul><ul><li>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. </li></ul><ul><li>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. </li></ul>

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