General Group Strategy Q2 2010


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General Group Strategy Q2 2010

  1. 1. Group Strategic Quarterly: Q2 Review of Overall Operations April-June, and Preview of New Horizons July-Sept
  2. 2. Overview of News, Previous Quarter <ul><li>CEP Pilot Completion </li></ul><ul><li>Sixth Cohort of PresenTense Fellows Admitted </li></ul><ul><li>Tax Exemption under 501(c)(3) Granted </li></ul>
  3. 3. Content of General Group Strategy <ul><li>Bottom Line: More engaged collective action by the Jewish People. </li></ul><ul><li>Goal: Build the capacity of local communities to engage Jewish young adults in meaningful community focused action, so as to build a global network of community innovation engines unleashing Jewish creativity through social ventures. </li></ul><ul><li>Business Model: By training and equipping local community institutions to execute the Community Entrepreneur Partnership strategy, PresenTense will reduce costs to Institutions seeking to improve their local community infrastructure (revenue point) and increase localization and sustainability of programs that address locals (efficiency point). </li></ul><ul><li>Supporting Efforts: The Magazine and on-line space provide a global platform to highlight efforts in the local communities, and create a shared sense of progress—thereby increasing local community efficacy as well as lowering the barrier to entry of new communities. Follow-on venture resources increase effectiveness. </li></ul>
  4. 4. Goals Set for 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>
  5. 5. Performance over Quarter (Apr - Jun) Successful close of pilot CEPs in Jerusalem and Boston Accomplished. Threading of Community/Magazine-Fellowship-PTInvestment cycle. In progress; much more work needs to be done Finalization of Coordinator Course Curriculum and attendees Accomplished Movement forward in negotiation with platform organizations (JFNA, JA, JCCA, Hillel, etc) In process; delayed by load and environmental challenges Assessment of pilot CEPs, and rebuilding curriculum for year two. Accomplished Board enhancement process complete for current stage; four board committees operating smoothly and effectively. In process; not proceeding at optimal pace.
  6. 6. Goals for Next Quarter (July-Sept) Goals Successful completion of Coordinator Course Transition to independent status in the US under 501c3 Establishment of foundation for NYC office in The Jewish Center CEP Coordinators build functioning Steering Committees in our six areas of operation, hitting milestones as determined in workplans Growth of Board and establishment of board committees Approval of Budget for 5771 (Oct-Sept 2010-2011) Transition to new organizational structure linking programming components for greater potential action
  7. 7. Assumptions <ul><li>Coordinator course successfully conveyed the knowledge and tools needed to coordinate a fellowship </li></ul><ul><li>PresenTense will benefit from operating as an independent nonprofit corporation </li></ul><ul><li>The Jewish Center is prepared to give us a space, and wants us to join them in their building for a reasonable rate </li></ul><ul><li>The CEP chosen coordinators are able to set into motion the workplans they were given and trained on at the CEP </li></ul><ul><li>The workplans provided to CEP coordinators sufficiently acknowledged the challenges of developing a local CEP </li></ul><ul><li>Invited board members are ready to join; existing board members want to grow the board </li></ul><ul><li>The budget as proposed will reflect PT’s operational reality and needs </li></ul><ul><li>The organizational structure proposed will meet the needs of the Group </li></ul>
  8. 8. Budget   Quarter Expected Quarter Actuals Variance REVENUE             Community Revenue $4,450.00 $680.00 -$3,770.00 Creativity Revenue $0.00 $0.00 $0.00 Pioneering Revenue $82,091.67 $55,527.00 -$26,564.67 Grants Revenue $173,500.00 $173,500.00 $0.00       TOTAL REVENUE $ 260,041.67 $ 229,707.00 -$30,334.67       EXPENSES             Community Expenses -$57,040.70 -$37,016.42 $20,024.28 Creativity Expenses -$9,687.00 -$10,974.00 -$1,287.00 Pioneering Expenses -$63,537.98 -$63,005.73 $532.25 Backbone Expenses -$79,463.90 -$52,898.11 $26,565.79 Operations- Misc. Expenses -$10,486.48 -$1,125.75 $9,360.73       TOTAL EXPENSES $ (220,216.05) $ (165,020.01) $ 55,196.05       Net Profit/Loss $39,825.61 $64,686.99 $24,861.38
  9. 9. Next Big Steps <ul><li>Build a training course for PT Trainers, who can do the seminars and SC meeting facilitation in place of co-director in cities abroad </li></ul><ul><li>Develop an online platform for knowledge management and community building for growing organization </li></ul><ul><li>Recruit top talent to help PresenTense get to the next level as an international organization </li></ul><ul><li>Drive sales process to result in six communities for Fall 2011 as options for local PresenTense Community Entrepreneur Partnerships (targets: St. Louis, Houston, Vancouver, Chicago, Atlanta, London, Madrid, Toronto, Los Angeles, Haifa) </li></ul>