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Fiscal Year 2011 first quarterly report


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PresenTense's Staff First Quarterly report of the 2011 Fiscal Year.

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Fiscal Year 2011 first quarterly report

  1. 1. Presen T ense Group, Inc. Quarterly Report Fiscal Year 2011, 1 st Quarter
  2. 2. Presen T ense Goals, Metrics, and Upcoming Quarter Plans Fiscal Year 2011, First Quarter
  3. 3. Community- Goals and Metrics Goals How meeting them To lower barrier to entry to global conversation on Jewish identity and innovation Received 41 pitches to Social Action issue To foster connections between innovators in the same field Our Social Action Steering Committee has 9 members who network with each other. Our new peer-editing system also allows writers to network with fellow writers as well as editors and SC. To empower young Jews with the tools and resources they need to be successful Currently compiling Community Activists’ Cookbook; writers have support from editors, SC Metrics How meeting them To sustain 6 topic-based SCs. Social Action committee is currently most active; also Environmental and Digital committees; Leadership/FedHeads is currently in formation To publish 3 in-print magazines PT12: Environment was published in October. To create additional follow-on conversations (5 per issue) Community Activists’ Cookbook is currently in progress; was not interest in follow-up environmental activities; 2 brainstorms for Social Action (NY and Chicago) To recruit 5 applicants to Fellowship, and to engage 5 past fellows per issue 1 fellow recruited (Miriam Bader, NYC); 9 past fellows engaged in Social Action issue.
  4. 4. Community- Plans for Upcoming Quarter <ul><ul><li>Publish PT13: Social Action 2/14, engaging approximately 90 contributors </li></ul></ul><ul><ul><li>Work with SCs in Social Action/ Leadership /Digital, engaging approximately 30 SC members, and use them to help expand into new communities and recruit fellows </li></ul></ul><ul><ul><li>Activate FedHeads </li></ul></ul><ul><ul><li>Create PT 2011 Yearbook featuring all CEPs </li></ul></ul><ul><ul><li>Create Community Activists’ Cookbook </li></ul></ul><ul><li>Shifts in Plans: </li></ul><ul><ul><li>Yearbook is new concept </li></ul></ul><ul><ul><li>Reduced number of SCs active </li></ul></ul>
  5. 5. Online Community- Goals and Metrics Division Goals Metrics Comments Salesforce <ul><li>4000 contacts </li></ul><ul><li>17 active users </li></ul><ul><li>4146 contacts </li></ul><ul><li>12 active users </li></ul><ul><li>Basic structure done </li></ul><ul><li>Data input </li></ul><ul><li>Need clearer instructions for users </li></ul>Website <ul><li>20% increase in visits and pageviews </li></ul><ul><li>Reorganize website structure </li></ul><ul><li>50% increase in visits and 60% in pageviews </li></ul><ul><li>Reorganized! </li></ul><ul><li>Great design updates </li></ul><ul><li>New organization and content </li></ul><ul><li>Fellowship recruiting </li></ul>Social Media <ul><li>33% growth in Twitter followers </li></ul><ul><li>10% growth in Twitter followers </li></ul><ul><li>Klout score: 45 </li></ul><ul><li>Overestimation </li></ul><ul><li>RTs and content sharing way up </li></ul>Newsletters <ul><li>10% growth in Global newsletter readers </li></ul><ul><li>0% growth </li></ul><ul><li>Bounces, unsubscribes, different practices in collecting subscribers </li></ul><ul><li>Newsletter signup on site </li></ul>
  6. 6. Online Community- Plans for Upcoming Quarter Division Goals Comments Salesforce <ul><li>5000 Contacts, 17 active users </li></ul><ul><li>Build tracking for fellow projects </li></ul><ul><li>Simplify and clarify data entry processes </li></ul><ul><li>Increased focus on SF and data mgmt </li></ul><ul><li>Need to figure out who will have access and how, when we expand CEPs </li></ul>Website <ul><li>Maintain increase in visits, pageviews </li></ul><ul><li>Start creating Hebrew content </li></ul><ul><li>New processes for managing fellow content on site </li></ul><ul><li>Can we maintain the bump? </li></ul><ul><li>New content – curating updates </li></ul><ul><li>Need plan for managing community contributions </li></ul>Social Media <ul><li>2000 followers on Twitter </li></ul><ul><li>Update Facebook page </li></ul><ul><li>How can we engage our community around social media? </li></ul>Newsletters <ul><li>2500 readers </li></ul><ul><li>Innovation Newsletter </li></ul><ul><li>Keep highlight PT and fellows’ success via emails </li></ul>
  7. 7. Venture Resources – Goals, Metrics, Progress and Next Steps Goals Metrics and Progress Next Steps Resources for Fellows FellowUp Newsletter: Sent Monthly, 30% open rate Resource Bank: N/A <ul><li>Community-generated FellowUp Newsletter (3 per) </li></ul><ul><li>Fellows’ Intranet </li></ul><ul><li>Alumni Liaisons </li></ul>Connections for Fellows Entrepreneur Presentations: 3 Presentations, 5 attendees Events: N/A Entrepreneur Presentations: Extend to greater PT comm. Events: NBN Roadshow viability, co-sponsor with CEPs Capital for Fellows PT Investments Partners: 5 Portfolio 2 selected Rings: one, in NYC Dollars: $4,000 Yazam Assessment: 6/6 yes PT Investments Partners: Recruit 5 more Portfolio: Approve 3 more Rings: move to “angel” model? Dollars: Raise $6,000 Yazam – re-instate the program
  8. 8. Venture Resources – Goals, Metrics, Progress and Next Steps Goals Metrics and Progress Next Steps Income Generating Activity for PresenTense Proof: that the model is effective Implementation: create replicable kit Proof: conduct Fellow and Partner assessment Implementation: start to document the process Thought Leadership Blog – N/A Facebook page – N/A Twitter account – N/A Blog - Partner contributed, bi-weekly insights Facebook – weekly updates Twitter – target 200 followers by April 2011
  9. 9. <ul><ul><li>To stimulate new models of community engagement around community entrepreneurship in local Jewish communities around the world </li></ul></ul><ul><ul><li>To lead to a culture shift in how young Jewish adults are perceived within existing organizational frameworks </li></ul></ul><ul><ul><li>To generate new projects and ventures that engage, leverage and inspire the Jewish People to address local and global social challenges </li></ul></ul><ul><ul><li>To learn from local communities through regular assessment and improve the CEP’s curriculum and toolkit in response to local needs </li></ul></ul>Goals for General CEP Program
  10. 10. General CEP- Meeting metrics Goal Measure Fit To train one coordinator per CEP (6 CEPs) 6:6 Initially, 4:6 due to attrition 100% initial, 67% following attrition Provide ongoing support to Coordinator of “exceeds expectation” (4/5) Data being gathered Data being gathered Help coordinators recruit a minimum of 12 SC/24 mentors per CEP At 85% of need and growing, with challenge in Philly +85% Aggregate satisfaction rate of 4/5 from SC members, Mentors and Fellows Data being gathered Data being gathered Launch avg 10 ventures/location 70 ventures, 5 Year-long CEPs 140% Second-year sign on of 5/6 of current sites Unavailable, likelihood: 90% U/A Generate minimum 3 new CEPs for 2011-2012, and max of 6, each paying min $80K/first year Unavailable, likelihood: 80% U/A Train 6 North America based, and 6 Israel based certified Trainers 10 North America, 12 Israel 183% Provide useful online resources indicated by 20% weekly intranet access Data being gathered; Uniques rose as CEP grew to ~11% -55%
  11. 11. <ul><ul><li>Increased focus on building out materials for Coaches and Mentors, to give them insight into the program and build buy-in </li></ul></ul><ul><ul><li>Real-time assessment of program elements, and lessons roll-outs across the network to ensure most-up-to-date program modules are utilized </li></ul></ul><ul><ul><li>Mid-term Assessment of program impact on Coordinator and SC delivered to local partners </li></ul></ul><ul><ul><li>Finalized Fellow Intranet to serve as foundation for future years </li></ul></ul><ul><ul><li>Sales for new CEPs reaching conclusion </li></ul></ul>General CEP- Upcoming Quarter
  12. 12. Global Fellowship - Goals and Metrics 2011 Global update: <ul><ul><li>72 applications </li></ul></ul><ul><ul><ul><li>North America 27 </li></ul></ul></ul><ul><ul><ul><li>South America 4 </li></ul></ul></ul><ul><ul><ul><li>Africa 6 </li></ul></ul></ul><ul><ul><ul><li>Europe 12 </li></ul></ul></ul><ul><ul><ul><li>Asia 2 </li></ul></ul></ul><ul><ul><ul><li>Israel 16 </li></ul></ul></ul><ul><ul><ul><li>Olim 5 </li></ul></ul></ul><ul><ul><li>Pushing 5 tracks till Feb 20 </li></ul></ul><ul><ul><ul><li>Easier for SC to recruit </li></ul></ul></ul><ul><ul><ul><li>More focused </li></ul></ul></ul><ul><ul><ul><li>Fill chairs </li></ul></ul></ul>So how did we do? <ul><ul><li>Didn’t reach 180 we wanted… </li></ul></ul><ul><li>But.. </li></ul><ul><ul><li>Did better on global rep </li></ul></ul><ul><ul><li>Good shape compared to last year </li></ul></ul><ul><ul><li>Pushing targeted recruiting in 5 main areas </li></ul></ul><ul><ul><li>Why? </li></ul></ul><ul><ul><ul><li>To early? </li></ul></ul></ul><ul><ul><ul><li>Global SC </li></ul></ul></ul><ul><ul><ul><ul><li>Impact </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Communication </li></ul></ul></ul></ul><ul><ul><ul><li>Expansion and growth in other cities </li></ul></ul></ul><ul><ul><ul><li>More global less N.America </li></ul></ul></ul>
  13. 13. Israel Programming- Goals & Challenges Goals <ul><ul><li>Oversee Fellowship program management in Israel </li></ul></ul><ul><ul><li>Enhance foundation for Israeli fellowship growth through PT School and SocialStart </li></ul></ul><ul><ul><li>Ensure sustainability of fellowships through new partnerships </li></ul></ul><ul><ul><li>Prepare the foundation for the Global Fellowship </li></ul></ul><ul><ul><li>Smooth handoff of responsibilities before maternity leave </li></ul></ul>Challenges <ul><ul><li>Limited staff for the next 6-8 months </li></ul></ul><ul><ul><li>Localization of Israel fellowships and tailoring it to Israeli entrepreneurs needs </li></ul></ul><ul><ul><li>Tel Aviv Fellowship sustainability </li></ul></ul><ul><ul><li>Fellowship overlap </li></ul></ul>
  14. 14. Israel Fellowships- Upcoming Milestones <ul><li>January- March: </li></ul><ul><ul><li>SocialStart training </li></ul></ul><ul><li>January-May </li></ul><ul><ul><li>Israel CEP program management </li></ul></ul><ul><li>February: </li></ul><ul><ul><li>Global Fellowship app process </li></ul></ul><ul><ul><li>NBN PT Roadshow </li></ul></ul><ul><li>March: </li></ul><ul><ul><li>Brachie maternity leave </li></ul></ul><ul><ul><li>MASA </li></ul></ul><ul><li>March-June: </li></ul><ul><ul><li>Launch Night Prep for CEP’s </li></ul></ul><ul><ul><li>Global Fellowship prep </li></ul></ul><ul><ul><li>Jerusalem Foundation work </li></ul></ul><ul><li>June: </li></ul><ul><ul><li>Jerusalem and TA Assessment </li></ul></ul><ul><ul><li>creation of Israel handbook </li></ul></ul><ul><ul><li>Launch Global Institute </li></ul></ul><ul><li>June-July: </li></ul><ul><ul><li>Global Fellowship </li></ul></ul><ul><ul><li>Coordinators for Israel finalized </li></ul></ul><ul><li>Aug: </li></ul><ul><ul><li>Paideia incubator </li></ul></ul><ul><ul><li>Strategy days </li></ul></ul><ul><ul><li>SC development </li></ul></ul>
  15. 15. בית ספר ליזמות חברתית מדדים : <ul><ul><li>זמן מסוים לאחר סיום המחזור הראשון , לראות כמה הצעות אנו מקבלים מארגונים שונים . </li></ul></ul><ul><ul><li>מהי רמת ההכנסה הממוצעת להדרכה ? </li></ul></ul><ul><ul><li>משוב על המדריכים ( יכולות , דרכי העברה ) בזמן בית הספר . </li></ul></ul><ul><ul><li>משוב על המדריכים בתכנית ' מסע '. </li></ul></ul><ul><ul><li>מס ' אנשים שהגישו מועמדות / מספר האנשים שהתקבלו לתכנית . </li></ul></ul>מטרות : <ul><ul><li>כניסה לתחומים נוספים בהם אנו יכולים להשתלב , מעבר לבסיס ההדרכה הקיים בארגון , בניית מערכים חדשים . </li></ul></ul><ul><ul><li>יצירת בסיס הכנסה יציב לארגון המתבסס על בית הספר למדריכים . </li></ul></ul><ul><ul><li>פרסום בית הספר והארגון כמאגר איכותי להעברת תכנים ליזמות חברתית . </li></ul></ul><ul><ul><li>יצירת מאגר מספק של מדריכים . </li></ul></ul><ul><ul><li>קבלת מגוון רחב של אנשים . </li></ul></ul><ul><ul><li>קביעת סינון נכון . </li></ul></ul>
  16. 16. מכון תל - אביב יפו מדדים : <ul><ul><li>בכל חודש להכיר לעמיתים לפחות 4-5 שמות חדשים של אנשים שרוצים לעזור ליזמים בתחומים שונים </li></ul></ul><ul><ul><li>שליחת מיילים פעם בשבועיים למאמנים , מנטורים וועדת היגוי </li></ul></ul><ul><ul><li>כמה אנשים מגיעים לערב השקות </li></ul></ul>מטרות : <ul><ul><li>לחשוף את העמיתים לכמה שיותר אנשי מקצוע </li></ul></ul><ul><ul><li>לגרום להם לקחת את הפרוייקט שלהם ברצינות , כדבר בר ביצוע </li></ul></ul><ul><ul><li>לוודא הציוות של המנטורים והמאמנים עובדים </li></ul></ul><ul><ul><li>בניית רשת קשרים בתל אביב </li></ul></ul><ul><ul><li>הכנת העמיתים לערב השקות </li></ul></ul><ul><ul><li>בניית מערכת יחסים עם עיריית תל אביב </li></ul></ul>
  17. 17. Jerusalem Goals and Metrics <ul><ul><li>הכשרת עשרה יזמים חברתיים Every fellow has a coach - </li></ul></ul><ul><ul><li>יצירת קהילה תומכת מסביב למכון בקרב פעילים חברתיים מרכזיים בעיר ובקרב הקהילה העסקית , האומנותית והאקדמית בעיר , הכול כדי ליצור רשת תמיכה ליזמים חברתיים ירושלמים ; </li></ul></ul><ul><ul><li>וועדת היגוי </li></ul></ul><ul><ul><ul><li>הקמת וועדת היגוי המורכבת מ -12 חברים לכל הפחות , ובה נציגים לכל אחד מהמגזרים המפורטים לעיל ; גייסנו 10, אחד פרש , שאפנו ל -12, אך לוח הזמנים כבר לא אפשר זאת . </li></ul></ul></ul><ul><ul><ul><li>עמידה ב -70% מלו &quot; ז המפגשים לוועדת ההיגוי ; 8 מתוך 11 – 88% </li></ul></ul></ul><ul><ul><ul><li>לפחות 8 חברים וועדת היגוי ייקחו חלק בצוותי העבודה ; 8 חברים </li></ul></ul></ul><ul><ul><ul><li>יו &quot; ר וועדת ההיגוי תבנה סדר יום ל -2 ישיבות לפחות ; בנתה סדר יום לאחד </li></ul></ul></ul><ul><ul><li>צוות קבלה </li></ul></ul><ul><ul><ul><li>עמידה בלוח הזמנים של תהליך הקבלה ; דחינו את היום הסופי , אם לא הייתה עמידה בלו &quot; ז </li></ul></ul></ul><ul><ul><ul><li>קבלת 50 טפסי מועמדות ; קיבלנו 48 טפסי מועמדות , ביחד עם 5 ארגונים הגענו ל 53, כמה מאחרים </li></ul></ul></ul><ul><ul><ul><li>קבלת 12 יזמים למכון הירושלמי ; קיבלנו עשר בגלל שנוספו ארגונים </li></ul></ul></ul>
  18. 18. Jerusalem Goals and Metrics <ul><ul><li>צוות שיווק </li></ul></ul><ul><ul><ul><li>הפצת פתיחת ההרשמה למכון ל -500 כתובות מייל ; התקיים </li></ul></ul></ul><ul><ul><ul><li>הקמת קבוצה בפייסבוק ובה 500 חברים ; עומדים על 300 </li></ul></ul></ul><ul><ul><ul><li>אימוץ כל אחד מהעמיתים ע &quot; י בית עסק ברחבי העיר ; </li></ul></ul></ul><ul><ul><ul><li>בניית תוכנית מיתוג למכון ; לא קרה </li></ul></ul></ul><ul><ul><ul><li>פרסום 2 כתבות במקומונים ; התקיים , אפילו שלוש </li></ul></ul></ul><ul><ul><ul><li>כתבת מגזין בחדשות סוף שבוע בערוץ מסחרי ; </li></ul></ul></ul><ul><ul><ul><li>כתבה בעיתון בתפוצה ארצית ; </li></ul></ul></ul><ul><ul><li>צוות פדגוגי </li></ul></ul><ul><ul><ul><li>איתור מנטורים ומאמנים כל אחד מהעמיתים ; יש מאמנים לכל אחד , חוסר מעורבות של הצווץ </li></ul></ul></ul><ul><ul><ul><li>50% מהמנטורים ומהמאמנים יהיו חדשים ברשת של PT; מבחינת המאמנים יש 70% חדשים </li></ul></ul></ul><ul><ul><ul><li>קביעת 6 הרצאות של מרצים ; מתקיים </li></ul></ul></ul><ul><ul><ul><li>50% מהמרצים יהיו חדשים ברשת של PT. 100% </li></ul></ul></ul><ul><ul><li>בניית התדמית של המכון כמרכז ידע מקצועי ותו תקן למיזם חברתי . </li></ul></ul><ul><ul><ul><li>פרסום 2 טורי דעות בעיתונות ארצית ע &quot; י מי ממשתתפי המכון , לרבות עמיתים או וועדת היגוי ; לא התקיים </li></ul></ul></ul><ul><ul><ul><li>פרסום 2 טורי דעות בעיתונות המקומית ע &quot; י מי ממשתתפי המכון , לרבות עמיתים או וועדת היגוי ; לא התקיים </li></ul></ul></ul><ul><ul><ul><li>קיום סמינר אחד לפחות או הרצאת ערך ל -2 ארגונים ירושלמים ע &quot; י איש צוות ; השתתפות בשני פאנלים , התקיים </li></ul></ul></ul><ul><ul><ul><li>השתתפות בכנס חברתי אחד לפחות ; התקיים </li></ul></ul></ul>
  19. 19. NYC CEP – Goals, Metrics, Progress and Next Steps Goals Metrics and Progress Next Steps Quality Steering Committee #: 12 consistent Feedback: qualitative Feedback: Thank you dinner and assessment Quality Fellows # applications: 36 # accepted: 16 Applications: invite “rejected” to pilot Accepted: give best Fellowship possible Robust Curriculum Mentors: 16 Coaches: 16 Case Study: All filled Mentors: newsletter, check-ins Coaches: newsletter, check-ins Case Study: profile and thank Launch Night: start to prep Engaging Communication Blog: not updated Facebook: 88 “likes”, Coordinator generated Chair check-ins: sporadic Newsletter Blog: Fellow and SC generated Facebook: double “likes”, SC/Fellow-driven content Chair check-ins: bi-weekly Newsletter: monthly, SC generated
  20. 20. North American Operations– Goals, Metrics, and Progress Division Goals and Metrics PTG Accounting Finished set up of new accounting system and acquired full understanding of PTG audit and tax needs   and brought on an accountant who will review and approve and prepare PTG's 2010 Audit PTG & PTL Budgets <ul><li>Have variance budgets in place for tracking </li></ul><ul><ul><li>PTL is under budget significantly (about 100K Nis), as a result of rearranging assumptions- this has been reviewed with staff </li></ul></ul><ul><ul><li>PTG had to undergo new budget evaluation due to a miscalculation- no variance budget for 1st Quarter (0% under) </li></ul></ul>PTG & PTL Finances PTG is in a comfortable financial standing, clarity issues still to face in PTL's standing; PTG needs to register to solicit funds in the US - 31 state applications to submit PTG Human Resources Set up systems and Have met compliancy standards for states' HR regulations, working on finding better ways to provide staff encouragement PTG Travel and Office Logisitics Staff and Coordinators   Still spending too much time focusing on logistical needs, taking time away from programming focus
  21. 21. N.A. Operations- Plans for the Upcoming Quarter Division Plans for Upcoming Quarter PTG Accounting Audit must be complete and Form 990 due February 15th, 2011 PTG & PTL Budgets Complete budget to Board standards, Continue to track variances PTG & PTL Finances Gain better understanding and management of PTL finances, adjust financial relationship to better fit needs PTG Human Resources 1099's due for all consulting staff (prior to Oct. 2010), and W-2's for staff due January 31st, 2010; Project to search for better ways to encourage hard work. PTG Travel and Office Logisitics Implement new tools for smooth logisitcs in order to Reach a new goal of staff and Coordinators time focusing being less then 5%
  22. 22. Jerusalem Hub- Goals and Metrics Goals Progress in meeting goals Next steps Maintain and increase coworker # <ul><li>4 new coworkers </li></ul><ul><li>+1 dedicated desk </li></ul><ul><li>Keep desks full </li></ul><ul><li>Increase number of daily workers </li></ul>Maintain comfortable environment for workers and guests <ul><li>New router </li></ul><ul><li>Physical changes </li></ul><ul><li>space neat and organized </li></ul><ul><li>Continue to improve internet systems </li></ul><ul><li>Maintain physical cleanliness and order </li></ul>Maximize rental revenue - Average of 1 conference rental/wk - Average 2 mainspace rental/month <ul><li>Continue rate of conference room rental </li></ul><ul><li>Maintain # of main space rentals </li></ul>Art exhibition - New exhibition put up in December - New exhibition in March Events <ul><li>Regular events at hub </li></ul><ul><li>Satisfied customers, expressed possibility of returning </li></ul><ul><li>Some upcoming events: </li></ul><ul><li>Wine tasting </li></ul><ul><li>Faces of Israel discussion/video </li></ul><ul><li>CPR training course </li></ul>
  23. 23. Israel Operations- Goals and Metrics Goals Progress in meeting goals Next steps Bills and Accounting <ul><li>Staff reimbursed properly for expenses </li></ul><ul><li>Material  Accountants </li></ul><ul><li>reports received on time </li></ul><ul><li>Bills paid </li></ul>Maintain smooth running of accounting Maintain comfortable environment for staff <ul><li>Staff lunches </li></ul><ul><li>Improvements of physical space </li></ul>- Staff fun day - More plants Evaluations on time <ul><li>Yaron’s 360 done </li></ul><ul><li>Simi sent out </li></ul>- Ariel, Aharon 360 Management of space and calendars <ul><li>Creation of main space calendar </li></ul><ul><li>Updated calendar of fellowship space usage </li></ul>- Continued updates by staff of use of space Interns - 3 interns who have expressed satisfaction I their jobs - Acquiring new intern from career Israel, WUJS, Real Life Israel, Yale etc.
  24. 24. Presen T ense Working Groups Fiscal Year 2011, First Quarter
  25. 25. Salesforce Working Group Completed Goals Future Steps <ul><li>Background architecture built </li></ul><ul><li>Basic staff training completed, including group training sessions, one-on-one sessions, open office hours </li></ul><ul><li>CEP data uploaded </li></ul><ul><li>Automatic Global Newsletter signup </li></ul><ul><li>FormAssembly set up (though problematic) </li></ul><ul><li>Further promote staff use, more training </li></ul><ul><li>Create project tracking for fellow ventures to track success </li></ul><ul><li>New tracking system for info related to cities/communities </li></ul><ul><li>Better form program </li></ul><ul><li>Integrate Quickbooks with Salesforce </li></ul><ul><li>Clarify data entry process </li></ul><ul><li>Automate a lot of the data entry </li></ul><ul><li>New program(s) for preventing duplicates </li></ul><ul><li>Monthly Salesforce update for Staff – what’s new, what’s coming up, tips for them to use it effectively </li></ul>
  26. 26. Internal Communications Working Group Goals Progress Next Steps 1. Clearer communication from Directors to the staff Director Update Calls Newsletter Update emails from Directors Continue and better our newsletter Encourage Directors to continue email updates 2. Smooth Transatlantic Communication Initiate global calls Initiate Newsletter that is workplan specific Better our newsletter so it is an easy tool to use 3. Cohesive sense of &quot;one-ness&quot;- PT staff is one staff in two locations Implemented the Newsletter Committee heads took on role of staff connecting Continue and improve 4. Easy to use information sharing resources Reorganized staff google site Implemented use and organized dropbox Salesforce! Publicizing to staff (today) Teaching staff how to use resources 5. A general understanding of organization direction Implemented through director updates   See Next step 1
  27. 27. Office Culture Working Group Goals Progress Next Steps Pleasant and productive staff culture - Discussion towards staff development both in committee and between staff members - Implement staff development day with input form staff Environment where all workers are and feel appreciated <ul><li>Implemented staff lunches </li></ul><ul><li>Increase in budget for staff lunch </li></ul><ul><li>Discussion towards fun day </li></ul><ul><li>Implement fun day </li></ul><ul><li>Discuss and create protocol regarding impact of staff recommendations from committees on operations of PT </li></ul>Decide on similarities between US and Israeli offices - Discusses issues of scheduling and timing expectations from both sides - Continue to clarify relations between the two offices and expectations of each.
  28. 28. Presen T ense Road Blocks Fiscal Year 2011, First Quarter
  29. 29. Community Road Blocks <ul><ul><li>Keeping so many steering committees active – how to make them self-organizing/ self-sustaining? </li></ul></ul><ul><ul><li>Opportunity: Creating connections between SC members in topic-based SCs and local CEP SCs. How to make this happen? </li></ul></ul><ul><ul><li>Opportunity: Making sure we target those in potential CEP cities and share information regarding those in those cities. </li></ul></ul><ul><ul><li>Translating energy of SCs into action in recruiting fellows, other synergies with fellowships. This is an area which has not been as successful as anticipated; need to re-assess how to create flow. </li></ul></ul><ul><ul><li>Developing leadership within the magazine </li></ul></ul><ul><ul><li>Have not been successful in organizing magazine-related events – lack of significant interest in in-person meetups (only 5 people came to in-person NYC brainstorm) </li></ul></ul><ul><ul><li>Building out FedHeads – there are opportunities to incorporate Federation professionals and potential speakers we’ve been in touch with; making sure everyone is included </li></ul></ul><ul><ul><li>Tracking information from SCs, magazine – including potentials who never actually engage. Making sure everything is in Salesforce as we grow. </li></ul></ul>
  30. 30. <ul><ul><li>We’re going to be swimming in data – need to keep improving and expanding data collection and processes - and that data needs to be clean and organized </li></ul></ul><ul><ul><li>How do we collect data from external CEPs ? What do need vs. what do we want vs. what can we get? </li></ul></ul><ul><ul><li>Websites for CEPs – how can we standardize them and their content? Can we or do we want them to be connected to the PT main site? </li></ul></ul><ul><ul><li>No devoted press and PR person – missing opportunities to spread the word </li></ul></ul><ul><ul><li>Translation needs (along with the related editing) will only grow </li></ul></ul>Online Community- Road Blocks
  31. 31. Venture Resources – Road Blocks <ul><ul><li>Current Weaknesses: </li></ul></ul><ul><ul><ul><li>Model and Schedule </li></ul></ul></ul><ul><ul><ul><li>Bad Communication with Partners, Fellows and Organization </li></ul></ul></ul><ul><ul><ul><li>Current Time allocations </li></ul></ul></ul><ul><ul><ul><li>Reach and Scope of Program </li></ul></ul></ul><ul><ul><li>Potential Threats: </li></ul></ul><ul><ul><ul><li>Anticipated Time allocation </li></ul></ul></ul><ul><ul><ul><li>Disinterest from Fellows and Partners </li></ul></ul></ul><ul><ul><ul><li>Changing Organizational Interests </li></ul></ul></ul>
  32. 32. <ul><ul><li>Lack of alignment between programs due to cultural factors (i.e. harder to get personal mentors in Philly, less time with coaches in Boston) </li></ul></ul><ul><ul><li>External responsibilities on coordinators reduce time available for program (i.e. Global Institute in Israel reduces time on Tel Aviv, LimmudPhilly reduces time on Tribe12Fellowship) </li></ul></ul><ul><ul><li>Sales responsibilities rise as deadline to close become urgent </li></ul></ul><ul><ul><li>Relationship management during people-to-people program elements (i.e. coach-fellow, mentor-fellow, etc) will require too much PT staff support </li></ul></ul>General CEP Challenges to Prepare For
  33. 33. Jerusalem Fellowship Road Blocks <ul><ul><li>Translation process </li></ul></ul><ul><ul><li>No Hebrew lecturer </li></ul></ul><ul><ul><li>Putting deadlines for fellowships building </li></ul></ul><ul><ul><li>Not enough hebrew speaking staff members </li></ul></ul><ul><ul><li>Building a cultural adapting for fellowships </li></ul></ul><ul><ul><li>Having mapped out all checkpoints for building a fellowship </li></ul></ul>
  34. 34. NYC CEP – Road Blocks <ul><ul><li>Current Weaknesses </li></ul></ul><ul><ul><ul><li>Disconnect between SC and Fellows </li></ul></ul></ul><ul><ul><ul><li>Lack of effective community communication, social media and marketing </li></ul></ul></ul><ul><ul><ul><li>Internal Communication with rest of PresenTense </li></ul></ul></ul><ul><ul><li>Potential Threats </li></ul></ul><ul><ul><ul><li>Disinterested Steering Committee and Community </li></ul></ul></ul><ul><ul><ul><li>The Fellows do not benefit from the experience </li></ul></ul></ul><ul><ul><ul><li>Lack of communication/training causes stakeholders to feel disconnected </li></ul></ul></ul>
  35. 35. N.A. Operations- Road Blocks <ul><ul><li>PTG not set up from a legal and accounting perspective in time frame that we should have </li></ul></ul><ul><ul><ul><li>Time consuming and takes away from working on what we should be doing </li></ul></ul></ul><ul><ul><ul><li>Examples: 990s for previous 2 years, Registering to solicit funds </li></ul></ul></ul><ul><ul><li>Do not quite have &quot;best practices&quot; in place for communicating needs- specifically in logistical needs </li></ul></ul><ul><ul><ul><li>Requires things to be done 3 and 4 times that could have been done once </li></ul></ul></ul><ul><ul><ul><li>Requires things to be communicated too late, and therefore do a &quot;last-minute&quot; job </li></ul></ul></ul><ul><ul><li>Do not always fully assess whether we have the resources (money, time, man-power) to take on new projects </li></ul></ul><ul><ul><li>We are missing the opportunity to do things well and make staff feel supported so they can focus on programs, because of all the above </li></ul></ul>
  36. 36. Israel and Hub Operations- Major Road-Blocks, Obstacles and Challenges to face <ul><ul><li>Internet! </li></ul></ul><ul><ul><li>Logistics for various summer programs </li></ul></ul><ul><ul><ul><li>Location of institute? </li></ul></ul></ul><ul><ul><ul><li>Lack of space for coworkers vs. income </li></ul></ul></ul><ul><ul><li>Continuing to successfully integrate new technologies and program without to much headache </li></ul></ul><ul><ul><li>Maintenance of positive relations between the coworkers </li></ul></ul><ul><ul><li>Coordinating space rental with needs of the staff and fellowships </li></ul></ul>