The document summarizes the agenda and materials for an extra June board meeting of JumpStart. Key discussion items include:
- An introduction to a strategy conversation by the committee chair
- A presentation by the COO on JumpStart's history and past activities
- A 3 hour discussion by the CEO and COO on JumpStart's future direction, vision, mission, products, investments, lending activities, organizational focus, metrics, and risks
The meeting aims to engage the board in high-level discussions on JumpStart's strategic evolution over the next 3 years to expand its mission, services, and impact nationally while continuing its work in Northeast Ohio.
AHC is a market-leading pension communications consultancy established in 1996. They are passionate about using strategic and innovative approaches to deliver easily understandable communications to help people take control of their financial futures through pension planning. They achieve this through focus groups, research-based strategies, and measuring campaign outcomes such as increasing pension plan participation rates. AHC works with major corporate clients internationally to design multi-channel communications solutions that motivate behavior change.
The first Strategic Plan and Work Plan for the Illinois Park and Recreation Association (IPRA) covered the two-year period of 2006 and 2007 and will continue to be the basic working document to direct the association for the future.
The Strategic Plan is a continuous working document that provides a clear direction for the work of the association as a unified, future developing organization. Its direction is also to support the Board of Directors in a positive decision making process regarding organizational direction, budget and program priorities.
Its core direction follows the mission and values of the association with working towards enhancing and improving programs and services for the members. Staff reviewed the 2006/2007 Strategic Plan and has redirected items from the current plan that were not accomplished or were semi-accomplished to the 2007/2008 Strategic Plan.
The 2007/2008 Strategic Plan is not a “work plan” but an open document that may change with the direction of the association. Outcomes are accomplished through the IPRA Staff Work Plan which may incorporate Governance or Board Policy outcomes to assist the Board of Directors. The Staff Work Plan is a creative, project management oriented document that allows significant research and testing before the outcome is specified as completed. The allowance of creativity and project management within the Work Plan is significant as it allows for “trial and error” before a positive outcome is accomplished thus completing the outcome to the satisfaction of the Board of Directors.
This document outlines a strategic planning train-the-trainer program partnership between the Ontario Business Area Improvement Association and the Ontario Ministry of Agriculture, Food and Rural Affairs. The program will train volunteer core teams from Business Improvement Areas to lead strategic planning processes in their organizations. Over several training sessions, the core teams will learn facilitation skills and guide their strategic planning committees through stages of developing a strategic plan. The program aims to build capacity for long-term strategic planning and collaboration.
The document discusses strategy and measurement approaches at the Bill & Melinda Gates Foundation. It provides an overview of the foundation's goals to develop strategies with clear causal pathways and measurable indicators to assess progress. It emphasizes using measurement to inform decisions and taking an "actionable" approach tailored to different purposes rather than trying to measure everything. The foundation aims to create feedback loops through continuous strategy development, measurement, learning, and adjustment.
This document provides an overview of planning best practices for parks and recreation agencies. It discusses the benefits of planning, different types of planning tools (such as master plans, needs assessments, and strategic plans), and highlights key aspects of conducting a comprehensive master planning process. This includes gathering community input, conducting an inventory and needs assessment, analyzing funding, developing recommendations and an implementation plan, and identifying who will be responsible for carrying out the plan. The overall purpose is to help agencies better serve their communities and justify funding requests through strategic long-term planning.
Shaping your portfolio to realise Organisational Strategy (design and prioritisation through to implementation and success)
APM Portfolio Management SIG conference Introduction
Thursday 12th May 2016
The document summarizes lessons learned from providing technical assistance to organizations through the New Partners Initiative program. It discusses approaches to capacity building, including conducting participatory assessments, providing group and tailored training, and encouraging south-to-south collaboration. Key challenges included high staff turnover, weak leadership, and adapting to changing funding landscapes. Overall, grantees demonstrated improvements in domains like monitoring and evaluation, financial management, and strategic planning. The document also describes resources and tools available through the NPI technical assistance program.
AHC is a market-leading pension communications consultancy established in 1996. They are passionate about using strategic and innovative approaches to deliver easily understandable communications to help people take control of their financial futures through pension planning. They achieve this through focus groups, research-based strategies, and measuring campaign outcomes such as increasing pension plan participation rates. AHC works with major corporate clients internationally to design multi-channel communications solutions that motivate behavior change.
The first Strategic Plan and Work Plan for the Illinois Park and Recreation Association (IPRA) covered the two-year period of 2006 and 2007 and will continue to be the basic working document to direct the association for the future.
The Strategic Plan is a continuous working document that provides a clear direction for the work of the association as a unified, future developing organization. Its direction is also to support the Board of Directors in a positive decision making process regarding organizational direction, budget and program priorities.
Its core direction follows the mission and values of the association with working towards enhancing and improving programs and services for the members. Staff reviewed the 2006/2007 Strategic Plan and has redirected items from the current plan that were not accomplished or were semi-accomplished to the 2007/2008 Strategic Plan.
The 2007/2008 Strategic Plan is not a “work plan” but an open document that may change with the direction of the association. Outcomes are accomplished through the IPRA Staff Work Plan which may incorporate Governance or Board Policy outcomes to assist the Board of Directors. The Staff Work Plan is a creative, project management oriented document that allows significant research and testing before the outcome is specified as completed. The allowance of creativity and project management within the Work Plan is significant as it allows for “trial and error” before a positive outcome is accomplished thus completing the outcome to the satisfaction of the Board of Directors.
This document outlines a strategic planning train-the-trainer program partnership between the Ontario Business Area Improvement Association and the Ontario Ministry of Agriculture, Food and Rural Affairs. The program will train volunteer core teams from Business Improvement Areas to lead strategic planning processes in their organizations. Over several training sessions, the core teams will learn facilitation skills and guide their strategic planning committees through stages of developing a strategic plan. The program aims to build capacity for long-term strategic planning and collaboration.
The document discusses strategy and measurement approaches at the Bill & Melinda Gates Foundation. It provides an overview of the foundation's goals to develop strategies with clear causal pathways and measurable indicators to assess progress. It emphasizes using measurement to inform decisions and taking an "actionable" approach tailored to different purposes rather than trying to measure everything. The foundation aims to create feedback loops through continuous strategy development, measurement, learning, and adjustment.
This document provides an overview of planning best practices for parks and recreation agencies. It discusses the benefits of planning, different types of planning tools (such as master plans, needs assessments, and strategic plans), and highlights key aspects of conducting a comprehensive master planning process. This includes gathering community input, conducting an inventory and needs assessment, analyzing funding, developing recommendations and an implementation plan, and identifying who will be responsible for carrying out the plan. The overall purpose is to help agencies better serve their communities and justify funding requests through strategic long-term planning.
Shaping your portfolio to realise Organisational Strategy (design and prioritisation through to implementation and success)
APM Portfolio Management SIG conference Introduction
Thursday 12th May 2016
The document summarizes lessons learned from providing technical assistance to organizations through the New Partners Initiative program. It discusses approaches to capacity building, including conducting participatory assessments, providing group and tailored training, and encouraging south-to-south collaboration. Key challenges included high staff turnover, weak leadership, and adapting to changing funding landscapes. Overall, grantees demonstrated improvements in domains like monitoring and evaluation, financial management, and strategic planning. The document also describes resources and tools available through the NPI technical assistance program.
The power of being understood
presented by Mike Ward
RSM and Sellafield
Shaping your portfolio to realise Organisational Strategy (design and prioritisation through to implementation and success)
APM Portfolio SIG conference
Thursday 12th May 2016
Change Management Initiatives That Ensure Smooth Program Transition and Deliv...Chazey Partners
Developing and managing clear-cut, yet flexible change management program initiatives is essential to your Shared Services center’s short and long-term success.
By establishing strategic partnerships that encourage optimal communication and understanding between your faculty, departments, and stakeholders, change management can be effectively managed. By attending this session, you will learn how to:
Develop and maintain a flexible approach toward your change management programs – so to ensure continual improvement
Create the proper messaging, based upon your audience type and how to ensure message consistency
Develop and implement change management programs that will engage and excite your very diverse workforce
Incorporate a positive work environment that enhances work productivity and efficiency
This document provides an overview of a county-wide economic development strategic planning process. It outlines the agenda for the first session, which includes introductions, an overview of the project and strategic planning framework, and exercises to develop a vision statement and conduct an environmental scan. Participants will break into groups to draft vision statements based on keywords and themes. They will also perform a SWOT analysis to identify strengths, weaknesses, opportunities, and threats. The next committee meetings are scheduled to continue the strategic planning process.
After going through diversity training with the management team, Table XI reviewed objectives and ideas with our internal DEI team to create a roadmap of actions we could implement internally to promote and support diversity.
The document summarizes a report from a strategic planning project for the Kentucky Press Association (KPA). It provides an overview of the research conducted, including surveys of KPA members and other press associations. It identifies strengths, weaknesses, opportunities and threats. Key recommendations include reorganizing KPA to operate more like a business, implementing training and resources to help members transition to digital media, and developing new revenue streams and ways of collaborating. The strategic plan would be carried out over three years and require annual evaluation.
The Pastoral Leadership Institute's 2007-2011 strategic plan focused on increasing support for pastors through expanded leadership training programs. Major initiatives included enhancing coaching programs in areas like nurturing, finances, health, and marriage. The plan also aimed to double student class sizes, develop new funding models, implement technology improvements, and expand international partner church programs. The core of the PLI program would be supplemented by additional modules like networks for current and graduating students, international programs, and executive training.
This document provides an overview of funding trends and strategies for NGOs in 2022. It discusses major donors like the US, EU, Germany, and others. Key points include:
- Major donors are focusing on health, gender equality, education, climate change, and democracy/human rights.
- Localization of funding is increasing, with shorter bidding windows of 28 days on average.
- Partnerships with foundations, corporations, banks, and investment funds are growing sources of funding.
- The document provides advice on developing a funding strategy including donor mapping, defining an ideal funding portfolio, and having a funding roadmap and metrics to track progress.
Measuring Performance: Linking Money To Mission4Good.org
In the mission-oriented nonprofit world, it can sometimes be difficult to get your team to focus on the relationship between money coming in and the organization’s ability to effectively deliver programs and services to its constituents. While top-line measures are exciting they can also be distracting and counterproductive if they are not properly accounted for and effectively presented. Peeling back the covers on your finance organization can help your team, executive director, staff and board members truly understand your financial situation and see how finances directly impact programs. Financial operations reviews deliver insight. Reviews help organizations move beyond budgets and expenses into staffing, policies and processes. You will learn…
• The 5 “must ask” questions
• The 3 reports you should study
• The secrets of financial management
• How to determine financial viability of new programs and link money with mission
This document outlines the process for developing a cluster strategy and action plan. It discusses key steps like forming a leadership team, conducting analysis, developing networks, and organizing initiatives. It emphasizes involving stakeholders through workshops and interviews to understand expectations, conduct SWOT analyses, and define strategic objectives and action fields. Methods are presented for prioritizing actions based on impact, effort, and number of beneficiaries. The document provides templates for planning actions, assigning responsibilities and resources, and calculating staff and funding needs to implement the cluster strategy.
The 4A's focused on several key initiatives in 2013 including developing guidance on new business practices, client compensation negotiations, and agency operations management. They also successfully advocated on issues like proposed advertising sales taxes and advertising deductibility. Events included Transformation, CreateTech, and the inaugural Data Summit. Research services provided customized analysis and industry trend reports. Diversity programs like MAIP and the High School for Innovation Advertising and Media continued. Benefits programs offered alternatives for health insurance and retirement plans.
This document provides an overview of strategic planning for schools and organizations. It discusses defining a mission, vision and values through environmental scans and SWOT analyses. The strategic planning process involves setting goals and objectives that are specific, measurable, achievable, relevant and time-bound. Implementation plans outline tasks, timelines and funding. Communication and evaluation ensure plans are monitored for continuous improvement. A variety of tools like appreciative inquiry, public consultation and surveys can aid the strategic planning process.
This document discusses developing a strategic plan for CASP (Community Aid and Sponsorship Program), a nonprofit organization in India. It provides background on CASP's vision, mission, identity and activities. The author conducted a PESTEL analysis and SWOT analysis of CASP to evaluate its external environment and current performance. Based on these analyses, the author recommends that CASP revisit its mission, vision and strategy, increase internal and external communication, improve use of social media, standardize operating procedures, build advocacy, develop project expertise, and create quarterly reports. The analyses and recommendations aim to help CASP strengthen its strategic planning.
Why shared services for the higher education, but why not?Chazey Partners
Dr Andrew Rothwell and Ian Herbert of Loughborough University's Centre for Global Sourcing and Services question Chazey’s David O'Sullivan on the transformation that institutes of Higher Education are undergoing in the UK.
A detailed impact assessment methodology developed by Next Generation Consultants for determining impact and return on investment for the grantmaking and social development sectors.
The document provides an overview of economic analysis tools and support available from Economic Development Services to support local economic development planning. It discusses tools such as First Impressions Community Exchange, Business Retention and Expansion, Downtown Revitalization Services, and Community Economic Analysis. The tools are designed to help communities develop strategies through consultation, research, and analysis of the local economy. Communities can access the tools and support through Regional Offices.
Designing the portfolio
presented by Dan Jones
Nationwide Building Society
Shaping your portfolio to realise Organisational Strategy (design and prioritisation through to implementation and success)
APM Portfolio SIG conference
Thursday 12th May 2016
What Can be Done on 9/11 Day? Unlocking the Potential of Pro Bono "Done-in-a-...Yvonne Turner
As we approach the anniversary of September 11, how will you observe the 9/11 National Day of Service? More than 35 million people observed this day last year by helping others, and this year we can inspire even more good by leveraging the full power of pro bono. On July 31, A Billion + Change and our partner at the 9/11 Day of Service held a webinar to share high-impact ways you can engage your employees and give back to nonprofits through pro bono "Done-in-a-Day" marathon sessions.
The document describes Ofgem's efforts to develop a portfolio management function. It outlines Ofgem's organizational structure and divisions. It then discusses the key steps taken over 9 months to build the foundations of a portfolio management approach. This included gaining senior management sponsorship, building a skilled project management team, and establishing processes for collecting financial and project information. The presentation shows the timeline of activities and milestones reached from setting up the team to providing early portfolio reporting. It provides examples of the early results in categorizing budget information and outlining projects in the Forward Work Programme. Finally, it discusses lessons learned around taking a gradual approach to implementing portfolio management.
This document summarizes the journey of portfolio management in the UK's Office for National Statistics (ONS) over the past several years. It describes how the portfolio management team has grown from a small, upward-facing team overseeing an ad hoc portfolio to a larger, centralized Project Delivery Profession overseeing strategic portfolio. Key developments included an Atkins review identifying needs, implementing recommendations to improve planning and governance, and consolidating functions in response to pressures like the national census. The presentation outlines goals and challenges in further maturing portfolio management practices to make more informed strategic decisions.
The document provides twenty ideas for becoming a more effective collector, including managing deductions more efficiently, developing policies for handling distressed debtors, relying more on subordinates, developing written collection policies, and measuring the right metrics like DSO and DDSO. It also suggests avoiding common mistakes, prioritizing accounts, eliminating payment delays, using lockboxes, collection automation software, and various collection tools and techniques.
The power of being understood
presented by Mike Ward
RSM and Sellafield
Shaping your portfolio to realise Organisational Strategy (design and prioritisation through to implementation and success)
APM Portfolio SIG conference
Thursday 12th May 2016
Change Management Initiatives That Ensure Smooth Program Transition and Deliv...Chazey Partners
Developing and managing clear-cut, yet flexible change management program initiatives is essential to your Shared Services center’s short and long-term success.
By establishing strategic partnerships that encourage optimal communication and understanding between your faculty, departments, and stakeholders, change management can be effectively managed. By attending this session, you will learn how to:
Develop and maintain a flexible approach toward your change management programs – so to ensure continual improvement
Create the proper messaging, based upon your audience type and how to ensure message consistency
Develop and implement change management programs that will engage and excite your very diverse workforce
Incorporate a positive work environment that enhances work productivity and efficiency
This document provides an overview of a county-wide economic development strategic planning process. It outlines the agenda for the first session, which includes introductions, an overview of the project and strategic planning framework, and exercises to develop a vision statement and conduct an environmental scan. Participants will break into groups to draft vision statements based on keywords and themes. They will also perform a SWOT analysis to identify strengths, weaknesses, opportunities, and threats. The next committee meetings are scheduled to continue the strategic planning process.
After going through diversity training with the management team, Table XI reviewed objectives and ideas with our internal DEI team to create a roadmap of actions we could implement internally to promote and support diversity.
The document summarizes a report from a strategic planning project for the Kentucky Press Association (KPA). It provides an overview of the research conducted, including surveys of KPA members and other press associations. It identifies strengths, weaknesses, opportunities and threats. Key recommendations include reorganizing KPA to operate more like a business, implementing training and resources to help members transition to digital media, and developing new revenue streams and ways of collaborating. The strategic plan would be carried out over three years and require annual evaluation.
The Pastoral Leadership Institute's 2007-2011 strategic plan focused on increasing support for pastors through expanded leadership training programs. Major initiatives included enhancing coaching programs in areas like nurturing, finances, health, and marriage. The plan also aimed to double student class sizes, develop new funding models, implement technology improvements, and expand international partner church programs. The core of the PLI program would be supplemented by additional modules like networks for current and graduating students, international programs, and executive training.
This document provides an overview of funding trends and strategies for NGOs in 2022. It discusses major donors like the US, EU, Germany, and others. Key points include:
- Major donors are focusing on health, gender equality, education, climate change, and democracy/human rights.
- Localization of funding is increasing, with shorter bidding windows of 28 days on average.
- Partnerships with foundations, corporations, banks, and investment funds are growing sources of funding.
- The document provides advice on developing a funding strategy including donor mapping, defining an ideal funding portfolio, and having a funding roadmap and metrics to track progress.
Measuring Performance: Linking Money To Mission4Good.org
In the mission-oriented nonprofit world, it can sometimes be difficult to get your team to focus on the relationship between money coming in and the organization’s ability to effectively deliver programs and services to its constituents. While top-line measures are exciting they can also be distracting and counterproductive if they are not properly accounted for and effectively presented. Peeling back the covers on your finance organization can help your team, executive director, staff and board members truly understand your financial situation and see how finances directly impact programs. Financial operations reviews deliver insight. Reviews help organizations move beyond budgets and expenses into staffing, policies and processes. You will learn…
• The 5 “must ask” questions
• The 3 reports you should study
• The secrets of financial management
• How to determine financial viability of new programs and link money with mission
This document outlines the process for developing a cluster strategy and action plan. It discusses key steps like forming a leadership team, conducting analysis, developing networks, and organizing initiatives. It emphasizes involving stakeholders through workshops and interviews to understand expectations, conduct SWOT analyses, and define strategic objectives and action fields. Methods are presented for prioritizing actions based on impact, effort, and number of beneficiaries. The document provides templates for planning actions, assigning responsibilities and resources, and calculating staff and funding needs to implement the cluster strategy.
The 4A's focused on several key initiatives in 2013 including developing guidance on new business practices, client compensation negotiations, and agency operations management. They also successfully advocated on issues like proposed advertising sales taxes and advertising deductibility. Events included Transformation, CreateTech, and the inaugural Data Summit. Research services provided customized analysis and industry trend reports. Diversity programs like MAIP and the High School for Innovation Advertising and Media continued. Benefits programs offered alternatives for health insurance and retirement plans.
This document provides an overview of strategic planning for schools and organizations. It discusses defining a mission, vision and values through environmental scans and SWOT analyses. The strategic planning process involves setting goals and objectives that are specific, measurable, achievable, relevant and time-bound. Implementation plans outline tasks, timelines and funding. Communication and evaluation ensure plans are monitored for continuous improvement. A variety of tools like appreciative inquiry, public consultation and surveys can aid the strategic planning process.
This document discusses developing a strategic plan for CASP (Community Aid and Sponsorship Program), a nonprofit organization in India. It provides background on CASP's vision, mission, identity and activities. The author conducted a PESTEL analysis and SWOT analysis of CASP to evaluate its external environment and current performance. Based on these analyses, the author recommends that CASP revisit its mission, vision and strategy, increase internal and external communication, improve use of social media, standardize operating procedures, build advocacy, develop project expertise, and create quarterly reports. The analyses and recommendations aim to help CASP strengthen its strategic planning.
Why shared services for the higher education, but why not?Chazey Partners
Dr Andrew Rothwell and Ian Herbert of Loughborough University's Centre for Global Sourcing and Services question Chazey’s David O'Sullivan on the transformation that institutes of Higher Education are undergoing in the UK.
A detailed impact assessment methodology developed by Next Generation Consultants for determining impact and return on investment for the grantmaking and social development sectors.
The document provides an overview of economic analysis tools and support available from Economic Development Services to support local economic development planning. It discusses tools such as First Impressions Community Exchange, Business Retention and Expansion, Downtown Revitalization Services, and Community Economic Analysis. The tools are designed to help communities develop strategies through consultation, research, and analysis of the local economy. Communities can access the tools and support through Regional Offices.
Designing the portfolio
presented by Dan Jones
Nationwide Building Society
Shaping your portfolio to realise Organisational Strategy (design and prioritisation through to implementation and success)
APM Portfolio SIG conference
Thursday 12th May 2016
What Can be Done on 9/11 Day? Unlocking the Potential of Pro Bono "Done-in-a-...Yvonne Turner
As we approach the anniversary of September 11, how will you observe the 9/11 National Day of Service? More than 35 million people observed this day last year by helping others, and this year we can inspire even more good by leveraging the full power of pro bono. On July 31, A Billion + Change and our partner at the 9/11 Day of Service held a webinar to share high-impact ways you can engage your employees and give back to nonprofits through pro bono "Done-in-a-Day" marathon sessions.
The document describes Ofgem's efforts to develop a portfolio management function. It outlines Ofgem's organizational structure and divisions. It then discusses the key steps taken over 9 months to build the foundations of a portfolio management approach. This included gaining senior management sponsorship, building a skilled project management team, and establishing processes for collecting financial and project information. The presentation shows the timeline of activities and milestones reached from setting up the team to providing early portfolio reporting. It provides examples of the early results in categorizing budget information and outlining projects in the Forward Work Programme. Finally, it discusses lessons learned around taking a gradual approach to implementing portfolio management.
This document summarizes the journey of portfolio management in the UK's Office for National Statistics (ONS) over the past several years. It describes how the portfolio management team has grown from a small, upward-facing team overseeing an ad hoc portfolio to a larger, centralized Project Delivery Profession overseeing strategic portfolio. Key developments included an Atkins review identifying needs, implementing recommendations to improve planning and governance, and consolidating functions in response to pressures like the national census. The presentation outlines goals and challenges in further maturing portfolio management practices to make more informed strategic decisions.
The document provides twenty ideas for becoming a more effective collector, including managing deductions more efficiently, developing policies for handling distressed debtors, relying more on subordinates, developing written collection policies, and measuring the right metrics like DSO and DDSO. It also suggests avoiding common mistakes, prioritizing accounts, eliminating payment delays, using lockboxes, collection automation software, and various collection tools and techniques.
The Journal of The Earth Science and Climate Change is peer reviewed academic journal that cater to the needs of Earth Scientists, farmers, extensive agents, researchers and students. This Open access journal publishes high quality articles following rigorous and standard review procedure
Erich Fromm fue un psicoanalista alemán que desarrolló una teoría de la personalidad que enfatizaba las necesidades humanas básicas de relación, trascendencia y arraigo, y cómo las orientaciones del carácter se forman a través de las relaciones tempranas con los cuidadores. Fromm argumentó que las personas pueden desarrollar orientaciones productivas o destructivas del carácter y que las sociedades moldean la personalidad al facilitar o frustrar las necesidades humanas.
The document discusses offshore wind turbine foundations and monopile connections. It notes that early monopile foundations used grout connections which often failed due to a lack of shear keys. This led to cracking, slipping, and lower than expected strength of the connections. Newer foundation designs incorporate shear keys and other improvements to address these issues and improve durability of the grout connections between monopiles and transition pieces.
Version 2.0.
This is an attempt by some colleagues and I to organize the recent explosion of Javascript based technologies and frameworks into a coherent toolkit to be used by a web application developer.
After some time discussing and studying some of the technologies we'd like to include in this toolkit, we realized that more important that the tool itself, is the motivation that is behind that tool
The CarboZALF-D manipulation experiment – experimental design and SOC patternsAgriculture Journal IJOEAR
This document describes the design and preliminary results of the CarboZALF-D manipulation experiment, which aims to study carbon dynamics and balances under simulated soil erosion conditions. The experiment involves removing topsoil from a moderately eroded plot and adding it to a depositional plot, while replacing the removed topsoil with clay-enriched subsoil material. Soil properties were measured before and after the manipulation to assess changes in bulk density, soil organic carbon content, and carbon stocks. Preliminary results show the manipulation was largely successful in establishing the targeted soil conditions.
¿POR QUE NOS DESVIAMOS DEL CAMINO Y COMO VOLVEMOS A EL.?JORGE ALVITES
La historia de Abraham nos enseña que no siempre el hombre que cree en Dios lo demuestra. Muchas veces tomamos caminos equivocados por la impaciencia, porque trazamos planes propios sin considerar a Dios, y seguimos instintos carnales, pero también nos enseña como volver a El.
History of the Princeton University Rugby Football ClubBenjamin Spacapan
Currently studying for both an MBA and a JD at Harvard University, Benjamin Spacapan graduated cum laude from Princeton University with a major in history, a concentration in Near Eastern history, and a minor in contemporary European politics and society. While an undergraduate student, Benjamin Spacapan was a member of the Princeton University Rugby Football Club.
The Body Shop strives to develop great products that are both effective and ethical by listening to customers, understanding trends, and ensuring products incorporate natural and fairly-sourced ingredients from the start of development. They reject ingredients and materials if they were tested on animals or have ethical concerns. The compliance team rigorously checks every ingredient to maintain high standards against animal testing and addresses chemicals of concern by finding alternatives. The goal is to make customers feel good about purchasing products from a brand with strong values.
Eduqas New GCSE Film Studies: An approach to Component 2, Global Film. Ian Moreno-Melgar
A PowerPoint presentation I've presented at various Eduqas (WJEC) CPD sessions in January/February 2017 that looks at possible approaches to Component 2 of the new Film Studies GCSE. This presentation focuses on the use of Let the Right One in, Attack the Block and District 9 as well as how to incorporate elements of Film Language and context. There are several resources included here, many of which can be found on the WJEC/Eduqas Facebook group. Please get in touch if I can help in any way.
Curación de contenidos: qué es y herramientas prácticas para su usoeconred
Este documento habla sobre la curación de contenidos. Explica que la curación de contenidos implica buscar, filtrar, organizar y compartir el mejor contenido sobre un tema específico. Describe las herramientas que pueden usarse en las diferentes fases del proceso de curación, como Feedly, Google Alerts y Evernote para la búsqueda y selección de contenido, y Canva, Scoop.it y Pinterest para organizar y caracterizar el contenido. El objetivo final es agregar valor a la comunidad mediante la difusión de contenido relevante y de
Vaccine safety requires careful monitoring both before and after vaccines are approved. Pre-approval clinical trials evaluate efficacy and safety but are too small to detect rare issues. The Vaccine Adverse Event Reporting System (VAERS) monitors safety after approval by collecting reports from healthcare providers and the public. While VAERS detects potential problems, it cannot determine if a vaccine caused a specific adverse event. Additional studies are needed to evaluate potential safety issues found through VAERS. Ongoing research is also important to improve understanding of vaccine safety and adverse events.
This document discusses and compares the Judeo-Christian morality and Middle Eastern morality in the context of factory farming and animal cruelty. It summarizes Aristotle's concept of the golden mean, which argues that virtue lies between two extremes - excess and deficiency. The document presents the Judeo-Christian view that animals were created to serve humans as the deficient extreme, while the Middle Eastern view of respecting all life as the extreme of excess. It concludes that the Middle Eastern morality better represents the golden mean and is more aligned with reducing animal cruelty in factory farming practices.
The document provides an overview of OPD-Theory, a system for human capital development in organizations. It asserts that individuals construct their understanding of the world through the ideas and perspectives they adopt. OPD-Theory aims to make people aware of the ideas they use to succeed at work and introduce a scientifically-grounded system for choosing high-performing ideas. It argues this approach can improve organizational performance by ensuring all roles clearly enable strategic success through effective game plans. The theory is applied through executive workshops, small business consulting, and medium/large business development to raise awareness of ideas and develop more effective management approaches.
Valto Loikkanen has over 20 years experience as a serial entrepreneur and portfolio entrepreneur, with 10 current companies. He has 17 years experience developing digital tools to support businesses and 8 years experience developing equity crowdfunding and digital investment markets globally. He has also spent 8 years developing startup ecosystems combined with online support tools, platforms, and metrics. As a mentor and support provider, he has conducted over 2000 mentoring sessions and workshops for over 1000 entrepreneurs and hundreds of startups. He has spent 10 years developing startup support services with an entrepreneurial mindset. For 6 years he has developed "living lab" startup ecosystems and has 4 years experience advising the European Commission on access to risk finance, excellence, and international
The Digital Side Of Startup Ecosystem Development GEC 2018 istanbulGrow VC Group
The digital economy requires economic development and digital development to be understood and be operated closely together for ecosystem orchestration.
In this session, we explore how to unbundle and connect application silos, to build connectivity between applications to make valuable data to flow within and between ecosystems. What practical steps are required and who should be involved?
We explore learning from other industries to help imagine use and concepts of digital in ecosystem development and orchestration context and share our own key learnings of digital from several ecosystems around the world.
Designed for EDD executive directors—seasoned, new, or those on course to assume a leadership role—this interactive
session will focus on three key factors for assuring a strong EDD: an active and engaged board, a strong and committed
team of professionals, and a state association that advocates for EDDs at the state level and provides resources to EDDs
directly.
• Steve Etcher, Manager, MarksNelson, Kansas City, MO
How to Excite Your Executives About Online Community!Leader Networks
This session is designed to surface opportunities to excite leadership about the value your online community is delivering and offer insights into ways to spotlight the potential returns and benefits. Following this approach you will be able to answer the burning questions every executive asks and community leader faces:
How does the community align with the organizational strategy?
What is the business case?
How do we know we are making the right decisions (do we have the priorities)?
How are we measuring success?
What speaks to executives at various stages of a community's lifecycle?
How To Conduct A Business Incubator Feasibility StudySandra Cochrane
The document summarizes the key steps and considerations for conducting a feasibility study for a business incubator program. It outlines 4 tracks for the study: fact finding and orientation; preparing a preliminary plan; determining facilities and services; and planning finances and implementation. Some key factors for success discussed include community support, professional management, leveraging resources, and measuring impact. Reasons for failure include unrealistic expectations, poor manager selection, and overreliance on demographic data alone.
Webinar: The Balanced Scorecard What Does It Mean And How To Implement ItAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/4RQF-oUMgcw or watch the video at end of the slide
This webinar is designed as a practical guide to using the Balanced Scorecard.
The Balanced Scorecard is a system used extensively in business and industry, government, and non-profit organisations worldwide to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisation
performance against strategic goals.
The Balanced Scorecard was originated by Drs Robert Kaplan (Harvard Business School) and David Norton as a framework to help managers consider both financial and non-financial aspects of their business and design performance metrics around them.
While the phrase Balanced Scorecard was coined in the early 1990s, the roots of this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950s and the work of French process engineers (who created the Tableau
de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.
About the Presenter:
Ian has over 30 years of business experience ranging from senior management positions, in such companies as Ericsson to founding and selling his own companies. Ian designs and delivers training programmes globally with particular attention to the GCC nations. He works in many
fields including both accredited and non-accredited courses.
Ian divides his time equally between the Middle East and the UK. In the UK, Ian is a lead professor at London Met University and the University of West London specialising in working with students to gain their membership to the Chartered Institute of Procurement and Supply.
EDOs have been measuring their performance for years, but with differing viewpoints, metrics have gotten muddy and misunderstood. In 2011, Atlas put together its first survey of EDO outcomes to assist EDOs in planning their marketing, business attraction, and business retention programs.
This document outlines an approach to monitoring, evaluation, and learning (MEL) for influencing campaigns and advocacy work. It discusses how influencing work is different from traditional campaigns in terms of its aim to shift power dynamics and need for rapid response. A six-step approach to influencing MEL is presented, including setting strategy, developing a theory of change, measuring success, collecting and analyzing data, conducting external evaluations, and communicating learning. Examples of a theory of change diagram and measures of success are provided. The goal of the MEL process is to understand what strategies are effective, build stronger teams and partnerships, and maximize impact.
Monterey Bay Economic Partnership Regional Website Launch Atlas Integrated
The Monterey Bay Economic Partnership website was launched to promote the Monterey Bay Region as a top tier location for economic development and investment, in order to create new business opportunities and a dynamic job base. The partnership consists of public, private and civic entities located throughout the counties of Monterey, San Benito and Santa Cruz, united in the vision to increase prosperity and enhance the quality of life for all citizens.
This document outlines Rainmaker Solutions' approach to developing nonprofit business plans and fundraising campaigns. It discusses the differences between strategic and business planning and provides an overview of Rainmaker's five-step process to create a rigorous business plan and fundraising strategy through market research, financial modeling, and developing governance and marketing structures. The document also outlines Rainmaker's deliverables and benefits to clients, as well as proposed pricing and payment terms for their services.
This document outlines an approach to monitoring, evaluation, and learning (MEL) for influencing campaigns and advocacy work. It discusses the importance of MEL for improving strategy and impact. A 6-step approach is presented, beginning with developing a theory of change and measures of success, collecting and analyzing data, and using learning to communicate successes and inform decisions. Examples of MEL plans and frameworks are provided.
UNDP Presentation: How to Develop a Successful KM StrategyJohannes Schunter
This is a generic presentation outlining rationale, success factors and 9 practical steps for developing a corporate knowledge management strategy, based on the example of the United Nations Development Programme.
Webinar SlideDeck.Roadmap to Nonprofit Strategic Planning.pdfBloomerang
This document provides a roadmap for creating a successful nonprofit strategic plan in 5 steps:
1. Set your mindset and schedule time for strategic planning.
2. Conduct an internal and external SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis.
3. Review your mission, vision, and values statements to ensure they are still relevant.
4. Conduct resource mapping to assess your current financial, physical/digital, and people resources.
5. Define goals and strategies for the upcoming year, including key metrics to track success.
The document emphasizes the importance of strategic planning to provide direction, benchmarks, and a funding roadmap for nonprof
My slides for a course on Strategic Doing for the Economic Development Institute. I teach the fundamentals of strategic doing in an advanced strategy lab.
DHG Financial Services Strategic Planning and Cybersecurity PresentationJenny Cavnar
This document discusses strategies for planning and executing an effective strategic growth plan for an institution. It begins by outlining the topics that will be covered, including why strategic planning is important, an effective strategic planning process, and minimizing execution risk. It then discusses analyzing internal capabilities and external opportunities, developing strategic options, agreeing on a strategy and communicating it. The document emphasizes linking strategy to operating and capital budgets, monitoring performance, and involving stakeholders. It provides examples of strategic planning best practices from a successful community bank. Finally, it discusses minimizing execution risk through disciplines like accountability, flexibility, and strong execution. The overall message is that a well-thought out strategic planning process is essential for dealing with external pressures and achieving long-term value.
Accelerator - Philanthropitch 2014: Q&A Session for ApplicantsGreenlights
The document summarizes an application and selection process for a nonprofit accelerator program run by Greenlights and BuildASign.com. It provides details on:
1) An introduction to the organizations and an upcoming event called Philanthropitch where nonprofits can pitch for $100,000 in prizes and a chance to participate in the accelerator.
2) An overview of the 4-month accelerator program which will provide coaching, networking, and consulting to help nonprofits develop growth plans and solicit capital.
3) Eligibility criteria for the accelerator and the selection process, including pitching at Philanthropitch for a chance to be selected for the program.
Arch Grants was founded in 2011 to foster entrepreneurship in St. Louis. Through its startup competition and support programs, it aims to attract and retain entrepreneurs, support company growth, and create a vibrant innovation culture. Recent initiatives included diversifying applicant pools and judges, integrating recipients into civic life, providing follow-on funding opportunities, and facilitating connections between startups and potential customers, investors, and talent. Data shows increased diversity in applicants and funded companies over time. The organization works with partners to enhance its programs and support the regional entrepreneurial ecosystem.
This document outlines a proposed organizational structure and model for "The New America", which aims to advance understanding and recognition of diversity through partnerships and leadership. It includes descriptions of various director roles overseeing programs, training, communications, membership, finance, and information management. The goal is to establish this as a non-profit institute by 2015, starting with annual diversity award programs. Key considerations are finalizing strategic plans, timelines, securing initial funding, and refining the value proposition and mission/vision.
This document outlines the steps for conducting a feasibility study for a business incubator. It discusses what a business incubator is and is not, and reviews incubation industry trends. The feasibility study process involves four tracks: fact finding and orientation, preliminary planning, facilities and services, and funding and implementation. Successful factors for incubators include community integration and support, effective management, and emphasis on client assistance and sustainability. Reasons for incubator failure include unrealistic expectations, poor management, and lack of resources.
Strat budgeting for brgy final by Liezel P. Dolotallas; designed by Marvin F....Liezel Dolotallas
This is a combination of budgeting and strategic planning presented at University of Mindanao..this is a combination of modified works and additional inputs made...Hope this can help you..
Financial Assets: Debit vs Equity Securities.pptxWrito-Finance
financial assets represent claim for future benefit or cash. Financial assets are formed by establishing contracts between participants. These financial assets are used for collection of huge amounts of money for business purposes.
Two major Types: Debt Securities and Equity Securities.
Debt Securities are Also known as fixed-income securities or instruments. The type of assets is formed by establishing contracts between investor and issuer of the asset.
• The first type of Debit securities is BONDS. Bonds are issued by corporations and government (both local and national government).
• The second important type of Debit security is NOTES. Apart from similarities associated with notes and bonds, notes have shorter term maturity.
• The 3rd important type of Debit security is TRESURY BILLS. These securities have short-term ranging from three months, six months, and one year. Issuer of such securities are governments.
• Above discussed debit securities are mostly issued by governments and corporations. CERTIFICATE OF DEPOSITS CDs are issued by Banks and Financial Institutions. Risk factor associated with CDs gets reduced when issued by reputable institutions or Banks.
Following are the risk attached with debt securities: Credit risk, interest rate risk and currency risk
There are no fixed maturity dates in such securities, and asset’s value is determined by company’s performance. There are two major types of equity securities: common stock and preferred stock.
Common Stock: These are simple equity securities and bear no complexities which the preferred stock bears. Holders of such securities or instrument have the voting rights when it comes to select the company’s board of director or the business decisions to be made.
Preferred Stock: Preferred stocks are sometime referred to as hybrid securities, because it contains elements of both debit security and equity security. Preferred stock confers ownership rights to security holder that is why it is equity instrument
<a href="https://www.writofinance.com/equity-securities-features-types-risk/" >Equity securities </a> as a whole is used for capital funding for companies. Companies have multiple expenses to cover. Potential growth of company is required in competitive market. So, these securities are used for capital generation, and then uses it for company’s growth.
Concluding remarks
Both are employed in business. Businesses are often established through debit securities, then what is the need for equity securities. Companies have to cover multiple expenses and expansion of business. They can also use equity instruments for repayment of debits. So, there are multiple uses for securities. As an investor, you need tools for analysis. Investment decisions are made by carefully analyzing the market. For better analysis of the stock market, investors often employ financial analysis of companies.
where can I find a legit pi merchant onlineDOT TECH
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BONKMILLON Unleashes Its Bonkers Potential on Solana.pdfcoingabbar
Introducing BONKMILLON - The Most Bonkers Meme Coin Yet
Let's be real for a second – the world of meme coins can feel like a bit of a circus at times. Every other day, there's a new token promising to take you "to the moon" or offering some groundbreaking utility that'll change the game forever. But how many of them actually deliver on that hype?
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
5 Tips for Creating Standard Financial ReportsEasyReports
Well-crafted financial reports serve as vital tools for decision-making and transparency within an organization. By following the undermentioned tips, you can create standardized financial reports that effectively communicate your company's financial health and performance to stakeholders.
The Rise of Generative AI in Finance: Reshaping the Industry with Synthetic DataChampak Jhagmag
In this presentation, we will explore the rise of generative AI in finance and its potential to reshape the industry. We will discuss how generative AI can be used to develop new products, combat fraud, and revolutionize risk management. Finally, we will address some of the ethical considerations and challenges associated with this powerful technology.
2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
Solution Manual For Financial Accounting, 8th Canadian Edition 2024, by Libby...Donc Test
Solution Manual For Financial Accounting, 8th Canadian Edition 2024, by Libby, Hodge, Verified Chapters 1 - 13, Complete Newest Version Solution Manual For Financial Accounting, 8th Canadian Edition by Libby, Hodge, Verified Chapters 1 - 13, Complete Newest Version Solution Manual For Financial Accounting 8th Canadian Edition Pdf Chapters Download Stuvia Solution Manual For Financial Accounting 8th Canadian Edition Ebook Download Stuvia Solution Manual For Financial Accounting 8th Canadian Edition Pdf Solution Manual For Financial Accounting 8th Canadian Edition Pdf Download Stuvia Financial Accounting 8th Canadian Edition Pdf Chapters Download Stuvia Financial Accounting 8th Canadian Edition Ebook Download Stuvia Financial Accounting 8th Canadian Edition Pdf Financial Accounting 8th Canadian Edition Pdf Download Stuvia
Turin Startup Ecosystem 2024 - Ricerca sulle Startup e il Sistema dell'Innov...Quotidiano Piemontese
Turin Startup Ecosystem 2024
Una ricerca de il Club degli Investitori, in collaborazione con ToTeM Torino Tech Map e con il supporto della ESCP Business School e di Growth Capital
What price will pi network be listed on exchangesDOT TECH
The rate at which pi will be listed is practically unknown. But due to speculations surrounding it the predicted rate is tends to be from 30$ — 50$.
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A merchant is someone who buys pi coins from miners and resell them to Investors looking forward to hold massive quantities till mainnet launch.
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+12349014282
1. Elemental Economics - Introduction to mining.pdfNeal Brewster
After this first you should: Understand the nature of mining; have an awareness of the industry’s boundaries, corporate structure and size; appreciation the complex motivations and objectives of the industries’ various participants; know how mineral reserves are defined and estimated, and how they evolve over time.
2. MEETING AGENDA
• Welcome & April Minutes Approval
Williams, 5 min.
• Introduction to Strategy Conversation
Acho, 5 min.
• Where Have We Been?
Belk, 15 min.
• Where Are We Headed and Why? Leach & Belk, 3 hours
• Wrap Up
Williams, 40 min.
2
4. WHERE HAVE WE BEEN?
CATHY BELK, CHIEF OPERATING OFFICER
4
5. PROCESS OVERVIEW
Board mtg Board mtg
Mar - April
Jan
Planning
Feb
Opportunity
assessment
May
Make choices
(identifying
strategies)
June
Build
implemen
-tation
plan
Write plan
Obj: High
engagement
Obj: JS associate
engagement, gather
ideas
Obj: Make informed
choices, prioritize
Obj: ID implement.
approach
Obj: Create one
document to guide path
Activities
• Identify teams
• Identify work
plan
Activities
• Gather and assess
data
• Identify opps and
develop hypoth.
Activities
• Gather data and test
hypotheses
• Develop strategies
Activities
• Assess
capabilities fit
• Develop
organiz.
plan
• Develop
metrics, budget
Activities
• Refine based on
feedback
• Write plan
Thus far planning activities have included:
• Engagement with over 50 people
• Interviews/input from over 50 non-JumpStart individuals
(entrepreneurs, customers, CDFI experts)
• Over 1,200 hours of time in considered discussion
• Over 60 hours of data assessment
• Met with 2 of the ad hoc Board committees (CDFI,
Investments)
We are here
5
6. VISION / MISSION EVOLUTION
Historical
Definition
2004-2006
2007-2009
2010-2012
Vision: Our reason for
being; the future we seek
to create
Mission: How we will work to make
the vision a reality
To solidify, celebrate and
continually grow Northeast
Ohio’s position as a
nationally significant center
for entrepreneurship and
innovation
To accelerate the growth of early
stage businesses and ideas into
venture ready companies through
providing vital, focused resources to
entrepreneurs and the community
The same
To accelerate the growth of early
stage businesses and ideas into
venture ready companies through
providing
a continuum of resources to
entrepreneurs and the community.
To increase the economic impact and sustainability of Northeast
Ohio’s entrepreneurial ecosystem, while leveraging JumpStart’s
experience and expertise to catalyze entrepreneurship nationally.
6
7. FROM FY11-12 STRATEGIC PLAN
5%
What JumpStart is
Deeply Passionate About
•
•
•
Transforming NEO into a nationally significant
entrepreneurial ecosystem
Correlating our practical experience and
expertise to Ohio and other region’s
entrepreneurial strategies
Working to enhance JumpStart’s operating
model to make us more sustainable over time
What JumpStart can
be Best in the
World At (BIWA)
•
•
•
Generating and communicating all the
exceptional outcomes from NEO ecosystem
Helping to build regional entrepreneurship and
innovation ecosystems by leveraging our
practical experience in and outside of Ohio
Building robust public/private/philanthropic
partnerships that support economic outcomes
What Drives
JumpStart’s
Resource Engine
(Cash, Time &
Brand)
15%
40%
40%
Ohio Third Frontier
Match for OTF
Brand
Volunteers
7
8. WHAT WE HAVE LEARNED IN OUR PROCESS?
What JumpStart is
Deeply Passionate About
•
•
•
Transforming NEO into a nationally significant
entrepreneurial ecosystem
Correlating our practical experience and
expertise to Ohio and other region’s
entrepreneurial strategies
Working to enhance JumpStart’s operating
model to make us more sustainable over time
20%
30%
20%
15%
Ohio Third Frontier
15%
What JumpStart
can be Best in the
World At (BIWA)
•
•
•
Generating and communicating all the
exceptional outcomes from NEO ecosystem
Helping to build regional entrepreneurship and
innovation ecosystems by leveraging our
practical experience in and outside of Ohio
Building robust public/private/philanthropic
partnerships that support economic outcomes
What Drives
JumpStart’s
Resource Engine
(Cash, Time &
Brand)
Match for OTF
Brand
Time- Volunteers
New Sources of
Revenue
8
10. HIGH-LEVEL SUMMARY OF THINKING
• Updated Vision: For every community to have a thriving, inclusive
entrepreneurial economy.
• Updated Mission: Over the next decade, JumpStart will drive human
and economic impact by partnering in NEO and with communities
throughout the U.S. to realize their entrepreneurial potential.
• Product offerings:
– Direct to Entrepreneurs:
• Assessments of individual entrepreneurial businesses
• Assistance products including education, talent, access to capital, revenue
acceleration, mentoring, marketing, and enhanced management services
• Access to Capital via loans or equity investment
– Direct to Communities:
• Assessments of their current programs and/or ecosystem
• Products to build the community’s ecosystem including fundraising (for non-profit or
for-profit programs), inclusion, marketing and communications, finance, information
technology/Salesforce/CRM, metrics systems, policy
• Delivery:
– Supported by consistent delivery process and technologies
– Delivered based on operating philosophy and culture:
10
challenging, honest, resourceful, insightful, engaged, fun (under development)
11. WHAT STAYS THE SAME GOING FORWARD?
• Direct services to technology entrepreneurs in NEO
• Leading the ESP NEO Network (16 collaborating orgs)
• Internal capabilities/capacities which support JumpStart
and other ecosystem members
–
–
–
–
–
–
Development
Finance
Grant Administration
Inclusion
Information Technology
Marketing
11
12. WHAT IS DIFFERENT?
Topic
FY14-16
Logic
Mission
(Appendix., 27)
To partner in NEO and throughout the U.S.
with communities to realize their
entrepreneurial potential
JumpStart’s customers are community leaders who
value a diverse set of activities that help them to realize
the potential of their entrepreneurial economy
NEO Investing
(Append., 28-32)
For-profit fund will invest in ~6 NEO early
stage companies each year who have greater
likelihood for quicker outcomes/ROI
Flat in seed stage; 67% decrease in Series A stage
anticipated over next 3 years in NEO; increased
sustainability for JumpStart and OTF; ability to raise
charitable match for investing has diminished
NEO Small
Business
Lending
(Append., 33-38)
Offer lending products to small businesses
through non-profit CDFI subsidiary
Aligns with increased priorities focused on “potential
gazelle” strategies of NEO and national customers
(funders); Significant market demand; leverages
partnerships which enable us to deploy capital;
capability to assess and provide technical assistance to
companies
Work with
leaders in
communities
outside NEO
Shift to selling more discrete products (as
opposed to current comprehensive national
consulting projects)
Better able to meet customer expectations; generate
margin; customer interest
Organizational
Focus
More focus on the customer (who pays)
Sell what customers want and will pay for
Products
(Append., 39)
Create, manage, and deliver discrete standard
products inside and outside NEO
Capture expertise of organization; leverage these
insights in order to generate margin for NEO programs
Organization
One JumpStart organization going forward
Integrate SME’s into developing and delivering
products across the country
Financing
Seeking $1.3M via variety of different
approaches to invest in operating capabilities
Current $1.3M gap in budget for FY14 (could be filled
with any additional cash resources secured)
12
13. NUMERIC & QUALITATIVE IMPACT METRICS / OUTCOMES
RELATED TO EIGHT DIFFERENCES
Topics
Historical
Future
Mission
(Appendix., 27)
NA
NA
NEO Investing
(Append., 28-32)
~$29M committed to 76 companies; $300M
in follow-on funding; helped to create 1,600
direct jobs; has returned $3.6M in capital to
date; $19M in marketable assets between
equity and loans on balance sheet today
Anticipate investing $8M in equity through 2015; $40M
in follow-on funding by 2017; will help to create ~200
direct new jobs; total fund return target of ~$20M, likely
to take 10 years for entire fund life
NEO Small
Business
Lending
(Append., 33-38)
NA
$1M in cumulative net profit by 2016, self-sufficiency
ratio of over 40% by 2016, write-off ratio under 5%
Work with
leaders in
communities
outside NEO
Have generated ~$5M in fees over 3 years;
all on comprehensive assessment projects,
14 projects completed; modest financial
contributions to support NEO programming
Generate resources totaling a minimum of $3M annual
by 2016; fees are able to provide cost-coverage for
NEO HQ staff that also benefit NEO programming as
well as cash to support NEO-focused programming
Organizational
Focus
Primarily focused on serving the state via
the Ohio Third Frontier as key client
Focused on OTF and other customer for $3M annually
or 30% of budget (whatever is larger) by 2016
Products
(Append., 39)
Primarily focused on delivering services in
NEO via Third Frontier approach
Development and management of suite of products to
serve NEO/OTF; leverage these solutions to generate
add’l revenues, increase national customer satisfaction
Organization
Customer-orientation (funders) limited to
CEO and small development team
Increased clarity on needs of existing and future
customers (funders) across the entire organization
All financial resources required on a yearto-year basis historically from new grants
or sources versus leveraging balance
$1.3M add’l to be secured for FY14 budget in order to
have resources required to invest in JumpStart
operations to be able to serve a broader range of clients 13
Financing
14. MOST SIGNIFICANT RISKS & MITIGANTS
Risks
Mitigant
Reduced impact in NEO due to
focus on regions outside of NEO
• Prioritize NEO first and foremost
Inability to close non-NEO sales
• Leveraging the learnings from Bridgespan along with implementing a detailed
business/leadership engagement approach that allows us to prioritize significant
customers while also building a sales pipeline ( challenges of a long sales
cycles)
Staffing
• High attention to change management internally including support: Lee Nielsen
• Deploy internal learning on recruiting talent to our own needs
• Secure investment financing needed to support needed compensation
requiremnts
• Crystal clear expectations, job descriptions for management and staff
OTF’s perceives JumpStart’s
ability and desire to help other
states as a negative
• Deliver desired metrics in NEO region
• Demonstrate transparency and credibility at every opportunity (e.g. Commission
meetings, relationship with DSA members, Commission retreat)
• Provide leadership with ESPs across state to support DSA’s priorities
• Demonstrate benefits of national expertise and relationships to the State of
Ohio
NEO entrepreneurs upset by
JumpStart directly investing in
fewer firms each year
• Demonstrate care for other funds in network including active monitoring of seed
stage capital availability
• Continue efforts to build additional sources of seed capital (e.g. super angels)
Financial risks associated with
CDFI
• Secure grants explicitly to support potential future write-offs (protecting capital)
• Prudent loan loss management policies including all lender/capital provider
approval of each loan after loan loss reserve used
14
• 100% committed to national best-practices and interactions with peers
16. MISSION
WHAT:
Over the next decade, JumpStart will drive inclusive human and economic impact by partnering in
NEO and with communities throughout the U.S. to realize their entrepreneurial potential.
WHY:
•
Inclusion is a critical element to our work and a key differentiator from others
•
Impact will be derived from both economic and economic measures: jobs, quality of jobs, capital
invested, revenue generated, per capita income compared to the region
•
We call out both our most important home region and our work in communities across the U.S.
•
We don’t work alone; partnering with the right partners is critical to success
•
Communities are our ultimate beneficiary. A community includes anyone the customer wants to
include– whether just a city or an entire region. The community also implies a specific geography,
as our work is place-based
•
JumpStart typically works with leaders in a community but may also work with entrepreneurs
•
JumpStart will understand success in the context of the community, its existing assets, its
momentum, and its opportunities
OUTSTANDING QUESTIONS, IF ANY:
None
16
17. FOR-PROFIT INVESTING IN NEO (“NEWCO1”)
WHAT:
Current JumpStart Evergreen Fund winds down and we will create a new for-profit fund which supports entrepreneurs
and invests to generate quicker economic impacts and ROI. Key elements:
•
For-profit fund (owned by JumpStart) with for-profit limited partners (limited partners will include Ohio Third
Frontier, NEO Corporations, Fund-of-funds, and/or individuals)
•
Will invest in capital-efficient businesses and those with speed-to-outcomes as proxy for exit (with exit expected in
6-8 as compared to current national average of 9 years)
•
Sectors to include healthcare IT, med devise, business/consumer, software
•
Anticipate ~12 investments from $8M fund, with avg. $650K; range $400K- $1.2M (15% maximum in 1 portfolio
co.)
•
Strongly prefer co-investing with other for-profit investors (angels/VC’s)
•
Typically will control a seat on the board of the portfolio company
•
Invest in same stage companies as before but with an eye towards management talent and speed-to-outcomes
(ROI)
•
Charge 2% management fee and 20% carry on fund
WHY:
•
The significant market failure has moved since Evergreen was formed in 2004, market gap in Series A space
targeted above expected to grow substantially in next five years
•
The seed stage has added multiple new funds since 2004, we are connected to these as well
•
Difficulty of raising charitable match required to access the OTF funds is another reason to shift to for-profit
17
OUTSTANDING QUESTIONS, IF ANY:
18. SMALL BUSINESS LENDING CDFI (“NEWCO2”)
WHAT:
JumpStart investigating creating a small business lending non-profit CDFI in early 2014.
•
Subsidiary expected to grow to $3M in income and $1M in “net profit” annually by 2016
•
Loans to existing small businesses with $250K - $5M in revenue, with a focus on working with those in lowmoderate income neighborhoods (60% of companies)
•
Loans from $50K - $400K with immediate amortization, full collateral/guaranty, and higher than market rates
Unique elements of this CDFI that help to ensure its market and financial success:
•
Historical engagement with this type of small business borrower – the broader market believes we do this work
now
•
Historical network of partners and credibility in outreach with inner city and minority communities, as well as
connection to Goldman Sachs 10KSB program
•
Unique JumpStart capabilities in the areas of 1) borrower (talent and skills) assessment, 2) mentor program, and
3) CDFI & banking experience staff in place; commitment to hire former bankers as the team expands over time
•
Assessment and 3 month TA (technical assistance) requirement prior to submitting a loan application
•
Financial management structure including loan loss reserve grants support specifically for bad loans, and
approvals required post-usage
•
Community engagement and visibility requirements for borrowers
18
19. SMALL BUSINESS LENDING CDFI (“NEWCO2”) - CONTINUED
WHY:
• Direct connection to JumpStart’s vision of creating inclusive entrepreneurial
economies and most particularly, within NEO
•
Strong correlation to increased interest from foundations and business community
who have a desire to focus on assisting high-potential small businesses that are nontech (potential gazelle focus of the Cleveland Foundation, FFEF and corporate
community)
•
Opportunity to meet a need for entrepreneurs and small business owners in the
region, while responding to the interest of our in-region customers
•
Opportunity Finance Network has identified a market need, particularly acute among
those in low-moderate income neighborhoods
•
JumpStart is building relationships needed for capitalization and to strengthen deal
flow
OUTSTANDING QUESTIONS, IF ANY:
• Is the board supportive of the CDFI being in JumpStart’s FY14-16 plan?
19
20. NATIONAL WORK SHIFTS FROM CONSULTING TO
GREATER PRODUCT DELIVERY FOCUS
WHAT:
•
Evolve the current nationally-focused consulting activities to selling and delivering discrete products to ecosystem
customers (vs. today’s longer, customized, complex consulting projects)
•
Staff out-bound sales activity focused on reaching highest priority markets as initially identified by “need-based”
market indicators as well as interest & champion in the region, funders identified
•
Build/ test products before adding to portfolio; initial list indicates up to 18 products would could be desired by the
market (likely to start with recruiting, inclusion, CRM, etc.)
•
Manage successful products; adapt to market feedback; internal integrity and constraints
•
Establish consistent delivery process in working with communities and regions
WHY:
•
Market contacts demonstrate high interest in purchasing discrete products today; limited competition exists today
•
Opportunity for very consistent product delivery
•
Lower price point makes it easier to for a customer to secure funds to pay for the product
•
Opportunity still exists to leverage relationship and upsell for incremental revenue
•
Standardized products are more efficient to deliver over time
•
Easier to be ensured of margin delivery if product pricing model is well-understood and consistent
OUTSTANDING QUESTIONS, IF ANY:
•
None
20
21. INCREASED ORGANIZATIONAL FOCUS
ON CUSTOMERS (FUNDERS)
WHAT:
• Evolve our internal culture to focus on building and delivering what customers
(funders) want in addition to what entrepreneurs need
•
Organizational and decision-making alignment around existing customer and
prioritized market opportunities
WHY:
• Philosophy leads to better alignment with our strategy of generating 30%+ or more of
revenue from new sources
•
Enables us to be more efficient
– “Speed to outcomes” philosophy keeps our time focused on companies closest
to generating what our in-region funders want, which is follow-on
capital, jobs, and exits
– Need to be more efficient directing us to build or curate products we can
monetize, such as online education modules
OUTSTANDING QUESTIONS, IF ANY:
• None
21
22. PRODUCT CREATION, MANAGEMENT
AND DELIVERY
WHAT:
•
Each service product we offer to either an entrepreneur or an ecosystem member can be
“productized” so that we can deliver it consistently
•
A “product” would reflect: 1) detailed product definition 2) the exact steps needed to deliver that
service within any market, 3) guidelines on the integrity of that product (what needs fidelity, what
can be more flexible)
•
We can sell and deliver different “flavors” of the same product, e.g. 1) a 2 day workshop at
JumpStart on the product, 2) a longer engagement in a region on the product, or 3) delivery of the
product ourselves (in some cases)
•
We will also establish processes for delivering the flavors and build skills and operating principles
to ensure those processes are followed (e.g. facilitation skills, positivity, etc.)
•
Products are managed over time so the product features and benefits can be adjusted based on
sales/market feedback, but maintain fidelity where needed
•
Currently implementing a cross-organization Lean/Agile business (product) development
framework to enable this to occur as effectively and efficiently as possible
WHY:
•
Through the definition of the product and the flavors, and the standardization of delivery process
and related time, we are able to build pricing models which enable us to generate margin
•
We can better set customer expectations and deliver on those expectations
OUTSTANDING QUESTIONS, IF ANY:
•
None
22
23. “ONE” JUMPSTART GOING FORWARD
(NO OPERATING SILOS BASED ON CLIENT TYPES)
WHAT:
• Redesign the organization to focus on four areas: 1) Sales/consulting and product
management, 2) Product Delivery, 3) Capital (including the new for-profit, the EMF
and the CDFI), and 4) Operations (e.g. finance, IT, marketing, fundraising)
•
Sales/consulting is customer facing; Product delivery is customer facing &/or client
facing (direct to entrepreneur and entrepreneurial ecosystem); Capital is client facing;
Operations is internally facing
•
Inclusion is embedded in all functions as opposed to be separated into own team
WHY:
• Enables better accountability for revenue
• Support consistent development, management, and delivery of products, in NEO and
in communities across the country
• Reflects ongoing commitment to inclusion across the organization
• Enables us to better leverage SMEs for any kind of client
• Efficient use of human resources
• Support a cohesive, transparent, and collaborative culture
OUTSTANDING QUESTIONS, IF ANY:
• None
23
24. SEEKING NEW SOURCES OF CASH
WHAT:
• $1.3M in new cash needed to implement initial FY14 budget from new sources to
invest in the evolution of JumpStart’s operations and to secure 100% outstanding
OTF grant funds
•
Preferred options for seeking these resources:
– Significant new grants received from philanthropy / corporations / RECS
– Additional exits (liquidity events) from Evergreen portfolio companies
– Increased lines of credit and/or bank loans collateralized by equity portfolio
– Sale of equities or early payback of loans:
• Value of current equities: $10.9 (mark-to-market value)
• Value of current loans: $3.6M (book value)
– Foundation Program Related Investments (PRI’s) collateralized by equity/loan
assets
WHY:
• Current Estimated FY 14 Sources: $12.3M (All grants & $1.3M of investment returns)
• Current Estimated FY14 Uses: $13.15
• Current Estimated FY14 Deficit: $850k + $450k to payout FY13 performance (cash
basis)
24
• TOTAL NEED: $1.3M
27. UPDATED VISION AND MISSION/INTENDED IMPACT
Vision
Historical
Definition
2004
2007
2011
2013
Mission
Our reason for being; the
future we seek to create
How we will work to make the vision a
reality
To solidify, celebrate and
continually grow Northeast
Ohio’s position as a nationally
significant center for
entrepreneurship and
innovation
To accelerate the growth of early stage
businesses and ideas into venture ready
companies through providing vital, focused
resources to entrepreneurs and the
community
The same
To accelerate the growth of early stage
businesses and ideas into venture ready
companies through providing a continuum of
resources to entrepreneurs and the
community.
To increase the economic impact and sustainability of Northeast Ohio’s
entrepreneurial ecosystem, while leveraging JumpStart’s experience and
expertise to catalyze entrepreneurship nationally.
For every community to have
a thriving, inclusive
entrepreneurial economy.
Over the next decade, JumpStart will drive
inclusive human and economic impact by
partnering in NEO and with communities
throughout the U.S. to realize their
27
entrepreneurial potential.
28. EVOLUTION AND FUTURE OF NEO “EQUITY” CAPITAL
• Seed stage capital sources have increased with the addition of hyper-local funds, the
Innovation Fund, county funds, and engagement of angels and angel networks
• Early stage capital (A, B rounds) from Ohio sources particularly is expected to drop off
dramatically with lack of renewal of OCF, lack of dry powder, and fundraising
challenges
• Charts reflect JumpStart’s expectations going forward
Deals
Deals
–
28
29. Relative Positioning of Northeast Ohio-Oriented Capital Going
Forward
Imagining
Incubating
Planning
Market Entry
Testing
Proving
Sustainability
Commercializing
Demonstrating
Growing
CCF Innovations
Bad Girl Ventures
LaunchTown
EMF
Alliance Startup
Fund
Mutual Capital
JumpStart’s Fund
Luxemburg
Shaker LaunchHouse
Arboretum
Wooster
Opportunity Loan
Fund
Portal Capital
Akron BioInvestments Funds
Zapis Capital
Canton
Entrepreneur
Launch
RiverVest
Chrysalis
Early Stage Partners
GCIC
Everett Partners
North Coast Angel Fund
Clarion Capital
Hatch
Barberton Growth
Fund
Innovation Fund
North Coast
Opportunities
Technology Fund
RMS Investments
Bizdom
Cuyahoga County Next Step
Edison Ventures
Glengary
Kadima
Concept Capital
Blue Olive Partners
Appleseed Microfinance
Public Square
Partners
NDI Healthcare
Case Tech Ventures
TechSprout
E Capital
Fletcher Spaght
Draper Triangle
Ventures
SunBridge
GREY = closed/out of funds/not investing
29
30. RECENT HISTORY OF ACTIVE NEO INVESTORS
(*) Fund has run
out of funds or
has decided to
close
(**) Funds have
money remaining to
invest, but are not
focused solely on NEO
(***) Funds have
money remaining and
make a high number of
investments in NEObased companies
(****) Estimate of how
many NEO companies a
firm will invest in per year.
Fractions indicate fewer
than one investment per
year in NEO, i.e. 25% = 1
investment every 4 years.
30
31. HISTORICAL AND FUTURE FUND OVERVIEW(S)
FY04-FY13
FY14-16
Business entity
Non-profit (501c3) with funding (grants)
from state grants and philanthropic
sources
For-profit orientation with for-profit
limited partners (the state and private
for-profit investors)
Investing thesis
• High velocity investor (10-15/year)
• “Plant many seeds” approach
• Provide “first outside money”
• Multiple sectors
• Fill gap left by market
• More focused on ROI/exit and
“Speed-to-Level As”
• Co-investments favored
• Multiple sectors
Funding Sources
Grants from Ohio Third Frontier and
philanthropic funders (foundations)
Loans from Ohio Third Frontier and
equity from LPs
Interest from Northeast Ohio Capital
Fund, super angels, and
corporations/foundations
Metrics
FOF, revenue, jobs, taxes, GDP/econ
impact
ROI, payroll taxes, GDP/econ impact,
FOF/revenue as a proxy toward ROI
Operations / Carry
Operating costs covered by state
grants and philanthropy with 100% of
returns coming back to JumpStart
Charge 2% Management fee on LP
money to cover operations expenses
and 20% carry on total fund
31
32. HISTORICAL AND FUTURE INVESTING DETAILS
FY04-13
FY14-16
Talent
Backed entrepreneurs who did not
always possess adaptive excellence
(i.e. A players)
Only invest in A players
Portfolio mix
Variety of sectors (bio, IT/software,
cleantech, bus/consumer)
Can invest in long term projects
requiring many future rounds of capital
Only invest in capital efficient
businesses and opportunity for ROI
Likely healthcare IT, med device,
bus/consumer
Speed of Progress
Projected exits 9-11 years
Projected exists 6-8 years
Total investment/co.
Avg. $400K/co
$250-600K range
Tranche based investment philosophy
Avg. $659K/co
$400K-$1.2M range
Tranche based investment philosophy
# investments for
$8M in capital
~20
~12
Governance/influenc
e
Board observer only
Board seat or control of seat
Stage
Imagining, incubating, demonstrating
(collectively “pre-market entry”)
Same stages (with increased focus on
companies that can progress quickly
and generate ROI)
32
33. SUMMARY OF WHAT WE KNOW RELATED TO CDFI
Summary of potential CDFI
Market need
Structure appropriate for
JumpStart
•
•
•
Loan supply has fallen 20-40% in the last 10 years
There is market demand for small business loans (pre-SBA)
No existing NEO CDFIs have proven capability to meet this
need
•
A non-profit subsidiary of JumpStart, focused on providing
small business loans.
Unique governance.
•
•
Financial summary
Operations
Supporters
•
•
•
•
•
Plan requires ~$12M in total financial resources from
customers over first ~3 years
$10M capital for lending, $2M for ops
Modest profitability based on projections
4 person team when fully established. 1.5 people to start.
Loan servicing outsourced
Back office ops also outsourced (to JumpStart): IT, marketing,
finances
Conversations with at least 6 potential partners in the region who
have expressed interest (regional foundations, regional banks,
family foundations)
•
Metrics
•
Job creation in inner city or job creation among low-moderate
income populations
Increasing sustainability over time
33
34. MOST RECENT WORK: JUMPSTART’S DUE DILIGENCE
OF THE CDFI OPPORTUNITY
•
Key issues for due diligence
–
–
–
–
–
–
•
Further identification of characteristics for potential borrowers
State and federal regulations to consider
Financial management of a small business lending CDFI
Brand, operations, and customer service performance expectations
Alignment with JumpStart’s historical and future work: “why JumpStart?”
Interest from customers/funders to financially support the CDFI
Process for due diligence
– Identify best-in-class and relevant partners to interview
– 27 individuals/organizations identified:
•
•
•
•
•
Small business bank lenders and bank CRA officers (Charter One, Federal
Reserve, Huntington, First Merit, Lorain National Bank, Key, PNC, US Bank)
Best-in-class Ohio CDFIs (Cincinnati Dev. Fund, Finance Fund Ohio, Village Capital)
New CDFIs (ECDI, Ohio Capital Finance Corp)
Best-in-class national CDFIs (Accion, Bridgeway Capital, Hope Enterprise, Pacific Community
Ventures, Philadelphia Industrial Dev. Corp, Wisconsin Women’s Business Initiative)
Other partners within the region (Urban League)
– 22 conversations completed thus far, with others scheduled
– Also reviewed websites and other sources for publically-available information (e.g.
State Dept. of Commerce)
34
35. CHARACTERISTICS OF POTENTIAL CDFI BORROWERS
Tools to support borrowers and
protect CDFI
Overview of characteristics
Financial
History
Personal
characteristic
s
•
•
•
•
•
In business for 2 years
$150K - 5M in revenue
Breakeven or positive cash flow
Collateral protection
Meaningful equity contribution
•
•
•
•
Relevant background
Business acumen
Committed to growth
Coachable; willing to participate
in TA program
Good character and chemistry
•
•
Geographic
characteristic
s
Industry
characteristic
s
•
•
•
•
•
•
•
•
Borrower Interview
Community recommendations
Industry ratios
Loan covenants
Flexible terms
Technical assistance requirement
•
•
Continuous client engagement
Mentor program (various
structures)
One-to-many education
Partner programs
•
•
Initial scope is 21 NEO
counties
Consider specific geographic
areas within the 21 counties to
initially concentrate on
•
Consider community partner
programs and geographic
coverage for deal flow and lack of
overlap
Consider industry-specific
originations (weighed against
portfolio diversification needs)
•
Consider community partner
programs for deal flow
35
36. FINANCIAL MANAGEMENT OF CDFI
Category
What we want
Approach
•
•
Portfolio
Performance
•
Strong healthy portfolio
•
•
Develop strong TA program: mentor program,
one-to-many education, partner programs
Report on loan portfolio monthly to the loan
committee and board for monitoring and
oversight
Leverage CDFI industry standards to help
committees understand risks
Develop procedures to guide protocol with
borrowers, particularly if a loan appears to be
underperforming
•
Sufficient loan originations
to generate fee and
interest income
•
•
•
Five borrowers in line prior to market launch
Strong partnerships with partner sources
Leverage JumpStart marketing expertise
•
Strong TA from partner
providers for that TA we
seek them to deliver
•
•
Identify strong providers for various needs
Leverage Goldman Sachs program for deal
flow
Pipeline
Technical
Assistance
36
37. WHY JUMPSTART AS A CDFI ACTOR?
Considerations
OFN interviews with board: yes
Proven history with this size “loans”
Two small business lenders on staff
High capability to launch, measure, adjust, learn
•
Does JumpStart have the technical
capabilities?
•
•
•
•
Existing work in inner cities and commitment to
inclusion provide foundation
JumpStart’s draft FY14-16 Intended Impact:
“Over the next decade, JumpStart will drive
inclusive human and economic impact in NEO and
throughout the U.S. by partnering with communities
to realize their entrepreneurial potential.”
Authentic desire to influence “human impact” (jobs,
families, communities
•
Does JumpStart have the desire to serve
this target market?
•
•
Does JumpStart have connections and
credibility in this target market?
•
•
Existing clients will be very small percentage of
potential borrowers
CDFI will be serving new market
Partnerships and new brand will aid transition
37
38. WHY JUMPSTART AS A CDFI ACTOR?
Considerations
OFN interviews with board: yes
Proven history with this size “loans”
Two small business lenders on staff
High capability to launch, measure, adjust, learn
•
Does JumpStart have the technical
capabilities?
•
•
•
•
Existing work in inner cities and commitment to
inclusion provide foundation
JumpStart’s draft FY14-16 Intended Impact:
“Over the next decade, JumpStart will drive
inclusive human and economic impact in NEO and
throughout the U.S. by partnering with communities
to realize their entrepreneurial potential.”
Authentic desire to influence “human impact” (jobs,
families, communities
•
Does JumpStart have the desire to serve
this target market?
•
•
Does JumpStart have connections and
credibility in this target market?
•
•
Existing clients will be very small percentage of
potential borrowers
CDFI will be serving new market
Partnerships and new brand will aid transition
38
39. EXAMPLES OF PRODUCTS / SERVICES
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
Recruiting Talent for Companies
Assess and Advise Entrepreneurs (without requiring a direct connection to a specific fund(s))
Educational Services for Entrepreneurs (self-help)
CRM - Dealflow and Metrics System
Inclusion (cross-cutting implementation for ESP)
EMS (services provided to fund portfolio clients post investment)
Due diligence services for specific fund(s)
Mentoring for Companies
Development / Fundraising for Charitable and/or For-Profit Activities
Social Media / IT Platforms for Entrepreneurial Ecosystems
Investment Fund Development & Mngmt. (for non-profits and/or for-profits)
Capital Attraction for Companies
Public Policy Approaches To Accelerate Economies via Entrepreneurship
Regional Marketing for Entrepreneurial Ecosystem
Revenue Attraction Companies
Regional Ecosystem Assessment
101's for Starting up a non-profit VDO (legal, governance, finance, etc.)
Regional Entrepreneurial Ecosystem Approach (Creation and/or Acceleration)
39