Presen tense Quarterly Q1 and Q2 2012

PresenTense Group Quarterly Review, Jan-May 2012

June 14, 2012

Welcome: the PresenTense Quarterly •  The PresenTense Group is commi0ed to being a learning

organiza8on, and involving its community in its ongoing learning and assessment.

•  To ensure that we learn from our experience, our staff will review how we’ve addressed our programma8c goals four 8mes a year. Those goals are set through our Strategy Days, and reflected in our Year in Preview document.

•  This Quarterly is a reboot, reviving our prac8ce, and will set the pace and structures for the regular reviews to come. Please send feedback aHer the session is over to [email protected].

A Reminder: What We Do

PresenTense is a community development organiza8on with global reach. PresenTense partners with community ins8tu8ons to develop training and mentorship programs for social entrepreneurs, crea8ng new ventures that benefit the community and meaningful volunteer opportuni8es for local professionals.

Our Programs: Community Building, Revenue Generating

•  The PresenTense Group as of 2011 is opera8ng through three regional opera8ons: North America, Israel and Eurasia.

•  In each of our regions we run two general types of programs: –  Large, community building programs, known as Community

Entrepreneur Partnerships (or CEPs) –  Smaller, spot seminars for organiza8ons or networks, known as PTSchool

•  Recently, PresenTense has taken its exper8se in community development around entrepreneurship into the technology space, with its Tech@Community program

•  The following quarterly reviews our programs in all of our loca8ons, star8ng with North America, then Israel, then Eurasia.

North American CEP’s

One Exciting Moment this Quarter…

Seeing the Boston Launch Book in print was exci8ng because it was a beau8ful visual

representa8on of PresenTense’s hard work, dedica8on to our clients and the real community impact we have enabled

Quarterly Metrics Update

Metrics Intended to Reach Metrics reached Explana4on

12 Fellows/Community Entrepreneur Partnership

Total of 64 NA Fellows; average of 10/City

Coordinators opted for smaller numbers in new markets

50 volunteers/CEP 150 attendees/Launch Night

Avg 35 volunteers/CEP 130 attendees/Launch Night in Boston, Cleveland and Philly 350 attendees in DC

Smaller Fellow cohorts = fewer coaches and mentors; SC projections were too large, and mentorship changes

80% Client Satisfaction TBD Partner survey yet to be sent, but anecdotal evidence supports 80%

Successful Program Implementation

All Coordinators completed the CEP program, Success TBD

Exit survey data will show metric success vs. baseline

Next Steps •  Program Assessment – distribu8ng, gathering and analyzing feedback from all program stakeholders

•  Coordinator Debrief – NA Coordinators mee8ng in NYC, on July 2, 2012

•  Coordinator Course – finalize agenda and materials for July training

•  Product Refinement – revisi8ng program materials to update and upgrade marke8ng, process and planning documents

Quarterly Challenges

Challenges Faced/Facing Potential Solutions Inconsistency with brand and program implementation

Need to determine the non-negotiable elements and provide more marketing materials and copy

Difficult Information Management (specifically Launch Book)

Switch from intranet to Box system; centralize the intake data

Slow Network Development Appointing representatives from each cohort and facilitating monthly meetings.

Inconsistent Communication Schedule Plan PresenTense communications schedule in July so that Partners can plan accordingly

North American PTSchool

One Exciting Moment this Quarter

Quarterly Metrics Update Metrics intended to reach Metrics reached Explana8on

8 of 11 SocialStart trainers shadow and then teach CEP seminars in 6 ci8es + Masa

11 trainers shadowed and taught CEP seminars in all 6 ci8es, Masa and two other PTSchools

All 11 trainers were prepared and excited to teach; challenge will be maintaining them!

Fellows grade Trainer facilita8on at at least 4 out of 5

Qual rather than quant, but every response was posi8ve/glowing!

Trainers have strong skills and presence; challenge is aligning content

Sell $50K PTSchool engagements

Sold $30.5K, working to close remainder by EOY

Trying to get the price point right as well as balance the staff 8me needed

Next Steps – Build 3 na8onal partnerships for 2012-‐13 ($15-‐40K per org)

– Determine decision model/trainer alloca8on for accep8ng smaller engagements

– Update/refine CEP curriculum based on fellow/coach/coordinator feedback

– Develop intrapreneur curriculum – Slightly refine SocialStart model for 2012-‐13 to ensure capacity/bandwidth/quality

Quarterly Challenges Challenges Faced/Facing Potential Solutions

PTSchool sales: Balancing client price elas8city with the risk of dilu8on of our product and declining marginal revenues

1.  Target national organizations with bigger budgets

2.  Determine which program elements are most critical and least costly

3.  Achieve operational efficiencies to better scale program

4.  Share resources in existing cities (e.g. Masa)

Trainers as contractors (vs. staff 8me)

1.  Invest more heavily in 4-6 top trainers

2.  Train new hire/s and assign each staff one per month

Client rela8ons – reliant on them to uphold our contracts

1.  Improve systems for collections 2.  Always get buy-in from C-level 3.  Create back-up plans, conditions!

Israel CEP’s


The Yazamim (Jerusalem Fellowship) Launch Night featured PresenTense’s first Arab and Haredi fellows – expanding our reach into Israeli society and strengthening our commitment to all of Israel’s residents. Launch Night was a0ended by Jerusalem’s Mayor, Nir Barkat.

Quarterly Metrics Update Metrics Intended to Reach Metrics reached Explana4on

• 12 ventures per Fellowship (Jerusalem, Tel Aviv, Threshold)

• Jerusalem 12V/10 F • Threshold 15V/12 F • Tel Aviv 12V/12F

Threshold had high demand, and went above the number of ventures; Jerusalem had a larger than average instance of teams.

50 volunteers per Fellowship

• Average of 50 volunteers in every fellowship in Israel-Community leaders. • 170 people at Jerusalem launch night.

We hit full capacity for volunteers from the community.

Finalizing the “Israeli Product” - Presentations, workbook, Intranet Sites

• Updated Hebrew Presentations • Fellows intranet • Coordinator intranet • Hebrew flyers

Still work to be done, but general translation and adaptation is finished.

Next Steps

•  Train new staff to expand Israel opera8ons •  New Israeli SocialStart – Train 12 new trainers so that they may be able to provide workshops for the various fellowships in the coming year

•  Expand and improve the Israeli product transla8on and adapta8on


Challenges Faced/Facing Potential Solutions Fellows obligation to fellowship (showing up late, submitting milestones late, etc.)

• Building more strict structure to fellowships.

SocialStart trainers availability was low, leading to challenges in assigning workshops and fulfilling commitments

• Assess trainers availability to teach during application process • Assign one trainer to teach throughout the whole fellowship

Busy July: Global fellowship, Social start course, coordinators course

•  Planning has begun to ensure staff members are prepared for the packed month to come.

Israel PTSchool


PresenTense ran the second largest track at MASA BFL for over 80 par8cipants where we were able to market SocialStart training as a

product


Metrics Intended to Reach

Metrics reached Explana4on

Creating a platform for marketing our workshops.

Creating the role of VP Business Development

Sales of all products should be coordinated

2 large scale programs, 7 workshops

• BFL • 11 workshops

Student Union fell through last min due to lack of Budget

Intraprenuer program Made first contact and follow up with several org’s

Working on Shatill, Merkazi Tzeirim and Rothschild Ambassadors

SocialStart Training to add 10 new facilitators

• 6 new trainers were added • ROI community training in July

We decided to focus on 6 and invest in them

Open Program (Seminars only) About to close with Mazeh 9 – 1 in Hebrew and 1 in English

Developing 2 new products Developed 3 new products: • Tech@Community Model •  Hub Operating Model •  Activists Tool Kit

 The Library  Mazhe 9  Different places

Next Steps

•  Research new markets •  Marke8ng of the new products to exis8ng and new partners

•  SocialStart training program – Partnership with ROI – Expand our training pool


Challenges Faced/Facing Potential Solutions PTSchool was incorporated into Business Development Department

Overseeing sales on a wide spectrum

Shortage in available and qualified SocailStart trainers

Partnering with ROI to run a SocialStart training course in July

Selling new products such as Tech@Community, Hub operating model and activists toolkit

Using The Library as a model example

The Library TLV

•  Applica8ons –  12 teams submi0ed applica8ons for the first round

•  8 were teams were accepted –  19 team submi0ed applica8ons for the second round

•  10 were accepted •  VIP visits

–  Over 400 par8cipants in meet-‐ups –  Over 100 VIP visitors

•  Including the Secretary General of the OECD

Eurasia CEP’s


AHer Launch night, a Kaet (Moscow) coach and volunteer steering commi0ee member said, “I’ve been in Moscow for 4 years, and this is the first 8me I’ve done something Jewish.”



Training 8 SocialStart trainers

5 trained SocialStart course wasn’t as successful as planned, and we’re planning to launch another one in the upcoming months

Moscow should include atleast 7 successful projects and have a 70% volunteer reten8on rate

7 projects launched, so far all volunteers expressed interest in con8nuing

To early to know reten8on and impact

Expansion to one other European city

Nego8a8ons ongoing with St. Petersburg, hopefully will conclude soon

A deeper partnership with the JDC is in process

Next Steps

•  Due to increased demand for Russian language sessions, a new SocialStart course is the top priority in the next few months. We’re working on partnering with an organiza8on in Moscow to expand our ac8vity in this field.

•  The other step is expanding into other ci8es in Europe, through partnership with local organiza8ons.


Challenges Faced/Facing Potential Solutions

Recruitment of addi8onal Russian SocialStart trainers

Partnering with the Moscow center for NGO management to run a joint program.

Replacement of the European Programs Director

Intense training for the new director star8ng July 1st, a possible joint visit to the field

Adapta8on of the program to new communi8es, and processing and assessing feedback from Moscow.

Running focus groups with target audiences during the autumn.

Communications & Information Systems


The livestreamed video of the Kaet Moscow Fellowship Launch Night conveyed the energy and rhythm of the 15-‐second pitches, which,

despite the cultural divide, was the same as their counterparts in Boston, Jerusalem, NYC, and our

other partner ci8es around the world.



25% open rate 10% click through rate

26% open rate (avg) 9.7% click through rate

One clear action gets best open rate. Fellow features also get the most interest



(as compared with same period in 2011) 20% increase in visits 20% increase in unique visitors 20% increase in pageviews

(as compared with same period in 2011) 16% increase in visits 27% increase in unique visitors 14% increase in pageviews

Peaks with new content or announcements, otherwise steady visitorship

10% increase in Twitter followers 10% increase in Facebook likes

7% increase in Twitter followers 10% increase in Facebook Likes

Facebook more popular in Israel than Twitter, otherwise it’s strong growth

Next Steps

•  Remake PresenTense website (.org and .org.il) to be0er drive sales, volunteer engagement, and interac8on with fellows

•  Build be0er system for tracking Sales and Project Management of current programs

•  Create strong blog featuring constant schedule of posts from fellows, mentors, staff, and community members.


Challenges Faced/Facing Potential Solutions Not all sales data is being tracked effectively in one location

Staff incentives for updating data; test out new/updated data systems

Tech infrastructure needs (hardware and software) are becoming outdated and take up valuable staff time

Research and implement new solutions for cloud services, tech upgrades

Questions? Comments?

Technology

Presen tense Quarterly Q1 and Q2 2012